Paul Jansen Email and Phone Number

Managing the spectrum of non-clinical support to the Clinical staff of the Auckland DHB Community Services team, a team comprising 230FTE. This includes the management of the clinical and non clinical supply chain, administrative support through a team of 30 staff, all facilities and a vehicle fleet of 75. Budget responsibility of approx NZD25m.

Working on a part time basis, responsible for the the full spectrum of budget management function for head office and four regional offices. Including annual budget planning and forecasting, monthly readjustment, monthly and annual reporting expenditure approval and reconciliation. Working with head office section heads and regional office HR functionaries determine the part time workforce requirements, annually prepare and monitor on a regular basis expenditure against the part time workforce budget.

Senior Personnel Office, providing mentoring and functional direction to four junior level officers, two of who are not geographically co-located. Budget Management, including monthly and annual reporting of Wing operational budget. This includes oversight over expenditure and implementation of appropriate financial controls in the budgets of four units subordinate to the Wing. Negotiation for and appropriate distribution of salary budget for the Wing's part-time workforce. Providing personnel policy and financial advice to Wing executive and other senior staff. Providing lower level personnel policy advice to unit staff.

Direct supervision of administrative support for 4000 RAAF personnel residing in Canberra.Leading unit's expansion of responsibility to include the Public Affairs and Imagery sections of RAAF. This process included organisational redesign, adapting unit procedures, securing additional funding and upgrading of equipment, standardising procedures of requests for Public Affairs and Imagery support and oversaw allocation of resources to Air Force and Defence Force public affairs needs domestically and internationally.Acted as CEO of the Unit for half of the above period.Business unit management including day-to-day management of staff.Oversaw unit logistic and finance management functions.

Personnel policy development.Policy adviser to RAAF units and individuals.Policy administration.Complex and diverse case management.Business unit management including day to day management of staff.

Project officer responsible for the development and implementation of new performance management system for the SA Defence Force. This was a project over four years, which involved developing of a concept, researching the market for appropriate software to support the development, working with Defence Industrial Psychology team in developing a concept through to final approved instrument, drafting of supporting policy, pilotting the new instrument and travelling to all major Defence establishment to train supervisory staff in the use of the system, working with the State Information Technology Agency consultants to support the system through adaptation of Defence databases and arranging for the support of the system through a paper based version in consultation with the Defence Logistics Agency. Throughout the development and implementation the Senior Defence Executive, which included the Chief of the Defence Force, was briefed on regular intervals. Additionally, following the promulgation of the new Defence Act in South Africa I redrafted existing Personnel Regulations in line with the new Act, consulted with the South African Solicitor General's Office and gained ultimate approval for the promulgation of the new Regulations. I was also the project lead in the development of one of the service tiers under which personnel serve in the SA Defence Force, which included the development and approval by the Senior Defence Council of supporting Service Conditions and benefits. Drafting supporting policy, and following the implementation of the system I then assumed responsibility for the system and maintained the system through approved policy changes, to adapt to changing needs and address unforeseen circumstances that arose following implementation. Working closely with the HR Budget and Planning Directorate I played an active role in the development of financial incentive schemes to support the retention of selected highly skilled employment groups in the Defence Force

Development of a strategic level policy in support of career management in the SA Defence Force, supporting the career management of senior Defence Force officers through appropriate submissions to the Chief of the Defence Force and policy development, and supporting the appropriate management of Defence Reserves (part time workforce) through the development of appropriate strategic level policy guidelines, in consultation with senior Defence Reserve staff.