SELECTION CRITERIA EXAMPLES OF WORK
STATEMENT
Manager, Primary Care Strategic Policy | Job Ad Ref: QLD/CPSS638432 | Queensland Health
As an accomplished strategic leader with extensive experience in mental health, service design, policy reform and cross-sector program development, I am eager to contribute as Manager within the Mental Health Alcohol and Other Drugs Strategy and Planning Branch at Queensland Health. I bring a track record of leading high-impact initiatives across non-profit and Aboriginal community-controlled settings. Throughout my career, I have championed system improvements through evidence-informed planning, co-design and community-led innovation. I remain committed to advancing equitable, culturally safe, and responsive health outcomes for Queensland’s diverse communities.
I bring deep knowledge of mental health and alcohol and other drugs (MHAOD) policy frameworks, underpinned by lived leadership in implementing community-based supports tailored to vulnerable populations. I have also demonstrated the ability to rapidly acquire and apply critical insights in dynamic and disaster-impacted contexts. As Senior Manager of the Early Childhood Approach at BUSHkids, I was tasked with ensuring continuity of early intervention services across multiple regions significantly impacted by flooding and natural disasters. I needed to rapidly adapt service delivery and workforce strategies to meet community mental health needs during and after these events, in line with both NDIA and state disaster recovery priorities. I swiftly engaged with state and national emergency coordination groups, reviewed disaster mental health policies, and integrated learnings into our service approach. I co-designed trauma-informed protocols with clinicians and local Aboriginal Medical Services, embedding culturally responsive support for families. I also implemented contingency planning, established telehealth access, and introduced wellbeing check-ins for vulnerable clients. These measures enabled uninterrupted access to early childhood mental health support, improved psychological safety, and were commended in external reviews. NDIA performance audits reflected sustained quality during high-risk periods, and our post-disaster response model has since been shared as a blueprint across other regions.
I have consistently demonstrated advanced interpersonal and stakeholder engagement capabilities, fostering influence and alignment across government, health, and community sectors. I lead through collaboration, strategic advocacy, and respectful negotiation to drive system-level outcomes. As Senior Manager of the Early Childhood Approach at BUSHkids, I was responsible for the statewide implementation of NDIA-funded services across diverse geographic regions, requiring the alignment of internal teams and external partners. I was tasked with improving stakeholder alignment and service accessibility, particularly in regional areas with fragmented service delivery and inconsistent understanding of the Early Childhood Approach. I initiated and led a strategic engagement strategy involving targeted consultation forums with health professionals, local government, NDIA representatives, and Aboriginal Community Controlled Health Services. I advocated for refinements to access pathways and addressed misconceptions through tailored communication and culturally sensitive engagement. I also facilitated a statewide forum that brought together over 60 stakeholders to codesign service improvements. These efforts led to significantly improved cross-sector collaboration, enhanced service coordination, and increased referral rates from health professionals. Stakeholder surveys reflected a 92% satisfaction rate, and BUSHkids was formally recognised by the NDIA for excellence in regional engagement.
I bring extensive expertise in policy development, strategic planning, and program leadership across complex public health settings. I formulate and communicate high-level advice that shapes MHAOD reforms and strengthens cross-sector outcomes. At Marathon Health, as Team Leader - Primary Health Services (Early Intervention), I identified a need for policy realignment across community-based developmental services in response to fragmented access and inconsistent MHAOD-related care pathways. I was responsible for leading the policy and service redevelopment to enhance alignment with both federal and state MHAOD strategic directions. I conducted a comprehensive service audit and facilitated co-design workshops with clinicians, Aboriginal health leaders, and primary health networks. I developed integrated care models that embedded early mental health screening and triage into universal child health services, supported by culturally responsive protocols. I presented strategic policy advice to executive leadership and regional health planners, ensuring alignment with national mental health reform and emerging state-level priorities. The revised policy and service model improved early identification of mental health risks and enhanced cross-agency collaboration. It was adopted regionally as a best-practice approach, and I was invited to present the outcomes at the National Caring for Country Kids Conference, affirming the model’s strategic relevance and system impact.
I lead with strategic foresight, drawing on diverse data sources, community insights, and stakeholder intelligence to shape inclusive health policy and program direction. I am adept at recognising system-wide implications, building cross-sector collaborations, and driving adaptive reform. As Senior Manager of the Early Childhood Approach at BUSHkids, I was tasked with leading a statewide service redesign to better align with the evolving NDIA Early Childhood Approach and broader disability reforms. I needed to ensure the model remained responsive to diverse community needs while also meeting NDIA performance expectations and enhancing sustainability across regional delivery sites. I conducted a strategic review drawing on service utilisation data, community consultations and national disability policy developments. I facilitated cross-agency workshops involving health, education and Aboriginal community-controlled stakeholders to explore opportunities for integrated pathways. Using this intelligence, I restructured the service model, introduced digital innovations, and advocated for resource reallocation to areas of highest developmental vulnerability.
The revised strategy improved access and equity, exceeded all performance benchmarks, and positioned BUSHkids as a leading provider within the national ECA framework. The initiative was recognised by the NDIA for its strategic alignment, innovation, and cultural responsiveness.
I consistently monitor environmental shifts, policy reforms and community feedback to generate insights that inform program innovation. I translate insights into practical solutions that uplift service quality, access, and impact. While leading the Early Childhood Approach at BUSHkids, I recognised service access barriers for Aboriginal and Torres Strait Islander families in remote communities, including digital exclusion and culturally mismatched engagement strategies. I was responsible for improving inclusivity and participation rates while ensuring fidelity to NDIA requirements. I conducted consultations with community Elders, frontline staff and Aboriginal health services to identify cultural and logistical barriers. Drawing on these insights, I co-designed a suite of innovations, including outreach playgroup models, flexible assessment approaches, and embedded cultural liaison roles. I also trialled hybrid digital service offerings and place-based engagement hubs. These innovations led to a significant uplift in service uptake among First Nations families, improved satisfaction scores and strengthened partnerships with Aboriginal community-controlled organisations. The model has since informed broader network practice and attracted NDIA commendation for culturally responsive innovation.
I lead with a strong focus on collective accountability and measurable outcomes, building clarity around shared goals and embedding structured mechanisms to monitor performance and quality. My approach ensures both operational discipline and team cohesion. As Senior Manager of the Early Childhood Approach at BUSHkids, I was responsible for ensuring compliance and performance delivery across geographically dispersed teams delivering services under the NDIA framework. I identified inconsistencies in service quality, supervision, and reporting across sites, posing risks to both client outcomes and contractual compliance. I implemented a comprehensive accountability framework that included formalised supervision protocols, routine audit and feedback cycles, and integrated dashboards tracking risk, workforce capacity, and client outcomes. I worked collaboratively with Team Leaders and practitioners to co-develop KPIs that were locally meaningful yet aligned with organisational goals. These reforms led to enhanced service consistency, early identification of performance risks, and strengthened internal accountability. BUSHkids achieved three consecutive High Rating assessments from the NDIA for performance and compliance, an organisational first validating the effectiveness of my leadership in embedding a culture of shared accountability.
I am deeply committed to professional and organisational growth, continuously seeking opportunities to expand knowledge, embrace innovation, and foster shared learning. I prioritise development activities that enhance both cultural integrity and system effectiveness. I am deeply committed to professional and organisational growth, continuously seeking opportunities to expand knowledge, embrace innovation, and foster shared learning. I prioritise development activities that enhance both cultural integrity and system effectiveness. While serving as Team LeaderPrimary Health Services (Early Intervention) at Marathon Health, I recognised a need to uplift cultural responsiveness across our multidisciplinary teams. I facilitated targeted professional development initiatives, including trauma-informed care workshops and collaborative training with Aboriginal health practitioners. I also partnered with local Aboriginal Community Controlled Health Services to co-develop reflective practice sessions and protocols that strengthened staff understanding of cultural safety. These initiatives led to improved team confidence in culturally responsive service delivery, enhanced interagency collaboration, and increased community trust. Feedback from staff and partner organisations affirmed the value of the approach, which has since been incorporated into broader workforce development strategies.
During the rollout of a statewide youth wellbeing framework, I played a lead role in aligning interagency priorities across education, health, justice, and Aboriginal peak bodies. Through high-trust engagement and structured dialogue, I facilitated the co-creation of a unified policy engagement model that honoured cultural values, addressed systemic gaps, and reinforced accountability mechanisms. The resulting policy achieved strong sector-wide endorsement and was implemented as a standardised template across multiple Queensland regions, significantly enhancing policy coherence and service integration for young people. The framework has since informed broader youth engagement strategies and contributed to sustained improvements in cross-sector service coordination.
I lead with strategic foresight, cultural humility and a commitment to professional growth and team cohesion. My leadership approach emphasises empowerment, reflective practice and accountability, ensuring staff feel valued, supported, and equipped to deliver results. I consistently build high-functioning teams that thrive in complex, fast-paced policy environments, with a focus on continuous improvement and collaborative learning. I am deeply committed to advancing equitable, culturally responsive, and evidence-informed health policy that delivers tangible and enduring outcomes for Queensland’s diverse communities. My work consistently reflects a focus on addressing systemic inequities, embedding lived experience in design processes, and driving innovation that aligns with statewide reform agendas. With a record of strategic leadership, cross-sector collaboration, and high-impact program delivery, I bring both the expertise and visionary thinking required to influence complex policy environments, positioning me to make a meaningful contribution to Queensland Health’s system stewardship responsibilities.
I am excited to contribute to Queensland Health’s strategic agenda and bring my passion for equitable mental health reform to this leadership role. Possessing a strong foundation in policy, planning, and stakeholder engagement, I am confident in my ability to deliver impactful, community-focused outcomes that improve access, quality and coordination of care. I am dedicated to supporting continuous improvement and innovation within the MHAOD landscape, and to champion sustainable, culturally responsive systems that meet the needs of all Queenslanders.
ASSISTANT DIRECTOR
Chief Minister, Treasury and Economic Development Directorate (CMTEDD)
Possessing over a decade of distinguished experience spanning international diplomacy, public administration and higher education governance, I bring a proven record of excellence in strategic policy formulation, stakeholder engagement and institutional leadership. My professional trajectory has been characterised by an ability to interpret complex policy environments, synthesise multifaceted information and deliver authoritative advice that advances whole-of-government priorities. Across senior appointments with the Ministry of Foreign Affairs in Singapore, the Australian National University (ANU) and Communities at Work, I have developed deep expertise in governance, compliance, program design and the delivery of evidence-based policy outcomes within highly regulated and politically sensitive contexts. Guided by a commitment to integrity, collaboration and results-driven leadership, I am now seeking to apply this strategic insight, analytical precision and governance capability within the Chief Minister, Treasury and Economic Development Directorate to contribute to the ACT Government’s vision for cohesive, inclusive and sustainable development.
As an accomplished policy professional, I have consistently demonstrated the ability to synthesise complex information, evaluate competing priorities and produce high-quality, evidence-based advice that informs decision-making at both the executive and ministerial level. At the Australian National University (ANU), I exercised strategic oversight of governance and compliance relating to international research and education partnerships under the Foreign Arrangements Scheme, Privacy Act and ESOS Act, ensuring that all engagements adhered to legislative requirements while advancing the University’s broader institutional and diplomatic objectives. This role demanded acute policy interpretation, stakeholder consultation and the capacity to balance regulatory precision with operational pragmatism. I authored analytical reports, executive memoranda and strategic briefing papers that directly influenced high-level decisions on partnership risk, international engagement and institutional compliance assurance. By designing and implementing automated workflow tools and modernised governance processes, I successfully reduced approval timeframes from two months to one week, significantly improving efficiency, transparency and organisational accountability. This initiative exemplified my ability to interpret intricate legislative frameworks, translate them into actionable governance mechanisms, and deliver measurable institutional outcomes that strengthen policy coherence, procedural integrity and strategic alignment.
My diplomatic tenure further strengthened my capacity to operate with composure and precision within high-stakes, politically nuanced and rapidly evolving environments. As First Secretary (Political) at the Singapore High Commission in Canberra, I undertook extensive political, legislative and economic analysis to inform Singapore’s bilateral engagement strategy and foreign policy positioning. I produced comprehensive ministerial submissions, policy briefs and analytical papers that guided strategic responses to shifting geopolitical landscapes and complex intergovernmental negotiations. This work required sound judgement, intellectual agility and the ability to distil intricate political developments into coherent, actionable advice for senior policymakers. I also coordinated and delivered multiple high-level missions, most notably the Singapore Prime Minister’s visit to the G20 Summit in Brisbane, overseeing all aspects of policy coordination, stakeholder management and diplomatic protocol to ensure seamless execution and policy alignment. These experiences deepened my understanding of intergovernmental coordination, legislative processes and the strategic interplay between domestic policy priorities and international relations. They also honed my ability to navigate competing stakeholder imperatives under pressure while maintaining policy integrity, strategic foresight and diplomatic tact.
In my leadership capacity as Assistant Director of the Diplomatic Academy, I exercised strategic oversight of the design, development and implementation of national workforce capability frameworks that elevated professional standards and strengthened leadership preparedness across Singapore’s diplomatic corps. I led a multidisciplinary team with clarity of vision and purpose, conducting structured performance reviews, implementing targeted development pathways and embedding a culture of excellence, accountability and continuous learning. The role required both strategic foresight and operational discipline, as I directed intricate policy reporting cycles, synthesised data from multiple departmental sources and ensured analytical outputs met the highest standards of rigour and relevance. I authored comprehensive policy briefs, evaluative reports and executive submissions that informed ministerial decisionmaking, guided national workforce strategy and shaped long-term institutional reform. Through this work, I advanced the Academy’s mandate as a centre of excellence in diplomatic training, governance innovation and public sector capability development.
One of my most significant achievements was the conceptualisation and delivery of the inaugural “Consular Response Team” training program, a flagship initiative designed to strengthen crisis preparedness, interdepartmental coordination and global response capability across the Ministry. This program became a benchmark for future training standards and demonstrated my capacity to lead strategically significant projects, apply evidence-based policy principles, and foster institutional resilience through governance integrity, innovation and collaborative leadership.
My governance and human capital management expertise was further developed as Senior People Coordinator at Communities at Work, where I provided authoritative advice on complex industrial relations matters and legislative compliance. I oversaw the end-to-end recruitment and employee lifecycle process and led the implementation of a new HR Information System in partnership with an external vendor. This system modernised workforce governance, improved data reliability and streamlined decision-making processes. As a key member of the Employee Consultation Committee, I contributed to the negotiation and implementation of a new Enterprise Agreement that improved transparency, fairness and organisational cohesion. Additionally, I designed executive workforce dashboards and compliance reports, equipping senior management with accurate insights to support strategic planning and workforce sustainability.
My capacity to develop, implement and coordinate complex, cross-sectoral initiatives is underpinned by a history of collaboration and foresight. As a Technical Cooperation Officer within the Ministry of Foreign Affairs, I was the departmental liaison responsible for designing and delivering Singapore’s international development assistance programs across ASEAN member countries. I coordinated policy submissions that secured funding increases for regional technical cooperation programs and represented Singapore in high-level ASEAN forums. Through this work, I strengthened cross-border partnerships and advanced Singapore’s reputation as a leader in regional capacitybuilding. Similarly, as Protocol Officer, I managed diplomatic privileges and immunities for accredited foreign missions in Singapore, interpreting international conventions and domestic legislation to ensure compliance, accountability and adherence to protocol standards.
Beyond policy formulation, I possess extensive experience in strategic program delivery, interagency coordination and governance assurance. At ANU, I collaborated with executive leaders, academic faculties and the Privacy Office to enhance compliance processes related to data handling, information sharing and Freedom of Information requests. My governance initiatives resulted in stronger institutional accountability and reduced operational risk exposure. At the Diplomatic Academy, I directed the preparation of the organisation’s Annual Report, ensuring accuracy, performance analysis and alignment with government accountability frameworks. Earlier in my career, I served as the lead liaison for Singapore’s flagship human development initiatives under the Singapore Cooperation Programme, overseeing international partnerships and reporting outcomes to ministerial stakeholders. These experiences reflect my enduring commitment to policy precision, integrity and institutional excellence.
Across every position, I have demonstrated an ability to lead teams and projects with clarity of purpose, intellectual rigour and empathy. I take pride in cultivating high-performing, motivated teams built on collaboration, respect and continuous learning. My leadership philosophy emphasises empowerment through accountability, ensuring that every team member understands strategic objectives and contributes meaningfully to their achievement. I also bring significant experience in managing change, mentoring emerging professionals and maintaining morale in dynamic policy environments. These qualities will enable me to guide teams within CMTEDD in achieving operational excellence and delivering tangible outcomes that align with government priorities.
Communication has been central to my effectiveness as a leader and policy practitioner. I have extensive experience drafting Cabinet-style submissions, ministerial briefs, analytical papers and strategic correspondence for senior executives and Ministers. My writing is characterised by precision, clarity and persuasive reasoning, ensuring complex policy issues are articulated with authority and coherence. Equally, I have represented organisations in bilateral meetings, stakeholder consultations and public forums, demonstrating diplomacy, influence and strategic negotiation skills. My ability to adapt communication to context and audience has consistently strengthened stakeholder confidence and advanced institutional objectives.
I am particularly drawn to this role because it represents a convergence of my professional strengths, policy leadership, cross-government coordination, and strategic program delivery. The opportunity to contribute to CMTEDD’s work in regional development, infrastructure, planning and intergovernmental relations aligns directly with my expertise in policy analysis, governance and stakeholder management. My ability to integrate policy intelligence, operational insight and collaborative leadership will enable me to contribute meaningfully to Cabinet processes, ministerial briefings and cross-directorate initiatives that advance the ACT Government’s strategic vision.
Throughout my career, I have upheld the values of the ACT Public Service; integrity, respect, collaboration and accountability. I am committed to evidence-based policy, transparent governance and public sector excellence. I approach leadership with humility and discipline, fostering a culture of inclusion, intellectual curiosity and continuous improvement. With my proven record of policy achievement, intergovernmental experience and institutional leadership, I am confident in my ability to contribute strategically and operationally to the Directorate’s objectives, advancing effective governance and delivering enduring outcomes for the ACT community.
In conclusion, I offer a unique blend of strategic policy insight, diplomatic experience and organisational leadership, supported by a proven record of driving evidence-based reform and governance improvement across complex institutional and intergovernmental settings. My ability to translate high-level policy intent into practical implementation, while fostering collaboration, innovation and accountability, aligns directly with the objectives of the Chief Minister, Treasury and Economic Development Directorate. I am deeply motivated to contribute to the ACT Government’s strategic vision by leading with integrity, advancing cohesive policy outcomes and ensuring that decisions are informed, transparent and in the best interests of the community.
SELECTION CRITERIA
Finance Officer | Job Ref No: REQ476528 | Nepean Blue Mountains Local Health District
Relevant tertiary qualifications, eligible for full membership of recognised professional accounting body and a demonstrated commitment to ongoing professional development.
As an accounting and finance professional, I have gained comprehensive expertise through my academic achievements and professional experiences. My qualifications include a Master of Accounting, which has provided me with advanced knowledge and skills in financial reporting, auditing, and taxation. Additionally, my Diploma in Office Management & Secretarial and Bachelor in Administrative Arts with First Class Honours have equipped me with a solid foundation in administrative practices and management principles. Furthermore, I have completed specialised certifications in SAP Financial Accounting and SAP Management Accounting, demonstrating my proficiency in utilising financial management software for effective decision-making and reporting. Throughout my career, I have applied my expertise in various roles, including financial analyst, accountant, and financial controller. In these positions, I have been responsible for financial analysis, budgeting, forecasting, and compliance with accounting standards and regulations. Overall, my extensive education and experience as an accounting and finance professional have prepared me to excel in roles that require strategic financial management, analytical thinking, and attention to detail.
