MICHELLE AZIZI

• Reporting to the Chief Executive Officer, NBMLHD led the establishment of Clinical Networks across NBMLHD to promote the uptake of evidence-based practice and drive improvements in standards of patient care, improving the quality of and access to care for patients
• This major reform represents a shift away from a hierarchical, bureaucratic organisation of healthcare services to one that engages clinicians more in the development of improved models of care, integration of services and multidisciplinary collaboration.

• Senior Executive Manager responsible for the delivery of complex services as part of a networked arrangement of acute hospital services across NBMLHD
• Developed strategic plans and objectives to achieve district goals including the development and coordination of financial, operational and clinical resources and services of Nepean Hospital to improve health outcomes and the patient experience by delivering an efficient healthcare service.
• Established the Whole of Health Program including governance across the District and Facility to improve patient access and flow, improve treatment times and patient outcomes as part of the Touchpoint Program. The Bureau of Health Information’s Emergency Data Patient Survey 2022-23 shows 85% of respondents rated their overall care at Nepean Hospital emergency department as ‘good’ or ‘very good’. 86% of patients left the service with discharge summaries or correspondence for their doctor with Nepean Hospital recording rates significantly higher than the NSW average. 88% of patients at Nepean Hospital highlighted the professionalism, expertise and care of staff as ‘very good’ or ‘good’. 90% of survey respondents rated ED health professionals worked together as a team.
• Lead and Completed the first stage of redevelopment on the new 14 story tower for patients delivered under the $1 billion Nepean Hospital Redevelopment including the Emergency Department, new satellite imaging and cardiac catheter labs. Facilitated the decant of the old Emergency Department to accommodate the new Ambulatory Care Centre and establish the governance of the Centre.
• As Executive sponsor for the Nepean Health Hub, negotiated the relocation of the Nepean Executive and Divisions to relocate to the new Nepean Health Hub.
• Established and lead a successful private and public sector partnership to accommodate Department of Justice patients during the COVID-19 pandemic in private hospital facilities which involved complex negotiations, to ensure the safety of patients and the public whilst delivering health outcomes and expanding available beds during the pandemic.
• Led a facility wide organisational culture initiative to improve the annual NSW People Matter Employee Survey. The collaborative approach yielded an improvement in scaling strategies across Nepean Hospital, created a stronger connection between staff and provided increased in knowledge of specific topics, resources available to improve workplace culture. The People Matters Employee Survey 2023 showed positive achievements in ethics and values (89%), role clarity and support (84%) and job purpose and enrichment (64%). Burnout and dissatisfaction with public sector remuneration were the two largest areas of staff dissatisfaction.

• Redesigned the agency's strategic planning function to ensure the Commission was guided by the needs of people with a lived experience of mental health issues and is relevant, accountable and influential in providing the people of NSW with improved mental health and wellbeing outcomes.
• Led 2020 strategic planning and a review of the agency's operating model to ensure that the Commission is well-placed to execute the governing principles of the Mental Health Commission Act 2012 (NSW).
• Reduced the Commission's operating costs by $400K and increased publicity, promotion and data quality.
• Developed a new model for Stakeholder Engagement and communications, significantly increasing the profile of the Mental Health Commission by achieving media coverage across multiple media platforms including the Nine Network, Network 10, ABC and the Sunday Telegraph.

https://www.facebook.com/10NewsFirst/videos/768863343882960

https://twitter.com/10NewsFirstSyd/status/1263023253188218881

• Led the Commission’s transition to a shared services model with HealthShareNSW to support the functions of the Commission, while also commissioning a new logo and branding, and refreshed the Commission website in consultation with people with a lived experience and in line with the NSW Department of Customer Service branding guidelines. Established a stronger business and finance operating model with the creation of the Business Performance and Improvement and Finance and Procurement Teams and developed an ambitious program of policy updates and month-end financial reporting.
• Developed and implemented the organisational business and performance strategy for the Mental Health Commission of NSW to ensure its functions of strategic planning; systemic review and advocacy are achieved.

