Lidia Slucki

* Medicare Local initiative, worked with over 30 GP practices in North West of Melbourne - introducing clinical audit software (PENCAT) that enabled practices to identify client needs.

* Established client service gaps; developed clinical recall schedules and business plans to increase GP financial viability .

* Managed 3 staff in planning and delivering safe, accessible, efficient and reliable public transport bus services and small town transport options for communities across 10 Shires in the Loddon Mallee region.

* Liaised with other government departments and non government organisations in planning transport services; and regional emergency management policies and procedures

• Contributed to developing the plan for merging 5 rural and the 1 metro ambulance service and implementing the plan - also later, the merger of RAV and MAV.
• Identified the requirement for and significantly contributed to the development of the Victorian Emergency Air Services Strategy in collaboration with other statewide emergency service organizations (Police, Metropolitan Fire Brigade, Country Fire Authority, State Emergency Services, Metropolitan and Rural Ambulance Services); with sign off of the report’s recommendations achieved in May 2001.
• Devised and implemented Victoria’s Learn CPR. The Key to Survival strategy with a recurrent budget of $3M. Liaison with Rural Health branch and the Public Health Division occurred at the strategy development stage. Strategy elements include CPR community education, a statewide communications (advertising and PR) campaign and an evaluation of the strategy. I worked with a call centre, training providers, advertising and PR agencies and 9 Departmental regions in implementing the initiative.
• Undertook an analysis of air ambulance need in South West Victoria which was ‘signed-off’ by the nine hospitals as reasonably representing its potential demand for a locally based emergency air ambulance helicopter resource; significantly contributed to the assessment of a business case for a new air ambulance helicopter, both exercises conducted in a sensitive political context with rigorous timelines attached.
• Worked with Ambulance Services and the Industrial Relations section of the Department in developing a submission to the Australian Industrial Relations Commission responding to an ACTU test case on ‘reasonable hours’. The AIRC handed down a favorable finding with respect to the ambulance services industry.

• Implemented a new Community Support program team structure (arising from the restructure of Family and Community Programs)
• Designed and managed the implementation of Victoria’s innovative problem gambling services' strategy, while maintaining team focus on supporting ongoing program elements.
• Managed the administration of recurrent grants up to $27M in relation to approximately 500 funded sector agencies (family violence, neighbourhood houses; telephone counselling, financial counselling).
• Attracted $46M from the Community Support Fund in relation to three triennial funding packages for problem gambling, families in crisis and specialist children’s services.
• Established direction for and improved the functioning of the Family and Community Programs branch team, where poor morale had existed for a lengthy period. I consider I was successful in getting the team productive again in a relatively short period, with the team generating a high degree of cohesion in its operation.