Janis McArdle

• Director of own management coaching and consulting company providing coaching and strengths-based performance and development services to executives, senior managers, teams and front-line staff across public sector organisations, commercial businesses, SMEs, and to private clients
• Delivering team-effectiveness workshops and leadership training for first-time people managers; coaching managers leading/implementing change

• Operational management responsibility for national team delivering a range of programmes designed to maintain and improve New Zealand’s reputation for social harmony through building understanding and relationships between ethnic and mainstream communities and promoting a more self-sufficient ethnic sector through the development of social enterprise as a model for sustainability

• Operational management of a range of environmental services including biodiversity, biosecurity, energy/clean air/water quality programmes, sustainability initiatives, community programmes including environmental education and funding
• 160 staff, $20 million op.ex/$60 million cap.ex

• Seconded from substantive role at Auckland Regional Council to develop organisational design, budget allocations, for capital works and operational/community programmes. Define staff roles and recruit into leadership roles for Auckland Council start-up in November 2010

• Managed a range of strategic partnerships, funding relationships (grants), and Council’s interface with community organisations, businesses, individuals and agencies engaged in environmental action programmes

• Responsible for new start-up organisation and then management of all aspects of the foundation's business including governance training for new trustees, strategy development and implementation, development of innovative fund raising programmes, donor and stakeholder relationships, grant disbursements.

• Managed regionally dispersed team involved in fundraising and donor relations
• Rebranded three service streams and rolled these out to board, staff and stakeholders

• Responsible for the non-statutory function of the Human Rights Act through a team comprising lawyers, policy analysts , community educators and communications specialists

• Converted the former 'information office' function of the University to a new model embracing a public relations, stakeholder relations and marketing communications processes to support the university transform to a new 'education market' caused by government funding reforms in 1998

Under my leadership

• university's first Alumni Relations Office was established which incorporated a return to street graduations processions to restore the 'town- gown' relationship
• new marketing publications were produced to enable the university to better compete for students
• produced communications targeted at potential donors to the first ever capital fundraising campaign to be run by a NZ university
• marketing support was provided for the newly established commercial research office