Jo-Ann Day-Townsend Email & Phone Number

Pukekawa, Waikato, NZ

New Zealand

Pukekohe

Jo-Ann moved to the centre of Pukekawa over 5 years ago from the centre of Auckland and is still enamoured with everything that the area has to offer. Whilst she wants to shout from the roof tops – she also wants to keep this little paradise quiet!Real estate has always been a passion of Jo—Ann’s whether it is from the large number of houses that she and.

Correspondence

National Certificate in Real Estate

Auckland

Auckland

• The Directorate incorporates responsibility of the Physical and Electronic infrastructure for the institute - Information Technology, Legal and Contracts, Public Records and Facilities Management and latterly Catering..
• Delivery of 5 year strategic plan for the Directorate – agreed and in second year of implementation.
• Development and deployment of two organizational structural changes – Facilities Management and Information Technology Teams – delivering cost reduction and service improvements.
• Increased customer perception of the service delivery by 4% overall
• Achieved Budgetary requirements of the institute – cost reduction of 2% year on year
• Effective deployment of the $4m annual Capital budget to meet the customer facing needs of the institute ensuring maximum value

Hamilton

• The Director was responsible for meeting agreed operational goals and targets within the areas encompassing operational planning and execution, customer service and customer driven culture, contractual compliance.
• Negotiated the first Collective Agreement with the Union prior to transfer of undertaking back to Genesis Energy
• Increased Customer Service levels by 6% to ensure constant service standard of 85%.

Auckland

• Development and introduction of Balanced Scorecard through the Supply Chain nationally
• Strategic alignment of the customer channel to the requirements of the Balanced Scorecard concept

Auckland, New Zealand

Auckland

• Provide leadership and formulation of the strategic direction of the region and countryDevelop a customer focused, high performing driven culture emphasizing strong team cohesion“Face” of the organizational change.
• Managed Major organizational change inclusive of the amalgation of 2 centres into purpose built facility overcoming cultural integration issues [650 staff] [$135 million asset register and $45million operational budget]
• Operational management representative on CEA negotiation team
• Lead role nationally on Technology and staff projects and processes
• Maintained volume of mail in declining market through excelling in customer service relationships – 1.4 -1.7 million items per day average – current national trend -4%.
• Established good working relationships with union and stakeholders with transparent, open, inclusive leadership style.

National

• Acting as General Manager undertaking full range of Strategic and operational responsibilities during an organizational change phase – moving the company from functional based team environment to self directing team.
• Preparation of the strategic, tactical and operational plan to implement organizational structural change
• Financial Management of the day to day operation to meet the budgetary surplus requirements of the business
• Restructuring [inclusive of recruitment ] of the leadership team for the mail centres
• Lead negotiator for CEA with trade union

Palmerston North

• Acting as relief manager for Palmerston North Mail Centre lead the team through the early stages of the functional operational change. The change required extensive redevelopment of the centre to meet the operation of.
• Strong working relationship fostered with the trade union which allowed the restructuring and alignment of employees to the new team based working
• Redesign and development of the centre completed on time and on budget
• New technology introduced as per the project timelines

Auckland

• Develop and implement change culture which ensures that the work methods and ethos become the key drivers to operational responsiveness and practice.Drive customer service performance and delivery budgetary.
• Developed a culture of enthusiasm, teamwork and co-operation at all levels inclusive of stakeholders and union
• Increased employee satisfaction / opinion scores [GALLUP] 0.25 in one year. Top 11 team leaders and Top 4 leadership Team results from Auckland.
• Successfully promoted continuous improvement culture by motivating colleagues and personally leading change management process.
• Reduced the annual staff turnover from 21% to 11% over 3 year period.
• Reduction in unit cost of centre to lowest in country over 3 year period

Auckland CBD

• Operational responsibility for the region which has subsequently merged into one site in March 2008.Achievements:
• Overcome the impact of poor performance bought about by low productivity, poor morale, inefficient processes and restrictive practices.
• Restructured management structure to provide a flatter cohesive communication and leadership channel.
• Restructured processes and increased productivity reducing unit cost over 2 year rolling programme of change.
• Significantly improved the service performance of the region by streamlining front and acceptance processes – reduction unit cost and increase in service performance to 93% from 65%

London, United Kingdom

• Effectively manage and control of 8 service centres and 2 staffed exchanges within the South East of England focusing on the key activities through the central management throughout 24 /7 operation.Control operational.
• Through effective management of budgetary targets achieved a bonus payout for staff base – for first time in 4 years.
• Increased customer perception of service providers by 15% in first year of de-regulation.
• Volume grew by 1 million items within first 12 months of operation.

Heathrow Airport, London

Reporting at Board level the role requires the establishment and development of a strategic integrated transport policy for the customer worldwide – British Airways. The contract [the first of its kind in the UK] is a mixture of external recruited senior management and British Airways staff.An in-depth knowledge of the road transport legislation and.

London, United Kingdom

• Reporting to the divisional Board the Divisional Fleet Manager had control of a centralized team providing strategic direction and administrative support [50 staff] to its 180 customers. Supplying maintenance / repair.
• A proven record in increasing performance year on year coupled with a unit cost reduction – raised the profile of the function to its customers generating respect and confidence in service provided.
• Achieved accreditation of 13 operating units into one divisional BS EN ISO 9002 certificate within 12 months.
• Budgetary reduction of 3% year on year