Extensive practical knowledge of the Australian Accounting Standards and ability to interpret policies and other requirements relating to accounts management.
Over the course of my extensive eleven-year tenure in accounting roles, I have continually expanded my expertise and practical knowledge of Australian accounting standards. This journey has equipped me with a comprehensive understanding of financial principles and regulations governing the Australian accounting landscape. In my current role as a Finance Analyst at Veolia Environmental Services (Australia) Pty Ltd, I am tasked with a wide range of responsibilities that delve into various facets of financial management. These include but are not limited to budget formulation and monitoring, in-depth analysis of Fuel Tax Credits to optimise returns, meticulous reconciliation of balance sheets to ensure accuracy and transparency, and overseeing capital expenditure to ensure alignment with organisational objectives. Each day presents new challenges and opportunities to apply my expertise in navigating complex financial landscapes while upholding the highest standards of compliance and accuracy. My commitment to staying abreast of evolving accounting practices and regulations enables me to contribute effectively to the financial health and success of the organisation.
Throughout my tenure as a Finance Analyst at Veolia Environmental Services (Australia) Pty Ltd, I have been deeply entrenched in ensuring strict adherence to Australian accounting standards across all financial operations. This commitment entails not only understanding but also implementing the nuances of these standards in every aspect of financial management. From budget formulation to balance sheet reconciliation and capital expenditure oversight, every financial activity is meticulously executed in accordance with Australian accounting standards. This entails not only ensuring accurate recording and reporting of financial transactions but also staying updated with any revisions or amendments to the standards to ensure ongoing compliance. Moreover, I actively engage in continuous professional development to deepen my understanding of Australian accounting standards and their practical implications. This proactive approach enables me to effectively interpret and apply the standards to real-world financial scenarios, thereby ensuring that our financial practices are not only compliant but also optimised for efficiency and effectiveness.
Analytical skills and experience in working with large datasets, undertaking complex reconciliations and preparing detailed accounting information and reports.
In my current capacity as a Finance Analyst at Veolia Environmental Services (Australia) Pty Ltd, I undertake a pivotal role overseeing the financial management of 56 distinct cost centres. A critical aspect of my responsibilities involves the meticulous reconciliation of Profit & Loss accounts for each of these cost centres at the end of each month. This entails a comprehensive review to ensure the accuracy of revenue, precise allocation of costs, and adherence to budgeted accrual figures. In instances where discrepancies arise, it is incumbent upon me to conduct thorough investigations to pinpoint root causes and rectify them with a high degree of accuracy.
Furthermore, I am tasked with the preparation and oversight of balance sheets, which poses a more intricate challenge due to the comprehensive oversight required for all financial transactions. This involves not only maintaining vigilance over incoming and outgoing financial activities but also ensuring alignment with regulatory requirements and internal financial policies. My role demands a keen eye for detail and a proactive approach to identifying and addressing any irregularities or discrepancies promptly. As a senior member of the team, I bear the responsibility of ensuring that the accounting records are meticulously maintained in strict accordance with the Financial Accounting Standards. This entails overseeing the entire accounting process to guarantee compliance with regulatory guidelines and industry best practices. My role involves implementing robust internal controls, conducting regular audits, and providing guidance to team members to uphold the highest standards of financial integrity and transparency. By adhering to these standards, I contribute to the organisation's credibility and trustworthiness in the eyes of stakeholders and regulatory authorities.
Advanced computer skills, including high level proficiency with using a recognised Financial Management Information System, MS Office software (particularly Excel and Word).
In my current capacity as a Finance Analyst at Veolia Environmental Services (Australia) Pty Ltd, I leverage a suite of sophisticated tools and software to streamline financial operations and drive insightful analysis. Specifically, I am proficient in utilising SAP Hana S4, BI Intelligence, Tableau, and Google Sheets to extract, manipulate, and visualise data for decisionmaking purposes. Furthermore, my extensive expertise extends to Microsoft Excel and Word, where I have developed intricate spreadsheets with advanced formulas to reconcile fuel reports on a weekly basis. These meticulously crafted Excel sheets not only ensure the accuracy of fuel variance and cost analysis reports but also enhance efficiency by automating repetitive tasks. My proficiency with these software platforms enables me to deliver actionable insights and contribute to informed financial strategies within the organisation.
In addition to my proficiency with SAP Hana S4, BI Intelligence, Tableau, Google Sheets, Excel, and Word, I also bring a wealth of experience in utilising these tools to drive various financial initiatives. For instance, I have developed comprehensive financial models using Excel to analyse complex datasets and forecast future trends. These models have been instrumental in identifying cost-saving opportunities, optimising resource allocation, and mitigating financial risks. Furthermore, my expertise extends to generating dynamic dashboards and reports in Tableau, allowing stakeholders to visualise key performance metrics and trends in real-time. By harnessing the power of data visualisation, I have facilitated more informed decisionmaking processes and enabled stakeholders to quickly identify areas for improvement. Moreover, I have leveraged BI Intelligence to conduct in-depth financial analysis, extract actionable insights, and present findings to senior management. This tool has enabled me to identify emerging market trends, assess competitive landscapes, and formulate strategic recommendations to drive business growth.
My proficiency in Google Sheets has allowed me to collaborate seamlessly with cross-functional teams, streamline workflow processes, and enhance data accessibility. Whether it's tracking project milestones, managing budgets, or organising financial data, Google Sheets has been an invaluable tool in driving efficiency and productivity within the finance department. Overall, my diverse skill set and hands-on experience with these software platforms have equipped me to excel in my role as a Finance Analyst, enabling me to deliver tangible results and contribute to the overall success of the organisation.
Highly developed communication skills including collaborating with the team, senior managers, clinicians and external providers to ensure achievement of service objectives.
With a strong emphasis on clear and professional communication, I excel in both written and verbal interactions, fostering influence and credibility. My extensive experience encompasses engaging and collaborating with stakeholders from diverse backgrounds and at various organisational levels. In written communication, I demonstrate highly developed skills, capable of producing a wide range of documents with clarity and precision. Whether crafting reports, memos, or emails, I ensure that information is conveyed professionally and tailored to the specific audience. This involves structuring content in a logical manner and adapting the tone and style to suit the intended readership, thereby maximising comprehension and impact.
In my role as a Finance Analyst at NSW Collection, managing the fuel consumption of over 500 trucks posed a significant challenge due to the decentralised refuelling process. Recognising the need for improved tracking and accountability, I spearheaded the implementation of the Fluidtrack system. This innovative solution required each truck driver to utilise a designated tag for refuelling, enabling precise monitoring of fuel usage. Additionally, I developed a comprehensive Excel spreadsheet to analyse fuel data weekly, categorising usage by subcontractor drivers, internal trucks, and identifying any variances. This initiative resulted in enhanced accuracy and transparency in fuel reporting, empowering management with actionable insights into fuel usage trends.
Furthermore, in my capacity at Veolia Environmental Service (Australia) Pty Ltd, managing the client relationship with Sydney Market presented its own set of challenges. Issues surrounding weight discrepancies and rebate concerns threatened the stability of our partnership. To address these issues head-on, I took proactive measures to establish a systematic verification process. Collaborating closely with our team, we implemented a procedure to record daily weight data in a meticulously maintained spreadsheet, aligning with the run sheet. At the end of each month, I diligently compiled and shared the data with Sydney Market's Manager for validation. This collaborative approach fostered transparency and trust, enabling swift identification and resolution of any discrepancies. As a result, our invoicing process became more streamlined and accurate, significantly improving client satisfaction and solidifying our relationship with Sydney Market.
High level written and verbal communication skills.
Throughout my career as a Finance Analyst and Accountant, I have honed my skills in communication with influence. This proficiency extends beyond the mere conveyance of information, it encompasses the ability to craft compelling narratives, articulate complex financial concepts clearly and persuasively, and engage stakeholders at all levels. Understanding the importance of tailoring my communication style to resonate with different audiences, I adapt my approach when presenting financial reports to executives, collaborating with colleagues on analysis projects, or discussing findings with clients. Whether through effective storytelling, data-driven insights, or confident delivery, my goal is not only to convey financial information but also to inspire action and drive meaningful financial outcomes. Moreover, I recognise the power of active listening and empathy in financial communication. By truly understanding the perspectives and concerns of stakeholders, I can tailor my financial analyses and reports to address their needs and interests, fostering genuine connections and building trust. Overall, my ability to communicate with influence serves as a cornerstone of my success as a finance analyst, enabling me to navigate complex financial situations, overcome challenges, and ultimately, achieve impactful financial results.
Following the merger of Veolia Environmental Service (Australia) Pty Ltd with the Recycling and Recovery (R&R) operations of SUEZ in Australia, aimed at simplifying and rationalising the legal structure of the Veolia group, our organisation experienced significant internal changes. This merger necessitated the formulation of the half-year budget (F2) for both the old Veolia and the newly integrated entity. In response to these challenges, I took proactive measures to ensure successful outcomes. Recognising the importance of clear communication and effective team coordination, I took the initiative to educate myself about the intricacies of the merger and the specific requirements of the budgeting process. Leveraging my understanding, I strategically allocated and distributed workloads among team members, providing clear instructions and guidance to ensure alignment with organisational objectives.
With meticulous planning and diligent effort, I led my team through the budget preparation process, closely monitoring progress and addressing any obstacles along the way. As the deadline approached, I conducted thorough reviews to ensure accuracy and compliance with business requirements. Through my persistence, initiative, and attention to detail, I successfully presented the half-year budget to senior management, receiving commendations for my contributions as a Commercial Analyst. This experience not only demonstrated my ability to adapt to change and navigate complex organisational transitions but also showcased my leadership skills and commitment to delivering high-quality results.
Demonstrated capacity to prioritise workloads to meet competing demands.
As a Finance Analyst, precision and attentiveness are paramount in handling various reports and presentations, especially during critical periods such as budget preparations and month-end closings. In addition to managing routine tasks, I am accustomed to operating under stringent deadlines during these pivotal times. This necessitates a keen ability to prioritise workloads effectively and perform under pressure.
With a strong sense of organisation and efficiency, I consistently maintain a flexible approach, adeptly handling multiple tasks simultaneously, navigating competing deadlines, and adapting to changing work priorities. Committed to continuous improvement, I firmly believe in regularly challenging established procedures and workflows to identify opportunities for enhanced efficiency and productivity. Through ongoing assessment and refinement, I strive to ensure that the quality of service I deliver and the work I produce consistently meet the highest standards achievable. I am dedicated to maximising organisation and productivity in all aspects of my work. To optimise my organisation and time management, I utilise a variety of tools and strategies. This includes leveraging tools such as the Outlook diary, reminders, and to-do lists to effectively organise and prioritise tasks, ensuring that deadlines are met and objectives are achieved efficiently.
During budget cycles, meticulous attention to detail is essential to ensure accuracy in financial forecasts and projections. I am tasked with compiling and analysing data, identifying trends, and formulating budgetary recommendations that align with organisational goals. This process demands a methodical approach and the ability to synthesise complex financial information into coherent reports and presentations for stakeholders. Similarly, at month-end close, there is a heightened demand for timely and accurate financial reporting. I am responsible for reconciling accounts, verifying transactional data, and preparing comprehensive financial statements within tight deadlines. This requires exceptional organisational skills and the capacity to manage competing priorities efficiently. In navigating these high-pressure situations, I remain focused on delivering results with precision and professionalism. By effectively managing my workload and leveraging my analytical skills, I ensure that all reports and presentations meet the highest standards of accuracy and reliability. My ability to thrive in fastpaced environments while maintaining a meticulous approach to detail enables me to excel in my role as a Finance Analyst, even amidst demanding deadlines and complex financial tasks.
Extensive experience in complex General Ledger reconciliations and preparation of detailed accounting information and high level reports.
With a robust background in complex General Ledger reconciliations and the preparation of detailed accounting information and high-level reports, I bring a wealth of expertise to my role as a Finance Analyst at Veolia Environmental Services (Australia) Pty Ltd. Within this capacity, I am entrusted with reconciling the balance sheet, a task that entails navigating through a large and intricate dataset.
In performing balance sheet reconciliations, I meticulously analyse transactions, verify account balances, and ensure the accuracy and integrity of financial data. Given the scale and complexity of the balance sheet at Veolia Environmental Services, this process demands keen attention to detail, strong analytical skills, and a thorough understanding of accounting principles and standards. Moreover, my experience extends beyond basic reconciliation tasks. I am adept at identifying discrepancies, investigating variances, and implementing corrective actions to rectify any anomalies. By delving into the underlying causes of discrepancies, I contribute to the improvement of internal controls and financial processes, thereby enhancing the overall accuracy and reliability of financial reporting.
In addition to my reconciliation duties, I also generate high-level reports that provide valuable insights into the financial health and performance of the organisation. These reports not only serve as crucial decision-making tools for senior management but also facilitate compliance with regulatory requirements and auditing standards. Overall, my proficiency in complex General Ledger reconciliations and my ability to prepare detailed accounting information and reports enable me to fulfill my responsibilities effectively and contribute to the financial stability and success of Veolia Environmental Services.
In summary, my role as a Finance Analyst at Veolia Environmental Services (Australia) Pty Ltd encompasses not only the meticulous reconciliation of the balance sheet but also the provision of valuable insights and analysis derived from this critical financial document. Through my expertise, diligence, and commitment to excellence, I contribute to the financial health and success of our organisation.
SELECTION CRITERIA
Fleet Technical Officer | Department of Biodiversity, Conservation and Attractions
Experience in the management of a diverse range of fleet, plant and equipment
Throughout my career, I have developed extensive experience in the management, maintenance and operational oversight of a diverse range of fleet assets, plant equipment and mechanical systems across mining, offshore drilling and agricultural environments. These operational contexts have required the effective coordination of heavy vehicles, generators, pumps, drilling systems, hydraulic equipment and specialised mechanical infrastructure critical to maintaining operational continuity. My experience has provided me with a comprehensive understanding of fleet lifecycle management, preventative maintenance planning and the operational strategies required to maintain equipment reliability across demanding, complex and often remote operational environments.
During my time with BHP across Nelson Point, Redmont and Area C operations, I was responsible for maintaining a wide range of heavy mining equipment including track machines, heavy vehicles, diesel generators, pump systems and fire suppression systems installed across plant and earthmoving equipment. My responsibilities included diagnosing mechanical faults, conducting preventative maintenance inspections and coordinating repair activities to ensure assets remained operational, compliant and capable of supporting production objectives. The complexity and scale of these operations required strong technical capability combined with structured planning to ensure fleet availability and minimise equipment downtime.
One of my most significant responsibilities involved overseeing the maintenance operations of the remote Redmont workshop for a period of five years. In this role I was responsible for coordinating the servicing and repair of track machines essential to rail infrastructure operations. Operating within a remote environment required careful logistical planning, particularly in relation to spare parts management and equipment servicing schedules.
In addition to day to day maintenance responsibilities, I have consistently sought opportunities to improve operational efficiency and strengthen maintenance practices within workshop and field environments. While working within the BHP maintenance workshop, I observed that technicians were regularly losing valuable time searching for tools that were shared across multiple workstations. Recognising that this inefficiency was impacting productivity and increasing servicing times, I implemented a practical solution by introducing dedicated service trolleys for each hoist within the workshop. Each trolley was fully equipped with the tools required to complete common servicing tasks, ensuring technicians had immediate access to essential equipment at their designated work areas. This improvement significantly reduced time spent locating tools, streamlined the workflow across the workshop and enabled maintenance teams to complete servicing activities more efficiently while maintaining high quality standards.
I also identified an opportunity to strengthen the response process for urgent mechanical failures that could disrupt site operations. Equipment breakdowns across a large mining operation require rapid and coordinated maintenance responses to minimise downtime and maintain production continuity. To address this need, I coordinated the establishment of a dedicated breakdown response crew at BHP Nelson Point. This team was responsible for prioritising and responding to critical mechanical failures across the site, ensuring that urgent repairs were addressed without delay. The introduction of this structured response capability improved maintenance coordination, reduced response times to equipment failures and contributed to greater equipment availability across operational areas.
My experience managing complex plant and equipment assets developed during my time as a Dewatering Fitter at BHP Area C. I maintained diesel generators and skid mounted pump systems used to support large scale dewatering operations across the mining site. Effective groundwater management is essential to maintaining safe and stable mining conditions, making these systems critical to site operations. My responsibilities included commissioning and decommissioning pump systems, performing mechanical inspections, diagnosing faults and supporting technicians with the installation and testing of submersible and sump pumps. I also monitored equipment performance and managed spare parts availability to ensure maintenance activities could be completed promptly. Through careful equipment monitoring and proactive maintenance planning, I helped maintain operational readiness and minimise delays associated with mechanical failures.
More recently, in my role as Property Manager at Hayes Farms, I continue to manage a diverse range of plant, equipment and operational assets within a large agricultural environment. My responsibilities include coordinating the servicing and maintenance of tractors, loaders and agricultural machinery used to support cropping operations across approximately 2,000 acres. In addition to managing plant and equipment, I oversee livestock operations involving up to 2,000 head of cattle and maintain essential property infrastructure including fencing, water systems, firebreaks and pipelines. This role requires strong organisational capability, practical mechanical knowledge and the ability to plan and coordinate maintenance activities across a wide range of operational assets to ensure that equipment and infrastructure remain reliable, safe and operational.
Across these roles, I have consistently demonstrated the capability to manage complex fleet, plant and equipment assets while ensuring maintenance activities support broader operational objectives. My experience in preventative maintenance planning, mechanical diagnostics, asset reliability and equipment lifecycle management has enabled me to maintain high levels of operational performance across mining, field based and agricultural environments.
Demonstrated knowledge and skills in the supervision of construction, repair and maintenance of fleet, plant and equipment
My career has provided extensive opportunities to develop strong leadership capability and supervisory experience within demanding operational environments where the reliability of fleet, plant and mechanical equipment is critical to maintaining safe and efficient operations. Across mining, maintenance workshop and field based operational settings, I have been responsible for coordinating maintenance teams, allocating technical tasks and overseeing complex repair activities to ensure fleet and plant equipment are serviced in accordance with operational requirements, safety standards and preventative maintenance schedules. These responsibilities have required clear communication, effective task delegation and the ability to guide technicians in completing maintenance work safely and efficiently while maintaining high standards of workmanship. Through these experiences I have developed the ability to support team performance, maintain operational discipline and ensure maintenance activities contribute to overall operational productivity and equipment reliability.
While working as Step Up Supervisor at BHP Area C, I was responsible for leading a maintenance team of up to twelve personnel within the auxiliary maintenance workshop. In this role I coordinated daily workflow, assigned maintenance activities and ensured technicians were deployed effectively across multiple work fronts. The workshop supported a broad range of mobile plant, heavy vehicles and mechanical assets essential to mining operations, requiring careful planning to ensure maintenance activities were conducted efficiently without disrupting production schedules.
A key aspect of my supervisory responsibilities involved identifying and prioritising urgent mechanical repairs while maintaining structured preventative maintenance schedules across workshop assets. By carefully coordinating labour resources and aligning maintenance priorities with operational demands, I was able to minimise equipment downtime and support consistent fleet reliability across site operations. I also attended regular operational planning meetings with maintenance coordinators and site supervisors to ensure workshop maintenance programs were aligned with production targets and operational requirements. My role required ongoing liaison with equipment vendors and service providers to source replacement parts, obtain technical advice and resolve equipment performance issues. Establishing strong working relationships with external suppliers enabled me to secure critical components quickly and ensure repair activities could be completed without unnecessary delays, which was essential in maintaining equipment availability within a high demand mining environment.
