Wellington, Wellington, New Zealand
Bella is a Wellington based public sector consultant/contractor. The principle driver for Bella is being involved in work that will have a positive impact on the well-being of New Zealanders. Bella is looking for system design, change and implementation work. Experienced at senior management she is available for executive management acting positions and other leadership roles. She was the Establishment Director of Lincoln Hub. Lincoln Hub is a group of five organisations collaborating to promote cutting edge and innovative land based solutions and science technologies for primary industries, both within New Zealand and internationally. This challenging role included responsibility for coordinating the development of the business case attracting commercial clients. No stranger to system change, Bella played a leading role in the merger of two government science agencies and then in implementing the Crown Research Institutes Task Force findings. Following this Bella was appointed to the newly established role of Director, Crown Research Institutes (CRI Ownership) for the Ministry of Science and Innovation. Bella has a strong background in central government, working at SSC, where in her last two roles she led two significant green field initiatives. The first was as Director, Central Agency Coordination responsible for ensuring Central Agencies were working collaboratively on government initiatives. The second was developing the Performance Improvement Framework (PIF), a management assessment and improvement tool now used across government. Bella holds an Executive Masters of Public Administration, Australia/New Zealand School of Government, Victoria University, and is a graduate of Waikato University, attaining a Bachelor of Social Science in Psychology and Management. It is not all work and Bella enjoys spending time with friends, the arts, gardening and travel.
GBD - Public Management Consulting is a consulting practice providing a range of boutique services to the public and private sector. Our services include: • Strategy and performance • Governance, machinery of government and cross-government initiatives • Undertaking and advising on inquiries and reviews • Advice and design on employment systems, processes and investigations • Legislative review, policy analysis and design • Trust and integrity, including advice and guidance and conduct requirements and obligations
Working to the newly appointed Lincoln Hub Board lead the establishment of the Lincoln Hub, a land-based, primary sector innovation cluster. The role included developing the strategy, form, functions, operating model, systems and processes. Reporting directly to the multi-agency Board my roles was to provide clear advice for decision-making. My role also includes attracting business to the Hub through the development and pitch of a strong value proposition. Key deliverables were the develop a Programme and Project Better Business Cases for presentation to the Crown. I was responsible for recruiting and managing key staff and overseeing the programme management for the Board.
Leadership Development Centre (LDC) – Facilitating, developing and writing the future strategy, Four Year Plan and operating model. Ministry of Business, Employment and Innovation (MBIE) – Working with the Chairs of AgResearch, Plant & Food Research, DairyNZ, Landcare Research and Lincoln University to develop a new model of integrated working arrangements. Leading advice to senior Ministers on the establishment of the Lincoln Hub for MBIE and cross-government partners. Leadership Development Centre (LDC) – Leading the design, development and testing of the new experiential leadership programme supporting Chief Executives to move high potential leaders around the system to gain broader experience. Ministry of Social Development (MSD) – Managing a cross government process to provide advice to the Minister on Investing in Services for Outcomes Institute of Environmental Science and Research (ESR) – Providing coaching and advice to the CE and senior management team on how to be impactful across government.
Established new function and developed leading government practice. This role reported to the Chief Executive and shareholding Ministers. Supporting, advising and, at times, representing the Minister of Finance and Minister of Science and Innovation in their role as shareholder of Crown companies. This included a full range of ownership duties, measuring and monitoring performance of both the independent boards and management. Achievements Transfer of functions from the Treasury and built a highly effective team of senior experts Developed a respect based relationship with the Boards and CEs of the Crown companies Played a key role in the establishment of Callaghan Innovation and the closure of IRL Led the completion of a full balance sheet review on behalf of shareholding Ministers Advised Shareholding Ministers on significant transactions (between $10 and $90 million) and key board changes
Leading system wide change through the implementation of the CRI Taskforce. The CRI Taskforce was finalised in February 2010 recommending sweeping changes to the governance, accountability and funding arrangements for CRIs. Achievements Implementation of 23 of the 26 recommendations of the CRI Taskforce in 18 months – achieving this by partnering with the eight CRIs boards and management teams Provided secretariat to the Ministerial Reference Group and effective programme management Advised Cabinet on the devolution of $250 million to CRI Boards Led the design and implementation, using co-creation principles, of a new accountability framework including the introduction of Crown’s core purpose for each CRI; outcome based funding and introduction of consistent measures. Managed strategic relationships and stakeholders including CRI chief executives, government officials (12 departments) and internal stakeholders. Built effective ways of working, including challenging cultural norms and building trust.
Sector-wide strategy and performance role for the Foundation of Research, Science and Technology (FRST). Role was responsible for the strategy and performance measurement for both the sector and the organisation. On the announcement of the merger with Ministry of Research, Science and Technology (MoRST) played a key role in advising Ministers and the FRST Board on Machinery of Government, legislation and mergers. Achievements Led the re development of a performance framework, business planning, performance reporting and strategy development Delivered to Ministers and Board an alternative view of science and innovation strategy including an economic analysis of the proposed approach Maneuvered to ensure that the Foundation had a voice at the officials’ level on the proposed merger of MoRST and FRST Provided advice to the Board on the machinery of government review and structural options