Deirdre Young

Leading and managing a multi functional division within the company that spanned direct clinical work with clients, compliance requirements in relation to external regulators, practice at company outlets and learning and development of staff.

Achievements include:

• the establishment of a quality and compliance team within the Division;
• the development of a quality management system that was built to be of practical assistance to staff while assuring continuous improvement for the organisation;
• successful participation in various external audits;
• delivering the largest clinical revenue seen in a financial year.

Assisted Sylvanvale with its transition to the NDIS environment. This role included:

provision of specialist knowledge and advice regarding the NDIS;

preparation of briefing papers for various environments such as staff, the Board and stakeholders;

presenting workshops and training on various facets of the NDIS

Managed a team of staff based both in Sydney and the Blue Mountains who were responsible for delivering supports to people (including children) with disability with complex support needs. The role included leadership and supervision of staff who were delivering direct supports, ensuring NDIS goals for participants were achieved, meeting compliance obligations and collaboration with other teams to ensure best practice outcomes for clients.

Led one of the teams responsible for the transition of all ADHC clients from the provision of state based disability services to the Federally funded NDIS.

The role was specifically designed to liaise with the Hunter NDIS trial site and to collaborate with its staff to ensure a smooth transition of clients and programs in the trial site to the NDIS. The team I led had to both undertake the actual transition of clients and associated programs while still negotiating the design of the NDIS with the Commonwealth. I provided briefings, papers and general information to the Minister, the Department and other stakeholders.

• Enhanced community engagement by developing and implementing innovative programs and initiatives.
• Strengthened relationships with local organisations through regular communication and collaboration on projects.
• Increased awareness of community programs by organizing and participating in public events, presentations, and workshops.
• Managed budgets effectively to ensure appropriate allocation of resources for various community projects.
• Reformed a major community program (the Area Assistance Program) to become a modern, flexible and responsive partnership program between government and community (Community Builders).