Earlier in my career as an Engineering Mechanical Technician at BHP Nelson Point and Redmont, I frequently stepped into supervisory responsibilities during periods when workshop leadership was unavailable. During these times I coordinated workshop activities, supervised technicians and apprentices and ensured maintenance tasks were completed safely, efficiently and in accordance with operational procedures. My ability to maintain effective communication, provide practical guidance and prioritise maintenance tasks allowed workshop operations to continue seamlessly and safely during these periods. In addition to supervising experienced technicians, I also mentored apprentices and supported Indigenous school students participating in structured work experience programs within the workshop environment. I ensured these individuals were provided with practical guidance, exposure to mechanical trade practices and a strong understanding of workplace safety requirements while working in an operational maintenance setting.
My experience supervising maintenance activities has also contributed to several practical improvements within workshop operations. For example, I introduced dedicated service trolleys for each hoist within the workshop, which significantly improved tool organisation and reduced time spent locating equipment. This initiative enhanced overall workflow efficiency and allowed technicians to complete maintenance tasks more effectively. I also played a key role in establishing a structured breakdown response crew at BHP Nelson Point to prioritise urgent mechanical failures across site operations. This initiative strengthened the workshop’s ability to respond rapidly to equipment breakdowns and significantly reduced delays associated with critical plant failures.
In addition, while managing the remote Redmont workshop for an extended period, I successfully coordinated maintenance schedules, technician workloads and resource allocation to ensure track machines and associated equipment remained operational in a remote and demanding environment. Operating in an isolated location required careful planning to ensure servicing activities, parts availability and maintenance priorities were effectively managed to prevent equipment downtime. Through structured maintenance planning, proactive supervision of technicians and clear communication with operational teams, I ensured servicing and repair activities were completed efficiently and in full compliance with site safety procedures and operational standards. This approach helped maintain consistent equipment availability and reliable performance of critical track machines supporting ongoing site operations.
These experiences have enabled me to develop well established leadership capabilities and a comprehensive understanding of the importance of effective supervision within maintenance environments. I recognise that successful supervision requires clear communication, sound technical knowledge and the ability to foster a culture of safety, accountability and teamwork among maintenance personnel. Through my leadership roles and technical experience, I have consistently demonstrated the ability to coordinate maintenance teams, supervise repair activities and ensure fleet and plant equipment remain reliable, compliant and capable of supporting operational requirements.
Well-developed interpersonal and oral communication skills and experience in effective liaison and negotiation with internal and external parties, with the ability to apply analytical skills to resolve complex technical or contractual issues
Effective communication and stakeholder engagement have been fundamental to my success in operational and maintenance roles. Many of the environments in which I have worked involve complex operational requirements where clear communication between technicians, supervisors, contractors and equipment suppliers is essential to maintaining safety, productivity and efficient maintenance coordination. Working within high risk operational environments has reinforced the importance of providing clear technical information, listening to the perspectives of operational teams and ensuring that maintenance priorities are understood across all stakeholders involved in daily operations.
Throughout my career with BHP I regularly liaised with operational teams, contractors and equipment suppliers to coordinate maintenance activities, source technical advice and resolve mechanical issues affecting plant and equipment. These interactions required the ability to communicate technical information clearly while ensuring that all parties understood maintenance priorities, operational risks and required repair timeframes. For example, when I introduced dedicated service trolleys within the workshop environment, I first consulted with technicians and supervisors to understand the operational challenges associated with tool accessibility. After analysing workflow patterns and identifying inefficiencies, I proposed a practical solution that would improve workshop organisation. By engaging team members in the implementation process and incorporating their feedback, I ensured the new system was accepted by the team and effectively integrated into daily workshop operations, resulting in a more organised and efficient maintenance environment.
Similarly, the establishment of the breakdown response crew at BHP Nelson Point required close collaboration with maintenance teams, supervisors and operational personnel to redesign repair prioritisation processes and strengthen response coordination. I facilitated discussions with workshop staff and supervisors to identify the most common causes of delays when responding to critical equipment failures across the site. Through structured consultation and open communication with colleagues, I was able to develop a coordinated response framework that clearly defined priorities and responsibilities during breakdown situations. This approach improved communication between maintenance personnel and operational teams, enabling urgent mechanical issues to be addressed more quickly. As a result, response times to equipment failures improved, operational disruptions were reduced and overall maintenance responsiveness across the site was significantly strengthened.
Another example of stakeholder engagement occurred while coordinating maintenance activities within the remote Redmont workshop. Operating in a remote environment required regular communication with operational supervisors, supply teams and maintenance personnel to ensure that required parts, tools and labour resources were available when needed. By maintaining clear communication with these stakeholders and providing updates on equipment status and maintenance schedules, I was able to ensure servicing tasks were completed efficiently while minimising disruption to site operations.
My work within offshore drilling environments also required strong interpersonal communication and teamwork capabilities. While working with OMS Drilling and Wilcraft Offshore, I operated within multicultural teams across several international locations including South Korea and New Zealand. These operational environments brought together personnel from diverse cultural and professional backgrounds, requiring clear communication, mutual respect and strong teamwork to ensure tasks were completed safely and efficiently. Working within these teams strengthened my ability to communicate technical information clearly, listen to the perspectives of others and contribute positively to collaborative problem solving. These experiences enhanced my capacity to build effective working relationships with colleagues, supervisors and contractors while maintaining professionalism and cooperation in high pressure operational environments.
A further example of effective communication occurred while supervising Indigenous students undertaking structured work experience placements at the BHP workshop. In this role I provided practical instruction, explained workshop safety procedures and guided students through basic mechanical tasks to help them develop practical skills and confidence within the workshop environment. I ensured that instructions were delivered clearly and in a supportive manner, allowing students to understand both the technical requirements of the tasks and the importance of maintaining safe work practices. This experience required clear, patient communication and demonstrated my ability to mentor and engage with individuals at different stages of their professional development while supporting a positive learning environment within the workshop.
In addition to interpersonal communication, my roles frequently required the application of strong analytical problem solving to diagnose mechanical faults and determine effective repair strategies across complex equipment systems. Troubleshooting mechanical failures across drilling rigs, pump systems and heavy vehicles required a structured and methodical approach, including systematic analysis of mechanical components, operational performance and equipment behaviour. This process often involved collaborating with other technicians to share technical insights and collectively identify the root causes of faults. For example, when complex mechanical issues occurred across heavy vehicles or pump systems, I worked closely with maintenance personnel to analyse mechanical symptoms, review equipment performance data and assess potential causes of failure. Through careful diagnosis and coordinated teamwork, we were able to implement targeted repair solutions that restored equipment functionality and ensured operational performance was maintained.
By combining strong technical knowledge with effective communication and analytical thinking, I have consistently been able to resolve complex mechanical issues, coordinate maintenance activities and support operational teams in maintaining equipment reliability across mining, offshore and field based environments. These capabilities have enabled me to contribute positively to team performance while ensuring maintenance activities are aligned with operational requirements, regulatory obligations and strict workplace safety standards across complex and high risk operational environments.
Evidence
My work across mining, offshore and maintenance environments has required the consistent preparation and maintenance of technical documentation, inspection reports and equipment service records. Accurate written documentation is essential for maintaining compliance with safety regulations, tracking equipment performance and supporting effective preventative maintenance planning. In operational environments where equipment reliability and safety are critical, clear written communication ensures that maintenance activities, faults and servicing requirements are properly recorded and communicated to relevant personnel.
While working with BHP, I was responsible for maintaining detailed service records for heavy vehicles, mechanical equipment and fire suppression systems. These records documented inspection results, servicing schedules, fault identification and completed maintenance activities, ensuring that all equipment servicing complied with operational safety standards and regulatory requirements. Maintaining these records enabled maintenance teams and supervisors to track the service history of critical assets and ensure preventative maintenance activities were completed within required timeframes.
In my role overseeing the Redmont workshop, I maintained detailed parts inventory records and equipment servicing logs to ensure all maintenance activities were accurately documented and workshop resources were effectively managed. As the Engineering Mechanical Technician responsible for overseeing operations within the remote Redmont workshop, my position required a high level of accountability for coordinating maintenance activities and ensuring equipment reliability. Maintaining these records required consistent attention to detail and the ability to track servicing schedules, parts usage and equipment performance across multiple assets. By regularly reviewing inventory records and service histories, I was able to identify frequently used spare parts and anticipate upcoming equipment servicing requirements. This proactive monitoring enabled spare parts to be ordered in advance and ensured essential components were available when required. As a result, delays associated with parts shortages were reduced and maintenance activities could be scheduled more efficiently, supporting reliable equipment availability and improved maintenance planning across the workshop.
Clear written documentation was also essential when escalating equipment faults or safety concerns to supervisors and operational teams. When identifying mechanical failures or potential safety risks, I prepared concise written reports outlining the nature of the issue, potential operational impacts and recommended corrective actions. This ensured that maintenance priorities were clearly understood and that appropriate repair actions could be scheduled promptly to minimise operational disruption. For example, when recurring faults were identified in pump systems used within dewatering operations, I documented equipment performance data and servicing history to support discussions with maintenance supervisors. By presenting clear written records of equipment behaviour and repair history, the team was able to identify the underlying mechanical issue and implement targeted maintenance actions that improved equipment reliability.
I am proficient in the use of Microsoft Excel and other Microsoft Office applications for maintaining maintenance records, monitoring equipment servicing schedules and organising operational data effectively across multiple operational environments. Excel has been particularly valuable for tracking equipment inspections, monitoring spare parts inventory levels and maintaining structured documentation that supports maintenance planning and operational decision making.
My experience maintaining detailed maintenance documentation demonstrates my ability to communicate technical information clearly and accurately through written reports, ensuring that maintenance teams, supervisors and operational personnel have access to reliable information required to support safe and effective equipment management. By recording inspection findings, service histories and maintenance activities in a structured and consistent manner, I help ensure that equipment performance can be monitored effectively and that emerging issues are identified early.
Completed a trade certificate in a vehicle related or engineering aligned trade
I have completed a Diesel Fitter Apprenticeship through Bunbury TAFE, which provided a strong technical foundation in diesel engine systems, mechanical engineering and heavy vehicle maintenance. This qualification has supported my work across mining operations, offshore drilling environments and agricultural settings, enabling me to diagnose mechanical faults, perform complex repairs and maintain a wide range of fleet and plant equipment. In addition to my trade qualification, I have completed several professional training programs including Appointed Person Section 44 certification, confined space entry, working at heights, gas testing accreditation and high risk work licences covering dogging, forklift operation, vehicle loading cranes, non-slewing cranes and elevated work platforms.
I have also undertaken specialist training relating to the installation and maintenance of fire suppression systems. This training enabled me to complete annual servicing and quarterly inspections of fire suppression systems installed across heavy vehicles and earthmoving equipment at BHP operations. Through this work I ensured that fire suppression systems remained fully operational and compliant with safety requirements designed to protect personnel, equipment and operational environments. These inspections also involved identifying potential system faults, conducting preventative maintenance and ensuring all systems were maintained in accordance with site safety procedures and manufacturer specifications.
Furthermore, I have partially completed a Certificate IV in Conservation and Land Management, reflecting my interest in environmental stewardship and sustainable land management. This qualification aligns with the objectives of the Department of Biodiversity, Conservation and Attractions and provides additional knowledge relevant to managing equipment and infrastructure within environmentally sensitive environments. Combined with over fifteen years of practical mechanical experience, my trade qualifications and ongoing professional development provide a strong foundation for contributing effectively to the Fleet Technical Officer role.
SELECTION CRITERIA
Community Safety Support Officer | Whitehorse City Council
I bring a highly developed and well-rounded capability across regulatory administration, customer service excellence and operational support, enabling me to contribute immediately and effectively to the Community Safety team at Whitehorse City Council. With over fifteen years of experience operating within structured, compliance-driven environments, I have developed a strong capacity to deliver accurate, timely and accountable outcomes while maintaining strict adherence to legislative and organisational frameworks. I offer a professional, solutions-oriented approach, underpinned by exceptional attention to detail, sound judgement and the ability to manage complex and sensitive enquiries with confidence and integrity. My ability to engage constructively with stakeholders, combined with a strong commitment to continuous improvement and service excellence, positions me to add meaningful value to Council’s objectives in community safety, compliance and customer experience.
Demonstrated experience in administrative support within a regulatory environment and strong customer service skills, with the ability to provide clear and accurate advice: I bring over fifteen years of extensive experience across government, compliance and high-volume customer service environments, demonstrating a highly developed capability in delivering administrative support within complex regulatory frameworks and achieving accurate, customer-focused outcomes. In my roles with Services Australia and the National Disability Insurance Scheme, I was responsible for processing substantial volumes of documentation, maintaining detailed compliance records and providing clear, structured and accurate advice to customers navigating complex legislative and policy requirements. I consistently interpreted and applied policy, verified supporting documentation and ensured that all outcomes aligned with legislative and organisational standards. This experience has strengthened my understanding of governance, accountability and procedural integrity, while reinforcing my ability to communicate complex information in a clear, accessible and professional manner that supports informed decision-making and positive customer outcomes.
Strong interpersonal and communication skills with the ability to work collaboratively: My interpersonal and communication skills are highly developed, enabling me to engage effectively and professionally with internal teams and external stakeholders across diverse cultural, social and organisational backgrounds. I have consistently worked within collaborative, multidisciplinary environments where effective coordination, clear communication and shared accountability were critical to achieving high-quality service delivery outcomes. I adopt a respectful, articulate and solutions-focused communication style, ensuring that information is conveyed clearly, accurately and appropriately across face-to-face, telephone and written channels. I have demonstrated a strong ability to build and maintain productive working relationships, fostering trust, cooperation and mutual understanding. My collaborative approach supports a positive and inclusive team culture, while contributing to consistent, efficient and customer-focused service delivery outcomes.
Well-developed organisational and time management skills: I possess highly developed organisational and time management skills, demonstrated through my ability to effectively manage competing priorities within high-volume, fastpaced and deadline-driven environments. At Services Australia, I was responsible for managing a substantial and complex caseload that required structured workflow management, accurate prioritisation of urgent matters and strict adherence to legislative timeframes and service standards. I consistently delivered precise and high-quality outcomes within required timeframes by implementing disciplined planning strategies, maintaining clear oversight of all tasks and proactively monitoring progress against deadlines. My methodical and structured approach ensures that administrative processes are completed efficiently, while focusing on accuracy, compliance, attention to detail and overall service quality.
Demonstrated ability to effectively de-escalate challenging situations and manage conflict in a calm, professional manner: A key strength of my professional capability is my ability to effectively de-escalate challenging situations and manage conflict in a calm, measured and professional manner, even within high-pressure and emotionally charged environments. Across my roles, I have consistently handled complex enquiries involving vulnerable individuals, service disputes and compliancerelated concerns, often requiring a high degree of sensitivity, discretion and emotional intelligence. By applying active listening, empathy and clear, structured communication, I have been able to diffuse tension, clarify misunderstandings and guide conversations towards practical, fair and compliant resolutions. I remain composed under pressure, exercise sound judgement and maintain a consistently professional approach, ensuring positive outcomes while upholding organisational standards, procedural integrity and stakeholder confidence.
Experience using systems such as Pathway, HPE Content Manager and Microsoft Office, with the ability to quickly learn new applications and processes: I bring highly developed technical proficiency across a broad range of systems and applications, including Microsoft Office, Salesforce, SAP and integrated CRM platforms, enabling me to manage records, process transactions and maintain data accuracy with a high level of efficiency and precision. My experience within government and compliance environments has required the consistent use of multiple systems simultaneously, ensuring real-time data integrity, accurate record keeping and adherence to governance and audit standards at all times and across multiple operational functions. While I have not directly utilised Pathway or HPE Content Manager, I have a proven ability to rapidly learn and adapt to new technologies and operational systems. I am confident in my capacity to quickly become proficient in these applications and contribute effectively to administrative, compliance and record management processes from the outset, ensuring continuity, accuracy and efficiency in service delivery.
SELECTION CRITERIA
Administrative Officer, Administrative Assistance Enhancement Program | Townsville Community Learning Centre
SUPPORTS STRATEGIC DIRECTION: Demonstrated knowledge, or ability to rapidly acquire knowledge, of departmental administrative policies, practices and procedures used in schools, particularly human resource and financial processes.
Throughout my administration work spanning 20 years including reception, customer service, finance and secretarial work, I have a highlevel knowledge of administrative systems, processes and operations with significant experience with the Department of Education. Additionally, I have acted as Executive Assistant to the General Manager and Chairman for the Hawkesbury Nepean Catchment Management Authority. During my tenure as an Administrative Officer for Mundingburra State School and Townsville Community Learning Centre, I am accountable for receipting cash payments in the Finance Home Page of One School as well as entering purchase orders and invoices into the Accounting program. Committed to ongoing learning and development, I have gained proficiency in invoicing accounts payable and receivable functions in One School and have utilised my initiative to learn this program via self-directed learning. I understand the importance of attention to detail, remaining clear and precise with entering account codes, GST component, description and the supplier needs to match the invoice. Thriving under pressure, I am adept in processing invoices whilst often answering the phone with a parents enquiry or dealing with a matter in the reception area or replying back to a teacher or staff member on the 2-way walkie talkie with the ability to multitask and balance competing priorities.
Previously as an Administrative Officer in the Program Development Team for the Hawkesbury Nepean Catchment Management Authority, I was responsible for company petty cash, staff mobile phone accounts and banking needs which needed to be completed weekly and journelled into SAP. Additionally, I was solely responsible for servicing of the fleet vehicles and monitoring log sheets, regularly preparing invoices for payments into our SAP financial system, creating and changing vendors, running reports for expenditures using allocated WBS job numbers, cost centre codes and account numbers as requested by various staff and the Program Manager. Moreover, I was responsible for the end of financial year audit with our asset register, running reports from SAP regard ing WBS job numbers for expenditures, budgets for new financial year and monitoring spending.
As a Projects Officer for G&B Services, the company held a tender valued at $ 2 million with Roads & Maritime Services for the installation and maintenance of NSW Flashing School Zones which expired in 2015. There were over 2900 installation and maintenance repairs to the flashing school signs that need to be managed. Positive outcomes were achieved as I successfully managed the installation of these projects working collaboratively with the Project Manager and 24 field staff to complete the project within nine months.
In my work as the Acting Catchment Officer for Smart Farms Hawkesbury Nepean Catchment Management Authority, I was tasked to coordinate signed agreements that came back from the Landowner, checking that documents were signed correctly, then passed these onto the Catchment Coordin ator for approval. Once approval was granted, they were them forwarded onto the General Manager for further approval signed on behalf of the CMA. I worked in a small team for Smart Farms and processed a high volume of invoices, producing $1-2 million purchase orders in SAP. I achieved excellent results in this extremely busy role and maintained accuracy and efficiency.
ACHIEVES RESULTS: Performs under direction, with the capacity to develop, organisational skills and ability to manage multiple tasks, prioritise work demands and meet deadlines.
Well organised and efficient, I maintain a flexible approach with the ability to work on multiple tasks simultaneously, handle interruptions, competing deadlines and changing priorities I have the ability to work under strict time frames and pressure in a high-volume work environment in my current and various positions within Government Departments. To optimise my time management, I use various tools to organise and prioritise my work including the Outlook diary, reminders and to-do list. I have readily worked without direct supervision, organising my workload and tasks independently, remaining dedicated, flexible and adaptable at all times. In my work as a School Officer, I maintain excellent organisational and time management skills due to the various tasks I am required to effectively carry out ranging from reception, meeting and greeting students, assisting the Deputy Principal with enquiries and assisting the Business Manager with accounts and financial enquiries. Moreover, I assist teachers and other staff in relation to administrative tasks and materials needed for students and classroom activities. Furthermore, I support class teachers who need assistance with the behaviour management team. If the room buzzer goes off, I promptly radio for assistance to the specific classroom and a call to the classroom needs to be made to clarify and check that they need assistance. I then advise the teacher that the behaviour team is on the way, communicating information clearly across to all departments.
