Simon Hoar Email & Phone Number

New Zealand

New Zealand

Leading portfolio teams responsible for all of ACC’s 100+ treatment and rehabilitation services ($2.5B p.a. and >20,000 suppliers). Commercial and relationship focussed role, leading a critical strategic function for ACC. Key achievements include a complete reset of a function with significant challenges for many years: successful implementation of a totally new operating rhythm, realignment of portfolios, redesign/rebanding of roles, reset performance expectations, streamlined reporting, set up an ongoing capability uplift programme and much improved internal and external relationships. Led ACC’s response to the impact of the COVID-19 vaccine mandate on the Home and Community Support sector, fronting the issue for ACC both internally and across the sector. Developed suite of 3-5 year strategic plans, to enable more effective and efficient service design and improved sector trust and confidence. Achieved Board sign off of a wide range of different primary, secondary and tertiary services. During my time leading the team, eNPS, a measure of staff engagement, has improved significantly and we are currently one of the top areas within the organisation.

Lead the design, implementation and running of a cross functional group with 320 frontline staff in 40 teams across 17 locations, supporting 20,000 of ACC’s most vulnerable and complex clients. Specialised functions included those supporting survivors of sexual and family violence, with life changing physical injuries (e.g. SCI, TBI, burns, amputations), the Safety Response Team for Children at Risk, the Remote Claims Unit (for clients posing the most significant H&S risks to staff), Te Ara Tika (clients who’ve had the most challenging journeys with ACC) and three Principal Advisors. Key achievements included leading the design, consultation, implementation of a totally new service delivery function for ACC. Lead transformational change - disestablished various existing units, set up 40 new teams across NZ, new team structures, operating rhythms etc. Organised and fronted national events for regional managers, local leaders and frontline staff. Resolved various high-profile client situations and complex employment issues.

A key member of the National Management Team, collectively responsible for leading 1400 staff nationally. Advice and support across the leadership team and all frontline functions, including being Acting National Manager during absences. I also led the national Performance Team, made up of Performance Advisors, Case Management Mentors and Claim Reviewers. Key achievement included implementing a completely new performance objective framework across all 1400 staff nationally – which has evolved but is still the basis for what is used today!

Responsibility for the relationship with the Ministry of Health, Annual Service Agreement for Public Health Acute Services (then $450M p.a.), project management, development of service strategies, management of stakeholder relationships, services and suppler performance. Key achievements included developing, negotiating & implementing new contracts with Primary Health Organisations (PHOs) nationally, and closed out the national Better@Work service trial.

Quality and risk management of services/suppliers across the health procurement categories. Service reviews – both reactive (issues based) and proactive (service development). Key achievements included implementing new approach to ACC’s performance management, establishment of ACC’s Provider Conduct Panel, and getting all main Registration Authorities to sign up to an agreed process for Notifications of Risk of Harm under the HPCA Act.

London, England, United Kingdom