Michael Tait Email & Phone Number

Cleveland, Queensland, Australia

Cleveland

My role was to deliver projects from concept to completion within defined timeframes and budgetary constraints on behalf of the Disaster Planning and Operations Unit and the Redland City LDMG. I was responsible leading, coordinating and training the Emergency Operations Team (EOT) to ensure effectiveness through all phases of planning, preparedness, response and recovery. I am a member of the Local Disaster Management Group (LDMG) and fulfil the role of Incident Coordinator in the Local Disaster Coordination Centre (LDCC) during the response to a disaster event.

I coordinated the Community Grants Program to meet the objectives of the Financial Assistance to the Community Sector policy and guideline and Corporate Plan by providing specialist knowledge and advice to internal and external stakeholders on a range of grant options available through Council. My role required significant levels of community engagement and networking with other Council Officers and Councillors in support of community groups building their capacity through the Grants Program. The role required a detailed understanding of Council’s financial and budgetary processes to ensure the Grants Program achieved legislative compliance requirements.

My role was the management of the Seniors & Disability Services portfolio incorporating Community Care Services and Redlands Home Assist Secure. I undertook the functions of financial management, compliance and reporting, project management and direct supervision of administration officers, field officers and a large panel of contractors in the provision of services to seniors and the disabled living within the Redlands.

My role was to manage the transition of the Straddie Holiday Parks business to an external service provider. This was a large, multi-faceted project that required the completion of numerous sub-projects. The project’s success resulted from the influential networks I developed within all levels of government and community to support the project outcomes. I was also the Operations Manager for the Straddie Holiday Parks business which included the direct supervision of a large, multi-disciplinary team of 25 staff and the management of a multi-million dollar budget.

My role was to research, develop, implement and administer competency based training programs for members of a large multi-disciplinary team. I coordinated the development of new procedures and administered the Mystery Shopper program including managing the service provider contract.

My role was to lead and manage the daily operations of a large multi-disciplinary team of 30 staff in complex service environment. This included leading project teams, identifying system improvement opportunities, managing all aspects of occupation health and safety, human resource management functions and management decision support.

My role was to provide excellent customer service in the delivery of a wide range of Council services to internal and external customers within a large multi-disciplinary team environment. I developed an excellent understanding of Council’s products and services and established far reaching networks throughout Council.

My role was to provide outstanding customer service within a fast paced small team environment. This included identifying customer’s needs and providing options and solutions to meet those needs.

A & I Foods was a food wholesaler that imported products from interstate and overseas for sale throughout Queensland. My role included business development and retention, client management, sales and marketing, account and financial management.

I led a team that was responsible for locating and tracking ordinance and enemy movements and then coordinating effective strikes to neutralise the enemy. This role required the ability to lead a team that functions effectively in a high pressure environment and to provide clear and concise communication within the team and other defence force personnel. Effective verbal and written communication and a clear understanding of the command structure were essential to the team functioning effectively in a complex, rapidly changing environment.

My role was to manage the operation of the two restaurants on South Molle Island and lead a large multi-disciplinary team of over 30 staff in a dynamic, fast paced service environment. I was also responsible for managing South Molle Island’s evacuation centre and coordinate logistics for the centre during a sustained disaster event such as a cyclone. During my time, Cyclone Celeste, a category 2 cyclone devastated the Whitsunday region resulting in significant damage to the islands and causing the closure of regular transport systems to and from the mainland for a number of days. The island’s evacuation centre was operational for two days and the island was equipped to be self-sufficient for a one week period. It was due to the pre-emptive disaster management planning that the island community had a level of resilience that allowed the resort to continue functioning without reliance on support from the mainland during that event. During my two years on South Molle Island I participated in resilience development programs and contributed to the development of the resort’s emergency management plans.

Advanced Diploma, Crisis/Emergency/Disaster Management

Bachelor’S Degree, Human Resources Management, Club And Resort Management

High School