Patrick AULD

Talented Manager with expert team leadership, planning and organizational skills built during successful career. Smoothly equip employees to independently handle daily functions and meet customer needs. Diligent trainer and mentor with exceptional management abilities and results-driven approach. Collaborative leader with dedication to partnering with coworkers to promote engaged, empowering work culture. Documented strengths in building and maintaining relationships with diverse range of stakeholders in dynamic, fast-paced settings.

DISPLAY RESILIENCE AND COURAGE

It is fundamental in our environment to possess resilience, courage and be able to maintain professionalism whilst continuing to hold a valued work ethic this means persisting with and focusing on achieving objectives even in difficult circumstances.

Whilst recruitment was occurring for the 2nd Bakery SOS position, I was the only substantive Manager for approx 18 months. I welcomed the challenge of ensuring that the bakery operated in a manner that excelled all expectations. During this time, I spoke with all my staff about the changes that will be implemented to meet the operational requirements of the Bakery operation and other working units within Wellington CC and at times was met with negative feedback and resistance however maintained my composure and explained the processes behind the new implementations and was able to give staff a greater understanding. This occurred when PB Cap was introduced we were no longer working on a Sunday, but our production levels didn't change, this caused myself to have to readjust production levels to meet requirements. It was hard at first, but I organized overtime shifts to produce pies to allow for the extra bread that had to be produced during the week so in turn reduced the pies produced during the week to alleviate the production stress from the lost day.

During a shift an incident erupted between several offenders with one offender being assaulted inside a CSI work unit, I immediately radioed for a response in a calm manner to ensure that all staff knew what they were responding too. I ensured the staff there were already in the unit with me responded and began to clear non-involved offenders to a secure location. I gave the inmates a direction to cease what they were doing which they failed to comply with, another direction was given, and I was able to get between the assailants and the victim to cease the assault. It later became evident that the assaulted offender had been stabbed and that if I had not been able to cease the incident in a quick manner the offender may have been seriously injured. After the incident had been quelled, I took the time to check in on the staff involved and assist with their reports as required.

MANAGE SELF

Self-Management skills are important in the workplace because they help you contribute to a better work environment for yourself and your co-workers. Examples of self-management skills include self-confidence, persistence, resilience, patience, perceptiveness, and emotional regulation.

I possess interpersonal skills that allow me to delegate tasks, and I am persuasive and effective at initiating change. I self-aware and self-critical; I know where I shortfall at skills and address them appropriately. Often taking the opportunity to examine and reflect on my own performance, making improvements and changes when necessary. I am a very motivated individual and thrive on meeting challenging goals set by myself and peers. I am constantly seeking to further my skills and abilities by undertaking training courses on Thrive as well as being involved in regular workplace meetings addressing areas of improvement.

I have Accepted several opportunities which have enabled me to gain new skills. This includes becoming an auditor allowing me to obtain a greater understanding of how the auditing process works which in turn ensured that I implemented strategies into my own audits in the working units. During the shutdown/decant of Wellington CC I was also afforded the opportunity to be a key player within the refurbishment of the Bakery. This included creating and compiling DRMs, during this time I sought regular feedback on these plans and with constructive feedback I was able to make improvements. At the end of it my final presentation ensured the new flow management prompts not only a safer work environment but an efficient operational business meeting KPIs and deadlines.

I manage myself mentally through sport coaching and mentoring, of young athletes, this gives me a release of any stresses & clears my mind ready for the days exciting challenges, giving. Making sure I allow myself enough time to get tasks done by setting myself targets to reach. I did this through setting time frames on completing tasks and setting realistic targets to achieve.

Prioritizing tasks is a major is a major part of the management of the Unit so that tasks can be met and orders achieving optimized outcomes and success.

COMMUNICATE EFFECTIVELY

As a manager I must tailor my communication methods to suit the audience I maintained proficient communication with staff, inmates, external stakeholders, internal BMO and contractors both oral and written. I have also been heavily involved in monthly staff meetings, fortnightly SOS meetings, management synopsis meetings and staff performance reviews where I maintain a high level of professionalism. I constantly ask for feedback from my peers about how I can better my communication skills, weather I explain myself correctly, asking if they understand if not then I'll try another form of communication weather it be verbal written or even nonverbal (demonstration).

As an employee of a prison system, it is my job to keep those around me safe. I do this verbally through Toolbox talks with effective communication can positively change the trajectory of an outcome. Being a good listener and being able to observe peoples body language is a key element in communicating effectively. I use plain English when explaining things so everyone can percept what is being communicated. I converse clearly and concisely so all parties acknowledge and comprehend what it is I am communicating.

I am well versed in other forms of communication including emails, phone calls and Microsoft teams. I make sure to observe people's body language being perceptive all whist being conscious of my body language making sure to not give the wrong impression including non-verbal ques like eye-contact as well as considering other people's cultural beliefs/barriers.

