Towards Strategic Leadership

2020
Ms Laura Pyszkowski, ADON, COVID Coordination, Royal Hobart Hospital, Department of Health

My role as ADON, COVID Coordination is to provide support and leadership for the THS-S COVID Pandemic Preparedness and Response team. I also support the regional health emergency management team in management and coordination of local COVID-19 emergency response operations, in accordance with direction of the Tasmanian Health Service Emergency Operations Center Commander and in line with the Emergency Management Arrangements.

2020
Ms Georgie Johnston, Nurse Unit Manager, Royal Hobart Hospital, Department of Health

My role as Nurse Unit Manager (NUM) in the RHH Emergency Department is a leadership role within the organisation that supports the service delivery through efficient and effective care delivery that is supported by clinical standards and best practice principles. The NUM is responsible for supporting and leading change that demonstrates adherence to the clinical standards through continuous risk analysis and innovation of improvement ideas. The NUM plays a pivotal role in creating a positive culture that provides a clear vision and direction to the multi-disciplinary team.

2020
Mr Allan Wood, Director,  Property Branch, Department of Treasury and Finance

My role as Director Property is to provide strategic direction and high level policy advice in relation to Crown owned office accommodation matters and the sale of surplus Crown property. I also manage the strategic development of Crown property, including oversight of desired outcomes for key commercial re-development projects and the Government’s contractual responsibilities, supported by a team of technical specialists. In addition, I provide management oversight for internal corporate responsibilities related to facilities, emergency management and security on a state wide basis.

2018
Ms Barbara Ringeisen Arnold, Director eHealth
Tasmanian Health Service

It was a fantastic experience to attend a training program with peers from other jurisdictions, the Commonwealth and New Zealand. The facilitators were excellent and provided a good learning framework. Working through a life case study was eye-opening and a valuable experience. I benefited from this course, as it assisted me to reflect on my leadership approach and assess various options to more effectively manage change. I was enabled to take a “helicopter view” of the system I am working in and the role I play. The course provided good tools for change and performance management, and decision making.

2018
Ms Anita Yan, Program/Information Manager
Department of Primary Industries, Parks, Water and Environment

The TSL Program was an amazing experience! It was truly inspiring and very unique leadership training program and gave me a different perspective on what it means to be a strategic leader. I particularly enjoyed the first module which focussed on self-awareness, and the support given to participants to self-reflect in order to better understand our strengths and challenges was priceless and very worthwhile. The hands on case study in the second module was an eye opening experience into the difficulties around policy development and team work dynamics. To top it all off, I also made some great connections with other participants across Australia and New Zealand. I feel very fortunate to have experienced the Program.

2017
Ms Jenny Burgess, Deputy Secretary
Department of Education

I am currently the Deputy Secretary, Support and Development in the Department of Education in Tasmania. In this role I oversee curriculum implementation from the early years to Year 12, workforce development and professional learning for staff, disability services, English as an Additional Language, Aboriginal Education Services, VET in Schools/Trade Training Centres and School-Based Apprenticeships. I work alongside colleagues in the Strategic Policy and Planning and the Corporate and Business Services Divisions to support our service delivery units (Child and Family Centres, schools and colleges, and LINC) to improve learning outcomes for our students.

2017
Mr Scott Wilson- Haffenden, Director, Information Services and Communications Technology  
Department of Police, Fire and Emergency Management

My role as Director Information Services and Communications Technology within DPFEM is currently transitioning from a focus on internal business activities to full time directorship of strategic projects, which presently includes the Emergency Services Computer Aided Dispatch (ESCAD) and Tasmanian Government Radio Network (TasGRN) projects. I am excited by the opportunity to lead projects which have significant whole of Government and community benefits, and the opportunity to work with a vast array of stakeholders. I am looking forward to the TSL program to further develop my own capabilities to help ensure the success of these projects.

2017
Ms Sophie Muller, Director, Tasmanian Climate Change Office
Department of Premier and Cabinet

I lead the Tasmanian Government’s response to climate change. This involves understanding and responding to the impacts of climate change and supporting emissions reduction activities. As a small team in a central agency we work closely with other state government departments and partners such as local government and peak bodies to achieve outcomes. Climate change is a complex challenge for Government, requiring new ways of thinking. I look forward to the TSL program providing me with an opportunity to enhance my leadership and strategic thinking skills.

2016
Mrs Bridget Jones, Director, Strategy, Planning and Performance
Department of Health and Human Services, Tasmanian Health Organisationt

I have held portfolio responsibility for development of organisational compliance documents including business and corporate plans, annual reports and strategic plans. I have been responsible for the strategic management of the Clinical Information Service which is responsible for the delivery of clinical reporting that informs business decisions.  I have been responsible for monitoring and reporting of operational performance at a whole of Tasmanian Health Service (State) level and local Royal Hobart Hospital level.