In my previous work as a Project Officer for G&B Services, I was solely responsible for booking of NSW School Flashing Zone jobs out of the live website which is linked back to Roads and Maritime Services (RMS). Determined to meet objectives, I worked closely with Project Managers from RMS to monitor bookings, changes to installations and maintenance repairs, updating components and resolution notes detailing what is required by RMS for the entire school zone flashing signs across the state Drawing upon my strong leadership skills, I managed 12-field staff closely as the information I provided to them need ed to be accurate regarding when they are out with their iPad in remote locations installing signs. The information I provided was sourced from the “LIVE” website, therefore attention to detail was extremely important. All bookings for repairs and installations needed to be uploaded into OSTENDO and provided to relevant staff. This was extremely high-volume role with 100-150 installations and repairs occurring weekly. Hence, I handled numerous competing priorities that needed to be addressed daily, effectively demonstrating high-level administrative skills to be able to manage all tasks on a daily basis.
SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS: Capacity to coordinate office administration systems and contribute to the effective operation of a team providing quality school services.
Developing and sustaining productive internal and external relationships, I anticipate and ensure responsiveness to stakeholder needs and building a positive rapport with a diverse workforce in multicultural settings The Deputy Principal approved RAT tests to go home with students. To keep track of who has gone home with one. I have made up a spreadsheet to enter in the child’s name, covid symptoms, classroom, outcome of the test positive or negative. Always making sure that all absences are entered in the system One School immediately. I always follow up with the teacher the outcome and result of the test advising them and keeping them informed is extremely important. This always helps the administration team know how many tests have been handed out and how many we have left in case we need more from regional office. On a daily basis, I assist other team members of the school with this situation. Answering incoming calls and face to face enquiries in relation to new enrolment enquiries, student absences, late arrivals and early departures. Every child is important in the school system and needs to be accounted for. Being a proactive team member is important for the smooth efficient running of the office. Ordering office supplies for teachers to assist with classroom activities. Checking the stock once it has arrived and forwarding onto the classroom. Signing of on paperwork and following thru with invoice payment, following all financial codes and procedures. Assisting Deputy Principal with urgent matters that may arise during the day that being phoning a child’s parent and directing the call to the Deputy or arranging a meeting with a student and parent to meet with the Deputy. Being able to efficient and assist with their matter helps the school to run smoothly. The deputy has an extremely important stressful job and all assistance helps them.
I have led, supervised and directed exceptional teams with a proven track history of cultivating relationships and building a strong team culture of motivated team members, whilst driving productivity and performance. Whilst leading and developing individuals and teams, I provide direction and feedback whilst motivating, influencing and engaging team members in the achievement of goals. Previously as the Tuckshop Assistant for St Clare’s Catholic School, I performed higher duties as Acting Tuckshop Convenor, with responsibility for managed four volunteers. I set-up a roster and developed a new system, allocating each volunteer with a set task to complete which included cooking in Bay 1. The second volunteer was cooking in bay 2, the third and fourth volunteers completed packing and cleaning duties. I held a morning meeting with all volunteers to advise the tasks for the day, outline the workload whilst they were on duty. Under my leadership and supervision, the tuckshop operated in a highly efficient manner with no problems or issues. All lunches were out on time for first break then again for second break. At the end of the day, everyone was exhausted from the workload but extremely happy with the outcome. I presented the new system and roster to the Principal and it was approved. When the Tuckshop Convenor returned from leave she was impressed with the changes I implemented and the positive systems I implemented which were permanently in place.
DISPLAYS
PERSONAL DRIVE AND INTEGRITY: Works with supervisor to review and develop systems and services to meet the needs of a changing organisational environment.
Modelling the highest levels of professionalism, integrity, accountability and ethical behaviour, I uphold relevant professional codes of ethics and practice, providing a high level of honest and impartial advice, whilst leading by example in ethical behaviour. I strictly adhere to the Department of Education policies and procedures, keeping up-to-date with current legislation and Departmental Acts to ensure the correct information is provided to the general public or staff members. Currently as Administrative Officer for Townsville Community Learning Centre, I developed and implemented a system to arrange a meeting spot for the P&C Committee meeting to be held every 4th Friday in the F Block. I created a large sign which is displayed in the foyer so all parents can see it and attend the P&C Committee meetings. Whilst performing finance tasks such as invoicing, I keep updated with all changing policies and procedures to maintain accuracy and compliance, consistently adhering to government legislation and informing staff of any changes to policies and procedures
In my early career as a Customer Service Officer with Services Australia in a high-pressure call centre environment, I was assigned to provide timely, professional customer service to the general public in relation to a broad range of government payments. The correct CRN number needed to be entered into the government system along with the correct identification check prior to commencement of any queries were able to take place. Moreover, I consistently ensured all calls were carefully monitored and recorded, remaining extremely vigilant regarding conversations that took place and the information that I provided. I received exceptional feedback from customers and supervisors for providing exceptional service and support, whilst strictly following all Australian Public Service policies and procedures.
COMMUNICATES WITH INFLUENCE: Demonstrated interpersonal and communication skills both written and oral including the ability to communicate messages clearly and concisely, to deliver quality service outcomes for the school community.
Communicating clearly and professionally with influence and credibility, I possess highly developed written and verbal communication skills with broad experience engaging and collaborating with internal and external stakeholders at all levels. I possess highly developed written communication skills with the ability to produce a diverse array of documentation with the capacity to express facts clearly and concisely with information presented professionally to the targeted audience. Drawing upon my professional written skills, I have compiled reports, drafted correspondence, submissions, letters, memorandums, briefing notes, agendas, minutes and prepared spreadsheets in Excel My high-level verbal communication skills have enabled me to professionally manage enquiries over the counter and telephone as a Receptionist, Administrative Officer, Finance Officer, Events Coordinator and Projects Officer.
In my current role as Administrative Officer at Townsville Community Learning Centre, I utilise my verbal and written communication skills on a daily basis. For example, I am responsible for listening carefully to parents and carers who call to advise of collection of a student or an absence. In these instances, I ensure that the correct student from the classroom is updated in the One School program and it is critical that every student is accounted for at all times in line with the DoE policies and procedures. Moreover, I readily communicate with internal and external stakeholders including school and departmental staff, parents, students, and community members, providing information and advice in line with school policies, demonstrating empathy, emotional understanding and support.
STATEMENT
Business Analyst | Position No: 022724 | Department of Justice
As a skilled Business Analyst, I am eager to play a pivotal role in driving performance improvement and advancing strategic business priorities within the Financial Governance branch at the Department of Justice. Collaborating closely with a diverse range of stakeholders, I am dedicated to implementing best practices across Finance, catering to the evolving needs of the Directorate and Divisions. My responsibilities span the entire project lifecycle, from analysis and planning to development, implementation, and review of business processes. By ensuring the successful delivery of projects, I contribute significantly to enhancing operational efficiency and achieving organisational goals. With my expertise, I am poised to make a transformative impact on the financial landscape, driving growth and innovation within the organisation. Moreover, as someone intrigued by this opportunity and driven by a proactive mindset, I bring a proven track record of implementing improvements across processes and systems. My detailed knowledge of the systems development lifecycle and business systems implementation across multiple systems further strengthens my ability to navigate complex challenges and deliver tangible results. If you are seeking a dedicated professional who is ready to make tangible contributions to the Financial Governance branch at the Department of Justice, I invite you to consider my application.
Shapes and Manages Strategy: Adept in shaping and managing strategy, I possess the ability to understand my department's objectives and how they align with the broader whole-of-Government agenda. I excel at comprehending the strategic direction and objectives of my business unit, as well as identifying various factors that could potentially impact our work plans and operational goals. Drawing on information from a diverse array of sources, I leverage my analytical judgment to dissect findings and derive valuable insights. I operate within established guidelines, utilising my decisionmaking prowess to incorporate outcomes into meticulously crafted work plans. In essence, my proficiency lies in navigating the strategic landscape, ensuring alignment with organisational goals, and making informed decisions that drive success.
With my expertise in system implementation, I have amassed a wealth of hands-on experience overseeing the entire process, from initial requirements gathering to system configuration and comprehensive end-user training. One notable example of my success in this area is my pivotal role in implementing a robust project management system, which resulted in a remarkable 30% increase in project delivery efficiency. During my involvement in the integration of the IMIS - Calista Integration project at Murdoch University, I encountered various challenges and opportunities to showcase my system implementation prowess. As interest from multiple clients surged, it became evident that significant changes to existing business processes and the implementation of new procedures were necessary to ensure project success. To navigate this complex landscape and achieve positive outcomes, I employed a highly organised approach, meticulously handling the requirements of ten clients simultaneously. Central to my success was the implementation of a structured framework consisting of six key steps: (1) gathering requirements, (2) analysing requirements, (3) documenting requirements, (4) obtaining sign-offs on requirements, and (5) monitoring and tracking requirements throughout the project lifecycle. By adhering to this systematic approach, I was able to effectively manage customer needs and ensure seamless coordination across all stages of the project. My adept management of client requirements did not go unnoticed, as I received commendation from the management team for my ability to successfully navigate customer needs while ensuring alignment with project objectives. This acknowledgment underscores my commitment to delivering exceptional results and my capacity to excel in complex system implementation initiatives. Through my demonstrated expertise and track record of success in system implementation, I am poised to make a significant impact in any project or organisation, driving efficiency, effectiveness, and excellence in every endeavour.
On one occasion, I identified a significant inefficiency where staff were spending excessive time using Excel to produce management reports containing updated details about donors, alumni, and marketing metrics. This bottleneck in the reporting process meant that management couldn't access reports on-demand, leading to delays and inefficiencies. Recognising the need for improvement, I took initiative to streamline this process and update the system to enable management to generate reports whenever required. Utilising my spare time and expertise, I conducted a thorough analysis of the system while managing other job tasks. Through this analysis, I discovered that I had query functionality permissions within the system. Leveraging a sandbox environment, I experimented with modifying queries and generating reports to test the feasibility of my proposed solution. Upon confirming the efficacy of the new queries, I sought and obtained approval from management to implement these changes in the production environment. The implementation of this system improvement had significant positive impacts. Management gained the ability to access reports quickly, facilitating more informed and timely decision-making. Additionally, the elimination of manual Excel work for staff freed up valuable time and resources, avoiding the need to engage external consultants and incur additional costs. Furthermore, during my involvement in the Integration Project, I was tasked with obtaining data reports of all external donations using business intelligence tools such as Power BI. Drawing on my expertise in data analysis and modelling, I created robust data relationships within the Power BI data model, enhancing the accuracy and usability of the reports generated. These experiences highlight my ability to shape and manage strategy effectively by identifying inefficiencies, proposing innovative solutions, and implementing changes that yield tangible benefits for the organisation. I am eager to apply these skills and drive strategic initiatives at the Department of Justice.
Achieve Results: Demonstrating proven expertise in achieving desired results and outcomes as an accomplished Analyst, I excel at assessing the performance of projects and programs, meticulously identifying areas for improvement and suggesting changes to guarantee positive outcomes. My inherent flexibility allows me to seamlessly adapt to day-to-day changes in priorities, ensuring that I remain focused on achieving objectives regardless of shifting circumstances. I am dedicated to supporting projects through to completion, ensuring that quality remains at the forefront of every aspect of my work. My commitment to excellence drives me to consistently deliver results that exceed expectations and contribute to the overall success of the team and organisation.
I successfully reconciled sales data and customer information details from the CRM system with financial reports data related to revenue and accounts receivables. Through diligent analysis, I identified a critical discrepancy within the CRM system attributed to duplicate customer names. Recognising the importance of resolving this issue, I promptly alerted the software developers and advocated for the implementation of functionality to detect and eliminate duplicate data, thereby enhancing data accuracy and system efficiency. My ability to detect and address issues was further demonstrated through continuous monitoring of system operations, which led to the discovery of critical issues and proactive solutions. Management acknowledged my proactive approach and entrusted me with the responsibility of overseeing business systems operations, confident in my ability to ensure accurate and efficient system functionality. Additionally, I have a proven track record of developing task plans with measurable milestones to deliver objectives with agreed priorities. This systematic approach ensures clarity, accountability, and progress tracking, resulting in successful project outcomes.
During my tenure as a Business Analyst at Murdoch University, I was tasked to interview stakeholders to identify and address issues with a cumbersome business process. Through stakeholder collaboration and analysis, I uncovered inefficiencies in manual data collation processes and proposed a solution leveraging existing database resources. This initiative not only streamlined reporting processes but also empowered stakeholders to make well-informed and timely decisions without the need for external solutions. The success of this system improvement initiative resulted in significant time savings and increased productivity among staff, freeing up resources for more strategic and value-added tasks. These experiences underscore my ability to achieve results, drive meaningful change, and deliver tangible outcomes in business analysis and system management roles. I am eager to bring these capabilities to the Department of Justice and contribute to its success.
Builds Productive Relationships: Highly skilled in building and sustaining productive relationships, I possess the capacity to effectively network and establish enduring connections with key stakeholders, team members, and other staff within the agency. I prioritise consultation and open information-sharing with my team, actively seeking input from others when necessary to enrich our collective understanding and decision-making. Encouraging contribution and fostering engagement are integral to my approach, as I recognise the value of diverse perspectives in achieving optimal outcomes. I am adept at acknowledging and respecting different views, ensuring that stakeholders are kept appropriately informed throughout the process. In essence, my ability to cultivate strong relationships and foster collaboration enables me to effectively navigate complex landscapes and drive success in my role.
Throughout my career, I have consistently demonstrated a strong ability to engage with stakeholders and build proactive relationships, facilitating successful project outcomes and system improvements. For instance, during the integration of the IMIS vs Calista project, I took on the responsibility of designing the data dictionary in collaboration with the Calista team, ensuring alignment and understanding across teams and management. I approached discussions diplomatically, utilising the DevOps platform to convey design and solution ideas in an understandable manner. This proactive engagement led to the successful implementation of the project, with the final stages of process implementation underway.
Similarly, in my role as a Business System Analyst at Murdoch University, I was entrusted with identifying and addressing issues in a cumbersome business process. Through stakeholder interviews and thorough analysis, I proposed and implemented a solution that streamlined reporting processes, significantly reducing time and resource requirements. This initiative not only empowered stakeholders to make well-informed decisions but also freed up staff for more productive tasks. Impressed by my previous successes, I was later tasked with the Integration of IMIS and Calista Systems project. By engaging with stakeholders, identifying system issues, and proposing effective solutions, I successfully implemented a data dictionary platform, resolving data duplication issues and improving task efficiency. This initiative also led to cost savings through the consolidation of data and reduction in access license costs.
During my tenure as an IT Project Coordinator at Trading Oceans Pty Ltd, I undertook the pivotal responsibility of reconciling sales data and customer information details from the CRM system with financial reports data pertaining to revenue and accounts receivables. Through meticulous analysis, I uncovered discrepancies within the CRM system data, pinpointing the root cause to be the duplication of customer names. Recognising the urgency of rectifying this issue, I swiftly devised a solution and proposed it to our software developers. My proposal involved implementing a sophisticated function within the system to detect and eliminate duplicate data, thereby streamlining operations and ensuring data integrity. Thanks to my intuitive approach and proactive problem-solving skills, management held me in high regard and entrusted me with greater responsibilities. With their confidence in my abilities, I was tasked with taking ownership of business systems operations. Through diligent oversight and attention to detail, I ensured that the systems functioned effectively and efficiently, meeting the organisation's operational needs and objectives. These examples serve as a testament to my capability to navigate complex challenges, propose innovative solutions, and drive positive outcomes in business analysis and system management roles. I am enthusiastic about the opportunity to further discuss how my skills and experiences align with the requirements of this role with the Department of Justice.
Exemplifies Personal Integrity and Self-Awareness: I hold a steadfast commitment to adhering to the Code of Conduct in all my interactions with an unwavering dedication to integrity, professionalism, probity, and personal development, ensuring that these principles guide my actions at all times. Taking responsibility for completing tasks within designated timeframes is paramount to me, and I proactively take the initiative to progress work when necessary. I am not afraid to justify my position when challenged, and I am always open to acknowledging mistakes, learning from them, and seeking guidance and advice when needed. Furthermore, I engage with risk in a responsible manner by providing impartial and clear advice, and I am diligent in identifying and reporting potential risk issues to my supervisor. This demonstrates my commitment to upholding personal integrity while remaining self-aware and accountable in all aspects of my work.
Dedicated to fostering ongoing professional growth and staying at the forefront of industry advancements, I have invested in my education with a comprehensive array of qualifications. My academic journey includes the completion of a rigorous Master of Business Information Systems, which has equipped me with advanced insights into the intricate interplay between technology and business processes. Building upon this foundation, I have further enriched my skill set through the attainment of a Master of Business Administration, a testament to my commitment to honing strategic leadership capabilities. Complementing my postgraduate studies, I hold a Bachelor of Management & Marketing, which has provided me with a solid understanding of organisational dynamics and consumer behaviour. Additionally, I have successfully completed an Information Technology Professional Year program, further bolstering my proficiency in the latest technologies and industry best practices. Through this extensive educational background, I have cultivated a wellrounded skill set poised to drive innovation and deliver impactful results in today's dynamic business landscape.
During my tenure at Murdoch University, I spearheaded initiatives aimed at reviewing and updating existing organisational process maps. Leveraging my analytical prowess, I meticulously identified areas for improvement and adeptly revised documents to provide comprehensive visibility of ongoing processes. This proactive approach resulted in notable enhancements in operational efficiency and significant reductions in processing times. I am proud to highlight that my efforts in this endeavour were not only recognised but also commended by my manager, underscoring the impact of my contributions on the organisation's objectives and outcomes. My unwavering dedication to documenting accurate business process maps using Microsoft Visio software aligns seamlessly with my commitment to upholding standards and meeting legislative requirements. For instance, in order to meet project standards, I diligently prepared project plans, schedules, and documentation, meticulously tracking progress through all stages to ensure timely delivery while consistently meeting project objectives. Moreover, I possess a comprehensive understanding of various project management methodologies and their respective purposes, including agile, scrum, lean, waterfall, PRINCE 2, and PMBOK. Recognising the significance of agility in project management, I appreciate the collaborative nature of agile methodologies, which prioritise iterative delivery to achieve optimal outcomes.
Communicates and influences effectively: As a confident and experienced communicator, I have honed my ability to communicate and influence effectively, recognising their critical importance in achieving organisational objectives in my current and previous positions. Whether presenting to stakeholders or collaborating with team members, I have consistently demonstrated confidence and persuasion in delivering messages. Moreover, I have cultivated a knack for actively listening and adapting my communication style to resonate with diverse audiences. This approach has allowed me to engage with differing perspectives, developing compelling counter arguments when necessary. By leveraging these skills, I have successfully navigated various challenges and positively influenced outcomes in my professional endeavours.
In my current role as a System Accounts Payable Officer at MedHealth Pty Ltd, I leverage my strong written and verbal communication skills on a daily basis to effectively liaise with vendors, clients, and multi-disciplinary teams in the course of my work. My responsibilities include reviewing, processing, verifying, and reconciling all payments and expenditures, encompassing wage subsidies and invoices, using the SAGE ERP system. Additionally, I create and update Purchase Orders within the Job Ready system to ensure accurate record-keeping and procurement processes. I also address and resolve financial queries from clients, suppliers, and staff, demonstrating my ability to provide prompt and accurate assistance in financial matters. Moreover, I manage the Accounts Payable email inbox efficiently, ensuring timely responses and effective handling of incoming correspondence. By consistently employing strong communication skills and meticulous attention to detail in my day-to-day tasks, I contribute to the smooth and efficient operation of the accounts payable function at MedHealth Pty Ltd.