I have previously participated in the Five-Minute Intervention training giving me further insight in how to appropriately communicate with offenders in a positive attitude to assist with the reduction of recidivism. This has also assisted greatly when dealing with irate offenders I have gained the ability to actively defuse a situation before it becomes dangerous for other inmates and staff.

COMMIT TO CUSTOMER SERVICE

Whilst working as an MBU within Wellington CC I have gained the ability to provide exemplary customer service throughout all working units. I do this through managing my staff through daily meetings outlining the expectations of the day & the expectations of the finished product. This includes not only our external stakeholder customers, but it also includes the offenders working within these units and other centres. To view the offenders as a customer allows me to cater the workshop environment and training specifically to them i.e., an offender hard of hearing, an offender unable to read and write. I ensure I take the time to explain everything in detail to the offenders enabling them to have a greater experience and ability to acknowledge what is required of them daily.

Wellington Correctional Centre caters to Customer Service of offenders several centres within NSW for several services including Bakery, Print, Foils and Buy-Ups. With this I ensure that a high standard of Quality Management is implemented throughout these units to ensure they receive products of high standards, this is monitored regularly with the QMS (Quality Management System), also through regular checks visually. Meetings are minuted, drop in visits with the units are done daily to help with solutions to any problems and to quality check products that are being supplied to customers.

When it comes to external customers, when in the role of MBU or MOI I am at times the main point of contact for these parties. This could include the implementation of new products and services within our working units. During this process I encourage staff within the specified unit to become involved in the process and join in meetings with myself, management and the potential customer party. This enables the staff in the centre to broaden their knowledge and the new products/services as well as giving the customer the opportunity to meet the staff responsible for the implementation.

Quality Control Points (QCP) are signed off daily and checks are done to ensure a quality product every time, through setting a routine both verbal & written (Recipes) by myself puts everyone in the unit on the same page and the same quality product is produced daily. Signage throughout all workshops is essential as it outlines expectations visibly.

DELIVER RESULTS

I have the need and ability to push myself and my team members to accomplish goals and assist staff and offenders when they need it. I am resourceful and knowing that a set task may need to be completed in a different manner then normal to be able to complete it with no issues. I often set high standards and challenging goals for myself, staff and offenders and praise all involved when we successfully complete these. The bakery re opening gave me the opportunity to deliver some very challenging goals set, through my extensive knowledge of the running of the unit and the physical quantities achievable I managed my team to through planning and setting required goals daily to meet these targets. Through hard work and dedicated teamwork, I delivered the result required with time to spare building essential back up stoke. BMO was happy with the result I delivered and acknowledge the efforts to deliver these results efficiently.

When in the role of MBU and MOI I delegate responsibility appropriately and can support all staff within their daily routines. I can use not only my own professional knowledge and the expertise but can often utilise others experiences to drive results meeting our set goals before deadlines. I have implemented new quality assurance practices within the Bakery unit and oversee this is maintained. I take responsibility for the quality and timeliness of the team's work products and give credit to staff and merit to offenders based on their work.

In my role and when acting into a higher capacity I ensure my team understands goals and expectations, allowing the centre to meet KPIs and deadlines within our centre. I share a broader context for projects and tasks with the team as well as identifying resource needs, including budgets, product information and ability to source products, tools, and tool maintenance. I believe it is important to give my team members appropriate flexibility to decide how to get the job done which enables the outcome to suit everyone's needs and goals.

PLAN AND PRIORITISE

Planning is thinking about the tasks required to achieve the desired goal on some scale. Prioritisation is ensuring you are doing the right tasks. Planning and prioritisation are two of the best skills a manager can have, to which I have a natural ability to do so. This ensures good use of my own efforts and those of my team whilst considering organisational objectives when setting and reviewing team priorities and projects.

I do this daily on commencement of duties I view the tasks ahead for the day and create an operational routine. In this routine it details who will complete what tasks as well as what tasks are required to be completed first,this is done by myself through receiving the weekly production schedule sent by CSI food services to which I gather the required products and set a weekly production schedule for my staff to produce the required quantities for the week. I also ensure that I include a timeline of productivity as some tasks may take longer meaning they will need to be commenced sooner rather than leaving them until later in the day. I monitor progress, adjusts, and evaluate outcomes to inform future planning and proofing of machinery for maximum efficiency whilst complying with Hazard Analysis Critical Control Points (HACCP) and Menu Control Plans (MCP).

I continue to consult on and deliver team/unit goals and plans, with clear performance measures ensuring business plans and priorities are in line with organisational objectives. As MBU and MOI, I anticipate and assess shifts in the environment and ensures contingency plans are in place when it comes to lock-ins and staff shortages. I also complete the industries dailies appropriately rostering staff as per their skills into work locations hat ensure we gain a proficient output from the units.

