1. Mel Gallagher - Selected Achievement Highlights
 Lead change and influenced culture change for the telephone channel across the Ministry.
Ensuring ministry leaders were ‘change ready’ and capable of leading large scale change with
their teams as we moved to our new telephone service delivery model. With a focus on making
it easy for customers to access justice and getting the right information the first time.
 Led a cross Ministry group including judicial media advisors, senior communications advisors,
national business managers to respond to media complaints about access to information in a
timely manner. The resulting solutions designed took advantage of using CCS telephone channel
and its strength in being able to give consistent quality information has eliminated complaints.
 Led the CPU internal exercise – with a focus on satisfying the judiciary, robust consistent
national processes were in place in the CPU for services they deliver on behalf of Higher and
District Courts and Special Jurisdictions, as well as delivering a CPU knowledge base as a single
source of process information for staff to use. This involved working closely with the Deputy
Secretary to clarify scope and agree outputs. It also involved obtaining agreement from the
wider business units (HC, DC & SJ) that CPU are experts in centralised processes and will own
their processes.
 Redesign the operating rhythm of the CCS business line nationally, including communications
strategy, embedding coaching and quality, knowledge base enhancements all aligned to
improving the customer experience.
 Design and implementation of new quality standards nationally, alignment with new
performance development plans setting clear goals with the associated behaviours aligned with
Ministry’s strategy, vision and values and linking to coaching for high performance.
 Led design and implementation of new national jury administration team, national support
services model and national technical advisors for District Courts. With a focus on increased
efficiency and effectiveness and associated savings.
 Mentored and coached front line people leaders enabling them to lead front line staff to deliver
high standards of consistent customer service (quality quickly) in line with the national delivery
model.
 Led the development and implementation of standard induction and training which focussed
on having new staff ‘ready to complete their full role’ on day one. Ensuring the new staff
understood where they fit in the wider Ministry and how their role contributes to justice
services.