Penelope Jane Jones
Coffs Harbour,NSW
Summary
Talented Manager with expert team leadership, planning and organisational skills built during successful career. Smoothly equip employees to independently handle daily functions and meet patient and carer 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. Exceptional skills at building and maintaining both a lived experience workforce and first nations teams. Encouraging manager and analytical problem-solver with talents for team building, leading, nurturing and motivating, as well as excellent customer relations aptitude and relationship-building skills. Proficient in using independent decision-making skills and sound judgment to positively impact patient safety, quality and experience. Dedicated to applying training, monitoring and morale-building abilities to enhance employee engagement and boost performance whilst maintaining a safety culture.
Overview
11
11
years of professional experience
Work History
Director of Integrated Mental Health Alcohol and Other Drugs (DIMHAOD)
Mid North Coast Local Health District (MNCLHD)
2020.12 - Current
- Significant Transformational change of all service delivery including required industrial negotiations
- Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.
- Proactively identified potential risks and implemented mitigation strategies to minimize negative impacts on projects or business operations.
- Leveraged professional networks and industry knowledge to strengthen client relationships.
- Championed corporate social responsibility initiatives that enhanced the Districts reputation in the community and industry at large, particularly with inclusivity portfolios and embedding on the White Ribbon objectives.
- Significant Safety and Quality improvements across all services Statewide member Mental Health Branch Directors Statewide Member Centre of Alcohol and Other Drugs Directors Statewide member Specialist Trans and Gender Diverse Health Service for People Under 25 Years LHD member of the Senior Executive Committee, and Senior Leadership Committee of MNCLHD NSQHS Standard 6 Communication for Safety District lead LHD Board and Sub Board committee member- Closing the Gap
- Overall Budget enhancement of 34% in three years of recurrent funding Emergency Mental Health and Acute Addictions Acute Response Team (EMHAART) project realisation and commencement Mentorship in the pathway development of new and emerging leaders
- Care Planning project completion and integration and statewide implementation AOD restructure (including cost centre realignment) Child and Adolescent Mental Health Service (CAMHS) redesign and implementation First regional strategic recruitment of Allied Health New Graduates Medical staffing Redesign program, saving $1.4 million annually IMHAOD Senior leadership structure redesign
- Translational Research Grant Scheme's (TRGS) successful grant and contract completion Disaster Recovery Team enhancement and Deployment to NNSWLHD Pathways Community Living initiative Establishment of Aboriginal Elders in Residence positions and inclusion of an Elders Reference Group Significant improvement in People Matters Employment survey results, with outstanding results in CAMHS, AOD, and Kempsey Community Team Culture Collaborative initiative- Alignment of the Just and restorative principles, Trauma Informed care, and Culturally Safe care delivery Increased Community consumer activity by 13%, decrease in admitted NWAU of 20% Management of the Specialised Health Accommodation (COVID) for the District (250 hotel beds across 5 sites)
- Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
- Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
- Worked closely with organisational leadership and board of directors to guide operational strategy.
- Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
A/General Manager Coffs Harbour Clinical Network (GMCCN)
Coffs Harbour Base Hospital
- Regularly required to cover Coffs Clinical Network which includes: Annual Budget ~ $210 Million and 1000 Full time equivalent
- Operational and strategic management and service delivery of over 400 inpatient acute and subacute beds, 3 emergency departments, surge capacity management 1500 clinical and corporate employees, servicing a community of 150,000 persons Seamless transition between core position holder and cover
- Managed and motivated employees to be productive and engaged in work.
- Maintained professional, organized, and safe environment for employees and patrons.
- Enhanced customer satisfaction by resolving disputes promptly, maintaining open lines of communication, and ensuring high-quality service delivery.
- Cross-trained existing employees to maximize team agility and performance.
- Communicated clearly with employees, suppliers and stakeholders to keep everyone on same page and working toward established business goals.
