Adam Walsh

Role

• Leading a specialised team of senior APS 6 planners, operating under a case management model to support the NDIA’s most complex cohort of participants. This includes participant’s within the Level 5 Delegation threshold (highest delegation within the Agency for participants with annualised plan values >$1.265 million per annum) requiring high levels of internal stakeholder engagement across multiple departments including at the SES level. My team also supports participants in or at risk of entering aged care under 65 years of age, warranting high levels of intersect with mainstream services and inter-governmental liaison with external agencies.
• Undertaking very complex work to deliver quality outcomes across the Specialised Service Delivery functions of the NDIA. Having delegated authority and responsibility to resolve issues and risks across wide ranging activities of substantial depth involving significant detail. Providing Leadership, control, planning resource management, performance management and actively managing key high level internal and external stakeholder relationships, representing and negotiating on behalf of the NDIA to advance the Agency’s interests across a range of forums.
• Contributing to the development, review, and implementation of policies and procedures related to the strategic objectives of the Agency and Branch including the newly established Specialised Planning sustainability initiative for Delegate Level 5 participants.

Core Activities:

• Implementing team strategies and aligning outcomes with the Agency’s broader strategic directions and performance targets.
• Providing expertise and leading the implementation of Service Delivery activities across the state/territory.
• Managing team performance and outputs to ensure Agency targets are met in relation to planning decisions.
• Portfolio lead for Legislative Reform and Continuous Improvement/Innovation
• Conducting and managing risk assessment and risk management activities within the team and broader business unit.
• Identifying and leading business improvement initiatives that will enhance the quality and performance of outcomes, while also implementing effective change management strategies.
• Leading internal and external consultation, staff awareness and representation of the NDIS in networking and cross-agency forums.

Key Achievements:

• Recognition from the senior leadership team for my individual contributions in pioneering the establishment and development of the newly formed Delegation Level 5 specialised planning pathway, teams and associated resources/processes.
• Several short term backfill opportunities at the EL2 level

Role

• Responsible for creating and leading a large team of APS 5’s and 6’s (up to 60 staff) to meet business deliverables including end-to-end procurement activities, onboarding and training.
• Delegated authority to resolve issues and risks, resource management, performance management and providing high level technical oversight/advice within legislative parameters to manage internal/external stakeholder objectives.
• Development of training schedules and management of resources to accommodate recruitment activities and fulfill staffing requirements in other areas of the Branch.

Core Activities:

• Managing and leading a team with dedicated focus on building a positive culture and capability development through provision of mentoring, supervision, training and technical support.
• All procurement and recruitment related activities including development of the position advertisement, candidate shortlisting, selection of panels, interview process, asset procurement and all onboarding/HR related tasks.
• Responsible for multiple business portfolios to support the continuous improvement of the Branch and stakeholder relationships- Quality Management, Recruitment, Continuous Improvement and the Administrative Appeals Tribunal/Internal Reviews liaison.
• Originating action to improve existing conditions and processes; identifying improvement opportunities, generating ideas, and implementing solutions.
• Planning and management of allocated resources, developing appropriate controls, monitoring achievement against plans and adjusting plans to meet changing demands.
• Extensive knowledge of statutory, regulatory and policy frameworks including the NDIS Act 2013 in order to provide comprehensive and authoritative advice on specialist and very complex issues.
• Working within legislation, policies, procedures and precedents where interpretation is required to establish how procedures and policies should be applied with considerable independence.
• Developing and managing relationships with stakeholders, engaging and collaborating to achieve outcomes and facilitate cooperation. Regularly responsible for a range of complex and contentious matters.

Key Achievements:

• Responsible for the inception and stand up of 2 teams in the Branch.
• Successfully campaigned for the Branch to unsubscribe from bulk recruitment practices and responsible for driving and managing the first external recruitment project.

Role

• Providing team leadership/management and technical support to staff through facilitating training, mentoring and conducting quality assurance checks. I am responsible for all HR related functions including onboarding, probation management, formal appraisals and performance management.
• Creating, writing and developing guidance materials such as Standard Operating Procedures, Operational Guidelines, forms and training materials.
• Reviewing appeals claims from participants who are dissatisfied with their current plans and are requesting additional supports to be funded; reviewing the original decision makers decision; quality assurance function; communicating with internal and external stakeholders; preparing documents that may be provided to the Administrative Reviews Tribunal (ART).

Core Activities:

• Providing supervision and leadership to achieve outcomes for participants in line with operational requirements.
• Driving performance in line with the Participant Experience Delivery (PED) commitment and meeting key performance indicators.
• Conducting one on one monthly coaching sessions and weekly remediation reviews.
• Undertaking weekly reporting on team output and tracking of outcomes against performance goals.
• Mentoring new employees and providing ongoing development of staff by conducting peer reviews and facilitated problem solving sessions to drive outcomes.
• Coordinating, investigating, and resolving escalated issues and complaints in relation to internal reviews.
• Reviewing and updating all guidance and resources within the branch to align it with the Performance, Management and Quality branch.
• Developing and implementing the quality framework across the Internal Review Team.
• Develop training materials for the Branch focusing on increasing quality performance.
• End to end case management of internal reviews.
• Conducting phone-based interviews with participants to understand their lived experience and clarify their specific requests whilst assessing their claims.

Key Achievements:

• Responsible for the restructure of the team and redesign of team work schedule to adopt a dynamic roster to accommodate for the high volumes of new staff being on boarded.
• Formal recognition from Branch Manager and Director for high quality of work ethic, work standards and my individual contribution and being the main proponent to the establishment and success of 2 new teams within the IRT.

Role:

• Assesses reports of alleged abuse and neglect of children and young people. Undertaking investigations and developing robust case plans to ensure the safety, stability and development of vulnerable children and young people to promote the achievement of case plan objectives within specified legislative timeframes.

Core Activities:

• Risk assessments and analysis.
• Engagement with high-risk clients and stakeholders including legal system and presenting to Magistrates.
• Problem-solving and excellent time management as there were strict deadlines and competing priorities.
• Understanding and application of the legislative, policy and practice requirements relating to Aboriginal children, families, and communities.
• Advanced knowledge of the CYFA 2005 and the practice/policy requirements in this context.
• Leading stakeholders through Child Protection assessments and decision making in an informed, proactive and assertive manner as well as coaching/guiding colleagues to encourage growth, learning and reflection.