Summary: The prospect of stepping into the role of a Business Analyst at the Department of Justice is the realisation of a profound career ambition, igniting within me a sense of excitement and purpose that extends far beyond mere professional attainment. It is not simply a position I aspire to; rather, it represents an unparalleled opportunity to channel my skills, dedication, and enthusiasm into a field that aligns seamlessly with my deepest passions. Moreover, I am deeply committed to understanding and embodying the mission and values of the WA Department of Justice. As custodians of justice and guardians of the rule of law, the department's mission to promote a fair, safe, and just community resonates deeply with my own values of integrity, fairness, and accountability. I am dedicated to upholding these principles in every task I undertake, knowing that they are the cornerstone of our collective efforts to build a better society
I am committed to leveraging my experience and knowledge to navigate complex challenges, identify innovative solutions, and drive transformative change within the Department of Justice. By harnessing my passion for problem-solving and my dedication to delivering results, I am confident that I can make a tangible difference in advancing the department's objectives and serving the needs of the community at large. In embracing this opportunity, I embrace not only the fulfillment of my professional aspirations but also the chance to contribute meaningfully to the greater good. I am ready to immerse myself fully in the challenges and opportunities that lie ahead, knowing that each day brings with it the potential to make a lasting and positive impact.
STATEMENT
Executive Group Manager Digital, Data & Technology Solutions | Ref No: ACTtec0699 | FISHER LEADERSHIP
Investigating ways to improve effectiveness by harnessing technology and implementing continuous improvement activities, I am eager to contribute as an Executive Group Manager Digital, Data & Technology Solutions with the ACT Government as a high performing IT executive and program management professional with a Master of Business Administration. Responding flexibly to changing circumstances, deploying resources astutely and identifying optimum resourcing combinations, I create a flexible environment that enables others to meet changing demands. I have achieved exceptional results in the management of high performing teams, projects and operations in my current role as Director, Projects at the Department of Health and previously as ERP Program Advisor - Finance Transformation Program with the Department of Jobs, Precincts & Regions and Project Manager - Finance Transformation at Landcom.
As a highly experienced leader, I have successfully managed and directed large teams with a proven track history of cultivating relationships and building a strong team culture of motivated team members, whilst driving productivity and performance. Whilst leading and developing IT teams, I provide direction and feedback whilst motivating, influencing and engaging team members in the achievement of project objectives. Consulting and promoting open discussion, I encourage sharing of information amongst team members, ensuring that all personnel are kept informed of any issues or updates. Fostering teamwork by working collaboratively and cooperatively, I encourage and reward those behaviours in others. In my current role as Director, Projects at the Department of Health, I encouraged employment opportunities in supporting the Victorian Government graduate program, Learning and Development, Mentoring and Networking and Pastoral Care and Professional Support for the Oracle program I was assigned to recruit and onboarded an aboriginal graduate and an intern to work on the Oracle program. Every Friday, I facilitated a stand up for allocated to discuss about employee feedback, health and well-being. I provided on-the-job training and orientation for both, shadowed by Project Manager and Change Manager. I encouraged them to participate at workshops with Oracle and Deloitte. Under my leadership and direction, I achieved results by becoming a key member of the project team with additional responsibilities, thus creating a diversified team and financial savings.
As a high performing public service professional, I understand the organisation's direction and role within government and society including the whole of government agenda, with experience developing plans that address both current and likely future requirements Considering multiple perspectives when assessing the ramifications of issues, I seek to align business unit activities with strategic priorities. Developing the strategic direction for work area, I create a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals, communicating required actions and expected outcomes. I was tasked to deliver the replacement of an aging on-premises Oracle solution to the latest version of Oracle on cloud. I undertook extensive planning to deliver the innovative solution by de-risking the program. The current solution connected Oracle 11i with 20+ peripheral systems using a mix of standard Oracle interfaces, custom Oracle programs and TIBCO. I needed to deliver the design feasibility for the department’s complex integration without losing benefits from the current solution achieved via innovation. The Oracle ERP Cloud Payment process was configured to automatically run and we improved current “ERP Load Invoices” activity load of 1000 invoices in approximately 1 minute to 38 seconds per 1000 invoices in the Oracle Cloud.
In my experience as a high achiever, I have consistently achieved desired outcomes, liaising and negotiating with a wide range of stakeholders, providing accurate advice and holding myself personally accountable for the outcome of the continual improvement of projects and operations within my area of responsibility. I demonstrate a passion for consistently meeting and exceeding the desired level of results with a commitment to continuous improvement, maintaining a high level of focus, intensity and drive. Acting with integrity at all times, I model the highest levels of professionalism, independence and accountability, promoting and upholding professional codes of conduct, providing a high level of honest and impartial advice to clients and stakeholders, whilst leading by example in ethical behaviour. As a part of governance for the whole program, I have engaged internal auditors, quality assurance and probity both internal and external as the Chair for RFT evaluation team, following the policy and procedure guidelines
Based on the probity’s observations, they were satisfied that the process was carried out in accordance with reasonable probity expectations. As a result of my diligence and contributions, no probity breaches were observed or reported. Moreover the followed the RFT process which was fair, equitable and unbiased.
Communicating clearly and professionally with influence and credibility, I possess highly developed written and verbal communication skills with broad experience engaging and collaborating with internal and external stakeholders at all levels. In my current and previous positions, I have developed, nurtured and sustained productive internal and external working relationships, anticipating and ensuring responsiveness to stakeholder needs whilst promoting a positive culture of teamwork and co-operation. In my work at the Department of Health, I undertake collaboration and stakeholder engagement internally and with external government agencies. I am tasked to conduct the steering committee meetings with representatives from DFFH and DH departments and papers for the program, building relationships with stakeholders. I focused on understanding and delivering the program as per stakeholder’s expectations and conducted pre-briefings to the steering committee members prior to the meeting and provided ongoing updates about the program at various forums. As a result, I received positive feedback and support along with continuity in active collaboration via emails and meetings.
Maintaining a strong client focus, I understand, anticipate and evaluate client needs. Actively creating partnerships and cooperation, I actively pursue opportunities to improve outcomes and enhance service delivery. Building and sustaining relationships with internal and external stakeholders, I invest time to sustain and broaden networks. In 2020, DHHS experienced organisational transformation and machinery-of-government changes to become DH and DFFH departments. As Director, Projects I led the introduction of a Common Corporate Platform and WoVG initiatives, engaging external DPC, Digital Victoria teams along with Oracle ERP Vendor and Systems Integrators. The program became responsible for delivering projects for both DH and DFFH departments in a single instance. The steering committee expanded to bring on board the counterpart stakeholders for governance and decision making. Prior to steering committee meetings, I briefed the papers to various stakeholder groups and established other governance groups i.e. Project Control Group, Design Authority, Change Advisory Board and Shared Services Group. Communicating with influence, I engaged internal and external Probity Advisors to oversee the procurement governance. As a result the decision outcomes were at the steering committee meetings were productive and decisive to move ahead with the program. The internal stakeholders were engaged at the appropriate forums and briefed at their governance boards at corporate services. Submitted probity report to the steerco with no issues identified.
Negotiating from an informed and credible position, I have successfully led negotiations regarding contracts with external technology and service suppliers, vendor management and ensure productive relationships with ERP technology and service providers. As Director, Projects, I am accountable for RFT, Contract and Procurement Management for all programs, license negotiations with Oracle vendors, systems integrators and service providers. In accordance with procurement guidelines, I was tasked to negotiate a best and final offer for projects and services rendered. Dedicated to achieving positive outcomes, I reviewed Systems Integrator’s project plan, identified their contingencies markup and negotiated realistic timelines, their resource plan and task justification to reduce the value. In order to minimise risk the technology implementation introduced design feasibility stage before proceeding to implementation. I achieved exceptional value for money for all projects and negotiated an additional 10% discount in additional to the WoVG discount from Oracle through multiple discussions. Additionally, I secured highly experienced project resources from labour hire companies by offering long term engagements and received additional discounts on their daily rates, resulting in cost savings.
The opportunity to contribute as an Executive Group Manager Digital, Data & Technology Solutions would be the realisation of a long standing goal which I embrace with enthusiasm. I am committed to working as part of a team in the Digital, Data and Technology Solutions Group (DDTS), contributing to driving the ACT’s digital and data agenda, lead the whole of government strategic direction for ICT including cyber security, as well as provide technical, tactical and transactional support for whole of government ICT.
SELECTION CRITERIA
Lecturer, Food, Nutrition and Dietetics | La Trobe University
PhD or equivalent accreditation and standing recognised by the University/profession as appropriate for the relevant discipline areas.
I am deeply committed to continual professional development and lifelong learning in the field of food technology. My educational journey reflects a dedicated pursuit of expertise, beginning with a Bachelor of Science with Honors in Food Science and Technology. This foundational degree laid the groundwork for my advanced studies, allowing me to delve deeper into the complexities of food technology.
Following my bachelor's degree, I furthered my education by earning a Master of Science in Food Technology. This program enabled me to refine my technical skills and broaden my understanding of cutting-edge food processing and safety techniques. Building on this knowledge, I achieved a Doctor of Philosophy in Food Technology, where I engaged in rigorous research and developed specialised competencies in food biosynthesis and nutraceuticals.
Throughout my academic career, I have actively sought opportunities to expand my knowledge, skills, and capabilities. This includes participating in various workshops, seminars, and continuing education courses that keep me abreast of the latest industry developments and technological advancements. My commitment to professional growth is not only a personal ethos but also a strategic approach to contributing innovatively and effectively in my field. These qualifications and experiences have equipped me with a comprehensive skill set and a proactive attitude towards professional challenges, making me wellprepared to contribute to and thrive in dynamic and evolving work environments.
Demonstrated competence in teaching and curriculum development.
I bring a strong record of demonstrated competence in both teaching and curriculum development within the field of food science and technology. Over the years, I have developed and delivered comprehensive course materials that not only meet educational standards but also engage students in meaningful learning experiences.
As an Assistant Professor at Khalsa College, I was responsible for designing and teaching the course on the Technology of Malting and Brewing. My role included crafting the curriculum, preparing lecture materials, and implementing innovative teaching methods that enhanced student understanding and retention of complex concepts. This experience honed my ability to convey technical information effectively and adapt teaching strategies to suit diverse learning styles.
Furthermore, during my tenure at Guru Nanak Dev University, I actively contributed to the development of course outlines and content for several subjects related to food technology. My approach always involves integrating current industry practices and research findings to ensure that the curriculum remains relevant and prepares students for real-world challenges. This was particularly evident in my leadership of a project team where we revised and updated the curriculum to include cutting-edge topics such as advanced food analysis techniques and nutraceutical development.
My competence in curriculum development is also reflected in my engagement with continuous professional development activities, including attending and presenting at international conferences on food chemistry and nutrition. These experiences have kept me abreast of the latest educational trends and research breakthroughs, enabling me to incorporate such knowledge into my teaching.
In addition, I have supervised and mentored numerous students at both the undergraduate and graduate levels, guiding their research projects and advising on their thesis work. This mentorship has not only facilitated their academic and professional growth but also enriched the learning environment through the integration of research with teaching. Overall, my background in research and academia equips me with the unique insights and skills necessary for excellence in teaching and curriculum development, ensuring that educational content is both scientifically rigorous and pedagogically sound.
Evidence of high quality and/or high impact research conducted and published or otherwise disseminated, relative to opportunity.
My proficiency in planning and executing high-quality scientific research is evidenced by my significant contributions to a project focused on formulating texture-modified diets for patients suffering from dysphagia. This critical work involved creating diets standardised using the International Dysphagia Diet Standardisation Initiative (IDDSI) framework. The diets incorporated traditional food components known for their high antioxidant activity, which are crucial for patient health and recovery. To ensure these diets met both nutritional and physical requirements, I meticulously studied the relationship between viscosity and texture. This involved sophisticated techniques such as electromyography to measure muscle activity during swallowing, texture profile analysis to assess food consistency, and viscometry to determine fluidity.
Additionally, I conducted extensive analyses of antioxidant activity using methods such as ABTS, FRAP, DPPH, and TPC, ensuring a comprehensive evaluation of the diets’ efficacy. A unique aspect of my approach was the adjustment of food textures using healthful liquids instead of water, which presented significant challenges in balancing nutritional value with appropriate physical properties. This innovation not only met the specific dietary needs of dysphagia patients but also contributed significantly to advancing understanding in the field of food science and nutrition.
The impact of this research has been profound, enhancing scientific knowledge of food texture and compatibility, and improving dietary options for those with swallowing difficulties. I am confident that my expertise and experience in conducting high-impact research will be highly beneficial to the academic and scientific community at ECU.
My profound expertise in Food Science is clearly demonstrated through my extensive scholarly research and publication record. My work has been featured in several leading multi-disciplinary, peer-reviewed journals, underscoring my deep understanding of current industry trends and my dedicated effort to push the boundaries of knowledge in this field. These publications are not merely a reflection of my competence but also a testament to my active commitment to advancing scientific inquiry and application in Food Science. Below is a detailed outline of my record of publications, each of which contributes significantly to the discourse in our field:
Navdeep Singh Sodhi, Bhavnita Dhillon, Deepak Bhagat, Priya Gupta, Amritpal Kaur, Shivangi Sharma, and Zakir Showkat Khan (2024). Formulation of functional liquid diets under IDDSI levels 0 to 2 for dysphagia patients: Physico-chemical, sensory, antioxidant, and electromyographic oral processing analyses. Dysphagia. (Accepted)
DS Brar, A Kaur, V Nanda (2023). Mung and Adzuki Bean Sprouts. Advances in Plant Sprouts.
Bhavnita Dhillon, Navdeep Singh Sodhi, Dilpreet Singh and Amritpal Kaur (2022). Analyses of functional diets formulated for dysphagia patients under the International Dysphagia Diet Standardisation Initiative (IDDSI) level 3 to level 7 Journal of Food Measurement and Characterisation.
Amritpal Kaur and Dalbir Singh Sogi (2020). Influence of development stages on the physicochemical properties of black carrots (Daucus carota L). Cogent Food and Agriculture.
Amritpal Kaur, Dilpreet Singh, Harpreet Kaur and Dalbir Singh Sogi (2018). Drying characteristics and antioxidant properties of Java plum seed and skin waste. Journal of Stored Products and Post Harvest Research, 9(4):36-43.
Amritpal kaur and Dalbir Singh Sogi (2016). Effect of osmotic dehydration on physico-chemical properties and pigment content of carrot (Daucus carota L) during preserve manufacture. Journal of food processing and preservation.
Demonstrated ability to supervise, or co-supervise, honours and postgraduate students.
My academic and professional journey has afforded me substantial opportunities to supervise and co-supervise a range of honours and postgraduate students, demonstrating my capability and commitment to fostering academic growth and research excellence among students. During my tenure as an Assistant Professor at Khalsa College, I actively mentored both undergraduate and graduate students, guiding them through complex research projects, thesis preparation, and academic development. My role involved not only providing academic instruction but also offering personalised mentorship to enhance their research skills, critical thinking, and practical application of theoretical knowledge.
Additionally, while serving as a Research Fellow at Guru Nanak Dev University, I was instrumental in supervising students engaged in high-level research projects. This included overseeing their experimental design, data analysis, and the overall execution of their research strategies, ensuring adherence to scientific rigor and ethical research practices. My supervision helped students to publish their findings in peer-reviewed journals, thereby contributing to the scientific community while enhancing their professional profiles.
My approach to supervision is characterised by a supportive and collaborative ethos. I believe in empowering students by involving them in decision-making processes related to their projects, which promotes a deeper understanding and ownership of their work. This philosophy has been pivotal in successfully guiding students through their academic pursuits, from honours projects to doctoral dissertations. These experiences underscore my proven track record in effectively supervising and co-supervising students across various stages of their academic careers, preparing them for successful outcomes in their respective fields.
High level organisational skills with the ability to set priorities, meet deadlines, initiate and follow-up actions, all with minimal or no supervision.
I have demonstrated high-level analytical and conceptual skills daily in the planning and organising of workloads, managing and developing processes, identifying and analysing facts, developing workable solutions or recommending corrective action. During my academic research work, I have analysed Food Samples for various physico-chemical and antioxidant tests as well as processing of Qualitative and Quantitative data from raw data. Data was processed using software Acknowledge (EMG) and Minitab (Statistics) and the texture of food was recorded using EMG technique but at the same time texture was observed using Texture Profile Analyser to extract accurate results.
High level verbal and written communication skills, including the ability to interact effectively with people from a diverse range of backgrounds.
I bring a superior command of both verbal and written communication skills, honed through extensive professional interactions with a diverse range of stakeholders. My ability to communicate with clarity, influence, and credibility has been a cornerstone of my success in engaging with colleagues, clients, and partners from varied backgrounds. In written communications, I excel in creating detailed, well-structured documents tailored to the needs of the target audience. I adeptly adjust tone, content, and style to ensure clarity and ease of understanding, whether drafting technical reports, policy documents, or user manuals. My written materials consistently receive positive feedback for their precision and accessibility, reflecting my commitment to effective information dissemination.
Verbally, I am known for my clear, engaging speaking style and my ability to convey complex information in a manner that is easy to grasp. This skill has been particularly valuable in settings ranging from staff training sessions to high-stakes negotiations, where my strategic communication has facilitated understanding and consensus among parties.
TARGETED QUESTIONS
Investigations Coordinator | Motor Unit, Financial Crimes Squad, State Crime Command
QUESTION 1:
The effective management and coordination of multiple investigations, with often varying levels of risk and complexity, is a key function of an Investigations Coordinator. How would you ensure this at the Motor Unit?
Throughout my career with the NSW Police Force spanning twenty-four years, I have led complex and protracted criminal investigations at the PAC and the State Crime Command. I am dedicated to ensuring the effective management and coordination of multiple investigations, with varying levels of risk and complexity in the Motor Unit. To achieve investigative outcomes, I would strategically balance operational and corporate risk; instigate loss of time sensitive evidence or evidence opportunities; measure against teams objectives and the Motor Unit’s business plan. I would work diligently to maximise disruption to Organised Crime Networks and in general to accommodate the public’s best interests whilst undertaking considerations for the safety of the public, encompassing actual/physical and perceived public perceptions.
My experience providing effective management and coordination of multiple investigations in the Motor Unit can be demonstrated in my previous contributions whilst managing the Ryde PAC, Proactive Crime Team. As the Team Leader, I directed, mentored and managed a team of twenty-four junior investigators, responsible for running many criminal investigations. In this role, I guided and directed the team to carry out ongoing investigations into a large crew of offenders responsible for over thirty car thefts, mainly via break and enters to steal car keys. Under my leadership and direction, the junior investigators targeted offenders through normal investigative strategies such as fingerprint analysis, canvassing the local area and through proactive measures including bail checks, person searches and police interaction. As a result, the criminal group were dismantled. They were eventually all charged and bail was refused. In NSW, the penalty for stealing a motor vehicle carries up to 10-years prison under section 154F Crimes Act 1900 (NSW)
As the Investigation Coordinator, Detective Inspector at the Fraud Unit in the Financial Crimes Squad State Crime Command, I managed numerous investigations including a serious organised fraud operation which involved obtaining over twenty cars. Using a strategic approach, I worked diligently to balance the risk to these cars continuing to be stolen by fraud, and their potential use in violent offences to gather evidence for a prosecution, i.e. disruption vs prosecution. Positive outcomes were achieved as the offenders were successfully arrested and charged, ceasing the criminal syndicate. While the Strike Force was known as SF ONSITE was a top priority for the investigative team, I simultaneously managed other Strike Forces being investigated and I successfully ensured they were all appropriately staffed. As I determined that SF ONSITE presented the greater risk, this was prioritised
In my substantive position as OIC of SF TRONTO (Perinal Bushfire SF), I led several investigations on serial bushfire lighting offenders, resulting in several people charged over the past year. I utilise high-level risk management skills to make strategic decisions which allows offences to potentially continue until we obtain sufficient evidence to charge the offenders. I carefully weigh ed up risks to public safety and ensure al required contingencies are put in place with firefighting authorities such as Fire & Rescue NSW and NSW Rural Fire Service to optimise safety whilst achieving prosecutions.
