Greg Sims Email and Phone Number

I am responsible for Business and Financial Services, ensuring key performance indicators and organisational needs are met by the provision of modern and contemporary cost-effective services in a planned, strategic approach.I am responsible for driving business performance, identifying opportunities, ensuring revenue streams are optimized, costs are minimized without impacting on clinical care or organisational reputations. In this role, I am also responsible for working closely with the RAC corporate admission team to ensure admission targets are met for our aged care facilities.•Supporting the Facility Managers to achieve agreed organisational KPIs (both financial and operational) while maintaining full compliance with regulatory requirements.•Preparation of operational and capital budgets and their ongoing compliance.•Ensuring procurement contracts reflect value for money and add value to the organisation•Supporting the admission team and facilitate the admission process to meet the RAC admission targets•Managing the income streams this includes ACFI and the related day to day management issues. Fostering strong relationships with auditors from both Commonwealth and State governments. As well as the Transitional Care Program (TCP) and the related day to day management issues and the supporting contract with the WA Health Department. •Monitoring the expenditure including monitor and report on payroll and operational expenditure ensuring costs are managed within agreed budgets. Liaise closely with RAC Operations Manager of any non-compliance due to operational reasons. •Liaise closely with RAC Operations Manager of any non-compliance due to operational reasons•Monitoring and reporting on Gross/Net margins•Report against KPIs and agreed on targets•Meet and nurture relationships with key stakeholders•Actively contribute to the strategic and operational planning.

As Manager Support Services at Peter Mac Hospital I manage the hospital support services. My strong operational and strategic experience assists me to develop business strategies ensuring that the required organisational and business support is available to the clinical and other non clinical departments ensuring their business and operational needs are met. •Developed a strong service culture within the Support Services•Providing strategic and operational leadership to my managers and staff•Developed annual operating and capital budgets•Monitoring, analyzing and trend activity against targets and respond appropriately •Managing both human, financial and capital resources to meet predicted activity fluctuations •Implementing strategies to recruit and retain staff, significantly reducing agency staff and wage costs. •Responsible for the hospitals wider Contracting and Facility Management Department•Ward housekeeping standards have improved from a low 77% compliance rate to 92% compliance rate in 4 months •Improved food quality and service standards from 83% increasing to 95% following a wide-ranging review of this department. •Foodservice costs have reduced significantly (down by 15% against last year) following changes in purchasing processes. •Staff productivity increased & wage costs decreased (down by 10% against last year) •Patient comments concerning poor housekeeping standards have decreased from an average 6-7 per month to an average 1 per month together with a strong focus on quality expectations and meeting KPIs.•Wage costs show a continued reduction month by month through efficient management practices. •Consumable costs show a continued reduction due to better contract management, detailed attention to cost management and attention to procurement detail. •Organisational KPIs and benchmarks are being achieved with WHPPD reducing and staff productivity increasing. •Fully achieved ACHS accreditation audit with no surveyor recommendations

WA Health Department, Child and Adolescent Health Services, Perth Children’s Hospital.The Perth Children’s Hospital was built on the QEII Medical Centre site in Nedlands replacing the Princess Margaret Hospital for Children in Subiaco. Construction of the new hospital commenced in January 2012 and was completed in late 2017. This hospital provides tertiary level paediatric health services and key secondary health services including inpatient, outpatient, and ambulatory care services.I was employed by the WA Health Department providing subject matter expertise for hard and soft services for the new hospital services and ensuring that business services transitioned from Princess Margaret Hospital to the Perth Children’s Hospital. In this role I ensure that business processes are aligned with and supported by ICT solutions, appropriate staffing solutions and business best practices meeting clinical and non-clinical needs, agreed on KPIs and other performance measures.• Advising on and articulating business processes and functional structure of Facility, Hospitality and Support Services ensuring business requirements and business information needs are met. • Design business capability models that can be used by the business and integrated with the ICT solutions.• Responsible for the provision of requirements within procurement tenders and the alignment of those functional requirements with business & operational processes design. • Leading and reviewing design ensuring that operational needs are met• Preparation of service design and operational design documentation.• Providing risk management advice and risk mitigation advice. • Provision of strategic and operational advice to the project.• Responsible for the strategic planning of the Facility Management Service.• Advising on FF&E equipment selection.

Serco is a publicly listed multinational organisation, providing facility management services internationally to a wide range of industries. Serco health care services have been awarded the mobilisation and ongoing management contract for 29 services at the Fiona Stanley Hospital.My role was the Hotel Services Manager responsible for the development of Hotel and Support services and the successful implementation of these services.• Responsible for contractual interpretation with sub-contractors and suppliers• Leading Support Services design and reviewing facility design to ensure that operational needs were met• Preparation of service design and operational design documentation• Providing risk management advice and risk mitigation advice• Advising on FF&E levels and equipment selection• Roster creation to meet service and budget expectations• Advised on the change management process for all support services• Advised on recruitment approach for Hotel & Support services staff• Advised on operational interpretation in relation to industrial agreements• Negotiated with unions to develop new industrial awards• Introduced innovative features for support services (including Automated Guided Vehicles, Electronic Records management, centralised help desk, etc)• Human, financial and physical resources associated with the project are managed.• Provision of strategic and operational advice to the Project Director and the wider board members• Provided planning and advice for the retail / commercial center within the hospital campus• Integration of ICT solutions to meet business needs

Morris Corporation is a private organisation providing facility management services to the Resource Industry, Commercial and Industrial clients.My role was responsible for the Fortescue Metals Group Ltd contract. This contract involves the management of all Support Services and facilities management services. This is the largest contract within the Morris organization with an annual value exceeding $40 million dollars.•Responsible for contractual management and operational management of three 1500 man villages. Services included catering operations, accommodation services, housekeeping services, grounds, and facility management services, airport management and emergency services•Responsible for the negation and monitoring of supplier contracts•Responsible to meet contractual and legislative requirements•Introduced and delivered change management to improve business processes•Identified opportunities to increase productivity and decrease costs•Identified opportunities to increase market share•Responsible for the management of client relationships•Worked closely with all suppliers to ensure service provision was optimal•Introduced supplier profile management ensuring suppliers met agreed on contractual conditions and terms•Managed risk identification and risk elimination. Implemented risk mitigation activities•LTIs reduced significantly from 6.93 to below 1.00•Achieved operational KPIs•Successfully managed large food and beverage retail outlets – turnover exceeding $12 million annually.•Successfully introduced new business streams to enhance contract profitability•Successfully managed onsite banking facilities•Successfully managed Housekeeping services - Housekeeping & Linen/ laundry services•Introduced Food safe and HACCP monitoring and auditing