Julia Hardacre Email & Phone Number

Christchurch, Canterbury, New Zealand

Providing cross organisational leadership of key strategic projects and programmes that improve the organisation’s performance, position it for ongoing success and contribute to the organisation’s delivery of long-term economic transformation of the Christchurch and Canterbury economies. I am empowered to lead across the organisation in a matrix manner, bringing teams of professionals together to deliver key strategic projects, and working collaboratively with colleagues to deliver projects and programmes in a collaborative and integrated manner.Key responsibilities include:• Leading the delivery of key strategic projects as directed by the Chief Executive including:• Developing a capitalisation strategy, integrating urban development into the organisation and establishing ChristchurchNZ Holdings as an expanded Economic Development Agency.• Delivery of the Strategic Ecosystem Programme including: Leadership of the delivery of the organisational Strategy / updated Economic Development Strategy, Destination Management Plans for Greater Christchurch and Banks Peninsula Development and delivery of the Place Brand Strategy for Greater Christchurch.• Other strategic projects as directed by the Chief Executive.• Providing expert leadership in the delivery of the strategic projects and programmes, including strategic thought leadership, management of interdependencies, risks and issues, change management, stakeholder and shareholder engagement, coaching and development of staff and programme leadership.• Contributing as an active member of SLT to collective, cross-organisational leadership and providing support and advice to the Chief Executive and the Board.

New Zealand

ChristchurchNZ is our City’s economic development agency tasked with stimulating sustainable economic growth for a prosperous Ōtautahi Christchurch. In this role I have led two key strategic programmes of work, being:Delivery of a Business Case repositioning the organisational as an expanded Economic Development Agency; and Undertaking a strategic review of ChristchurchNZ’s People and Culture function.

Christchurch, Canterbury, New Zealand

As the General Manager Shared Services I provide strategic leadership across all corporate functions, enabling an efficient, lean and nimble organisation with a shared purpose and culture. The accountabilities and outcomes include:• Providing strategic leadership across the organisation, ensuring the Shared Services portfolio is integrated, aligned around a shared purpose and customer focused.• Strategic leadership of best-practice Human Resource function ensuring ChristchurchNZ acts as a good employer, has robust best-practice HR processes (including Health and Safety) and is compliant with relevant employment law while seeking to grow and develop our people.• Leadership of the Information and Communications Technology function ensuring the ICT Team are supported to deliver fit-for-purpose digital technologies, systems and solutions and ensuring operational resilience.• Leadership of the corporate governance function, continuously monitoring and improving organisational governance practices, including the organisational Risk Management framework, and providing governance advice and assurance in respect of the organisation’s corporate functions.• Leadership of the establishment of a fit-for-purpose Programme and Contract Management Office, providing support and guidance to ensure the organisation is serviced with innovative best-practice business planning, monitoring and reporting solutions.• Responsibility for prudent leadership of asset and facilities management and business continuity planning.

Christchurch, Canterbury, New Zealand

ChristchurchNZ is our City’s economic development agency tasked with stimulating sustainable economic growth for a prosperous Ōtautahi Christchurch. In this role I have led two key strategic programmes of work, being:Delivery of a Business Case repositioning the organisational as an expanded Economic Development Agency; and Undertaking a strategic review of ChristchurchNZ’s People and Culture function.

Christchurch, Canterbury, New Zealand

I acted in this role while the substantive GM acted as CEO. As the General Manager, Shared Services I provided strategic leadership across all corporate functions, enabling an efficient, lean and nimble organisation with a shared purpose and culture. The accountabilities and outcomes include:• Providing strategic leadership across the organisation, ensuring the Shared Services portfolio is integrated, aligned around a shared purpose and customer focused. • Strategic leadership of best-practice Human Resource function ensuring ChristchurchNZ acts as a good employer, had robust best-practice HR processes (including Health and Safety) and was compliant with relevant employment law while seeking to grow and develop its people.• Leadership of the Information and Communications Technology function ensuring the ICT Team were supported to deliver fit-for-purpose digital technologies, systems and solutions and ensuring operational resilience.• Leadership of the corporate governance function, continuously monitoring and improving organisational governance practices, including the organisational Risk Management framework, and providing governance advice and assurance in respect of the organisation’s corporate functions.• Leadership of the establishment of a fit-for-purpose Programme and Contract Management Office, providing support and guidance to ensure the organisation is serviced with innovative best-practice business planning, monitoring and reporting solutions.• Responsibility for prudent leadership of asset and facilities management, fleet management and business continuity planning.

Christchurch, Canterbury, New Zealand

Christchurch Metropolitan Area

In this role I am completing the residual activities to finalise the statutory disestablishment of Regenerate Christchurch.