QUESTION 2:
Demonstrate how you have leveraged on your professional relationships with internal or external stakeholders to deliver an efficient and effective operational outcome.
Since the commencement of my career with NSW Police Force in December 2000, I have established, maintained and leveraged professional relationships with internal teams including other districts, State Intelligence Commands, Deputy Commissioners as well as external stakeholders including the Australian Federal Police, Fire and Rescue NSW, NSW Rural Fire Service and other agencies. I collect, analyse and disseminate intelligence related to high-volume crime, serious crime, organised crime, major events and public order, working closely with other law enforcement agencies and partners to ensure the effective sharing of information and intelligence.
In my current role as Detective Sergeant Arson Unit, I have been actively involved in negotiations between the NSW Police and Rural Fire Service (RFS) on two Memorandum of Understandings (MoU) in relation to (i) investigation of fires and (ii) information sharing. Additionally, I manage the RFS Liaison Officer who is embedded within my office during the bushfire season. Working collaboratively, we ensure information flow and keep updated with current trends in fire/arson and newly identified hot spots to identify potential new serial arson offenders. Whilst working with the RFS Liaison Officer, focused on delivering effective operational outcomes, I have identified several serial arson hotspots which has led to the successful arrest of offenders.
Additionally, I played an instrumental role as a key member of the working party between the Arson Unit and NSW State Coroner to develop the new Coronial reporting criteria for fires in NSW. This was successfully developed and subsequently I prepared a report to the NSW Police Executive to endorse the new reporting criteria into the NSW Police Handbook i.e. Master Policy Document. I re-wrote the Fire Section of the handbook to be more contemporary and assisted Police Commands in fire investigation. These initiatives were all endorsed and successfully adopted by the Executive into the NSW Police Handbook.
While relieving as the Investigations Coordinator, Detective Inspector at the Fraud Unit, Financial Crimes Squad for five months, I participated in MoU negotiations with ASIC which was already partially underway. Furthermore, I participated in monthly meetings and information sharing with ASIC, contributing as the NSW Police single point of contact with ASIC and managed the formal information sharing between the two organisations. Moreover, I utilised an influential approach to negotiate access to the Australian Financial Crimes Exchange (AFCX) for the Financial Crimes Squad, which is a database of fraud information on offenders and accounts. Positive outcomes were achieved as we obtained access to AFCX, which aided in crucial information gathering for the Financial Crimes Squad.
In the majority of my investigative and leadership roles over the past two decades, I have coached and mentored colleagues, providing guidance, advice, support and feedback. In many cases staff members were recently transferred from another PAC and were unfamiliar with the process adopted at State Crime level, and complexities involved in investigations. I ensured that staff were aware of the mandate of the unit and responsibilities when responding to investigations by providing support and directing them to information.
STATEMENT
SharePoint Developer/Administrator | Position No: PN885 | Great Barrier Reef Marine Park Authority
I am eager to make a valuable contribution to the Great Barrier Reef Marine Park Authority as a SharePoint Developer/Administrator, offering a Bachelor of IT (Computing & Networking), strong IT background and a broad range of relevant skills, knowledge and experience In my employment with Glencore over the past four years, I am responsible for administering our SharePoint 2016 & 2019 on premise environment, consisting of eight site collections and utilised by over 5000 users. Furthermore I am currently assisting in the administration of our SharePoint 2016 and 2019 farms which consists of 20+ servers including testing, development and production environments. Additionally, I have demonstrated a high of proficiency using SharePoint Designer 2010 and 2013, ShareGate, MS SQL (Microsoft SQL) and SSMS (SQL Server Management Studio).
Working with SharePoint comprises around fifty percent of my current role as a Level 3 Applications Support, therefore I am interested in undertaking a role with a stronger, full-time focus on SharePoint administration as I am passionate about working with SharePoint. I have demonstrated the ability to teach users about SharePoint and how to successfully use it to help the business to solve problems. Furthermore, I believe this role as a SharePoint Developer/Administrator would enable me to considerably expand my current skills and knowledge which would translate positively to the wider business users and organisation. Additionally, I was raised in North Queensland where the Great Barrier Reef resides. Therefore, I understand the importance of this natural asset to our economy and environment and would love to be part of your organisation which protects a large part of Australia's Great Barrier Reef from damaging activities, whilst supporting a wide range of uses, including commercial marine tourism, fishing, ports and shipping, recreation, scientific research and Indigenous traditional use. Moreover, I am always excited to learn more about the latest technologies and how they can integrate with SharePoint such as MS teams, SharePoint online and hybrid configurations as well as PowerBI.
Dedicated to creating an environment for success, I initiate and communicate high level priorities whilst investigating and creating opportunities to enhance the achievement of organisational objectives. I believe the ability to achieve results is based on an individual’s drive to perform and excel at requirements and necessary tasks. In my current role as Level 3 Applications Support at Glencore our supply and logistics team had a vendor create a custom Excel workbook which imported training dates from our ERP system and displayed them as a calendar. Unfortunately, the calendar was sitting in a SharePoint library and couldn't be set to automatically refresh the data and it needed to be refreshed every 25 minutes. Determined to devise a workable solution, I liaised with our business objects team to have the import data sent to a network drive location where I used a scheduled task to run a PowerShell script that automatically opened and refreshed the calendar’s data. I then used the SharePoint API to re-upload the calendar into the SharePoint library so it could be viewed in an Excel viewer web part. The business owner of the calendar was extremely pleased with my efforts and was thankful his team no longer had to considerable time manually updating the calendar multiple times a day.
I am often tasked to provide guidance, support and judgement on effective strategies to utilise our IT systems with SharePoint. On one occasion our business engaged a vendor to build a new Document Management System (DMS) in our current SharePoint 2016 environment. The vendor requested that we would need a test and development environment to replicate our production SharePoint environment. Determined to achieve objectives, I suggest that our IT department was going to move to SharePoint Server 2019 in 12 month’s time so it would make sense to create our dev/test environment in SharePoint 2019 rather than our current 2016 environment for future proofing. Furthermore, I suggested an opportunity to save on servers by building a three farm SharePoint solution for test then turn it into a production environment once its completed by adding back more servers. After obtaining approval from my Supervisor, the vendor is now currently building the new DMS solution on a new SharePoint Server 2019 farm which will enable IS&T to save time with migration from 2016 to 2019 in the future.
I am confident in my ability to develop basic and advanced SharePoint artefacts, including web parts, custom fields, custom lists, views, content types, sites and sub-sites, lists, libraries and web services. Our General Manager wanted to perform an intranet refresh on our Central Services department sites which consisted of 40 subsites. The refresh included reviewing site content, creating new homepages and reviewing site permissions. I was tasked to contact and liaise with Site Administrators and Superintendents throughout the course of their site fresh to assist with the technical aspects and offer suggestions on best practice. In order to achieve objectives, I started gathering information on duplicate, unused documents, lists and libraries by running reports with a product called ShareGate.
I collated these into an Excel document and shared this with each site owner asking them to review and highlight content to delete, archive or keep, as well as confirming who the content owner was and to review permissions of their content. Custom SharePoint groups were created for varying permission levels and were set with naming standards. Additionally, I started creating custom page layouts using SharePoint designer with zones specific for the homepages as requested. I built a custom CSS style sheet which was also used to style the new pages and utilised various out of the box lists, such as promoted lists, contacts lists to name a few which would allow site owners to easily manage their own homepages. Furthermore, I created a PowerShell script to help speed up the bulk creation of new pages and list templates across the sites. Weekly meetings were set with the site owners to ensure ownership of the tasks were met and a checklist of items were completed each week to ensure the project stayed on track. During the project, I observed some site owners didn’t possess a good understanding of SharePoint, hence I used my initiative to teach them site administration fundamentals, which was mostly undertaken remotely via Skype sessions as well as creating documentation for them to follow. Positive outcomes were achieved as we successfully refreshed and remediated the SharePoint site within project timelines. I received positive feedback from my managers and was awarded as ‘Employee of the Month’ for my efforts.
Throughout my IT career, I have provided specialist technical and information security support and advice to maintain compliance with the Information Security Manual. On one occasion, Human Resources noticed some users had been added to a document library they shouldn’t have access to. Early on in my experience at Glencore, I had no knowledge at the time about SharePoint auditing. I investigated solutions and found it needed to be turned on and turned on the features that facilitated auditing on all site collections. Moreover I ran reports to review permissions on all sensitive sites, HR and finance. Furthermore, I went ahead to remediate permissions violations, confirming with site administrators and recommended version control was set on sensitive lists and libraries. Additionally I sent an email notification to HR and finance site administrators to outlining steps on how to keep their sites secure. The business was confident that their sites had been remediated and were now secure.
I have developed, nurtured and sustained productive internal and external working relationships, anticipating and ensuring responsiveness to stakeholder needs whilst promoting a positive culture of teamwork and cooperation. Upon commencing as an Applications Support Analyst, I was tasked to take over the IT administration of our Zinc Finance team’s forecasting software, TM1 Cognos. A key aspect of this responsibility was the facilitation of our weekly team meeting between myself, the Zinc Finance Power Users and our application’s vendor. The meetings had deteriorated and our finance team and vendor, due to the loss of our previous IT administration The Finance team and vendor were frustrated with each other due to the lack of communication, hence tickets were taking too long to be completed. I was tasked to improve the relationship between IT, Zinc Finance and our vendor I set about getting access to our vendor’s ticketing portal and gained an insight into all pending tickets and compared them to our internal tickets. I organised a meeting with our power users and went through the list updating comments on ages tickets, setting priority on important tickets and closing off any duplicate or completed tickets. After a few months, ticket volumes decreased, resulting in cost savings to our finance team. The relationship between IT, Zinc Finance and the vendor improved and I received positive feedback from the team for my efforts.
I have the capacity to provide end user training, reporting and advice in relation to electronic document records management systems and other general end user services. At Glencore, I was approached by our General Manager’s Personal Assistant as they sought advice on building a travel request system in SharePoint for our FIFO workers. The key objective was to create a cheap, faster and easier alternative than their current paper based process that was easy to manage. The system needed to handle multiple employee travel requests, different approval workflows and sound security and make it easy for site administrators to manage and audit. I set about creating multiple lists which utilised a parent child relationship and custom workflow set with logging and different approval steps for each business rule process. I utilised some custom front end libraries to style parts of the form and list which made it easier to display. I ensured version control and auditing was enabled to act as a proof of and setup custom security groups for administrators, approvers and users and enabled item level permissions so only end users could see and edit their own requests. Additionally, I set-up custom views and an administration section. Following completion, the General Manager and his Personal Assistant personally wrote personally to my IT department manager praising my for efforts and how I’d save them time and money. The Personal Assistant expressed how helpful I was with not only building the system, but helping her to learn how it worked and training throughout the process. She was so pleased with my training that she requested if I could run a session with her and some colleagues as she found it much more beneficial than the current vendor which trains them.
I believe that that my training, knowledge, skills and experience would be well utilised as a SharePoint Developer/Administrator at the Great Barrier Reef Marine Park Authority, with a commitment to performing all position requirements to a high standards.
TRANSITION FROM CARE OFFICER
Department of Territory Families, Housing & Communities
Demonstrating key contributions as a Social Worker, Child Protection Practitioner, Team Leader & NDIS Coordinator, Senior Case Manager, Residential Support Worker and Youth Officer, with extensive experience in the Northern Territory over the past six years, I am eager to make a valuable contribution as a Transition from Care Officer. Tertiary qualified, I have attained a Bachelor of Social Work, Graduate Certificate in Developmental Trauma, Certificate IV in Mental Health, Certificate IV in Disability and Diploma in Community Welfare and I am a member of the Australian Association of Social Workers. I am confident that my knowledge and experience in contemporary child and family welfare practice, principles and service delivery trends which includes the area of transition from care would be well utilised by the Department of Territory Families, Housing & Communities.
I possess strong experience and knowledge of contemporary child and family welfare practice, principles and service delivery trends particularly in the area of transition from care. Highly skilled in case management including complex needs assessment, I was tasked to prepare a response to child protection reports at Territory Families, case manage a family in a remote community in Alice Springs with AOD and DVO who caused risk and detrimental effects on their children, then mitigate the risk. Dedicated to protecting the children, I case managed the family, working with other external services, maintaining a collaborative approach to mitigate risk to their children. As a result, I successfully case managed the family and coordinated a collaborative response which effectively mitigated risk to the children. My ability to mitigate the risk was achieved by working with the family using tools and risk assessments such as Safe and Together Model, Sign of Safety, Safety Planning whilst working together with services in the community. As a Child Protection Practitioner at Territory Communities, I have worked with culturally and linguistically diverse communities, where I case managed 12 to 21 year old young people who have been in Australia less than two years. I was tasked to case manage and provide a community response to youth in Auburn LGA, NSW and proceeded to connect them to community services to meet their needs in the areas of welfare and wellbeing needs. Positive outcomes were achieved as I supported displaced clients to navigate local, state and federal government services to meet their specific needs.
As a confident and influential communicator, I have gained high-level oral, written and interpersonal communication skills, with the ability to effectively negotiate outcomes. As a Case Manager at Links Youth and Disability Services, I worked with a multidisciplinary team to execute statutory care for children in care. This entailed case conferencing with Social Workers, Psychologists, Psychiatrists and other specialists regarding statutory care of children to execute instructions and recommendations in terms of medication, behavioural plans and other requirements. I ensured that the recommendations were implemented in the group home i.e. appointments attended, medication administered, behaviour management plans implemented and oversaw all stakeholders were kept up to date to ensure the utmost safety and well-being of the child.
In my current and previous roles, I have effectively developed and maintained collaborative relationships with a range of internal and external stakeholders. Previously as a Community Project Officer at Auburn Youth Centre (AYC), I worked closely and collaboratively with external agencies and implemented a program to improve outcomes for the community relating to youth disengagement and crime. Based on the evidence that I collated, I recommended that AYC take a two-pronged approach, conducting an after-school Capoeira martial arts group at the centre and running a Drumbeat group within local schools. I observed that one stakeholder was not meeting deadlines or providing updates as required, hence I engaged the service provider representative in courteous and open communication, to ensure that service delivery was not impacted. As a result, the program was effectively completed on time and we successfully worked with the young people to comprehensively address the identified issues.
Maintaining a high level of initiative, I have reviewed and developed systems, processes and programs/services to address identified needs. I achieved positive outcomes for NDIS participants and the Scheme in remote regions across Alice Springs with the capacity to respond to and prioritise competing and often urgent requests in a calm and efficient manner while also maintaining high work standards and accuracy, readily managing confidential and sensitive information. In my work as a Team Leader for the Wayside Chapel, I was delivered and oversaw programs to improve quality of life, remove barriers and reduce isolation. It was my responsibility to ensure that services we provided were within budget, balancing the need to ensure sufficient staffing levels without overspending in terms of materials or human resources. In addition to managing our onsite café, showers and caseworkers, I ensured that there were around four different activities underway during each shift to engage our clients. I utilised community resources such as counselling and community welfare students and our volunteer list, whilst balancing the needs of the clients with available resources.
Throughout my work in community services environments, I have demonstrated experience in implementing individual and team professional development strategies. As Team Leader for the Wayside Chapel, I was required to deliver and oversee a range of programs to improve quality of life, remove barriers and reduce isolation. Persuasive, confident and capable, I have held numerous lea dership responsibilities with a high level of competency in leading, managing, training, mentoring and coaching team members to achieve optimal results and service standards. It was my responsibility to ensure that services we provided were within budget, balancing the need to ensure sufficient staffing levels without overspending in terms of materials or human resources. In addition to managing our onsite café, showers and caseworkers, I ensured that there were around four different activities underway during each shift to engage our clients, I utilised community resources such as counselling and community welfare students and our volunteer list, whilst frequently drawing upon my own creativity to keep things lively and fresh, thus balancing the needs of the clients with the resources available to provide quality services. Previously as a Child Protection Practitioner, I mentored and supported Child Protection Practitioners - Professional 1 and other colleagues, especially when travelling interstate and act as Team Leader as required. Moreover at Wayside Chapel, I managed around fifteen staff and volunteers, overseeing the entire service afterhours. Additionally in my work as a Senior Case Manager at Lou’s Place, I managed the entire service including staff of five people whilst ensuring smooth operations. Moreover, I oversaw the daily running of the service, including the effective and efficient case management of client’s files, ensuring accuracy at all times.
SELECTION CRITERIA
Senior Management Accountant | Position Number: FNS094 | Redland City Council
1. Demonstrated knowledge and experience in the interpretation and application of accounting principles, methodologies and legislation required to provide services in the areas of management accounting and reporting at an organisational and service unit level and by working directly with the business and other parts of Finance provide customer focused financial support and associated services that will assist in achieving corporate goals.
I have gained an advanced understanding of accounting principles, standards and methodologies whilst studying a Bachelor of Commerce (Accounting & Economics) and throughout my employment in various accounting roles over the past 20+ years in the public service, local government and corporate sector. I possess a sound knowledge of Generally Accepted Accounting Principles (GAAP) consisting of basic accounting principles and guidelines, detailed rules and standards issued by FASB and generally accepted industry practices. Dedicated to lifelong learning and professional development, I have consistently expanded my accounting skills and knowledge as demonstrated in the progression into senior roles such as Management Accountant, General Manager and Finance & Administration Manager. Furthermore I am a Member of the Chartered Accountants Australia and New Zealand and attending the Future CEO Program which aims to develop the financial, strategic, communication and leadership abilities required to manage an organisation effectively.
I have sound experience in the interpretation and application of Australian Accounting Standards. The AASB and legislation plays an important role in developing and maintaining high-quality financial reporting standards for all sectors of the Australian economy, and contributing to the development of global financial reporting standards, thereby contributing to underlying confidence in financial reporting and capital markets. In my current and previous accounting roles, I have provided high level financial advice, planning, budgeting and management reporting across all units and departments of the organisation, which has entailed providing high level analysis and strategic advice for senior management in order to enhance financial performance and investment decisions. Furthermore I support the team with cash flow forecasting to feed into the entities working capital decision making process.
I have demonstrated a high level of expertise in management accounting and reporting in accordance with relevant statutory requirements of the Australian Accounting Standards and all related government legislation and regulations with entities including companies, trusts, government and local government organisations. In order to assist business units and other parts of Finance in achieving corporate goals, I regularly produce scenarios of various variables to analyse the functionality, productivity and profitability of the business. Throughout my extensive accounting career, I have managed a broad range of financial accounting services with a high level of expertise in financial reporting, management accounting and reporting at entity level in accordance with relevant statutory requirements of the Australian Accounting Standards and all related government legislation and regulations with entities including companies, trusts, government and local government organisations. I have gained a sound knowledge of the laws which govern how businesses interact with their suppliers, customers and other businesses to protect consumers, the environment and the community together with the promotion of fair trading and competition.
In my previous role as a General Manager at Highsun, I am involved in tracking internal cost for various business processes to help the business in making decisions related to production, operation and investment in the market. I analyse the efficiency of the budget, the cost of operations, market trends and recommend appropriate action to be taken including lifting financial capability across the organisation.
