KELLIE GRIFFIN

People management:

• Strong leadership skills - managing 50 direct reports across 6 programs
• Interpersonal skills - Fostered a positive and collaborative team culture through developing and maintaining effective relationships instilling trust
• Performance management Led performance management initiatives, including regular one-on-one check-ins, performance reviews, and development plans.
• Proactively managed conflict by addressing underperformance and misconduct, implementing corrective actions and fostering a supportive environment that promoted accountability

Quality Improvement:

• Directed quality improvement initiatives utilizing IHI Improvement science methodology
• Led the re-design and implementation of innovative service delivery models for Autism clinics, achieving a reduction in the waiting list from 750 - 600 within six months, and significantly improving access to assessments. Work continues to enhance service efficiency and client care.
• Implemented a culture of continuous improvement by establishing feedback loops with frontline staff, fostering an environment of innovation and responsiveness to patient needs and building capability in the use of improvement science.

Stakeholder Management & Partnership Building:

• Partnered with internal and external stakeholders including Lived Experience Advisors to maximise successful outcomes in various projects.

Healthcare strategy:

• Led cross-functional teams in aligning healthcare strategies with organizational goals, focusing on enhanced patient experience, operational efficiency, and quality care.
• Collaborated with senior leadership to develop a more functional service structure and build workforce opportunities for Allied Health staff through the creation of team leader roles.

Team Leadership & Relationship Management:

used strong interpersonal skills to foster an effective team culture. Motivated team members, provided vision, and facilitated progress towards project goals and key milestones.

Stakeholder Engagement & Communication: Leveraged effective communication (across multiple platforms) and negotiation skills to manage relationships with internal and external stakeholders, driving positive outcomes and alignment with program objectives.

Statewide Project Leadership: Led a key statewide initiative commissioned by the Victorian Royal Commission into Mental Health. Applied systems thinking, analytical skills, and high-level conceptual abilities to scope, analyze health data, and conduct literature reviews.

Stakeholder Management & Partnership Building: Managed complex stakeholder relationships, including partnering with lived experience consumers, carers, families, workforce groups, peak bodies and government departments to ensure collaborative project execution.

Event Planning & Budget Management: Coordinated events, monitored project budgets, and oversaw faculty recruitment and management to ensure project milestones were met within scope and resources.

Methodology Application: Applied improvement science methodologies, including the Institute for Healthcare Improvement (IHI) Model for Improvement, lean methodology, and co-design principles to design and implement effective change initiatives.

Team Education & Coaching: Educated and coached improvement teams within services, using problem-solving and design strategies to test and implement change ideas.

Innovation & Measurement Strategy: Developed measurement strategies and innovative solutions in co-design to drive project success, ensuring that change initiatives were data-driven and aligned with service improvement goals.

Leadership & management

Team Leadership & Motivation: Led and managed a high-performing team, motivating members to work towards project goals and achieve key milestones. Provided clear direction and consistent support to ensure progress and success.

Relationship Building & Stakeholder Engagement: Utilised strong interpersonal skills to develop and maintain effective relationships with internal and external stakeholders, ensuring alignment with the team’s vision and objectives.

Workload Monitoring & Support: Convened regular meetings and touchpoints to monitor team workload, address challenges, and provide necessary support to maintain productivity and morale.

Collaborative Reporting: Worked closely with the Director to respond to key reporting requests, including compiling and contributing to Public Account Estimates Committee (PAEC) responses.

Refer to above provided project management and improvement science knowledge and skills.

Leadership & management

High-Level People Management: Provided strategic leadership to motivate and guide the team towards achieving key project milestones. Fostered a collaborative environment that encouraged accountability and performance excellence.

Leadership Coaching & Development: Completed a 360-degree Leadership Styles Inventory (LSI) review, utilizing insights to enhance leadership effectiveness. Engaged in leadership mentoring, including 1:1 coaching sessions with Human Synergistics.

Industry Leadership Mentoring: Participated in a series of mentoring sessions with senior health industry leaders, including CEOs, Executive Directors, and Consultants. Gained valuable insights into leadership best practices and enhanced leadership capabilities in a health sector context.

Stakeholder Identification & Relationship Building: Proactively identified and engaged with internal and external stakeholders, fostering collaborative relationships to understand discipline-specific challenges. Skilled in aligning with diverse stakeholder needs while promoting the overall vision and achieving project objectives.

Problem Solving & Critical Thinking: Utilised systems and critical thinking approaches to address technical and adaptive challenges in the credentialing process. Played a key role in facilitating change management and the successful implementation of process improvements across disciplines.

High-Level Communication: Excelled in using a variety of communication mediums—written, verbal, face-to-face, and online—to effectively convey complex information. Applied advanced professional knowledge to educate and engage stakeholders, driving active participation and promoting the successful engagement of all parties.

