Lisa Evans

Very Special Kids delivers comprehensive support services to families with children facing life-threatening illnesses.

Services provided include inpatient respite, end-of-life care, and after-death support for families. Facilitated family counseling, sibling programs, and organized weekend retreats and camps.

• Scope Aust is the largest not-for-profit service provider for people with disabilities (PWD) in Australia. Scope supports over 5,600 people with disabilities throughout Victoria and New South Wales at over 400 sites. My role is currently responsible for all of the accommodation services, therapy, workforce administration, and the delivery of the SIL Strengthening Project, which is designed to align and strengthen the offering of accommodation at Scope.

FTE: 2,879.

Revenue: $438.9 million.

Key achievements

• Nationalization of a single COO across the business from three entity-based COOs.
• Implementation of a regional accommodation model and restructure.
• Implementation of a single Workforce Administration Function, incorporating all rostering and scheduling support under one team.
• Restructure of therapy services to ensure the financial sustainability of the service while maintaining client impact.
• Key stakeholders in the planning and negotiations of enterprise agreements for therapy and frontline workers.
• Led the roster to a revenue focus within operations as a key driver for financial sustainability within accommodation services. Improved salary to revenue percentage for the last three months.
• Development of organizational strategy, managing risk, and delivering outcomes to improve client outcomes.
• Led the crisis management response for Lee-Anne's story.
• Led compatibility assessments of all Scope’s accommodation homes to inform the prioritization of housing uplift and service exits, ensuring that housing stock is aligned with strategy.
• Led the development of housing design guidelines to inform future housing builds, and uplift.
• Led the development of a practice model (in the pilot stage) for supporting person-centered, active support, and trauma-informed care within Scope's accommodation model.

The Hauroa Trust provides support and person-centered care to people living with a disability, as well as vulnerable children, young people, and families, through our health and ability services, and community, youth, and child services.

St. John of God Hauora Trust is a division of St. John of God Health Care is accountable, via its own governing board and chief executive officer, for the governance and management of services in New Zealand. I served on the board as the St. John of God Health Care representative.

Community Services at St. John of God Healthcare (SJGHC) comprise Accord disability services, social outreach services, Healthcare at Home services, and international health. In this role, I was part of the Executive Leadership team and reported directly to the Group CEO.

I was responsible for the strategic direction and operational performance of all services, and I was the responsible executive for the development and implementation of virtual care to SJGHC.

This role was held simultaneously with the CEO role I held at Accord Disability Services.

FTE: 750.

Revenue: $85M.

Sites: More than 80 sites across Victoria, New South Wales, Western Australia, East Timor, and Papua New Guinea.

Key achievements

• Developed the board-approved three-year strategic plan for community services.
• Restructured healthcare-at-home services to enable hospital flow.
• Established the integration of virtual care into healthcare-at-home services.
• Successful tender to establish the Midland Head to Health Centre. A 7-day-a-week drop-in service for mental health.

Accord Disability Services provided a wrap-around service delivery model of supports to over 1,300 people with disabilities across the Melbourne metropolitan regions.

FTE: 250

Revenue: $45 million.

Locations: more than 50 sites across the Melbourne metro.

Key Achievements

• Surplus and on-budget financial results.
• Improved safety performance. From LTIFR of 17.5 to 3.45 (organization benchmark was
• Development of 10 new homes under the SJGHC SDA entity, Marillac, on 5 parcels of land, all interfaced with smart technology to enhance the quality of life and independence of clients who live there. Research in conjunction with Deakin University demonstrated positive shifts in quality of life and independence scores after six months.
• Successful accreditation to NIDS, NSDS, and ISO 9001 standards.
• Crisis management during COVID-19.
• The caregiver engagement score ranked as the highest in 2021 across all of SJGHC.

St. John of God Berwick Hospital (SJGBH) was on my commencement a 72-bed acute hospital. Approval for the development of a 220-bed greenfield hospital was granted not long after I started. In conjunction with running all clinical services at the hospital, I held a lead role in design, workforce planning, development of the model of care, and commissioning of the new facility that opened in January 2018.

FTE: 125 to 240

Revenue: $50M - $200M (within 12 months of opening).

Key Achievements

• On budget performance for FY 2015-2018.
• Exceeded occupancy targets in the new hospital ahead of time, and opened shelled areas 18 months ahead of schedule.
• Successful accreditation with ACHS in 2017.
• Commissioned and opened an off-site day oncology infusion center with 12 chairs in 2015.
• Successful relocation of hospital services (including maternity services) without incident.
• Establishment of new services, ICU, CCU, increased operating theatres from 3 to 9, plus 2 endoscopy suites, rehabilitation services, increased maternity services, and birth suites from 3 to 6.

Bundoora Extended Care Centre was a 172-bed sub-acute facility for Northern Health. It also included an additional 30-bed high-level nursing home. (Ian Brand Nursing Home) within the portfolio of responsibility. Specialties included fast stream rehabilitation, GEM, dementia care, ambulatory care, and aged care. I was responsible for the delivery of all inpatient clinical, and ambulatory care services.

FTE: 220.

Budget : $75M

Key Achievements

• Improved quality indicators in falls and pressure ulcers.
• Successful accreditation with ACHS - awarded a Met with Merit status for recognition of the improvement in falls.
• Successful accreditation of Ian Brand Nursing Home under the aged care standards.
• Successful grant application for the Best Care of Older People initiative that delivered improved seating options to all Northern Health sites.

• Provided clinical supervision, mentorship, and support to clinical nurses across Northern Health. Development of policy and clinical practice guidelines to support nurses caring for patients with dementia and cognitive decline. Review of trended incidents impacting older patients to inform better practice across Northern Health.

• Coordination and management of all quality data and incidents for Bundoora Extended Care Centre. Complaints led to the service and played a lead role in the implementation of a standardized nursing care plan across sub-acute facilities within Northern Health.

After hours management of Bundoora Extended Care Centre in the absence of the director of nursing. The role includes workforce administration, emergency management, and communications.

HeathVax was a provider of corporate vaccination services in Victoria, NSW, and QLD. In this role, I successfully tended to three large government contracts and several private contracts. The service, under my leadership, delivered over 30,000 influenza vaccines per year.

After hours responsibility for the operational management of both Masada Private Hospital and Glenferrie Private Hospital in the absence of the Director of Nursing.

Established the first post-acute care services for Eastern Health under pilot funding. The program, in its first year, supported over 800 discharges across 4 acute hospitals and 6 local government areas. Funding was continued ongoing post the successful pilot.