Stephen Ratcliffe Email and Phone Number

This role is responsible for Program Management of a number of key regulatory projects, namely1) Implementation of CPS230 - Operational Risk Management2) Financial Accountability Regime (FAR) For CPS230, my role is to oversee the completion of process mapping of critical operations, including inputs required for their delivery (resources, people, technology, information) and the interdependencies, obligations, risks and tolerances associated with these processes. It also includes implementation of the change management plan, assessing of key operational risks and general management of the project program.For FAR, this role leads the management of the full project from project initiation. It supports the Board and Executive to understand their roles under the legislation, development of accountability statements, developing a Reasonable Steps Framework to assess implementation of executive accountabilities and establishment of a deferred remuneration program in line with the legislative requirements. In addition, in this role I've contributed to the orgnisations data governance policies and procedures, with a particular focus on the data lifecycle, key data risks and controls across company IT systems. This role is a 0.8FTE secondment until end of March 2025.

This is a national role within Ansvar Insurance Australia, a specialist insurer to the care, education, community services and faith sectors. This role has four core functions: a multi-faceted commercial relationship management role with clients and insurance brokers, a specialist risk and governance consultancy service for clients, a research and education function for sector capability building & thought leadership and leading the quality improvement function for systems and practice improvements within the Risk Solutions team. Collectively these functions drive stronger commercial relationships with the market by• fostering mutually beneficial relationships with our intermediary insurance broker network and large client base• delivering expert risk advice to Boards, Executive and insurance brokers (circa 200 executive contacts per annum)• building the Ansvar risk solutions brand through service offerings to the sectors we insure; including development of risk resources, thought leadership papers and representing the company at industry events. • enhancing commercial outcomes for Ansvar by strengthening the governance of existing clients and supporting the evaluation of new business opportunitiesRisk consultancy services focus on assessing the effectiveness of a client’s enterprise risk management frameworks; examining risk governance, risk processes and risk resources. I work with clients to ensure that strategic risks are aligned to objectives, that risk information is translated to strategic insights that support decision making and ultimately that risk management is used to create and protect value for the insured client.Key achievements in the role:• Delivery of online insurance broker education series for each of the sectors we insure, with a total of over 400 attendees

This role is a volunteer position as Independent Risk Advisor to the Windermere Service & Enterprise Risk Committee - a sub-committee of the Windermere Board.

This senior leadership role was responsible for strategy, business planning and enterprise risk management functions and supported the organisation’s insurance program. Additionally, I was the Project Director for the Melbourne Metro Rail Tunnel Interface project team and managed the relationships of five organisations with the Parkville Station construction consortium.Responsibilities:• Project Director, Metro Rail Interface Project team - supported five organisations to manage the construction and operational impacts of the new Parkville Station. I successfully petitioned Rail Projects Victoria for multiple grants, totalling $2.6M funding for a project team that supported five organisations to manage the construction and operational impacts of the Parkville Station (Dust, noise, vibration, electromagnetic radiation, traffic management and services relocation). • Strategy and Enterprise Risk - developed the Melbourne Health Strategic Plan, Research Strategy and Environmental Sustainability Strategy and supporting plans. Managed quarterly reporting to Executive and Board on business plans, enterprise risk and performance reporting for Royal Melbourne government reporting (Statement of Priorities). Enterprise risk responsibilities included revamp of the Royal Melbourne Hospital enterprise risk management framework, developed consistent risk assessment practice, re-engaged the organisation’s relationship with the VMIA (state insurer) and led the continuous improvement program to grow risk maturity. In addition, led the procurement and administration of the organisations business planning and risk management software system.• Established the organisation’s LGBTIQ+ inclusion committee (as Committee Chair), created the first LGBTIQ+ inclusion strategy and launched the organisations the first public community engagement at Midsumma (Melbourne).

This was a middle management role with responsibility for establishing and implementing the organisation’s project management framework, creation of the virtual project management office (PMO) and internal consultancy on improvement. Core stakeholders: Executive, Directors of Operations and supporting the Strategy, Quality and Improvement team members to enhance project management planning, implementation and the rigour of post-project evaluation. Other responsibilities included workshop planning and facilitation, individual and teams-based coaching in continuous improvement supporting would-be researchers and project managers in their pitch for philanthropic grants from the RCH Foundation. As team leader the role had up to 10 direct reports.

This was a service improvement, change management and project management role. The core function of the role was to design and commission new operating models in significantly different physical environments in the $1BN Royal Children’s Hospital development. This role required significant cross-functional coordination with multiple projects running in parallel. Other responsibilities included planning and implementing new technologies (a radio-frequency tracking system and remote fridge monitoring system) both of which had never been used within the Royal Children’s Hospital before.Roles & Responsibilities:• Service design, commissioning and change management for 4 major operational areas; EmergencyDepartment, Medical Imaging, Intensive Care unit. Later took over the management of outpatients redesign, including referral management and centralised call centre design.• RCH: Medical staff roster redesign, reduced planned overtime saving $233k in medical workforce unit• Coordinate, promote, champion and lead improvement projects and deliver outcomes within agreed timeframes and cost savings• Provide briefings, reports, and presentations on service transformation expectations and achievements both internally as well as state government and private funders of major projects

This was a leadership role charged with establishing a service improvement function within Peninsula Health, establishing the organisation’s model for improvement and conducting redesign projects. One direct report. Trainer in lean.

This was an IT project management role. The core function of this role was to conduct business analysis of existing operations, leverage opportunities within the new IT system to streamline practices and support the transition to a new administrative system. End-to-end implementation of IT Patient Client Management System. This role included conducting training and end users helpdesk support.