The implementation of National Phonics programme for 0-3yrs in Term 1 2025 across NZ curriculum and Kura. Tranche 1 - Proof of concept by piloting/trialing phonics in sample schools & Kura, which will involve the review of an assessment tool, approach, training and PLD for teachers and Kaiako.Tranche 2 Implementation across NZ schools and curriculum with resources, assessment tool and support at a regional level. Implementing a national standardised assessment framework that will support life long-learning.

Supporting and navigating the introduction of Legislation and its Enactment of changes for the coalition government amendments to the Resource Management Act through Bill 1 & Bill 2. Navigating complex, complicated, litigious environments to ensure the successful delivery cabinet papers, accompanying briefs and independent resource impact statements to Minister(s), Cabinet, Parliamentary Services and Select Committee services. Core responsibilities is to ensure the establishment, approval of all project documents: from Initiation through to Delivery Stage to support the successful delivery of each Bill. Providing clear visibility and progress of each project through the adopted PMO reporting tool Planview. Ensuring project resources, risks and lessons learned are recorded and managed through-out the project life cycle. Providing a calm-head for project resources experiencing significant change (culture, operational, values and for some potential redundancy) during the current transition cycle under a new govt.

As part of the Carbon Neutral Government Programme (CNGP) all mandated agencies are required to optimise their fleet by: • Reducing the number of vehicles, and • Choosing ‘electric vehicles first’ when replacing vehicles in their light vehicle fleets, either battery electric vehicles (BEVs) or plug-in hybrid electric vehicles (PHEVs). The Programme is intended to ensure that MSD has a robust plan and a clear pathway for a successful transition to an electric fleet and enable New Zealand Government Procurement (NZGP) to provide progress reports to CNGP Ministers. Procurement of supplier and product servicesProperty lease reviews of 150 MSD sites for scheduled infrastructure and installation of EV ChargersIT Security, Privacy, Information Security - Certification prior to implementation of hardware and software -Go LiveEnterprise roll-out of system and process changes across a number of products & servicesAlignment of financial services with commercial procurement for vehicle purchasingInitiation of Communication / Change activityFuture financial modelling lease/ownership - cost analysisTransition of fleet administration services to an external supplier

Business Transformation - New Interislander ProgrammeProject 1 - People & Culture - Business Transformation - New Operating ModelInitiating and establishing all project documents Org Design & Development Structure - establishing: *Organising Principles *Framing *Overall Size & Team Size *Layers & Span of Control *Reporting Structure Roles & competency - establishing *Team *Individual *Cross-functionalLearning & Development mapping of impacted roles *Accreditation review of existing to future role requirements *Efficiency Mapping *Future learning optionsStakeholder engagement (internal and external) HEHPUnion engagement Project 2 - Service Design - new products and services development & implementationInitiating and establishing all project documentsSAP financial analysis of current product and service offeringsGap analysisApproval of service design process (prioritisation mechanism for determining future products and services.Procurement of specialist vendor to support future products and services for the new shipsProject 3 - Brand / Marketing / Communication - new brand / marketing / communication development

Managed four direct reports under the Road to Zero – Safer Speeds programme, who were responsible for delivery of a complexed consultation and engagement process with Road Controlling Authorities throughout the country for speed policy changes. Overseeing the procurement and implementation of Commercial Off the Shelf (COTS) and Soft-as-a-Service (SaaS) solutions to support the national programme. Day-to-day operations involved the leadership & management staff, stakeholder engagement and customer queries. Quarterly and annual staff performance development planning with subsequent remuneration reviews. Chief coffee maker/cleaner and the distributor of chocolate.

Work stream lead for Speed Management in a Regulatory environment implementing business process, system and operational changes brought about by legislative requirements. Working across multiple stakeholders both internal and external through public consultative and engagement process. Developing and implementing digital and technology application solutions to support end user early adoption of legislative requirements.

Contracted to provide strategic workforce pathways across health, construction, engineering and education sectors, under the national affordable housing rebuild programme that includes.• Development of an integrated workforce strategies. • Learning & Development framework. • Evaluation & Analysis framework.• Stakeholder engagement framework

Contracted National Project Manager for Te Piringa Trust, who are a Maori National Disability Support Service, Strategic DevelopmentPolicy DevelopmentTrainingDevelopment of E-Learning ToolsNational Networking

COVID-19 response, National OfficePolicy alignment & Product changesCommunications *External & Internal**Chief coffee maker and chocolate distributor

Managed a team of three direct reports in a cross--agency initiative between the Ministry of Social Development & Department of Corrections. Overall management of the co-agency trial delivering a programme of projects at multiple levels across the two organisations, introducing Agile, Prince 2, PROSCI practices and the implementation of Commercial Off the Shelf (COTS) and Soft-as-a-Service (SaaS) solutions to support the national trial.Governance reportingStake holder managementIT & system from development to deploymentService designChange managementRisk managementFinancial reporting & accountability (treasury updates)Ministerial updatesEvaluation & research over site