- Administration of the Health Administration Act 1983 Successful delivery of the Ministry of Health (MoH) Service Level Agreements (SLA), Clinical and corporate leadership management business enhancement principles utilizing planning, data, and analysis MoH quarterly performance meetings Attendance and presentation at the General Managers state forum
Director of Integrated Care and Enablers (Formerly Director of Integration and Partnerships)
South West Sydney Local Health District (SWSLHD)
2017.12 - 2020.12
- Key Achievements: SWS integrated care collaborative (SWSICC) agreement between LHD, PHN, Local Council GMs, WSU representatives, Consumer representatives, and general practitioners Blueprint for integrated care 2017 (Joint venture LHD and PHN) Roadmap to Integrated care delivery 2020 Completion of Care in the Community Strategic Plan 2019-2023 Model of Care for Integrated Care for People with Chronic Conditions Model of Care completion for patient-centered Collaboration Group HeathShare HealthOne IT Infrastructure- Interoperability solution ($4.1 Million) Development of a stable project workforce 100% occupancy in integrated health care hub- Oran Park- combining 5 LHD services and 7 private partners- Subsequent $1.3 Million grant to land bank for 5 further sites Development and attendance of cross-district Integrated care workshop District representative for MOH Integrated care Presenting at IFIC on Health Alliances Commissioning and Management of all Service delivery partners Successful in Office of Responsible Gambling Research grant for primary care level screening of gambling harm ($356k) Increased Safe and Supported at-home funding and use of 100% of all funding
Chief Operating Officer
Karitane (Parenting and Family Health Services)
2014.09 - 2017.12
- Key Achievements: Karitane Family Outcome Tool Screening development, testing, validation, and international usage (Published and now under use in both state and national organsiations) Administration restructure Nursing MOC delivery redesign Implementation of new policy and procedure structure Successful National Standards Accreditation with several Met with Merits for Partnering with Consumers Successful WHS accreditation including SIT audit Family &Community Services funding restructure- Early Intervention Successful Randomised Control Trial (RCT) research validation of the Volunteer Family Connect Program Development of an overbooking strategy and increase in service occupancy and delivery targets
Director of Nursing (DON)
The Hills Clinic
2013.03 - 2014.09
- The Hills Clinic was a psychiatrist-owned, purpose-built facility for voluntary mental health and substance misuse patients to engage in an evidence-based recovery lead model of care
- The DON's role was in collaboration with the CE, to work to establish the brand of The Hills Clinic and develop a safe and effective model of care that would be funded by the major health funds in Australia
- The model became so successful that the facility doubled in size with a specialist youth health unit under my management
- The DON had both clinical and managerial responsibility for a large range of staff including corporate services, administration, and ward staff
- Budget management was integral to successful functioning and growth
- As the only nursing member of the senior management team, specialist clinical staff management and VMO recruitment was a key component of the organisation
- Accreditation preparation, training of all staff, and monitoring of staff health and wellbeing was a role also undertaken by the DON.