Governance & Compliance: Led the review and development of Allied Health Credentialing and Scope of Practice Protocols to ensure alignment with the Department of Health Frameworks. Collaborated with governance groups from Ballarat Health Services and Grampians Health to shape credentialing and advanced practice policies.

Leadership & Change Management: Led transformative change by working with Allied Health Clinical Management teams and Health Stewardship Resource teams. Developed a clear vision for credentialing processes and implemented sustainable, adaptable systems to improve the efficiency and effectiveness of Allied Health services.

Leadership:

Team leader Acute Speech Pathology team - key leadership for grade one, two and three clinicians working in the acute speech pathology hospital service and outpatient clinics. Responsible for supervision and management of staff, service development and management and supervision of quality initiatives.

• Chairperson Allied Health Oncology Clinicians team (4 years, member since 2008) - high level communication to resolve conflicts and negotiated mutually beneficial agreements between parties, led multidisciplinary quality innovations, and analysed health data to identify opportunities for improvement in Allied Health Oncology services. Key liaison between Allied Health Oncology team, Clinical Managers Allied Health and Cancer Center operational leaders.
• Chairperson Acute Allied Health Consultative team - convened regular meetins, facilitated problem solving and development of Allied Health acute service. Conduit between Allied Health Acute team and Clinical Managers, representative on Allied Health Governance committee.
• Member and active contributor to Speech Pathology leadership group.
• Statewide leadership in Speech Pathology - used high level communication and professional expertise to deliver lectures to LaTrobe University, Bendigo Undergraduate Students in Speech Pathology.

Service development and Quality improvement: key initiatives led:

- Flexible Endoscopic Evaluation of Swallowing (FEES) service establishment (2009) Successfully established the first FEES service in regional Victoria, in close collaboration with ENT specialists, addressing a critical gap in the delivery of swallowing assessments for rural and regional patients.

- Speech Pathology Specialist Outpatient Clinics Redesign: Led a systems-thinking approach to redesign Speech Pathology Specialist Outpatient Clinics, aligning them with Department of Health and Human Services Access Policy. Key outcomes included reduced waitlists, enhanced patient throughput, and improved EFT expenditure, ensuring a more efficient and responsive service.

- Grade Rotation System Implementation: Introduced and developed a grade one rotation system across both paediatric and adult services, which improved recruitment and retention of staff, increased applicant yield, and enhanced capacity building for specialist clinical skills

- St John of God Hospital Service Development: Held primary responsibility for the service development and quality improvement for contracted Speech Pathology services at St John of God Hospital, including process optimisation and resource management.

- Speech Pathology Weekend Service: Conducted detailed data analysis to identify gaps and opportunities for service delivery, resulting in the design and successful implementation of an ongoing Speech Pathology Weekend Service to meet growing demand and improve patient access.

- Waitlist Management – ENT Clinics: Established the Speech Pathology Lead for Nose and Throat (ENT) Clinics to streamline the management of swallowing and voice disorders, improving waitlist management and facilitating coordination between specialists.

- Resource Allocation and Clinic Oversight: Managed resource allocation and operational oversight for WASE (Western Allied Health Services) clinics, ensuring optimal service delivery and patient care.

People management & staff development

- Program Assistant & Allied Health Assistant Training: Oversaw program assistants in clinical settings, developed and implemented comprehensive training programs for Allied Health Assistants, and supported their growth into competent clinical support roles.

- Clinical Supervision & Competency Development: Led clinical supervision and competency programs, ensuring junior staff received expert guidance and hands-on training in specialist Speech Pathology skills, elevating the overall clinical practice of the team.

- Underperformance Management: Effectively managed underperforming staff by providing clear expectations, coaching, and performance feedback to drive improvements in service delivery and staff development.

Governance: Provided expert advice to the Chief Allied Health Officer (CAHO) specific to voice aids and laryngectomy consumables. Co-led policy review with benchmarking, literature review, industry consultation, Department of Health liaison and business case resulting in laryngectomy consumables being added to funding policy for clients with laryngectomy.

Leadership: Delivered voice aids (2011) and laryngectomy consumables (2018) scripts, guidelines, resources and education materials. Provided clinical advice and pathway of assisted technology - voice aids and laryngectomy consumables prescriptions.

Project management: Complex change management project where I used transformational leadership skills to manage the transition of Allied Health (AH) MBS Oncology clinics to WASE funded clinics within three months.

Health data analytics: Supported Allied Health Clinicians and Clinical managers in WASE funded clinics data management - registration / setup, stats, data error corrections, target calculations, trends dashboard development. Conducted training for Allied Health Staff super users in patient administration system and updated associated documents.

Communication skills: Presented to groups and individuals throughout transition. Modalities of communication delivery included written, verbal, face to face and online. Delivered complex work instructions, completed Department of Health submission for setup of new clinics, tailored work instructions to various audiences (Clinicians, managers, program assistants) and provided support to Allied Health Staff for setup of Telehealth.

• Details available on request.