Christchurch

Reporting to the Chief Executive, I worked closely with executive team colleagues to provide strategic leadership and influence, both internally and externally, to drive best-for-city outcomes. I led a diverse portfolio of functions by taking an integrated, collaborative, multi-disciplinary approach across the organisation to deliver strategic outcomes. The accountabilities and outcomes I achieved were:• Provided visible strategic leadership, facilitating a collaborative, customer-focused approach across the organisation, leading by example and partnering with executive leadership team colleagues and the wider team to lead and drive outcomes.• Strategic leadership of the Finance function, providing guidance, support and strategic leadership to the CFO and Finance team, enabling that team to deliver robust, practical, outcomes-focused financial management and ensuring all statutory requirements and governance reporting expectations were met.• Strategic leadership of the People and Culture function, providing guidance and support to the People and Culture Manager ensuring the organisation acted as a good employer, acted in accordance with employment law and created an intentional culture where our people thrived.• Strategic leadership of the Information Communications and Technology function, providing the CIO with direction, support and guidance to enable the delivery of fit-for-purpose systems and digital solutions, and ensuring operational stability.• Leadership oversight of the Procurement function, Programme Management Office, Assets Management and Business Support Teams providing support, guidance and direction to ensure alignment around a shared purpose and focus on delivery of outcomes.• Development and implementation of an Organisational Risk Framework, engaging with the Board to test risk appetite, and leading the development of the Risk Policy and cross organisational implementation of the framework.

Christchurch

I established Resolve Independent Contracting Limited with the objective of successfully delivering strategic planning and leadership, and operational planning and delivery across the private and public sectors. Clients and outcomes include:• Regenerate Christchurch 2017/2018: Undertook a role as the change management delivering strategic and operational planning advice and leading the development and implementation of a new operating model.• Department of Prime Minister and Cabinet (DPMC) Various Contracts 2015/2016/2017 including: Led the disestablishment of Canterbury Earthquake Recovery Authority (CERA) and transition to local arrangements, including leadership and engagement with inheriting agencies and stakeholders, influencing the manner in which inheriting agencies undertake their new responsibilities, brokering relationships and ensuring a quality transition. Additionally, contributed to the development of the Social Recovery Strategy following the 2016 Kaikoura Earthquake, including leading coordination of agencies and ensuring a people-centric response.• NZ Police June – Aug 2016: Acted as the Establishment Director for the national Family Violence Response pilot which included leadership of and engagement with response agencies, significant stakeholder engagement and monitoring success and adapting accordingly to ensure delivery of outcomes.• Canterbury District Health Board Various 2016/2017: Undertook leadership of the independent reviews of the Water Quality Assurance Framework and Health Promotion in Schools, in addition to advising on the Psychosocial response following the Canterbury earthquakes.

New Zealand

I undertook a variety of roles within CERA in response to the fast-paced and ever changing recovery environment. These roles include:• Acting General Manager, Rebuild where I was responsible for the Residential Red Zone and Residential Rebuild and Housing Programmes including leadership within a matrix structure of the various projects and work streams that make up these programmes. The role involved providing quality leadership and direction across the organisation, identifying risks and mitigations, acting as a champion and bringing staff and stakeholders along on the recovery journey.• Manager, Community and Customer Services leading and championing quality service delivery in a challenging environment by providing open and effective leadership to a large front-line team. The CERA Contact Centre became the “go-to” contact for all earthquake related matters due to the quality, solution focused service delivered by the Customer Services team. • Project Lead for various projects including the migrant workforce influx project and the development of the Residential Advisory Service where engagement with communities, businesses and organisations (from across Christchurch and New Zealand) and the development of key external relationships was essential to the delivery of quality outcomes.

New Zealand

I was appointed to implement a shift to a professional customer-focused approach to the delivery of core services. This involved leading seven departments and delivering technological, system and organisational change to improve performance outcomes. Specific outcomes included:• Providing active line management and leadership of the Student Recruitment Group consisting of 35 staff across seven departments. • Working closely with the Marketing Manager to jointly drive increased enrolments through proactive and coordinated engagement, communications and marketing campaigns.• Developing strategic plans and co-ordinating tactical, operational and financial business plans translating the strategic intention into operational reality.• Undertaking highly successful organisational change-management including performance management and redundancy processes.• Implementing research-based change through analysis of survey data, system reporting and performance monitoring.• Contributing as a Senior Manager to an organisation-wide culture of collegial cooperation and collaboration.• Developing and managing annual budgets, and optimising the use of all resources, both financial and staff.• Member of CPIT’s Professional Development Strategic Committee.

Company Directors Course, Governance

Bachelor Of Arts (B.A.), Industrial And Organizational Psychology