James Yallop

• Interviewed, supervised and motivated [Number] staff members to achieve optimal productivity.

· Authored the document that received multi-year funding from Te Hiringa Hauora to undertake a national Māori alcohol health needs assessment

· Member of the Health Coalition Aotearoa Expert Alcohol Panel

o Authored the Pae Ora (Healthy Futures) policy submission for this rōpū

· Gave evidence on behalf of the Māori claimant at the Waitangi Tribunal for the Fetal Alcohol Spectrum Disorder (FASD) claim

· Prepared evidence for the WAI 2575 (WAI 2624) claim, including a review of the Sale and Supply of Alcohol Act 2012 and identifying the witness line-up

· Advocacy and lobbying to the central government for a review of the Sale and Supply of Alcohol Act 2012

· Strategic stakeholder management

o Including meeting with MPs and other political actors

· Working with the communications team to

• Grew [Type] team by sourcing well-qualified employees using new recruitment strategy.

· Successfully led, engaged and developed a team of 9 direct reports;

· Led and managed a matrix team in the alcohol and tobacco space, responsible for the delivery of a programme of projects;

· Project management of the Alcohol Regulatory Protocol;

· Implemented several processes to achieve a greater systematic and efficient approach to daily work practices;

· Analysed and interpreted data to streamline the alcohol reporting processes and make staff efficiencies;

· Worked in collaboration with the Health Promotion Agency, Auckland Council and Auckland Police to improve and streamline the alcohol reporting process;

· Worked in collaboration with the Māori Wardens and implemented a process giving the Māori community a voice in the alcohol licensing process (Duty to consult - Te Tiriti O Waitangi);

· Worked in partnership with the Ministry of Health on complex smokefree complaints and upskilling the Compliance Officers; and

· Built excellent working relationships with internal stakeholders such as ADHB Human Resources and Medical Officers of Health.

• Quickly learned new skills and applied them to daily tasks, improving efficiency and productivity.
• Carried out day-day-day duties accurately and efficiently.
• Performed duties in accordance with applicable standards, policies and regulatory guidelines to promote safe working environment.
• Proved successful working within tight deadlines and fast-paced atmosphere.
• Used critical thinking to break down problems, evaluate solutions and make decisions.

· Commissioning and contract management of a wide portfolio of children’s services totalling £32m;

· Established excellent working partnerships with providers of contracts, ranging from the voluntary to NHS Trusts, particularly the Royal Marsden NHS Foundation Trust;

· Successfully led the healthy lifestyle contracts including delegated budget management totalling £2m per annum, including adult weight management and smoking cessation;

· Co-designed and integrated the Healthy Child Programmes 0-5 years and 5-19 years into one service, including a childhood weight management programme;

o Integration increased children’s workforce capacity by 10% whilst making service savings of c.£1m;

· Increased vulnerable teenage mothers’ access to contraception and reduced repeat unwanted pregnancies;

· Implemented sexual health education in schools and confidential drop-in clinics;

· Strategic planning and management, including being a driver and business case owner for health to manage Children’s Centres for an integrated 0-5 years pathway between early years and health sectors;

· Improved children’s safeguarding practise by implementing several protocols in collaboration with the MASH (Police, Education, Children’s Services, voluntary sector);

· Decommissioned two underperforming providers;

· Implemented NICE guidance for weight management and smoking cessation services with expectant mothers; and

· Provided written reports, often with tight deadlines, to elected members, committees and the Senior Management Team.

· Contract management – portfolio £30m;

· Led the procurement of a new integrated 0-19 years’ service using the e-tendering portal;

· Wrote and designed tender documents for an integrated children’s service;

· Redesigned care pathways and managed the integration of health within Children’s Centres saving c.£1m whilst improving outcomes and productivity;

· Implemented and continually reviewed children’s service to national quality standards and best practices;

· Wrote the healthy child 0-19 years’ specification, which was subsequently used when developing the national specification by Public Health England;

· Writing formal reports for the Senior Management Team and elected members;

· Increased the performance of the Health Visitor 0-5 years mandated checks for child development enabling the best start in life including newborn screening, immunisations, breastfeeding coverage and uptake;

· Successfully led and engaged 15 staff and 100 volunteers;

· Operationally managed services in Mid, North East and West Essex, including risk management and quality of delivery;

· Change management: transitioned an underperforming service, including TUPE of staff, to achieve all key performance indicators in the first year and for the first time since its inception;

· Line management and Clinical supervision, including performance management-led process for underperforming staff that subsequently left the organisation;

· Planning and delivering portfolios of projects and services – managed the Health Trainer and Health Champion (volunteers) simultaneously in two boroughs;

· Successful recruitment and training of staff and volunteers, including the delivery of the Level 2 RSPH qualification ‘Understanding Health Improvement’ including to the LGBTI community; and

· Effective budget and resource management of two services totalling c.£1m and saved 5% of the budget whilst increasing productivity.

· Improved access to health care and increased social capacity of the most marginalised ethnic minority in the UK;

· Co-production with the Traveller community of the project design;

· The project achieved all performance indicators on budget and within timescales.