Vivienne Robinson

• Set up operations for newly established Post Treaty Settlement Governance Entity, this included the full establishment of Trust, from branding, operation, funding and grant, investment (SIPO) policies, recruitment, furnishings, communication platforms, governance reporting portals, IT, Health and Safety, suppliers and services, document management systems
• Facilitated Trust strategies alongside the Board members, completed Annual business plans, budgets, and investment targets across all business units
• Reviewed structure with further sub entities approved, Charitable Trust, Group holdings companies, custodial Trust, to support phased growth
• Drove year-over-year business growth, this was achieved by tax efficiencies, investment, risk management, and appreciation of assets, some of which were reviewed, and or by acquisition. Trust asset base has increased significantly since inception, (309%), and a (600%) increase in distribution value from 2013.
• Introduced Policy Governance Policy model (John Carver) to Board which was approved. This essentially increased efficiency in accountability of management to the Board, the Board to its stakeholders, and was the tool for measuring GM performance eliminating the need for the traditional annual performance review reducing extra time and effort.
• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
• Developed and maintained relationships with Central Government, Local Government, community voluntary sectors and iwi organisations. These relationships were critical in respect of knowledge and impacts on Trust core business; environmental, social, cultural, economic impacts within our community, iwi and hapu.
• Formulated policies and procedures to streamline operations.
• Introduced new methods, practices, and systems to increase accessibility to Trust services. For example online approvals for distributions, grant and scholarship applications via a Trust APP 24/7 until closing.
• Collaborated with cross-functional teams to develop innovative solutions.
• Provided strategic oversight of marketing and promotional campaigns aligned with annual plans. Examples, opening and closing of distributions, news/panui updates, good news stories.
• Implemented business strategies, increasing revenue and effectively targeting new opportunities. Examples of this has been addressing housing issues for whanau, and Papakainga development, resourcing feasibility funding, working with MHUD, and Western Bay of Plenty District council. Other new funding has been scholarship partnerships $96,000, Jobs For Nature funding of $1.5 million, and $ 156k for Matauranga environmental and taiao research projects. These agreements has reduced cost to the Trust, with strengthened outcomes, across housing, environmental, and distribution business units.
• Tracked trends and suggested enhancements to both challenge and refine Trust grant and scholarship offerings, as well as investment.
• Launched staff engagement, for pastoral care follow ups with grant recipients, measuring and documenting impact over a five year period. This was to ensure "quality" as opposed to quantity by numbers.
• Responsible for the preparation of all documentation in respect of annual accounts and audit. Auditor reports have not identified any flaws in process, or accountability for the past ten years of my employment with the Trust.
• Responsible for performance management, training, and strategic HR capability. This included bonuses, management of staff well-being, learning and development, and individual performance agreements each year.

The employment with the Radio Station was temporary, to put in place measures for long term sustainability and strategy.

• Developed and implemented strategies to improve bottom line budget outcomes and commitments
• Maximized efficiency by coaching and mentoring personnel on management principles.
• Developed and maintained relationships with customers and suppliers through account development.
• Managed budget implementations, employee evaluations, and contract details.
• Maximized operational excellence mentoring personnel on management principles, industry practices, and company procedures.
• Tracked employee attendance and punctuality, addressing repeat problems quickly to prevent long-term habits.
• Reduced financial inconsistencies while assessing and verifying billing invoices and expense reports.
• Mitigated business risks by working closely with staff members and assessing performance.
• All strategic plans, staff engagement, training, systems, and conferencing was approved by the Board for implementation continued following my exit.

My employment with the Trust Board had a specific focus and that was to wind down operations in favour of consolidation of all Tuhoe entities under the newly formed Post Treaty Settlement Entity. The work included;

• Developed and implemented winding up strategies of both the Operations, the Trust itself, and strategic HR planning in respect of staff exits, support and remuneration packages.
• Organised and implemented all proceedings including legal handback of 28 Ahuwhenua Trusts to Landowners where forest blocks, farms, and properties were under the stewardship of the Board. The target timeline was 7 months, however this was completed in 6 months.
• Developed archive of Trust Board records, catalogues, with a document management system as a legacy of 52 year history of the Board
• Introduced electronic iwi register management system consisting of 8,600 beneficiaries, and a second electronic database of Ahuwhenua shareholders, and distribution records. This was highly beneficial and strategic given the intent to transfer or handback governance responsibility to landowners.
• Drove and managed all annual reports, and individual trust strategies, including organising the completion of audits in advance of Annual General Meetings
• Responsible for dividend distributions, to shareholders, grants and scholarships to registered beneficiaries
• Monitored financial performance, set budgets and controlled expenses to provide financial stability. This was a priority for the Trust. At the commencement of my employment it was conveyed to me from the Board accountant, that if nothing was done the Trust would become insolvent. From that I developed a strategy to reduce unnecessary costs, which included a relocation of the Trust, downsizing staff, and selling investments that while promised high return also had high risk return, and fees that the Trust would in a short time not be able to service. By the end of my employment the Trust was financially stable with a solid surplus of $ 3million back in the black.

Seconded to two Regional Manager positions within Local Government & Community, during the time with the Department. In addition, other projects included policy development for Ministers, and the development of an engagement with Maori programme which was funded by the Department, through a secondment I was also the lead to roll this out across all offices across Aotearoa.

• Managed updates to workflows and revitalized teams to meet changing business needs and boost team member performance.
• Managed staff performance
• Managed regional strategies, roll out of new policies, and change of government direction in relation to our core business, and Ministerial Vote sector
• Managed fiscal budgets for 5 offices
• Oversight of community and voluntary sector funding applications for NZ Lotteries, including multi year funding in respect of community development initiatives. This not only included the voluntary sector as in Charitable Trusts, but also hapu and iwi initiatives.
• Established plans for Ministerial visits out to funded Charitable Trusts
• Produced reporting for all funded Charities by DIA within the respect region of Central and Lower North Island, Rotorua, Gisborne, Hamilton, Napier, Palmerston North, Lower Hutt, and New Plymouth offices.
• Led National conferences targeted at Maori staff within the organisation to discuss sector funding specific to Pacific Island and Maori
• Led and presented to all staff at National conference each year relating to outcomes, achievements, and Minister key messages

Employment with MSD was as a result of the merger between the Department of Labour and Social Welfare.

• Oversaw implementation of the Work Track program, collaborating with management to achieve outcomes.
• Achievements from this role were the highest rate of unemployed into employment within the region. The sector were those classified as long term unemployed of 10 years or more, including those recently released from the justice system
• Received innovation award for reporting system, which was then implemented Nationally.

This position was a newly created role targeting engagement with iwi, hapu, and whanau in relation to employment aspirations.

• Responsible for business plan grants and employment initiatives. Successful ventures included cray fish, macadamia nut farms, poultry farming, laundry business, avacado orchards, and sweetcorn market capture to KFC.
• Successfully ran Wahine Ahuru programmes, involving wahine belonging to gangs, with employment outcomes and a reduction of women appearing in court.
• Highest rate of unemployed into work within the eastern Bay district.
• Responsible for job subsidies and the introduction of grants that supported youth into employment
• Input to regional development strategies
• Labour market analysis and trends
• Borkered opportunities for Maori into employment with the private sector business, as well support and resourcing for iwi employment and business initiatives