Managed the customer engagement service design, involving the development and implementation of bus & rail travel routes and schedules. Successfully developed and implemented supporting communication products for print, web and social media platforms for the changes. Provided concise and detail reports for board members to make informed decision making through-out the transition stage.As this was a project that had condensed delivery timeframes with multiple engagement & stakeholder touch points, I successfully developed and implemented a comprehensive project plan that resulted in the delivery of outcomes within stated time frames and budgets.Utilisation of a number of project management methodologies (Agile, Prince. Waterfall) to support robust project controls for the delivery of key communications across all multi media channels.Project planning, *Risk & Change management *Stake holder management *Quality assurance *Communication channel management *Website - design/develop/test & deploy *Social media - design/develop/test & deploy *Radio - design/develop/test & deploy *Print media - design/develop/test & deploy *New media - design/develop/test & deploy

Managed the implementation of the 90-day plan for the engagement and service delivery division for the newly formed govt.Successfully developed and implemented processes that was adopted enterprise-wide that provided visibility and transparency for all work in-progress. This resulted in the organisations ability to prioritise new and in-progress initiatives in alignment with the new govt direction. Delivering Agile & lean project management, organisational wide in a changing environment from a Māori lens. Developing & facilitating organisational strategy, performance and business plansPerformance monitoring and reporting on key accountability documentsProviding evidence and technical advice to meet the Ministry's information needsProviding oversight of the Ministry's research, monitoring and evaluation programmesInfluencing, externally, the collection, production and use of Maori informationFacilitating and championing risk management practices across the MinistryProviding assurance to the Chief Executive and the Audit & Risk Management Committee over the Ministry's internal control systemsLeading, developing and implementing project and programme planning methodology across the MinistryBuilding organisational coherence and alignment through the Senior leadership team forum

Managed a team of eight direct reports (Trainers and Instructional Designers) through the pathway of learning & development encompassing E-Learning, face to face and product design, during an enterprise wide transformation under a change environment.Employee driven training from 'user generated content' (by employees/subject matter experts) rather from outside organisations. Emphasis on identifying knowledge gaps of the learner, particularly around compliance. Skills profiling and building and designing training curriculum out of it is critical. Experienced in needs analysis, learning programme design and learning programme development. Beneficial analytics for team leaders, managers to influence or address learning behaviour. Reporting of a learners progress which is aligned to their role (KPI) and organisations value statement. Quarterly performance reviews, monthly status reports, financial forecasting, elevated customer queries. Quarterly and annual staff performance development planning with subsequent remuneration reviews. Chief coffee maker/cleaner and the distributor of chocolate.

Managed a small team of three staff located from the established Palmerston North branch covering Wanganui, New Plymouth. Delivering a range of health services to key contracted organisations and services. Day-to-day operations involved the leadership & management staff, stakeholder engagement and elevated customer queries. Responsible for budgets and quarterly/annual staff performance development planning with subsequent remuneration reviews. Monthly and annual budgets, health & safety and well-being of staff. Chief coffee maker/cleaner and the distributor of chocolate.

Managed a staff of four from a rural location, delivering farm supply products and services to the primary sector. Day-to-day operations involved hands-on front of house leadership & management of staff, high end loyalty packages to a 400-customer base and general customer queries. Quarterly and annual staff performance development planning with subsequent remuneration reviews. Responsible for budgets and monthly reporting, health & safety and well-being of staff. Chief coffee maker/cleaner and the distributor of chocolate.

The implementation of Integrated health projects and change initiatives across MDHB funded services. Monitoring operational performance over 24 residential care facilities and six contracted home support service providers. Day-to-day operations involved service provisions, property maintenance/inspections & lease queries, acquisitions and future builds. Responsible for monthly boards reports, internal and external communications, monthly budgetary updates and financial forecasting.Responsible for Age Residential Care Funding and policy, Home Based Support Packages and Funding. Service and design for elder health innovative projects external to the hospital.Intergrated Health ServicesElder Health Workforce Development

Management of eight staff spread across three locations (Wanganui, New Plymouth) from the Palmerston North office. Delivering employment and training services to people with disabilities. Day-to-day operations involved the leadership & management staff, stakeholder engagement and customer queries, annual lease reviews and property inspections. Quarterly and annual staff performance development planning with subsequent remuneration reviews. Responsible for budgets and monthly reporting, health & safety and well-being of staff. Chief coffee maker/cleaner and the distributor of chocolate.

Management three permanent and seven seasonal staff across four locations (New Plymouth, Wanganui and Napier) from the Palmerston North office. Day-to-day operations involved the leadership & management staff, stakeholder engagement and customer queries. Quarterly and annual staff performance development planning with subsequent remuneration reviews. Responsible for budgets and monthly reporting, health & safety and well-being of staff. Chief coffee maker/cleaner and the distributor of chocolate.