The State Insurance Regulatory Authority (SIRA) regulates three statutory insurance schemes in NSW including Workers Compensation, CTP and Home Building Compensation. It also has some regulatory functions in other NSW insurance schemes including the Lifetime Care and Support and Dust Diseases schemes.We focus on ensuring high quality service delivery to injured people, affordability, and the effective management and sustainability of these insurance scheme

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Council Member for IPAA providing advice on plans and decisions that guide the organisation and its future direction. IPAA is a professional body focused on the promotion of excellence and professionalism in public administration. It is a non-profit and non-partisan organisation that works in partnership with the public sector, the private sector, academia and other institutions, to provide a platform for debate and discussion about improving and striving for excellence in public administration in Australia.

Lead the operations and corporate services functions of DCS 14000+ staff of the Customer Service Cluster including ultimate responsibility for ICT, Cyber Security, Governance, Performance and Risk,Legal and Financial, Procurement, Workplace Services and Facility functions in partnership.with cluster agencies and broader Department.Leading the organisation on financial, procurement, facilities and ICT enterpriseplanning, implementation and change to effectively deliver services to 8 million customers.Leading the transformation program for the Department to deliver a range ofefficiency and operating model reforms

Leading the policy development, program implementation and administration of Revenue programs for NSW to collect more than $44 billion of revenue and administering a range of grant programs for NSW per annum.I am stepping across from my Deputy Secretary, COO role to cover this role whilst the incumbent is on paternity leave.

Provide crisis and forensic counselling services to victims of sexual assault

I was appointed to lead a review and drive reform to address over representation of Aboriginal people in the criminal justice, child protection, housing and homelessness sectors. Developing strategies to reform the agency, I designed and delivered the review to improve service delivery and bolster support for staff. With three direct reports, I created a collaborative and customer-centred service delivery culture to engage effectively across six key divisions, including Corrective Services, Youth Justice, Courts and Tribunal Service Delivery, Child Protection, Housing, Homelessness and corporate services partners.• Shifted the agency to a service delivery mindset, introducing a new workforce strategy to encourage staff to take ownership of outcomes and uplift client service delivery;• Developed and tested strategic initiatives in close collaboration with executives and staff to create an implementation plan and framework, including a series of initiatives to reform the agency; • Established an Australian-first partnership with the Department of Customer Service to gain an end-to-end understanding of how to improve customer experience.

Holding the same role in both the Sydney and the South Western Sydney (SWS) districts in succession, I was tasked with improving housing and child protection outcomes, and leading the transition of disability services to the NGO sector. Overseeing a portfolio of over 26K tenancies, I ensured vulnerable people had access to accommodation and sought to increase the number of children able to receive child protection services. With eight direct reports in a team of 900 staff across the district, I engaged across the SWS district, with the Aboriginal community, colleagues in education and department funded services to achieve desired outcomes.• Delivered all objectives within budget whilst improving operational KPIs, achieved by reconnecting people with organisational mission and purpose;• Exceeded child protection KPIs, providing services to more children without compromising on service quality and significantly improved housing productivity in the SWS district:• Implemented an award-winning management training and development program, winning the 2019 FACS award for the Our Hands Up development program.

Originally tasked with leading departmental reform through the OneFACS program, I was also appointed to a role in strategic policy and reform across Behavioural Insights, Women NSW and Strategic Commissioning Reform. Establishing strategic direction for the newly formed department, I led eight direct reports in a team of 100 people, supporting staff through the change management process. Engaging up to Minister-level, the Secretary and FACS Board, I sat on various committees and social policy working groups, in addition to providing support at ministerial forms.• Delivered a new organisational structure through the OneFACS program of works, achieved by working closely with staff and executives, managing change, modelling plans and stakeholder communication;• Improved the department’s relationship with the funded service sector, creating an outcomes-based service model and driving collaboration to achieve mutually beneficial outcomes;• Collaborated across the sector to develop NSW’s first sexual assault strategy, working across the sector to provide more support for victims and place more accountability with offenders.

With the AHO about to appoint a permanent CEO, I ran the agency whilst leading a review of strategies and operations to improve service delivery. Partnering with the Aboriginal Community Housing Provider Community (ACHP), I developed strategic direction for the AHO and re-negotiated the National Aboriginal Housing Agreement. With five direct reports in a team of 90, I engaged daily with Ministers and improved relationships across the stakeholder ecosystem to improve outcomes for vulnerable communities.• Established a clear, strategic direction for the AHO by developing and implementing a 10-year asset management plan and working with the AHCP community;• Set up a project team in partnership with the regulator to develop ways to increase the accreditation of Aboriginal agencies, resulting in five agencies securing accreditation.

My mandate was to transform the victims support sector from a statutory, compensation-based system to an evidence-based, people-centric system without compromising on service delivery.• Collaborated with the sector and victims to transform the system to one that focuses on the victim experience, providing victims with improved access to the services they need;• Key facilitator to passing the Victim’s Rights and Support Act 2013, liaising between Government and NGO stakeholders to pass the Act through cabinet and parliamentary processes;• Developed and secured funding for an innovative funding model that enabled a significant backlog of victims to finalise matters.

I was responsible for improving resource allocation within the NSW Police Force and develop a strategy to reduce alcohol-related violence. I also contributed to the budgets for a range of portfolios. • Developed a new resource allocation model for the NSW Police, tailoring allocation of police resources to meet the needs of local areas;• Created a CBD implementation plan to minimise alcohol-related violence gaining consensus across public, private and NGO sector agencies;• Advised the Premier and Treasurer across budget preparation and new policy proposals, contributing to the budgets for the Health, Police and Emergency Services and Justice portfolios.

Appointed to develop a new management structure in partnership with staff, the union and key stakeholders for a range of programs, I also held responsibility for financial management, including end-of-year financial reporting, and providing evidence at the Government’s budget estimates processes.• Created a new management structure, enabling the division to meet all key performance indicators, embedding a client-centric mindset and engaging staff to develop a service delivery improvement plan;• Collaborated with partner agencies to implement a Domestic Violence Justice Plan, providing more support to victims through a transition from the Victims Compensation scheme to the Victim Support scheme;• Improved the efficacy of restorative justice programs by developing a new service model.