Dan Henby

• Management of a team of six employees consisting of two Senior Client Service Officers and four Client Service Officers to provide and develop strong rapport with customers, delivering quality output through a personalised service.
• Mentoring staff regarding individual work plans and areas of potential growth, ensuring each team member works towards achieving NSW Trustee & Guardian's Customer Excellence Principles in alignment with the Divisions operating module and their individual key performance indicators.
• Producing rosters for phone shifts, taking into consideration planned and unplanned leave to ensure operational needs are met daily.
• Responding to complaints made by customers, whilst working with staff in a constructive and empathetic manner to build their capability.
• Proactively targeting customers who may have challenging behaviours to find suitable solutions with regard to communication with the team.
• Assisting the Manager, Proactive Customer Management Team 1 with projects including the recently completed Focus Time Project Trial.
• Working collaboratively with other Principal Client Service Officers to manage workload and staffing issues, training new staff and resolving complex customer issues.
• Liaising and collaborating with other agencies for better outcomes for our customers.
• Collaboration for establishment of new phone rosters for the whole of team phone cycles.

Key Achievements:

• Collaborating with SW Sydney's Housing Team Leaders and providing education on services provided by NSWTG to ensure better outcomes for Customers in regards to leasing.
• Initiating two hour phone roster based on Proactive Management Teams 3 trial to contribute to Focus Time Trial.
• Collaborated with a staff member experiencing workload issues. We identified key areas for improvement to enhance capability, achieve team goals and work on client satisfaction rates. This resulted in task reduction and the staff member learning to focus on both current and overdue workload.
• During the the Focus Time Project Trial I liaised with Proactive Management Team 2 to enable a customer threatened with eviction to relinquish her tenancy with DCJ Housing. This enabled the customer to access temporary accommodation that was more suitable to her health needs.

• Assisting the Principal Client Service Officer (Team Leader) with difficult and contentious customer issues in the Proactive Customer Management Team 1.
• Setting individual budgets to suit the customer’s specific needs in consultation with the customer (when possible) and/or their nominated support persons.
• Developed strong relationships with customers, fostering trust and loyalty through consistent communication and support.
• Assessing individual customer’s financial means and needs and making decisions regarding real property and significant financial assets in consultation with the Financial Planning Unit and in many instances the NSWTG Legal Services unit.
• Mentor and assist Client Service Officers in my team with complex issues arising from customer interactions and needs.
• Liaising with external stakeholders such as carers, landlords and other government bodies to enhance when possible our customer’s quality of life within their financial means.
• Advocating for customers with regard to internal and external stakeholders and raising complaints as necessary.

Key Achievements:

• Collaborated with cross-functional teams to ensure seamless service delivery for customers.
• Assisted in the implementation of new ways of working, increasing overall customer satisfaction and division growth.

• Assisting the Principal Client Service Officer (Team Leader) with generating phone duty rosters to met service operational needs, complex tenancy issues.
• Assessing homeless customers for eligibility for Temporary Accommodation (TA),and extending TA when necessary.
• Developed strong relationships with customers, fostering trust and loyalty through consistent communication and support.
• Represented DCJ at the NSW Civil Administrative Tribunal (NCAT)
• Chairing and representing DCJ Housing at the Housing Network Meeting.
• Training and mentoring new staff members and oversight of three client service officers in my team.
• Management of poor property care for tenants, tenancy arrears and property inspections inclusive of Customer Service visits and property condition reports.

Key Achievements:

• Team achievement - reducing processing time for applications to the fastest in the past 18 months.
• Contributing to the TA project - this project transformed the TA interface with customer, making it easier to access TA from remote locations. This was instrumental in the changes that became necessary with Covid 19.
• Highest reduction in arrears over May-August 2017 in Campbelltown office (25%)
• Reduction in arrears approaching Christmas 2017 by 10% in Lithgow Office(This is typically a time when arrears rise)
• Operating for 9 months out of 12 with 2/3 the staff without an appreciable decrease in output of work.
• Highest rate of CSVs in Nepean/Blue Mountains region. (Our rate increased the overall rate by 15%)
• Completing “Together Home” project for 6 units in Bathurst.

• Frequent communication of complex concepts with a wide range of stakeholders in both formal and informal settings.
• Mentoring leaders.
• Studying local demographics to assess the social needs of the area, and determining the church’s ability to engage.
• Maintaining local CRM (Parish rolls).
• Engaging with, and training committed stakeholders to equip them to engage with new members.
• Gaining and providing feedback across a range of services and activities.
• Representing the local team at regional events.
• Preparing communications for local press, in a concise and easily understandable fashion (200 words.)
• Responding to critical feedback in a sensitive and timely fashion.

Key Achievements:

• Increase of key responsibility area (Hornsby - ’08 to ’11) of evening service by 100%.
• Increase of leadership team through mentoring by 200% (Hornsby ’08-’11).
• Transformation of Youth engagement in Oakhurst parish to a more sustainable model. (’12-’13).

• Selling of over the counter products into pharmacies.
• Managing stock levels at pharmacies.
• Dealing with difficult customers.
• Maintaining records of sales.
• Introducing new lines of business.
• Training pharmacy staff in product use.
• Complaint resolution.
• Researching and reporting on competitor lines.
• Improved customer satisfaction and retention through frequent visits, timely response to inquiries, and effective problem resolution.
• Established successful account relationships by building rapport and maintaining consistent communication.
• Analyzed sales data to identify areas for territory improvement and implemented strategies to maximize sales growth.

Key Achievements:

• Growth of Key Account (Pharmacy Direct) by 150%
• Highest sales against targets (Jul - Dec 2005)
• Highest sales against targets in 2 of 3 product areas nationally (Jan -June 2006)
• Highest sales of new product (Hair Nutrition) nationally (2007)