2015
Mr Craig Elliott, Director, Biosecurity Operations
Department of Primary Industries, Parks, Water and Environment

I lead delivery of a diverse range of operational programs undertaking regulatory, surveillance, public education, emergency response and policy development activities within the biosecurity, animal welfare and product integrity fields. In this role, I lead a team of almost 100 technical and professional staff located across the State. This covers activities involving domestic and international import and export inspection and certification, surveillance for pests, weeds and diseases, emergency responses to outbreaks and incursions and the regulation of agricultural and veterinary chemical use, animal welfare standards and food safety standards. I interact with a wide range of internal and external stakeholders in local communities, universities, peak industry and community bodies and at all levels of government

2015
Mr Martin Read, Manager, Water Management and Assessment
Department of Primary Industries, Parks, Water and Environment

I managed the water resource management and assessment area of the Water and Marine Resources Division in DPIPWE with approximately 30 staff. I have Divisional responsibilities in Workplace, Health and Safety, a significant co-ordination and liaison role between the Department and Tasmanian Irrigation and sit on a number of National Committees dealing with water resource issues

2014
Mr Richard Cowling, APM, Assistant Commissioner, Planning and Development
Department of Police and Emergency Management

The TSL has assisted me to advance my conceptual strategic leadership skills. The program has improved my critical thinking and analytical ability and through the excellent presentations and facilitation, I was challenged by the presentation of alternative frames of knowledge upon which to act. The focus on strategic leadership in the public sector will provide a knowledge based framework to develop leadership skills into a broader WoG and community based context where power is increasingly having to be shared and where old ideas and management structures are contested. The presenters provided expert knowledge and contemporary best practice concepts from both the private and public sectors that challenged thinking and developed skills to enhance leadership abilities to construct multi-agency networks. The modules focus on change, backed up with a learning approach that encourages robust discourse and peer mentoring was a great resource to develop these skills further. The program allows you to foster a number of formal and informal networks that can facilitate agreements and create an organisational synergy and a spirit of collaboration not just within your own organisation but externally with other state and local governments, the corporate sector, non-government organisations and community members.

2014
Mr Alex Tay, Director, Energy Policy
Department of State Growth

The TSL is the best professional development program I have undertaken, underpinned by the depth of learning and challenges that were presented. The case study was a highlight, particularly the pressurised environment in which it was undertaken and the confronting nature of the case. The group of participants at theTSL provided a unique opportunity to learn with and from. A key take out for me was that despite participants coming from different jurisdictions and from different portfolio areas, the commonality of leadership challenges facing us all was strong. The program was brilliantly facilitated by Robbie and Paul, with an excellent mix of theory and practical work, in various interactive and stimulating sessions. It has made me think about and continue to change the way I approach my work, particularly the leadership aspects of it.

2012
David Nicholls, Manager, Water Policy and Planning
Department of Primary Industries, Parks, Water and Environment

The TSL program lived up to all my expectations and I found that there were very few moments during the two five-day residentials that did not challenge and stimulate. What I found most enlightening from this program was not so much key learnings or 'takeaways' in the form of a bag full of new tricks, rather it was mostly about learning about myself, and confronting the idea of changing my ideas, perceptions, beliefs and values in order to become a better leader and manager. At the end of the program, I felt quite unsettled for a few days which I attribute to going through a process of internal change, and this to me is clear evidence that the program was highly worthwhile and effective. This was the clear highlight of the program for me – others included the highly interactive discussion sessions and a role play exercise that gave good insights into how people behave under pressure.

2011
James Craigie, Director, Inter-Government & Financial Policy Branch
Department of Treasury and Finance

The course was excellent. It had a good mix of theory, case studies and group work to entrench the learning's. Key learning's included the evolution of leadership theory; the adaptive nature of leadership today, sensitive to context; and the value of deep reflection.

2010
Ginna Webster, Director, Community Corrections
Department of Justice

High quality speakers from the public sector – their leadership stories were inspiring and they were very candid. The problems are the same across all Departments and there is much commonality between areas. The importance of stakeholder engagement was also a key learning for me. Other highlights included the live case studies, particularly the visit to the Redfern Community Centre and learning from other participants leadership challenges.

2010
Nicholas May, Director Finance, Facilities and Business Support
Department of Education

The entire program was a highlight – unquestionably the best professional development opportunity I have ever experienced. The program was incredibly well planned, offering exposure to a broad range of issues, views and experiences. The opportunity to engage so directly with people like Bob Carr, Christine Nixon or Simon Sheikh, or to become involved in real life cases like migrant integration in Melbourne or the Block in Redfern were memorable. The opportunity to work with so many interesting aspiring or learning leaders was great, and was enhanced by the presence of many New Zealand participants.The key 'takeaway' was that if you are given the opportunity to lead, then that is what you should do. Take necessary risks, tackle 'wicked' problems and be prepared to not always get things right.