Constant communication with stakeholders is key and continual revision of production's needs/requirements change regularly and require adjustment and re planning.

PROJECT MANAGEMENT

I have been involved several projects within Wellington CC ranging from the Bakery refurbishment to Minor capital works, such as New Mixing bowls, Pastry Sheeters & Meat pie Vari-Fillers. I was tasked with preparing DRMs ( Design Risk Management) and reviewing the project scopes and business cases whilst maintaining a high level of communication with multiple stake holders keeping them informed of the progress and timelines. I adhered to set budgets and ensured that the new works met guidelines and safety of staff and offenders.

When designing the new bakery, I implemented a working party so I was able to gain insight and collaboration from other staff members about how they would like to see the new bakery operate. The new design will allow for a more streamline operation of day-to-day production making the environment not only a safer working unit but a more accomplished area meeting all goals and KPIs. I have also ensured that once operational there will be continuous monitoring, review meetings and defect management this also applies to all minor capital works and daily routine changes.

Critical thinking, problem solving, and motivation played a key role in maintaining a long running project, the Bakery upgrade started during the shutdown and decant of Wellington CC and over 2 Years later the project is now complete. Through this time I had to keep staff motivated with the implementation of how the operational days will work to ensure Production needs are met when the Project was finished. We were able to operate immediately, through myself managing the test baking and training of the new staff both officers & Inmates. Hitting roadblocks along the project have also occurred and this is where my critical thinking and problem solving have been able to genuinely address the issue whilst promptly thinking of alternatives to continue the projects timeline. Examples of this were organizing for a wall to be removed to find a leak being successful in find this issue that had been present for years. Going around and doing my own list of defects to give to the builder before the final walk through to save time by fixing problems early.

MANAGE AND DEVELOP PEOPLE

I take pride in developing teamwork whether it's with a group of inmates or staff members. I often give feedback to both groups so productive improvements can be made in individual or group settings. I pride myself in knowing the individual strengths, weaknesses, goals, and concerns of members of my team as well as the offenders working with the units.

I am a part of a mentoring program at Wellington CC helping junior staff with day to day tasks, being somebody they can contact to help them through their careers within Corrective services also to helping me with staff management. I foster high performance through effective conversations and feedback and by providing mentoring programs, and motivation. I also encourage staff to complete their Personal Development Plans (PDPs) through SuccessFactors and I can help them reach their career goals. I continually coach and mentor staff to foster professional development and continuous learning with on the job and Thrive learning modules.

When acting as MBU or MOI I identify staff to work in certain areas that suit their capabilities and push staff to develop talent across their roles. I have implemented performance development frameworks to align capability with the organisation's current and future priorities and ensure I have regular meetings with my team. I have been involved in resolving team and individual performance issues, including serious unsatisfactory work performance and sick leave reviews in a timely and effective way, this has included mediation between staff ensuring we retain a cohesive work environment. I organized external providers to come and train staff on machinery to expand their knowledge and understanding of the machinery they are utilizing daily.

OPTIMISE BUSINESS OUTCOMES

Achieving business optimisation entails maximizing desired outcomes (Time out of cell and reducing recidivism) or factors, while minimising undesired ones (disturbances, deaths in custody). To enable a high level of productivity I ensure that my team base their decisions on a sound understanding of business and risk management principles to not disrupt the services. I do this through redeployment of staff to units that require support or to fill deadlines, through daily rostering. Traineeships have been completed again through the Bakery Unit in the past couple of months building a greater knowledge for the inmates.

When completing all my duties within SOS, MBU and MOI positions I ensure the following are always maintained and comply with all CSNSW Policies and Procedures, Inmate movements, pay adjustments, toolbox talks, production schedules. When adjusting pays and scheduling offenders to work units I take into account not only the offenders needs and skills, I also ensure we remain within or under our set budgets. I also ensure correct resource management plans effectively distribute people resources in line with priorities.

When developing workforce management plans, I ensure I link current and future organisational priorities and objectives, whilst maintaining an open mind and possessing the adaptability to change desired outcomes to meet certain needs. I ensure I focus on one process that needs immediate improvement, reaching out to stakeholders and team members to determine which tasks and activities take the most time and resources, and gather recommendations on how the process can be improved. Once a process has been identified for improvement, I define the purpose of optimising the process, set the overall goals as well as smaller immediately measurable goals, and devise a plan to achieve those goals coming in line with CSI's KPIs.

• Mr Wayne Bywater

Acting Manager Of Security, MRRC Correctional Centre

Wayne.Bywater@justice.nsw.gov.au, (02) 92895600

• Mr Justin Quinn

Manager of Security Wellington Correctional Centre

Justin.Quinn@justice.nsw.gov.au (02) 68402800

• Mr Tony Lindsay

Manager Of Business Unit Wellington Correctional Centre

Tony.Lindsay@justice.nsw.gov.au (02) 68402800