David Hammond Email & Phone Number

Auckland, New Zealand

Board Strategic Advisor: Leads the development of good governance frameworks for Boards internationally and in New Zealand, undertakes whole-of-organisation reviews (including Council CCO), leads Board and SLT Reviews, an expert in the transition of Founder to Board frameworks, a confidential Code of Conduct investigator, Board Charter development, Chief Executive KPI and performance framework expert, and a former Chief Executive over City and Provincial Councils for a decade. David has also led the placement of some 50 Chief Executives and a similar number of Board Members.

Nelson, Marlborough & Tasman, New Zealand

Non-executive director with shareholding advising on community engagement, community co-design and community models of devolved services and decision-making. Created most devolved service delivery design in local govt existing in Australia or NZ. Partner in design of B.I.Ds and industry sector advisory boards. Transferred the practice of Hammond Robertson Ltd into Business Lab as I took on full-time work with Sheffield North Island.

Auckland, New Zealand

Placing amazing leaders into roles that provide the challenge they look for and the right fit with their skills and family goals. Placement of CEOs, Board members and Senior Executives across all sectors. Bring 10 years CEO experience into my role which also includes advisory on CEO performance appraisals, Board structure and performance, senior management structure and performance.

Coromandel New Zealand

Hammond Robertson Limited provides services in Australia and New Zealand in community engagement, community advisory board models and structures, as well as the delivery of a transformational "Engagement Edge" programme to help councils and other organisations face the challenges of community engagement. David partners with Colin Bass (Business Lab) in this delivery - both bringing a suite of highly innovative community collective impact designs.

Nelson, Marlborough & Tasman, New Zealand

Working in a great city with an excellent team of elected members and staff. Role to point the council toward a different model of operating with partnerships and communities, review with independent and experienced eyes, deliver, and improve performance in preparation for the incoming CEO.

Thames Coromandel

In 2016 I completed a four year appointment as Chief Executive of this organisation with $1.3B assets, $75M operating revenue and 164FTE. I led and completed an extensive change management project covering governance systems, staffing structure, revenue and expenditure, internal high performance systems, and external stakeholder relationships. Overall achieved:• Operational costs dropped to the lowest per property of any Waikato council.• Customer service performance was raised to the highest public satisfaction ratings of core services recorded.• Staff engagement post-restructure rose to higher levels than before restructure.• The devolved governance model was attested as highly innovative and I am sought out to speak on it frequently in New Zealand and Australia.• High debt levels were slashed and the council is tracking toward Nil debt within 10 years."We have nothing but appreciation and respect for David's input on the Coromandel. We inherited a Council that had lost touch with its community, and was crippled under high rates and debt. With David’s passion for Community Empowerment we have turned this around and what's been achieved is huge." (Endorsement from Mayor Glenn Leach)Senior Industry Collaborations:(a) Tourism: During the period I established and chaired the Local Government Tourism Council's Workgroup; a collaboration of numerous councils and industry partners including LGNZ, RTONZ and TIANZ advancing projects such as a Good Practice Guide for councils in measuring value from tourism investment, and addressing the negative effects of tourism across New Zealand.(b) Aquaculture: I was Project Sponsor for a suite of projects in the Coromandel Harbour partnering with industry to expand aquaculture, and address increased demand on ageing infrastructure. The project involves negotiations with the industry, consenting, developing a role as 'regulatory partner', private investment and collaborating with community interests, Iwi and stakeholders.

Taumarunui

I led a change management programme to redevelop this $320M asset value organisation to create a more cost efficient and higher performing council. We created a collaborative culture with community, industry and Iwi, and put a lot of work into realigning the regulatory environment to reduce barriers to development. The success of Te Kahui Tupua tourism programme stands out as a lasting project of wider impact, and I'm personally proud that with the financial results the council felt more confident to invest in lagging infrastructure and embarked on its biggest ever capex programme in 2009.Senior Industry Collaboration: I took over as Project Leader for a $2.8M project (called Te Kahui Tupua) part way through at a time when delivery was lagging. The project aimed to pull the Central North Island out of economic recession in 2009-11. It drew together a complex collaboration of 3 councils, tourism industry, 12 Iwi, 4 Regional Tourism Organisations, Department of Conservation and Ministry for Economic Development. That project won two national awards for success, and 90% satisfaction from tourism operators. The District enjoyed 0.2% economic growth in 2010 (compared to national decline of -2.5%). With my organisation's $6.5M of investment committed to tourism, I calculated that we leveraged a further $26M from external funders.

Tokoroa

For this organisation I led a strategic and business planning team, community and economic development units and contracts, and recreation services.The council achieved consistently high community satisfaction from these services with customers and won a national Vero Award for the economic development programme under my Group (but this award was more a testament to the excellent staff we had). During my time we made huge progress on a then fledgling project called, Waikato River Trails led by my Parks Manager, Kelvin Hainsworth.

Jordan

Cross-cultural trained, speak Arabic and with family lived in Palestinian community. Familiar with work, travel and culture of countries including Jordan, Lebanon, Saudi, Syria.

Master Of Science (Msc Hons), Social Geography

Activities and Societies: Geography Topophiliacs Canterbury University Christian Union

Master Of Business Administration (M.B.A. Distinction), Business Administration And Management, General, Distinction - Top Equal Mba Award