Lyndall Bradley

• Change Lead for SmartChain solutions, Traceability, Dataflow and Sourcing and Contracts PnP integration into Dataflow.
• Led the SmartChain training team, developing and implementing a strategy to ensure structured, scalable, and targeted capability development aligned with organisational goals (February 2023 to April 2024).
• Established and facilitated the SmartChain Change Community of Practice to foster collaboration and strengthen change leadership.
• Built change capability across SmartChain Change Lead’s, Health Entities (HE) and Supply Chain Operations.
• Accredited AIM facilitator.
• Designed and executed comprehensive change management strategies including stakeholder impact analysis, communication and engagement plan, training and capability plan, change impact and readiness assessments, and resistance management and reinforcement mechanisms.
• Facilitated stakeholder engagement through discovery sessions, communications planning, SCO and HE working groups, sponsorship and SCO Managers meetings and training coordination.
• Supported implementation, including go-live support and revising change management plans and strategies to increase adoption and embed change. We are successfully achieving 90% adoption across all sites live.
• Assisted in the development of tools and frameworks such as the Traceability Functionality Adoption Model and Behavioural Change Dashboard and Stafflink GPA report and current Dashboard development to identify data discrepancies between Sourcing and Contracts, Dataflow and Stafflink to monitor adoption and compliance.
• Contributed to pilot reports and strategy revisions to enhance adoption outcomes

Achievements

• >300 users trained in SmartChain Traceability & Sourcing and Contracts (2024).
• Traceability benefits for 4 LHDs with sites live (NBM, MUR, SNSW, HNE) >35% reduction in free text & >45% increase in auto batching POs.
• 250 HE, 82 HealthShare SCO access Dataflow.
• Facilitating the development and implementation of critical supply enhancement in Dataflow to manage supply risk.
• Sponsorship evaluation SCO A/Director SCO 9.5 rating 'How likely to recommend working in collaboration with the Dataflow Change Lead'.
• SCO Manager evaluation of Dataflow Change Lead 10 rating 'How likely to recommend working in collaboration with the Dataflow Change Lead'.
• Facilitate the development and endorsement of SCO/ SPS RAC, Sourcing and Contracts PnP Integration into Dataflow.
• Change COP average rating 4.5.

• Provide clinical product management expertise within the Service Centre’s Supply Chain Operations.
• Working closely with HE’s Clinical Product Managers and key contacts through regular forums and project work to identify and coordinate opportunities that create efficiencies and savings.
• Facilitate the implementation of State Contracts affecting inventory items by monitoring usage, ordering patterns, vendor performance and compliance.
• Identify and analyse opportunities to optimise value of inventory products for customers in the delivery of patient care.
• Provide advice to Customer Health Agencies on clinical products and vendors in reference to inventory requirements to ensure continuity of supply.
• Assisting in the management of inventory backorders, product recalls nil-stocks and product substitutions and coordinating stakeholder input.
• Contribute to strategy development and implementation of product rationalisation and standardisation across the customer base in line with clinical needs.

Achievements

• Assisted in the successful transition of CC LHD to Cardiff Distribution Centre and Justice Health to Sutherland Distribution Centre.Then Cardiff and Sutherland Distribution Centre’s customer to Onelink Warehouse, with no impact on service provision relating to inventory products.
• Facilitated 17 HE’s contract review of Continence and Sexual Health for products held in OLW, generating over $2 million in savings.
• Acknowledged for the collaboration with HNE LHD, Implementing Needlestick Safety Project-2020 NSW Health Awards (People and Culture Award).
• Covid response with team and facilitating the consumption of Covid stockpile with HE’s.