Education
Masters of Health Management -
University of New South Wales
01.2018
Masters of Public Health -
University of New South Wales
01.2018
Masters of Nursing Mental Health – Nurse Practitioner -
University of Western Sydney
01.2007
Graduate Certificate Child & Adolescent Mental Health Nursing -
University of Technology Sydney
01.2004
Bachelor of Nursing -
University of Western Sydney
01.1996
Skills
Team Leadership
Time Management
Verbal and written communication
Complex Problem-Solving
Staff Management
Strategic Planning
Operations Management
Policy Implementation
Workforce Management
Budget Control
Published Articles
- Development and Validation of the Karitane Family Outcome Tool, Journal of Specialist Paediatric Nursing, 05/2020, https://doi:10.1111/jspn.12295
- Australian Research Council Linkage Study Western Sydney University: Characteristics, trends, co-admissions, and service needs of women admitted to residential parenting services in the year following birth in NSW (2000-2012) ARC Steering Committee, British Medical Journal, https://doi:10.1136/bmjopen-2019-030133
- Jones, P et al 2020 The Oran Park Story: creating & Evaluating an Integrated Primary Care Centre, International Journal of Integrated Care, 2020, https://doi.org/10.5334/ijic.s4011
- Jones, P et al 2020 Partnering with local government to move from fragmentation to integration, International Journal of Integrated Care, 2020, https://doi.org/10.5334/ijic.s4038
Professional Research
- Translation Research Grant Scheme (TRGS) $500,000 – Nurse Led Therapeutic Interventions to eliminate restrictive practice- Executive Lead, 05/2022
- Culture Collaborative: An innovative approach to combining lived experience expertise, clinical expertise, and Aboriginal cultural expertise to implement restorative, just, trauma-informed, and culturally safe services in mental health and alcohol and other drugs.- Executive Lead commenced May 2023, 05/2023
- A quality improvement intervention to support healthy lifestyles and exercise for people with chronic physical health and co-occurring mental health conditions. Executive Lead commenced August 2023, 08/2023
- At Risk Integrated Care Program Interrupted Time Series Evaluation, SWSLHD, 2018, 2019
- Integrated Care - Oran Park Family Health Evaluation - Working together with primary care, 2018-20
- Australian Research Council Linkage Study Western Sydney University: Characteristics, trends, co-admissions, and service needs of women admitted to residential parenting services in the year following birth in NSW (2000-2012) ARC Steering Committee
Preferred Name
Penny Jones
Telephone
0425 374 740, 0418 208 498
Drivers License
Gold C (Car), 11876203, 04/20/32
Professional Registration
NMW0001171113, 05/2024
Professional Awards
- 2023, International Translational Knowledge Exchange and Training (TKET) Award Cardiff University, Wales UK – March and September 2023, Ministry of Health and Mid North Coast Local Health District Research and Innovation Award Winners, Integrated Mental Health, Alcohol and Other Drugs Service and Leaders awards, Keeping People Healthy- The Gathang Lullaby Project Perinatal and Infant Mental Health, Transforming the Patient Experience- Getting on Track in Time Child and Adolescent Mental Health, Excellence in the Provision of Mental Health Services My choice program is Mental Health Rehabilitation Unit, The Chief Executive’s Close the Gap Award the Gathang Lullaby Project Perinatal and Infant Mental Health, Collaborative Leader of the Year- Alison Taylor, Allied Health of the Year Robin Ashley
- 2022, Ministry of Health State Award winner- People and Culture Words Matter Program, Innovation Award Excellence in the Provision of Mental Health Services Holistic Integration of Trauma Informed Care and People 2022, Special Health Accommodation Team- Child Protection Award, Leadership Education HardyGroup International Executive Learning Sets 2023, Transformational Leadership Program- Performance Frontiers 2023, General Managers Leadership Program - Inaugural Health Education Institute 2022
References
- Mr. Stewart Dowrick, Chief Executive MNCLHD, 0408 652 489
- Mr. Justin Duggan, General Manager SWSLHD PCH, 0439 301 024
- Ms. Grainne O’Loughlin, Chief Executive Karitane, 0438 814 193
Timeline
Director of Integrated Mental Health Alcohol and Other Drugs (DIMHAOD)
Mid North Coast Local Health District (MNCLHD)
2020.12 - Current
Director of Integrated Care and Enablers (Formerly Director of Integration and Partnerships)
South West Sydney Local Health District (SWSLHD)
2017.12 - 2020.12
Chief Operating Officer
Karitane (Parenting and Family Health Services)
2014.09 - 2017.12
Director of Nursing (DON)
The Hills Clinic
2013.03 - 2014.09
A/General Manager Coffs Harbour Clinical Network (GMCCN)
Coffs Harbour Base Hospital
Masters of Health Management -
University of New South Wales
Masters of Public Health -
University of New South Wales
Masters of Nursing Mental Health – Nurse Practitioner -
University of Western Sydney
Graduate Certificate Child & Adolescent Mental Health Nursing -
University of Technology Sydney
Bachelor of Nursing -
University of Western Sydney
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