An agency of the Catholic Archdiocese of Melbourne, Villa Maria Catholic Homes (VMCH) with 2,700 staff provides a diverse range of quality services to over 9,000 older people, children and adults with a disability, their families and carers across Victoria and southern New South Wales.The COO leads all business operations across Residential Aged Care, In Home Aged Care, Community and Disability Services and Allied Health. This role is a key Executive role in the organization present at all Board meetings and key Board Sub Committees and deputises for the CEO during any leave or absence.

Villa Maria Catholic Homes Community and Disability Services provides support to individuals to enable them to set, drive and achieve their personal goals, dreams and aspirations. We are strongly guided by a desire to imagine and craft services that support a person’s right to live in, contribute to and be recognised by their communities. We emphasise a person centred approach.

The Senior Manager Childhood and Youth Services is responsible for a large group of disability services including Intake and Assessment, Children and Adult Respite Houses, Children and Adult Out of Home community based respite, Specialist Education (St Paul's College), Out of School Care programs and the Early Childhood Intervention Services.

Everyday Independence provides specialist therapy and rehabilitation services across Occupational Therapy, Physiotherapy, Speech Pathology and Case Management, providing clients with disabilities personalised solutions which support participation in everyday activities.As CEO for Everyday Independence oversaw the business expansion through a combination of acquisition & extensive organic growth (across Vic. and NSW). Implemented several innovative new programs to expand service offering to clients. Achievements included - ► Successfully managed the on-boarding and integration of four distinct and very different acquisitions. Maintained employee initiated turn-over at <15%.► Successfully managed rapid organisational growth which covered all areas and included:o 13 sites across VIC & NSW (March 2014) ► Introduced several innovative programs to expand reach of core services and add complimentary revenue streams:► Achieved successful results with several high profile, competitive and complex tenders

CGU Insurance were the largest Worksafe Agent in Victoria during this period. WorkSafe agents are organisations appointed by WorkSafe to manage employers’ WorkSafe insurance policies and injured workers’ compensation claims.Provided general management - strategic and operational leadership of the claims operation delivering customer service excellence focused on achieving optimal return to work (RTW) and health outcomes for injured workers under the WorkCover Scheme. Extensive work to establish effective rehabilitation, community support and provider partnerships. I managed 150 staff and consistently achieved above average scheme results.Achievements included - ► CGU climbed from a low ranking WorkCover scheme in 2008 to top level by 2010► Exceeded best practice for Industry staff retention levels at approximately 13% attrition► Selected by WorkSafe as sole participant from all agents 2010 Ambassador tour of North America.► Implemented the early RTW Model which included significant changes to claims operating model and helped achieve well above scheme performance - RTW index► Established Occupational Rehabilitation management framework and structure to improve management of External Provider Panel. Achieved significant reductions in overall spend from 2008/9 to 2009/10.

The Community Support Division was responsible for delivering medical, rehabilitation and disability support services for all TAC clients who sustained serious injuries resulting in lifelong disabilities. I managed a large division (>150 employees) as well as having responsibility for a significant administrative budget and >60% of the TAC’s total claims liabilities.Major Achievements - ► Two client satisfaction surveys that were the highest ever consecutive results for the Division► Reduced Community Support’s outstanding claims liabilities achieving highest ever recorded actuarial result for Community Support in 2008.► Maintained a highly engaged workforce through period of significant transition and exceeded benchmark in 15 out of 17 formal survey measures► Implemented new client outcome frameworks and workflow systems. Achieved a structured client outcome linked to Individualised Planning frameworks.

As a member of the Senior Management project team, I was engaged to review TAC’s claims operating model in preparation for its head-office relocation to Geelong.Major Achievements included:▬▬▬▬▬▬▬▬▬▬▬▬► Review of claims model with recommendations made (all adopted) for clients with catastrophic and severe injuries - included in-source case management, decommissioning regional offices, and implementing an innovative life of claim model

Provided general management of a team of up to 15 provider and program managers to deliver high quality analysis and health and community services. I also represented TAC’s interests through external liaison with key stakeholder groups, including statutory agencies and representative bodies.Major Achievements included:▬▬▬▬▬▬▬▬▬▬▬► Design and implementation of new structure for provider relationship groups which created a greater alignment to business needs and established clearer roles, responsibilities and accountabilities► Implementation of first ever provider performance framework for outsourced case management panel at TAC. Included client outcome and service timeline KPIs with a matched performance reporting system► Introduction of effective service agreements, contracts, service levels and standards, performance measures, policies and work practices for various services which improved outcomes

In this role I reported directly to the General Manager Major Injury Division and I led and optimised delivery of the Lifetime Support (LTS) strategy in the Major Injury Division.Major Achievements included:▬▬▬▬▬▬▬▬▬▬▬▬► Improved client service delivery and client life outcomes, through innovations in hospital discharge planning, sourcing alternative community options for home, work and leisure, client ‘self-purchasing’ options and a person-centred planning approach to client and family needs.► Developed and managed the divisional internal risk audit framework.► Received TAC Achievement Award (2004) for initiating, developing and implementing the Assistance Dogs Program for clients with significant disabilities. Improved clients’ independence and quality of life and reduced overall attendant care costs.

In this role, I reported to the CEO with accountability to plan, lead and provide general management of Major Injury operations to achieve optimal client outcomes and excellence in service delivery while effectively controlling long term care costs.

Provided general management of 17 staff to ensure effective liability management and service delivery for lifetime care claims for clients with severe and moderate acquired brain injury and spinal cord injury.

Managed a portfolio of claims through effective clinical, disability and policy decision-making ensuring efficient delivery of benefits to clients with spinal cord or acquired brain injuries.

Held various roles over six years in acute rehabilitation and community specialising in Neurology, Acquired Brain Injury and Spinal Cord Injury