• Responsible for collaborating with 4 LHD’s to transition purchasing functions and resources that supported LHD needs while aligning with shared services objectives and complying with policy and procedures.
• Operationalising a new purchasing service with 40 FTEs, supporting staff through the transition and actively recruiting new team members, establishing a high-quality, customer-focused service that addressed the needs of both internal and external stakeholders.
• Designed and executed comprehensive change management strategies, including stakeholder impact analysis, communication and engagement plans, training and capability plans, change impact and readiness assessments, and resistance management and reinforcement mechanisms to support the transition and establishment of the shared services purchasing service.
• Facilitated stakeholder engagement through discovery sessions and working groups to identify the current state and collaboratively establish a purchasing service in a shared service model, with agreed SLA’s and KPI’s to ensure service delivery met established performance expectations.
• Developed and implemented a purchasing compliance framework with escalation to LHD’s.
• Successfully transitioned and operationalized LHD’s purchasing services, Newcastle Service Centre.

Achievements Established a high-quality, customer-focused service that complied with policies and procedures, operated within budget, adhered to SLAs, met KPIs, and ensured clinical continuity of supply.

• Responsible for the modification and implementation of the urgent order process, which enabled the identification and raising of urgent requisitions within a 4-hour timeframe.
• Established the Purchasing Quality Team to promote a culture of continuous improvement.

• Establish and manage a Clinical Cancer Registry, create an information framework, and streamline notification processes to the Central Cancer Registry.
• Designed comprehensive change management strategies, including stakeholder impact analysis, communication and engagement plans, while also engaging stakeholders and creating an implementation and staffing plan.

• Responsible for developing and managing the annual operating budget for 50 FTE, ensuring alignment with organizational and clinical objectives to support Child and Adolescent Mental Health Statewide Network (CAMHSNET) transition from a project-based service to a financially sustainable statewide service.
• Develop an operational plan for CAMHSNET that includes its two core functions: providing statewide clinical services and developing policies, services, and planning.
• Designed and implemented change management strategies, including communication and engagement plans, as well as resistance management, to facilitate the transition of CAMHSNET clinical staff and the repositioning of the service to MH-Kids.
• Negotiate budgets and resources for statewide CAMHSNET clinical staff to be devolved to Area Health Services (AHS).
• Support the restructuring and repositioning of staff and services to MH-Kids, facilitating stakeholder engagement—including unions—to operationalize new position descriptions, gradings, resources, and activity targets in alignment with strategic and operational objectives.
• CAMHSNET and MH-Kids achieved favorable budget outcomes each year while successfully meeting planned service targets and objectives.
• Actively participated in the allocation of $4 million in funding for child and adolescent services across ten Area Health Services in NSW.
• Developed a funding model for intensive care and acute inpatient units in Child and Adolescent Mental Health.
• Collaborated with MHDAO to propose changes to the coding of Child and Adolescent Mental Health activities statewide.
• Successfully supported the devolution of CAMHSNET clinical staff to Area Health Services (AHS) and assisted in repositioning the service to align with operational and strategic objectives for MH-Kids.

• Conducted clinical process redesign for community health and aged care rehabilitation by engaging stakeholders through discovery sessions and workshops, collaborating to formulate strategies, facilitating process re-engineering, identifying necessary changes and resources, developing data capture systems for KPI reporting, executing implementation plans with communication and training strategies, and establishing measures for the CARE Network Balanced Scorecard.

• Develop and manage an annual operational budget, staffing profile and activity budget (157 FTE) alignment with organizational and clinical objectives.
• Implement a financial management framework into Community Health and Port Stephens Health Service.
• Ensuring the system provided accurate, timely and relevant information to maintain cost controls, monitor performance and comply to internal and external reporting requirements.
• Effectively managed the operational budget, identifying the services current and future needs.
• Ensuring that the operating budget for Community Health budget of $10.3 million (150 FTE) and Port Stephens Health Service $3.1 million (51.17 FTE) were favourable each year and activity targets achieved.
• Developed and implemented a compliance framework for administration functions.
• Assisted in the implementation of CHIME, validating data output in the project phase to ensure it was reflective of service provision.
• Assisted in implementing electronic requisition systems (Oracle) and ceasing manual requisitions.