This document summarizes Lori's background and qualifications. She believes in forging collaborative efforts through integrity and respect to create positive change. She has successfully resolved conflicts between organizations, found cost efficiencies without compromising outcomes, negotiated agreements between multiple parties, and merged initiatives to create mutual benefits. Her experience shows an ability to achieve goals through communication, collaboration, and coordination.

1. What is Lori All About?

2. Personal Statement
One of my strongest attributes is my
understanding of people and
relationships. I am of the firm belief,
that genuine integrity and respect
forge the way for enduring
collaborative efforts which in, turn
spark positive viral change.
I have a deep seated belief that
knowledge and information breeds
understanding and individual action.
I am an individual who does not sit by
the sidelines waiting for change to
happen. Some of my greatest
moments have evolved from my
decision to take charge, compelled by
the observed need to do so.

3. A select synopsis of some actions and career
successes are outlined on the following slides

4. Achieving Goal Congruence
• ISSUE/ACTION: Orchestrated the
resolution of a five-year impasse
between the Ministry of Health,
the Provincial water operator
certification body, two health
authorities, and five
municipalities, by negotiating a
policy resolution on regulatory
review by means of facilitated
involvement sessions focused on
root-cause analysis.
• RESULT: Reduced negative
publicity, movement towards goal
achievement, cost savings from
reduced need to respond to
negative publicity and other
public relations costs.

5. Finding Cost Efficiencies without
Compromising Outcomes
ISSUE: To find a way to
maintain the delicate balance
between being financially
responsible and enhancing
health prevention in a public
sector environment.
ACTION/RESULT: Through
careful analysis and strategic
persuasion I was successful in
realizing efficiencies in the BC
Provincial West Nile virus
program which led to cost
savings of approximately
$250,000 in 2008.

6. Maintaining Strategic Focus
Maintaining strategic focus is especially difficult when the issue is
highly centralized yet involves both internal and external partners to
achieve success.
ISSUE: To develop the British Columbia
Contingency and Emergency Management Plan for
the prevention and mitigation of the impacts
associated with West Nile virus (WNv) and obtain
multi-agency agreement (by six Regional Health
Authorities and over 10 Provincial and Federal
Ministries and Agencies) on protocols for process
implementation.
ACTION/RESULT: In spite of parties’ different
mandates and operational perspectives (i.e.,
medical, legal, environmental and IT), I was
successful in negotiating numerous difficult
inter/intra agency agreements which involved the
coordination of legal mandates and requirements,
authorizations, protocols and obtaining agreement
on an integrated and coordinated process
required for the implementation of the plan.

7. Integration
(of People and Processes)
By intently listening and focusing on what people do and forging and
maintaining relationships I have been able to merge disparate ventures to
become mutually beneficial joint initiatives.
ISSUE: To find a process solution to address the
concerns over the provision of safe drinking water at a
reasonable cost to rural and remote communities in
British Columbia.
ACTION: I brought together different Ministries and
agencies that were responsible for the governing
legislation together, and lead a collaborative effort to
initiate political and regulatory review strategies to
resolve inefficiencies and remove conflicting
provisions concerning land-use and its impact on
water quality, which had been entrenched in the
Province of British Columbia for over 30 years.
RESULT: Identification of cost savings, the
simplification of approval processes and the
minimization of adverse impacts on drinking water
quality to communities.

8. Moving Beyond the Pale
Capturing and encouraging human potential is one of the few ways to obtain that
elusive “win-win”. Recognizing the human potential and drive already present in an
organization is one of the most efficient, effective and meaningful ways to improve
effectiveness and the bottom line.
Issue: Organizational concern over the lack of succession planning and
on the growing need for leaders in the organization; staff
disenfranchisement due to lack of advancement and involvement
opportunities within the organization.
Action: I innovated an approach to facilitate more effective use of
internal organization human resources lending to the development of
a matrix-style project governance structure, while allowing for
broader employee inclusiveness, empowerment, engagement and
fulfillment.
Result: The interactive IT/IM platform provided the means to:
• Identify highly defined list of individual employee attributes
• Tailor project resources searches to specific project needs
• Broaden employee exposure to other areas within the
organization
• Provide development opportunities for staff
• Save project managers’ time and project spending by identifying
“in-house” resources
• Enable the creation of more effective, cohesive and productive
project teams by allowing membership searches based on
personality and temperament styles that would serve to
complement other individuals in a given project team.

9. SUCCESS =
Outcome Delivery through:
OMMUNICATION
OLLABORATION
OORDINATION

10. I look forward to meeting you &
helping you with your next project!