Assist in developing and implementing the management and operational plan for Australia

Water Sensitive Cities is a new CRC that brings together multidisciplinary researchers across Australia and Singapore to look at ways of creating and maintaining liveable and sustainable cities. A combination of Federal, State and local government, universities and industry combine to fund this CRC over the next 9 years.

Northcott, formerly known as the NSW Society for Crippled Children, provides a range of services to more than 10,000 people with disabilities and their families living throughout NSW.Northcott operates out of more than 30 locations, and covers metropolitan, rural and regional areas. Its services range from accommodation, family support, case management, early intervention services, respite, accommodation and therapy services to Assistive technology, equipment services and employment services.Northcott employs more than 2500 staff and has a turnover of around $200m per annum, and successfully transitioned to the National Disability Insurance Scheme under my leadership.

Appointed by Commonwealth and State and Territory Governments to Chair NAATI in 2010.

I was responsible for the strategic leadership, operational management, clinical and corporate governance, and the external relationships with government, health officials, regulators, donors and fundraisers; and the associated services of mental health, drug and alcohol and community health.This is an organisation with a turnover of $270million, with some 2,000 staff, and more than 600,000 patient contacts per annum, significant research and teaching activities, and networks throughout regional and rural New South Wales. St Vincent's also operates a private pathology business, as well as its public health services, and raises significant private patient revenue. The organization attracts significant donations and bequests, and relationships with donors and community supporters is one of my major responsibilities.In my capacity as Executive Director I attended meetings of the Board of St Vincents & Mater Health Sydney. I was also a member of the Management Board of the St Vincent's Centre for Applied and Clinical Research, and a member of the Scientific Advisory committee for the National Centre for HIV and Related Diseases. (NCHECR) I also led the relationship with the University of Notre Dame on behalf of SV&MHS, and chaired the steering committee for the new Academic Unit in Palliative Care established at Sacred Heart, with funding and representation from SV&MHS, the Universities of NSW and Notre Dame; I joined SV&MHS as General Manager Human Resources. In this position I was responsible for human resources strategy, policy and service delivery to the group, which consisted of 4 major hospitals, 2 public and 2 private, and associated health services employing more than 4,000 staff and with a turnover of $500million.I left SV&MHS in February 2008 to take up the position with Northcott Disability Services.

In June 1998 I was appointed General Manager, AWT Maintenance in Australian Water Technologies (AWT). In AWT Maintenance I managed a business with a turnover of $30m per annum and a staff of 300, engaged in the provision of electrical, mechanical and civil maintenance and installation services to both Sydney Water and external customers on a competitive basis.In October 2000, I was asked by the Board and Managing Director to take over as General Manager of the Environment, Science and Technology business within AWT. In this role I managed a business of some 450 staff with a turnover of $40m per annum, and operations in Sydney, Forster, the Shoalhaven, and a company in Melbourne. The business provided analytical, environmental consulting and measurement services to both government and private sector clients.I also held the Incident Management portfolio for AWT, which included the preparation for the 2000 Olympics, and I was AWT's representative on the Sydney Water Group Business Ethics Committee.

Throughout 1997 I worked outside my position in a number of different roles, including some time relieving as Group General Manager Utilities. This role ran the retail business of Sydney Water, delivering services to some 3.5 million customers.For six months of 1997, I had the role of Regional Manager, Illawarra, responsible for the supply of water and sewerage services to the people of the Illawarra Region, a business with a turnover of $70 million per annum. In this time I developed the 1997-98 business plan for the Region, with savings of 10 percent on 1996-97 expenditure, and worked with the Holding Company on developing a $100million wastewater strategy for the Illawarra Region to the year 2002. This involved me in consultation with the stakeholders in the Region as part of the communications plan for the Strategy, including residential customers, business groups, environmental and other interest groups, regulatory agencies and our own employees.In 1997, I also completed a review for the Managing Director of the Occupational Health and Safety strategy, systems, and performance of Sydney Water Corporation and completed a series of recommendations for change which have been adopted by the Executive and the Board. This included a review of the occupational health and safety requirements and performance of the contract management system of the organisation. Occupational Health and Safety became one of the major strategy areas for Sydney Water at that time.