Starship is New Zealand's national children's hospital, comprising 27 medical, surgical, intensive care, emergency and community services. Provides inpatient, outpatient, community and outreach services. Circa 1,700 staff and $220m budget. The role entails 25 direct reports. Starship continues to experience significant staffing shortages and unpredictable surges in demand and acuity. Service improvements, adaptive models of care and significant investment in recruitment and wellbeing are critical to ensure the ongoing delivery of safe, high quality care. Innovations are also required to maximise service-volumes while optimising whānau experience in this resource-constrained environment. The system continues to adapt to the strategic goals of the health reforms and maintains a focus on enabling Māori health equity and actualising Te Tiriti o Waitangi.Key Responsibilities:- Lead strategy formulation and allocate resources to support priorities- Lead planning cycles and oversee financial performance ($220)- Lead operational management, maximising capacity and utilisation of resources while ensuring the delivery of safe, high quality, whānau-centric care. - Lead operational risk management across the service, ensuring clear quality, health and safety, whānau experience and occupational health policies and processes are in place and clearly communicated. - Lead operational management teams ensuring a strong, values-based culture, clear accountabilities and continuous service improvements across 27 services.

Safekids Aotearoa (12 staff, $2.5m budget) develops policy, provides practical advice and implements programmes based on international research, local knowledge and mātauranga.This role involved a significant rebuild of a team who, without leadership for more than 9 months, had become deeply disillusioned. It involved several change processes and the building of a values-based culture. A reorientation of the service was required, from a siloed, rules-based view of injury prevention to a whānau-centric approach steeped in te ao Māori and mātauranga. Key Responsibilities: - Lead significant change processes involving structural changes, culture reset, redefinition of purpose and indigenisation of policies and approaches. - Lead contract negotiations and business case development to secure additional and sustainable funding.- Developed digital engagement capability to support health promotion, including recruitment of Māori and Pacific digital SMEs.- Established external governance structure and managed relationship with Advisory Board. Built networks across central government, not-for-profit, community and research organisations.

The National Child Cancer Network brings together health professionals (from 16 specialist and regional paediatric centres), carers and stakeholder organisations to work collaboratively and provide leadership for service development across child cancer services in New Zealand.The role involved transitioning an informal technical advisory group into a funded, managed clinical network. The ongoing challenge was facilitating active engagement across multiple stakeholders to ensure collaboration and consensus decision making. Key Responsibilities:- Lead strategy process and work programme development, ensuring alignment with priorities.- Lead multi-agency stakeholder relations across medical, not-for-profit and government entities.- Established governance group and lead engagement and reporting to Board members.- Managed project to establish the Adolescent and young Adult Cancer Network. This included developing of network model and funding proposal, establishing network of SMEs, and recruitment of key personnel,

Stakeholder relations for organisation that places interns in New Zealand companies

AgriQuality was a State Owned Enterprise (SOE) providing food safety assurance and biosecurity services across Australasia. In 2007 it merged with ASURE a SOE providing meat inspection services, to form AsureQuality. Post-merger, AsureQuality employs 1,700 staff across 130 sites.This Marketing Communications role focused on brand development, in a fiscally constrained environment, leveraging a large network of frontline staff and sites visible in regional centres. This required strong engagement with staff as brand champions and clarity and consistency regarding brand guideline. The primary challenge of internal merger communications was bringing together staff and teams from two SOEs with distinct cultures and a siloed history. Key Responsibilities: - Led full communication and marketing function for the organisation. Owned all agency relationship and channels.- Lead development of internal communication strategies across 1700 staff and 130 sites. - Lead development and implementation of merger communications for internal audiences. - Lead brand strategy including approach to leveraging existing brand equity during merger process.

A State Owned Enterprise (SOE) providing food safety assurance and biosecurity services. This included urgent response activities in relation to pest plants, insects, and animal disease. They activated national preparedness plans and systems across multiple work streams, within hours.Between 2001-2004, AgriQuality deployed hundreds of staff to manage complex, multi-site programmes to eradicate biosecurity incursions across the North Island. Most notably, they undertook a controversial aerial spraying campaign to eradicate Painted Apple Moth from West Auckland. At the point AgriQuality took over the programme, there had been a break down in relationships between key people within the Forestry Sector and poor public communication had led to criticism and distrust.Key Responsibilities: - Lead development and implementation of operational communications, establishing multiple responsive channels to share real-time information with up to 300,000 residents.- Lead relationship and improvement programme with outsourced call centre.- Lead relationship with agencies and development of large-scale advertising campaigns.- Lead development of educational and public awareness campaigns.