• Led the strategic and operational service delivery of clinical support services at Royal North Shore Hospital (RNSH), a flagship site for HealthShare NSW, operating under a Private Public Partnership
• Provide executive leadership to services managers of five departments, including cleaning and gardening services, patient support services, food services, security, help desk and 900FTE staff and a budget of $61M
• Lead continuous improvement and culture change while maintaining the contractual nature of the relationship between HealthShare NSW and the Local Health District operating within a Public Private Partnership.

• Executive decision maker, accountable and responsible for leading hospital corporate service departments to effective and efficient support services for patient care
• Executive lead for the commercial management of seven commercial lease agreements, one of the biggest tenders in NSW hospitals to achieve almost cost-neutral offset generating an annual revenue of $1.8M per annum, which was reinvested into clinical service delivery. Managed all legal and property management matters including new and existing lease negotiations and operational retail management matters, compliant with NSW Health policies. Negotiated new retail lease agreements and provided oversight for capital works of Jamaica Blue and the Wellness Pharmacy, an onsite community pharmacy.
• Leadership and oversight of 568 FTE and $52M budget to provide corporate services functions including general services, central ward orderlies, security, switchboard, IT, conference facilities, clinical information department, sterilising services department and childcare services.

• Executive decision maker, accountable and responsible for leading, reforming and directing 23 Clinical Units, Departments including State-wide Services, and multiple facilities across The Sydney Children’s Hospital Network
• Development and support of multi-disciplinary, cross-functional teams and services focusing on priority and marginalised populations ensuring sustainable clinical outcomes and services are delivered
• Successful turnaround of critical areas that were not functioning or presented significant clinical and political risk
• Managed an allocation of $40M operating budget with 23 direct and 400 indirect reports across the Specialty Health Network.
• Successfully repaired broken relationships between key stakeholder groups to continue the halted strategic initiative to relocate the Eating Disorders’ Day Program from The Children’s Hospital Westmead to Butterfly House (NGO service provider). I negotiated high-level agreements on behalf of NSW Health, The Sydney Children’s Hospital at Westmead and the Department of Education and Communities to ensure the provision of education for children and young people with eating disorders accessing the day program. The program was relocated from The Children’s Hospital at Westmead to Butterfly House. A Memorandum of understanding and staff establishment were finalised within an allocated budget of $1.4M. Ministers Skinner and Goward launched the new service on 8 October 2016. https://www.schn.health.nsw.gov.au/news-media/articles/2016/11/unique-eating-disorder-program-launched
• Mental Health Inpatient Unit, SCH establishment of a Consultation and Liaison Psychiatry Service. The shared mental health service between The Sydney Children’s Hospitals Network and South Eastern Sydney Local Health District (SESLHD) had broken down and the 8-bed acute inpatient unit had been reduced to a 4 bed Unit with on call staff. Nursing morale was low and there was no Consultant Psychiatrist on staff and allied health staff were leaving as a result of lack of medical support. I led the resolution of the relationship between the Network and District to address issues requiring resolution while re-establishing the service. I restored the Unit to full capacity and established a Consultation Liaison service and ongoing needs assessment for input across all clinical areas at the Sydney Children’s Hospital. I led the development of a Service Level Agreement with SESLHD to articulate the working relationship between both organisations, including referrals and on call roster.
• NSW Refugee Health Service. I led the planning and worked across two hospitals to develop the model of care for the expansion of a specialist paediatrics multidisciplinary refugee service for The Sydney Children’s Hospitals Network. The service became fully operationally by the end of 2016.

• Led a team of 18 FTE establishing ten Clinical Networks to oversee the implementation of the NSLHD Clinical Services Plan to develop evidence based clinical services between 2015-2022 to oversee the implementation of 150 recommendations.