At Manukau City Council, I was involved in budgeting while preparing the Council’s Long-Term Community Council Plan annual budget for the Financial Transaction Unit of $4.3 million. Additionally at Steggles, I produced weekly and monthly forecasts across two sites, undertaking cost analysis, producing budgets and management reports from several units within the organisation for the processing of 17 million birds a year. Optimising cost efficiency focus on packaging, ingredients and labour, identify costs, specification changes and identify opportunities, providing insights and feedback to the Business Excellence team. Controlling and managing reports, producing weekly costs, yield and KPI’s for the whole of Queensland State. I was responsible for driving the improvement and integration of cost, financial and manufacturing systems. During this time I used Oracle for payroll, assets and accounts which included the creation and continuous review of the corporate asset management plan with stakeholder engagement across the business to maintain efficient accounting practices and accuracy in accounts.
2. Proven track record of staff management skills in leading and building capacity; ability to motivate, delegate and achieve objectives with a proven ability to support management in order to satisfy service requirements and standards, improve cost efficiency and achieve continuous improvement of services.
I have consistently utilised an influential and persuasive approach to provide leadership in managing and promoting diversity, fairness and ethics in the workplace which has included educating others on principles, plans and practices whilst overseeing compliance. Remaining composed rather than confrontational or defensive, I have the ability to identify common ground and use a diverse range of perspectives to generate mutually beneficial solutions in negotiations with internal and external stakeholders. Persuasive, confident and capable, I possess strong leadership skills with expertise in staff leadership, training, motivation, performance appraisal with the capacity to oversee and coordinate smooth and efficient day to day operations.
Whilst managing multi-disciplinary teams, I have the ability to influence others and instil a positive work culture, promoting an environment of teamwork and cooperation and providing leadership in implementing participative decision making. Demonstrating a sound understanding of negotiation position and a clear grasp of key issues, likely arguments and areas for compromise, I have negotiated with the ability to influence others and frame arguments persuasively. These skills have been utilised when negotiating terms and pricing with suppliers and dealing with debtors in relation to considerably overdue accounts, where I have been able to devise workable solutions and devise payment terms to recover outstanding debt despite obstacles. Having contributed as an integral member of the management team, I have supported business owners and executives in the development, delivery and management of customer relationships and the continued improvement of services. I have actively contributed to efficient and improved operations and played a key role in developing and maintaining documents such as accounting manuals, procedures, operational guidelines and work instructions in consultation with management to meet service-level agreement requirements.
As a General Manager with Highsun Express Seeds Pty Ltd, we recruited a new Accountant, Kim. As she had no previous experience working in the horticulture industry, she was required to learn the operations of a new industry and also learn two ERP systems as we implemented a new Microsoft Dynamics AX system the same day she commenced her employment. I was tasked to plan and manage the ERP system going live through all stages and also train the new Accountant with day-to-day operations, dealing with customers and suppliers as well as monthly reporting through to the end of financial year transactions. Determined to achieve desired results, firstly I developed a clear strategic plan, outlining the person’s responsibility for implementing certain areas of the plan. Additionally I set goals and objectives to monitor Kim’s progress and facilitated team meetings to discuss the objectives. I arranged that Kim would not be involved with the implementation of the new system for the first month, instead she would start by first learning the roles of her team members i.e. accounts receivable, accounts payable, payroll, inventory etc. She shadowed the team members for a week to understand their roles and would be their backup should they be on leave.
This strategy enabled me to have the time to test that the new system mirrored the old one, before I needed to train and support her in the more advanced aspects of her role. Having designed and implemented a plan, it was easier to monitor the implementation of the plan, thus enabling me to make decisions based on the results. When goals were achieved, I acknowledged and communicated Kim’s progress. Under my leadership as General Manager, excellent results have been achieved. I have encouraged and supported team members to step up and work very well together. By understanding each other’s roles, the customers and suppliers always deal with informed staff which helps to achieve the continuous improvement of our services at Highsun. I managed to complete training of the full role on time with no delays. As Kim and I worked extra hours, Kim met all her requirements and will be able to complete the end of financial year financials for the external auditors this year as well as prepare the budgets required with minimum assistance. Furthermore this equipped Kim together with the rest of her team to satisfy Highsun’s service requirements and standards.
Furthermore, I worked through all company expenses and introduced a rule that I had to approve all purchases and expenses before any personnel could spend money, hence I eliminated costs such as training for the IT people for courses that weren’t relevant to their work. Communicating with influence, I explained that we are a wholesale nursery and we needed to pay for training, but for relevant roles such as training for the growers. The previous two to three years approx. $30k per year was spend on IT training. Under my guidance we reduced costs by around 10% and reduced the debtor’s days down from 105 days to an average of 45 day over a 2 year period. The business achieves continuous improvement of services through the development of effective professional relationships between teams and units that are based on the creation and delivery of customised information and support that improve customer satisfaction.
3. Demonstrated interpersonal skills and broad communication skills, including influencing skills, ability to support, coach and mentor colleagues in finance and accounting topics and experience in cultivating and sustaining strong business relationships with key stakeholders.
As a confident and experienced communicator, I possess high level oral and written communication skills which can be demonstrated throughout my employment history over the past 20+ years across various industries where I have liaised with internal and external stakeholders verbally and in writing including customers, management, suppliers, colleagues, government and external organisations. I consistently seek to understand the audience and tailor my communication style and message accordingly, whilst listening carefully to others to ensure their views have been understood. I possess a keen eye for detail, an understanding of how processes work and how to quickly and efficiently resolve problems through process analysis and systematic thinking.
My high level communication and interpersonal skills have been developed through liaising with internal and external customers as an Accountant and as External and Tax Auditor. Working at the Inland Revenue Department I’ve taken on additional roles such as acting Team Leader and Training Co-ordinator, while team leaders were on leave and the Training Co-ordinator was on secondment for a year. In addition to my workload, I used to also support, coach and mentor colleagues in finance and accounting topics. I also trained new staff the auditing module. Furthermore as evidenced in my involvement in the implementation of a new ERP system Microsoft Dynamics AX 2012 at Highsun, I used verbal and persuasive communication to train and introduce new processes to Finance and Customer Service teams together with Sales and Marketing Managers and Directors which was an extremely rewarding experience.
In the majority of my roles I coached and mentored colleagues, providing guidance, advice, support and feedback. I support the development of the less experienced colleagues through everyday work schedules, passing on knowledge and guidance until the person is confident or capable enough to carry on with their duties without oversight. In Manukau City Council and the IRD the mentoring was often structured around fulfilling standards, such as performance management targets. I have an open door policy, motivating staff to approach me when needed. In my role as a Manager it is important for staff members to have a support person to discuss concerns in order to reduce stress and maintain service levels which encouraged a positive work environment.
As a Lecturer of accountancy papers at tertiary colleges, I demonstrated an extensive and detailed knowledge of accounting principles, standards and methodologies. Furthermore I facilitated lectures on accounting systems such as CBA and MYOB. Whilst lecturing at Crown institute, I revised their course and associated material, consequently upgrading their Business Administration course from a Level 3 to Level 4 on the New Zealand Qualification Framework.
I have demonstrated experience negotiating with a range of stakeholders at all levels when I worked at the Inland Revenue Department where I interviewed people from various walks of life when conducting audits. I currently communicate with a range of stakeholders including business owners, staff, managers, external customers, suppliers, banks, insurance companies, auditors, the ATO and Bio Security Officers. I adjust my communicative language to meet stakeholders at their level, whether it is an auditor, using accounting terminology or a grower using plain language. I have further proven my negotiating and influencing skills when I was involved in the negotiation of the Enterprise Bargaining Agreement while working at Steggles. The union wanted workers to have 5 minutes break per hour. After costing and analysing the scenario, I proved that it will be more viable to prolong existing break times and negotiated this outcome with the union. Having 443 staff members, this negotiation saved our company thousands of dollars.
I recently intervened in discussions with two difficult customers, cultivating and sustaining strong business relationships. One was unhappy as the accounts receivable person told the customer she couldn’t purchase stock off dumps until she has paid $500 off her account that was more than 90 days old. I calmly explained that our position is solid, as per our Terms and Conditions, stating that any client with an account of 90 days outstanding or longer, no sales could be made to that person or their company unless those sales are paid for in cash and an additional amount is paid off the old account. The customer calmed down, continued shopping and dealt further with staff. The second customer was a customer that was quoted an incorrect price by one of the sales representatives. I proceeded to acknowledge the incorrect price and the customer was then very satisfied with the service he received, thanking me for my assistance.
4. Demonstrated capability to manage multifaceted financial management training projects in conjunction with day to day activities and a consistent track record in managing physical, financial and information resources to achieve cost effective services within budget parameters.
Highly skilled in financial management, I take responsibility for achieving desired outcomes, optimising cash flow, reducing expenditure, contributing to meetings, mentoring and training staff, providing expert advice, leading by example and improving workplace systems and procedures. At Highsun Express, I manage physical, financial and information resources to achieve cost effective services within budget parameters in my third year with Highsun, when I was requested to manage the importation of stock. In order for the company to improve cost efficiency and minimise costs whilst ensuring customer demands are met, they import propagation material by container loads.
Some containers are delivered to the premises and sold from Highsun’s warehouse; other containers were directly delivered to customers. As I worked through the process, I realised that we lost money as no one followed up whether the customers were invoiced after containers were dropped to their premises. I introduced a procedure that the person who issues the purchase order has to follow the movement of the container from the order right through to where it’s cleared at customs and delivered to the customer. In addition the folders were not to be closed off and filed unless copies of all invoices to customers for all goods that were on the container are in the file, unless it was taken up in our warehouse and recorded in our stock. Hence we are now confident that all revenue is recovered promptly.
In my current role at Highsun, I am continuously involved in strategic financial analysis and project analysis. Highsun consisted of two sites (Cabarlah and Ormiston) which reported combined financials and shortly after I started working for the company, I extracted the Cabarlah site figures for the previous 4 years to test the profitability of the site, thus changing the set-up of the financial system, Axapta, to create sub level reporting as well as group reports, enabling us to analyse performance of the individual sites. Business analysis revealed the Cabarlah loss was greater than expected. Consequently, we adjusted our strategic business plan and positive outcomes and improvements were achieved. The set-up of the financial system proved beneficial and I received commendations from management.
On another occasion I collaborated with Production Managers to restructure production facility to create a lean manufacturing plant to optimise production and minimise health and safety risk. Over time we managed to reduce product lines and staff numbers and we finally closed the site. This involved complying with regulations and closely monitoring corporate governance. The resulting effect was that the business improved profitability. The owners looked at a Foliage nursery that was for sale and I was tasked to analyse their financial statement from the previous 3 years and recommend investing money to buy the business. This business has doubled turnover the second year and since then grown 150% per year which is an excellent achievement.
As Accountant at Fruehauf Pacific Limited, I presented the accounts via board reports and performed projects analysis. Prior to commencing a project, I undertook project costing and examined all costs and/or problems. Utilising my initiative, I successfully upgraded the company’s payroll system to Comac and thereafter their CBA system to Greentree. Furthermore in my current role I installed a new payroll system for up to 90 staff in MYOB in 2012 and recently implemented a new AX system in 2016.
As part of my tasks in asset accounting and asset management at Highsun Express Seeds Pty Ltd, I am currently undertaking cost benefit analysis when reviewing assets and looking at new assets. We purchased a new consolidation machine which increased productivity and the company saved in wages of approximately $120k per annum. In addition I am presently looking at a new clock machine, transferring staff hours electronically which will pay for itself within one year by saving processing hours.
5. Well-developed financial systems literacy skills with a proven track record in the application and use of financial management systems and databases including the ability to produce customised reports.
Computer literate and technology savvy, I have confidently and proficiently used a range of software and systems throughout my career to date in the public service and corporate sector including: Oracle, People Soft, ACCPAC, Sage, Pastel, QuickBooks, MYOB, CBA, Greentree, Tyton, Axapta and Microsoft Dynamics AX and Asset Recording Systems including Oracle Assets module and MYOB and Access database software with the ability to learn new systems quickly and easily.
Many customised reports are produced using Access which is a popular information management tool to help us store related information together and allows us to create connections between different things via reporting, analysis and reference. Our sales reports can be run from this database e.g. by state, category or product and we have more than 3,000 products over categories such as Cut flower, Bedding, Vegetables, Herbs, Pot, Foliage and Landscape. We have different price levels in our system such a sA1 - A11 and B4 – B11. A new or small company might start on a pricing level, A1, where someone with a bigger turnover or dealing with the business for a longer time might be on a pricing level A8. Large corporate businesses are on the B-pricing levels. As our pricing system is complex, we use Access queries to upload and delete prices during our annual price increases. We first run various queries to delete the previous year’s pricing for specific product and at various levels, then uploading the new pricing as we have calculated and saved it in the correct format. Thereafter we can run reports with the new price levels for all various product lines for the New Year.
As a General Manager at Highsun Express, I utilise Axapta, Microsoft Dynamics AX, Crystal Reports, Access and use MYOB as a financial management system for the four smaller entities in the group. I utilise Axapta which is an ERP system to manage the main business processes including: purchasing, production planning and manufacturing. Additionally I utilised Axapta to integrate the various functions into one complete system streamlining the processes and information across the organisation and the system allows us to run standard reports as well as customised reports such as income statements, balance sheets, reports to show what our wages to sales ratio are and so on. The reports can be viewed, comparing budgets and previous year’s figures. In October 2016 we upgraded our seed and propagation material division of the business from Axapta to Microsoft Dynamics AX. I was extensively involved in the developing of this system to ensure we select the most relevant options to benefit our business.
Whilst working at manufacturing companies such as Gants Foods, Fruehauf Trailers and Steggles, I have worked extensively on Excel spreadsheets with mathematical formulae to perform complex data analysis and produce customised reports. At Steggles we used this for weekly and monthly uploads and reporting of statistical and dollar values to calculate and analyse costs and volumes, thus enabling us to create reports for all sites and divisions such as Primary, Deboning, Fresh Value Added, Distribution, Sales, Tray Pack, Rendering and so on.
All divisions had lists of costs summarised under headings such as primary costs that was broken down into packaging, ingredients, employee expenses, repairs and maintenance, utilities, cleaning, depreciation and other costs. The spreadsheets allowed us to create reasonableness tests and analysis on data to closely regulate profit and loss. They also helped us to confirm accuracy of figures by comparing costs and volumes with previous weeks and months as well as with budgets. We had to interrogate and write reports for all variances between actual figures, forecasts and budgets. Once accuracy had been confirmed, reports were distributed and/or published, weekly, monthly and annually.
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APS 4 Law Interpretation Officer | Job Reference: EXT_RDR_1234_21 | Australian Taxation Office
As a compliance-focused ATO professional with a comprehensive legislative knowledge, I am eager to undertake new challenges as a Law Interpretation Officer as an experienced Service Delivery Officer and Client Engagement Officer (Higher Duties), working in line with the ATO’s strategic direction, Customer Service Charter and the APS Values.
In my work as a Client Engagement Officer, I performed higher duties for four months, interpreting and applying legislation when reviewing Fairer Taxation Excess Concessional Contributions (FTECC), discretion applications and determining clients eligibility, consistently exercising good judgement. I needed to clearly understand taxation rulings, PSLA and ATO FTECC procedures and create cases if clients’ applications passed validity checks. I performed preliminary research by reviewing client’s tax records and evidence provided, contacting clients to gather further information, requesting additional information or evidence. I then reviewed all evidence, legislation and utilised sound judgement to determine whether the client’s circumstances met criteria for special consideration. I maintained accurate, thorough records of all client interactions to ensure transparency and integrity was maintained. I was commended by my Team Leader for case management and record keeping. Additionally, I successfully actioned multiple cases and provided fair decisions to clients in line with legislation. I left this position with the Client Engagement Group early as I received an offer for a non-ongoing contract in Client Account Services.
My experience providing well-articulated verbal and written advice in relation to legal, taxation or superannuation matters can be evidenced in my work as a Client Engagement Officer. Once decisions were made for a client’s discretion application, I contacted them via phone to advise of the likely outcome, drawing upon my high-level communication skills to clearly explain relevant legislation. During our consultation, I tailored my explanations to the client’s understanding and responded to any concerns until the client was satisfied and felt the decision was reasonable, even if it wasn’t in their favour. After conversing with the client, I issued a formal letter which outlined all the facts of the case and reasons for the decision, including citations to relevant case law and legislation. Due to my thorough and client-centric approach, positive outcomes were achieved as clients obtained a greater understanding of legislation and increased confidence in ATO’s decision making process, even in instances when decisions were unfavourable.
I demonstrated a committment to upholding the utmost fairness for all clients and ensuring a positive overall experience at the ATO during my tenure as a Client Engagement Officer, building ongoing relationships with others to resolve and prevent disputes. In this higher duties role, I liaised with clients and their representatives, working collaboratively with ATO Technical Officers to review discretion applications and resolve cases. Whilst reviewing discretion cases, I showed empathy and understanding to client’s individual situations and worked closely with them to negotiate time frames for information to be provided and the type of information we could accept. If information was received late, missing or didn’t meet ATO requirements, I contacted clients to advise them and provided clients with sufficient opportunities to resubmit evidence. I placed a high level of importance on considering the client’s full circumstances, accommodating their needs and assisting them as much as possible to provide a positive, seamless experience. When faced with unusual client situations, I always consulted a Technical Officer for advice regarding actions to take and how to achieve optimal outcomes for the client. As a result, in cases where clients received unfavourable outcomes and discretion wasn’t applied, clients still expressed sincere appreciation for the time, assistance and understanding they received.
I maintain a flexible approach with the ability to work on multiple tasks simultaneously, handle competing deadlines and priorities within desired timeframes. As a Client Engagement Officer, I reviewed discretion applications, selecting cases from work trays and managed five to ten cases simultaneously. I strived to resolve cases efficiently as I recognised clients awaited outcomes and I was dedicated to contributing positively to the team. As a result of my initiative and time management skills, I was recognised as amongst the top three performing Case Officers in the team and received commendations from my Team Leader for the number of cases I completed. Furthermore, I was requested to train new officers on HD after three months.
PRE-SCREENING QUESTIONS
Project Support Officer, Partnerships and Impact | Cancer Institute NSW
PRE-SCREENING
QUESTION 1
Please outline your experience where you managed multiple activities, projects or priorities simultaneously within a complex health or research setting in an ongoing basis. What strategies did you apply to ensure successful delivery while balancing competing demands and how did you determine your impact or success in delivering outcomes for your colleagues or stakeholders?
In my tenure as a Conference Producer at IQPC Australia, I simultaneously managed multiple large-scale professional learning and networking events across complex sectors including health, education, and public administration. Operating within a condensed 20-business-day production cycle, I was responsible for end-to-end project oversight encompassing research, program development, marketing coordination, speaker acquisition, and stakeholder engagement. These projects demanded advanced organisational acumen, rigorous prioritisation, and an exceptional capacity to perform under sustained pressure. I applied structured project management methodologies, establishing critical path frameworks and progress tracking systems to ensure adherence to milestones and deliverables. When leading the redevelopment of a struggling health and corrections conference, I conducted targeted market analysis, identified emerging policy trends, and recalibrated the agenda to align with contemporary sector priorities. The revitalised event achieved a $200,000 increase in revenue within one year and drew international representation from the United Kingdom, Belgium and New Zealand, significantly elevating its profile and institutional reputation.
Subsequently in my Sales Representative role at FactSet, I managed a portfolio of 37 institutional clients across Australia within a high-stakes, data-intensive environment characterised by complex regulatory frameworks and competing commercial demands. I coordinated concurrent initiatives spanning client acquisition, renewal negotiation, data analytics implementation, and compliance documentation. To sustain precision across competing timelines, I employed a dynamic workload management matrix, integrated CRM tracking tools, and frequent cross-functional collaboration. My impact was measured through quantifiable outcomes including multi-year contract renewals, strengthened stakeholder satisfaction, and year-on-year portfolio growth. Across both roles, my ability to navigate intricate operational landscapes, synthesise competing priorities, and deliver outcomes of enduring strategic value has been a consistent professional hallmark.
