This existing client previously utilised my services to prepare selection criteria (see blog posted on 1st February 2011 for the Policy Manager role). This time around he once again commissioned my services to address seven criteria for a high level management position within a State (NSW) Government department. He was not only successful in gaining a job interview, but was also offered the role which he enthusiastically accepted. Following are excerpts from three of the seven criteria.
Proven record of achievement in leading and managing a high volume client service operation…
As Asset and Supply Manager with Rail Infrastructure Corporation, I was responsible for the providing logistical support to rail maintenance and construction operations across regional NSW. This included a high volume supply and distribution service encompassing many thousands of transaction a week. Rail Infrastructure Corporation adopted a just-in-time supply philosophy which necessitated a detailed planning and scheduling process to ensure materials and equipment were delivered simultaneously to multiple worksites across the State. The maintenance and construction tasks support were critical to the operation of the NSW rail network and costing many millions each day. The failure of the supply and distribution system was also potentially costly from a political standpoint. I developed and implemented a programmed procurement and supply process to integrate supply with customer requirements, and maintenance planning which enabled over 95% of orders to be completed within agreed deliverable timeframes; and streamlined the requisition process to reduce client administrative costs and improve the ability of clients to achieve their performance targets.
Proven capacity to deliver results at an operational and strategic level…
From a strategic standpoint, in my current role as Manager, Land Administration with the State Management Council, Livestock Health and Pest Authority (LHPA), I identified that the core data the organisation relied upon to perform its main functions was often incomplete or inaccurate (less than 25% accuracy). The correctness of data was crucial as it was not only used by the organisation to plan its statewide animal health and pest management programs, but also used as the base data for the national biosecurity network within NSW. The core data was the geospatial data (property lots and deposited plans) – unique spatial data identifying each parcel of land within the State. I initiated projects to develop the capability within the organisation to ensure its geospatial data was brought up-to-date; and implemented systems and processes to modify the records as changes occurred, in order to improve and continue to maintain the accuracy of the data. This process also involved developing relationships with the State’s custodian of geospatial information, the Land and Property Management Authority (formerly known as the Department of Lands), and the primary user of the organisation’s information – Industry and Investment NSW (formerly, Department of Primary Industries). In addition, to reduce any duplication or inconsistency in the organisation’s data requirements, I introduced an initiative to align the organisation’s need for geospatial data with the needs of those agencies who regularly used/accessed our data. The implementation of this initiative is currently 50% complete. Upon completion, this will result in 100% accuracy of all biosecurity information and data for the State, as well as ensuring the integrity of the geospatial data is aligned with the data maintained by the custodian of spatial data in NSW. This is essential in order to effectively manage outbreaks of disease.
High level project and financial management skills…
From a financial management perspective, I possess highly developed skills in analysing and applying financial information, forecasting and effectively managing budgets. In my current role as Manager, Land Administration with the State Management Council, LHPA, I am responsible for management of a $1.2M operating budget. In 2009, I centralised the land administration functions of the Livestock Health and Pest Authorities which reduced overall costs by 65%. This involved: extensive analysis of profit and loss statements and examination of operating costs; identifying costs incurred in performing the function; benchmarking with other organisations to determine best practice costs; identifying cost drivers; and identifying technology-based alternatives. I undertook cost benefit analysis on options available, made recommendations to senior management and the Board on the most cost effective options available given financial and political constraints.
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