PRE-SCREENING QUESTION 2
Describe your experience, with example situations, where you were involved in completing documentation, reports, and/or official responses. How did you approach these tasks and any unfamiliar tasks? What were your responsibilities? What considerations were most important while planning responses?
Throughout my career, the preparation of high-level documentation, analytical reports, and formal responses has been integral to my professional remit. At FactSet, I was entrusted with authoring complex project documentation, commercial proposals, and client governance reports underpinning multimillion-dollar engagements. A key example involved managing the Australian portfolio of one of the world’s pre-eminent global asset managers, where I was required to interpret legacy contract provisions, map regulatory constraints, and prepare a detailed operational framework to guide data integration and reporting delivery. I approached these tasks with methodical precision, undertaking comprehensive review of relevant contractual clauses, liaising with legal, compliance and technical divisions, and ensuring all written outputs reflected both organisational integrity and client-specific requirements. In circumstances involving unfamiliar or highly technical subject matter, I proactively engaged with subject-matter experts, conducted independent research, and sought verification prior to submission to safeguard the credibility and accuracy of deliverables. This process-oriented diligence resulted in the successful renewal of the client contract and measurable improvement in stakeholder confidence.
Earlier, during my Conference Producer role at IQPC, I prepared executive summaries, event prospectuses, and briefing materials synthesising extensive research findings and speaker insights into coherent, strategic narratives. Each document demanded accuracy, conciseness, and sensitivity to tone, particularly when addressing senior government or industry stakeholders. I adopted a structured writing process incorporating stakeholder consultation, iterative drafting, and peer validation to ensure that all documentation was evidence-based, logically structured, and aligned with organisational messaging. My overarching considerations encompassed factual integrity, policy alignment, linguistic clarity, and professional presentation. Across both contexts, I have demonstrated a sophisticated capacity to produce authoritative written outputs that inform decision-making, uphold governance standards, and reinforce institutional credibility.
STATEMENT
EL1 Fraud Investigator | National Disability Insurance Agency
I possess an extensive record of successfully delivering sophisticated investigations, fortifying scheme integrity, and exercising authoritative leadership across both the Australian Public Service and the private sector. My professional career trajectory encompasses fraud detection, compliance governance, complex case management and strategic stakeholder engagement, supported by a steadfast commitment to the APS values of integrity, accountability, and service excellence. I am confident that my investigative and strategic leadership skills will enable me to make a significant and enduring contribution as an EL1 Fraud Investigator. Committed to progressing my career and expanding my expertise in investigations and compliance, I embrace the opportunity to obtain a Diploma of Government Investigations.
In my current capacity as an APS6 Senior Planner with the NDIA, I am entrusted with the stewardship of highly complex and high-risk cases involving senior executives, multidisciplinary stakeholders, and Delegation 5 decision-making. One significant example involved a high-risk integrity matter where I identified tampered documentation and inappropriate fund utilisation. By conducting rigorous evidence analysis, and escalating findings to the Senior Executive Service, I safeguarded participant welfare and orchestrated provider and plan management changes that reinforced scheme probity. This experience underscores my capacity to undertake sensitive fraud investigations under pressure and deliver outcomes aligned with the Agency’s fraud and corruption response framework.
My expertise also extends to leadership and capability development. Within the Escalators Team in the Northern Territory, I was tasked with supporting staff through the transition from legacy CRM systems to the PACE platform amidst pronounced resistance. By reinforcing structured training, mentoring staff individually and embedding performance accountability, I achieved adoption of new systems, cultivated confidence and generated demonstrable increases in output, validated through Assistant Director reporting. Similarly, while supporting the YPRIAC Team, I assisted in a strategic shift to planning in complex domains such as dementia, hospital discharge, and Delegation 5 authorisations. I designed and facilitated targeted training, implemented practical tools, and provided mentoring to expedite staff readiness, enabling the team to execute high-complexity planning efficiently and with confidence. These experiences highlight my aptitude for inspiring teams, embedding resilience, and cultivating a high-performance culture within demanding operational environments.
Previously as an APS5 and APS4 Planner at NDIA, I consistently exceeded Agency performance benchmarks and was recognised for exemplary service delivery. I frequently assumed responsibility for urgent hospital discharge cases requiring accelerated multi-stakeholder engagement, negotiation with mainstream health providers, and resolution of jurisdictional disputes. By applying persuasive communication, analytical precision, and principled negotiation, I secured timely supports, mitigated risks of re-admission, and preserved the integrity of scheme resources. My ability to navigate complex stakeholder landscapes while achieving sustainable outcomes is directly applicable to fraud investigation leadership.
Earlier at Services Australia, I served as a Claims Officer with responsibility for investigating potentially fraudulent claims. I examined financial records, identified anomalies, and escalated findings appropriately. Employing critical analysis, I devised interventions that preserved compliance while accommodating client circumstances. Complementing this, my earlier private sector experience involved conducting end-to-end inquiries, interviewing witnesses, scrutinising financial and contractual records, and preparing comprehensive evidentiary reports.
SELECTION CRITERIA
Graduate Town Planner | Position No: POS1250 | City of Launceston
Tertiary Qualification in Town Planning or Similar
I am deeply committed to building a long-term career in town planning and urban development, underpinned by strong academic qualifications and an enduring passion for creating sustainable, liveable and equitable communities. I hold a Master of Urban and Environmental Planning and a Bachelor of Architecture, both of which have given me an extensive understanding of the intersection between the built environment, urban systems, and community wellbeing. My academic record is distinguished by consistent excellence, including receipt of the Academic Excellence Award in 2016–2017, which attests to my commitment, diligence, and intellectual capacity.
Within my postgraduate studies, I pursued advanced coursework across a wide spectrum of planning disciplines including statutory frameworks, strategic planning, environmental policy, and community-focused design. Units such as Advanced Urban Planning Law, Environmental Pollution, Project Management, and Environmental Economics enabled me to appreciate both the theoretical underpinnings and the practical applications of planning processes. I also developed expertise in technical tools such as Geographic Information Systems, which are increasingly vital in contemporary evidencebased planning. Collectively, these qualifications provide a robust foundation for professional practice and demonstrate my readiness to contribute effectively to planning roles requiring both statutory and strategic expertise.
Sound Knowledge of Statutory Planning Processes
My knowledge of statutory and strategic planning processes has been strengthened through applied learning in three major studio projects during my Masters: Advanced Development Processes Studio, Advanced Urban Analysis and Planning Studio, and Advanced Strategic Planning Studio. These projects were intentionally designed to replicate real-world planning environments, requiring participants to engage with statutory obligations, assess environmental and social impacts, and propose innovative yet compliant planning outcomes.
In the Advanced Development Processes Studio, my team and I worked on the Queen’s Wharf Brisbane precinct, which provided my first professional exposure to statutory requirements. The project involved producing a Development Assessment Report in accordance with planning legislation, supported by scoping studies, stakeholder engagement, and a pre-lodgement consultation process. I was directly involved in drafting submissions, integrating statutory feedback, and preparing professional-quality presentations. This project demonstrated how theoretical planning law translates into practical outcomes and reinforced the importance of compliance within development assessment frameworks.
In subsequent projects, including the Advanced Urban Analysis and Planning Studio, I assumed the role of Team Leader. This required me to design work structures, delegate tasks based on individual strengths, set objectives, and ensure cohesion across the team. I personally led complex components such as transport and accessibility planning, active mobility strategies, traffic and parking management, environmental feasibility analysis, and urban resilience frameworks. These projects demanded critical engagement with statutory provisions, while also pushing teams to adopt creative, strategic responses to challenges such as climate change adaptation. Both projects ranked among the top two out of eight groups, reflecting the quality of my leadership, technical contributions, and capacity to apply statutory frameworks to complex urban environments.
Highly Developed Written and Verbal Communication Skills
Throughout my academic and professional experiences, I have refined highly developed communication skills that enable me to engage confidently with diverse stakeholders, articulate complex concepts with clarity, and produce polished, persuasive written material. My consistent distinction results for essays, reports and oral presentations during my Masters provide tangible evidence of this capability. I have developed a strong ability to synthesise technical information, tailor content for different audiences, and present findings in ways that are clear, concise and compelling.
My professional background has further reinforced these skills. As an Architect overseas, I liaised with clients, engineers, contractors, and regulatory authorities, often required to negotiate project outcomes, resolve disputes, and translate technical drawings into client-friendly explanations. In Australia, my customer service roles demanded daily communication with clients both in person and in writing. This experience honed my capacity to listen empathetically, communicate persuasively, and resolve concerns while maintaining professionalism.
I have consistently demonstrated adaptability in communication, whether preparing formal written reports, delivering professional presentations, composing emails and official correspondence, or providing high-level customer service. My ability to tailor messages to audiences ranging from senior managers to community members has allowed me to foster trust, build consensus, and achieve desired outcomes across diverse professional settings.
Advanced Computer Proficiency
My computer and technical skills are highly developed and integral to my academic and professional practice. I am proficient in the Microsoft Office Suite, which I use extensively for research reports, planning submissions, data analysis and presentations. In addition, I possess advanced capability in drafting and design programs including AutoCAD, Revit, SketchUp and Lumion, which have enabled me to prepare detailed architectural drawings, 3D models, and visual simulations.
I also have strong experience with ArcGIS and Google Earth, applying geospatial analysis and mapping techniques to support planning projects and feasibility studies. I frequently incorporated graphical representations and data visualisations into my assignments, elevating the clarity and impact of my work. In recognition of the quality of these outputs, my reports and presentations were regularly acknowledged for their professionalism and visual design.
I am frequently sought after by colleagues and peers for support with technical tasks, presentations and visual material, which has allowed me to extend my own expertise while assisting others to achieve high-quality outcomes. This demonstrates not only technical proficiency but also a collaborative mindset and a commitment to knowledge sharing.
Excellent Time Management Skills
I possess highly refined organisational and time management capabilities, which have been consistently demonstrated across academic, professional, and personal contexts. I have developed a disciplined yet flexible approach to managing competing deadlines, ensuring accuracy and productivity even under significant pressure.
Balancing full-time postgraduate studies with part-time employment required exceptional discipline. During peak assessment periods, I was often managing four to five concurrent deadlines. I addressed this by implementing structured project plans, creating detailed task lists, and prioritising high-value activities. I also utilised digital tools such as Google Drive for structured file organisation and Microsoft Outlook for scheduling reminders and managing workflows.
This structured methodology was instrumental in my ability to maintain a GPA of 6.0 and achieve a cumulative grade of 6.33 across my degree. These results reflect not only academic excellence but also my ability to manage complex workloads and deliver consistently high-quality outputs. I continue to apply these same methods in professional contexts, ensuring that my work is always timely, accurate and strategically prioritised.
Conflict Resolution Skills
Conflict resolution has been a recurring feature of my professional journey, and I have developed a calm, measured and solutions-focused approach to addressing challenges. I pride myself on my ability to actively listen, remain composed under pressure, and craft outcomes that address both client concerns and organisational requirements.
For example, while working at 7-Eleven, I managed a particularly dissatisfied customer who had lodged a complaint about food quality. By engaging with empathy, consulting with management, and offering practical remedies such as product replacement and complimentary items, I de-escalated the situation entirely. Not only did the client retract their threat to escalate the matter, but they also continued as a loyal customer. This experience reinforced the value of diplomacy, tact, and proactive resolution in maintaining positive stakeholder relationships.
Such skills are directly transferable to planning, where competing interests often require careful negotiation. My ability to engage constructively with differing perspectives, identify mutually beneficial outcomes, and maintain trust in the process positions me well for roles requiring high levels of stakeholder engagement and consensus-building.
Ability to Work Effectively in a Team Environment
I thrive in collaborative environments and have consistently demonstrated an ability to foster productive teamwork, build trust, and contribute to shared objectives. I view collaboration as essential not only for achieving strong project outcomes but also for cultivating innovative ideas and enhancing workplace culture.
In my Masters studio projects, I led diverse groups of students, each bringing different skills and perspectives. By aligning tasks to individual strengths, facilitating regular meetings, and ensuring transparent communication, I created cohesive teams that produced high-calibre outputs. These experiences confirmed the importance of fostering inclusivity and ownership within teams, ensuring all members feel valued and empowered.
Similarly, my professional roles as both an Architect and customer service professional have required me to work collaboratively with colleagues, supervisors and external stakeholders. Whether coordinating design inputs with engineers or engaging in group problem-solving in fast-paced retail environments, I have always prioritised open dialogue, mutual respect and joint accountability. My team-oriented approach has not only delivered consistently strong outcomes but also established enduring professional and personal networks.
EL2 DIRECTOR, CORPORATE SERVICES
Australian Competition and Consumer Commission | Position Number: EA2022/204
As a high-performing senior executive, I have consistently demonstrated the capacity to lead and embed a culture of excellence, accountability, and high achievement across complex operational environments. I bring an unwavering commitment to ensuring the consistent and effective application of legislative and regulatory frameworks across the Australian Public Service. I am now seeking to leverage this experience in the role of Director, Corporate Services (EL2) within your esteemed Executive and Enforcement Division, where I can contribute strategic leadership and exemplary management of Corporate Services.
Academically accomplished, I hold a Graduate Diploma in Legal Practice, a Master of Commerce, a Bachelor of Laws, and a Bachelor of Commerce, in addition to being an Associate Practising Accountant (APA). These qualifications have equipped me with robust legal, financial, and governance knowledge, which I have applied across diverse executive roles within the Commonwealth public sector.
I bring extensive senior management experience, underpinned by a proven track record of delivering strategic and operational outcomes within high-pressure environments. My current role as Acting Chief Financial Officer at the Office of the Commonwealth Ombudsman has been preceded by several key executive appointments, including Acting Director – Strategic Policy and Engagement, Acting Director – Postal Investigations and Industry Early Resolution, Acting Director – VFH Remedy, and Acting Director – ACT FOI. I have also held senior leadership roles with the Office of the Australian Information Commissioner, affirming my versatility and breadth of expertise.
A results-oriented and visionary leader, I possess a demonstrated ability to translate high-level strategic objectives into tangible, measurable outcomes that align with organisational priorities. I bring a disciplined focus to the operationalisation of strategy, ensuring initiatives are not only conceptually sound but also practically implementable across diverse functional areas. Through inclusive and consultative leadership, I cultivate a cohesive, high-performance organisational culture that values collaboration, continuous improvement, and accountability. I drive alignment between strategic goals and day-to-day operations, promoting shared ownership of outcomes and embedding clarity of purpose at all levels of the organisation. In every leadership role I have undertaken, I have upheld the highest ethical standards, modelling integrity, professionalism, and impartiality in strict adherence to the APS Values and the Code of Conduct.
During my tenure as Acting CFO, I led a multidisciplinary finance team comprised of three EL1s, and several APS5–6 officers. I undertook a strategic restructure, realigning the team into Financial Accounting and Management Accounting functions, enabling greater accountability and efficiency. I transformed a transactional, disengaged team into a strategic business partner function, embedded with a strong client service ethos. This included initiating regular financial performance dialogues with Branch Heads and Executive stakeholders, including the Chief Operating Officer, Deputy Ombudsman, and the Ombudsman. I successfully repositioned the finance function as an enabler of strategic outcomes by aligning financial insights with organisational priorities and increasing the visibility and value of the team across the agency.
My experience spans the full suite of corporate services, including financial strategy, procurement, HR planning, compliance, and governance. I have led corporate support functions in diverse contexts, and in my CFO role, I was directly accountable for overseeing financial management, procurement frameworks, strategic planning, and workforce resource allocation. I regularly advised Executive on organisational performance, financial risk, and resourcing implications of policy and operational decisions. I actively supported branches in strategic workforce planning, budget forecasting, and project investment analysis, positioning Corporate Services as an indispensable enabler of agency-wide performance.
I possess a clear understanding of the Australian Energy Regulator’s (AER) role in promoting efficient investment in, and use of, energy services for the long-term interests of consumers. I appreciate the AER’s mandate in regulating electricity networks and covered gas pipelines and its responsibility in determining revenue limits for network businesses. I am a confident and influential communicator with a demonstrated ability to represent the interests of the ACCC and AER at senior levels. I have successfully led cross-agency engagement and intergovernmental collaboration, supported by my strong negotiation, policy development, and stakeholder relationship management capabilities. My written and verbal communication skills are highly developed, and I am well-versed in preparing high-level ministerial briefs, policy papers, and strategic advice for senior executives.
STATEMENT
Cargo & Logistics Manager | Position No: 80000784 | Australian Antarctic Program
Having accumulated an extensive breadth of logistics and engineering expertise over a distinguished 21-year career with the Royal Australian Air Force, complemented by advanced qualifications including a Diploma of Logistics, an Advanced Diploma of Leadership and Management, and a Master of Engineering Management, I am enthused by the opportunity to embark on new challenges as a Cargo & Logistics Manager with the Department of Agriculture, Water and the Environment. This position, within the Supply Services Group of the Australian Antarctic Division’s Operations and Safety Branch, represents an ideal platform to leverage my proven ability to thrive in high-risk, austere, and demanding environments. My capabilities in supporting critical supply chain functions such as operational logistics, warehousing, and distribution will undoubtedly align with the strategic requirements of this role. Resilient, optimistic, and unwaveringly goal-oriented, I excel at overcoming obstacles and achieving positive outcomes, even amidst adversity. Skilled at conflict resolution, I adeptly mitigate escalated issues in high-pressure situations, offering steadfast support to staff during moments of crisis.
My career has been punctuated by numerous leadership roles, where I have demonstrated a high level of proficiency in managing, training, mentoring, and coaching team members to consistently achieve exceptional outcomes and service standards. In leading and developing individuals and teams, I provide direction and constructive feedback to foster motivation, engagement, and the attainment of both individual and collective objectives. My feedback approach is always clear, timely, and actionable, balancing positive reinforcement with areas for growth in a manner that promotes continuous learning and resolution. Additionally, I am adept at cultivating and maintaining professional relationships across internal and external networks relevant to organizational objectives, anticipating stakeholder needs and ensuring responsiveness at every level.
Possessing robust organisational acumen, I am adept at coordinating the workflows of supply services teams to ensure the seamless and efficient execution of planning, warehousing, and cargo supply logistics. My leadership has encompassed the conceptualisation and implementation of practical, innovative supply chain solutions, underpinned by a comprehensive understanding of contemporary supply chain methodologies, regulatory frameworks, and compliance imperatives. Consistently methodical and adaptable, I thrive in environments requiring the simultaneous management of multiple priorities, interruptions, and competing deadlines. My dedication to continuous improvement drives me to critically assess and refine procedures and workflows, ensuring that tasks are performed with maximal efficiency and productivity. This ongoing commitment to excellence ensures that the quality of my output is invariably of the highest standard.
During my tenure with the Royal Australian Air Force, I was entrusted with decisions regarding the acceptance or rejection of aviation fuel deliveries to the Defence Fuel Installation at RAAF Learmonth, Exmouth, WA. The contractor’s capacity enabled biweekly deliveries of 107,000 litres of fuel via road train from Perth, a rigorous 2400+ kilometre round trip. Upon identifying a trend of diminishing fuel specification standards, culminating in a failed pre-offload test, I was required to make a compliance-based decision regarding acceptance. Recognising the operational impact, I consulted with subject matter experts responsible for Defence policy, who confirmed the decision was mine. I ultimately rejected two tankers at a cost exceeding $25,000 per delivery, initiating a technical investigation. The findings attributed the issue to the reusable glass sample bottles, compromised by chlorinated bore water with high calcium content. This insight prompted nationwide procedural improvements, including enhanced water treatment systems, updated training curricula, and broader knowledge-sharing initiatives. This experience reaffirmed the critical importance of procedural adherence in safeguarding operational integrity.
In October 2017, I assumed the role of Base Site Manager at RAAF Learmonth, leading a dedicated team of six. Within four weeks of my appointment, I was tasked with coordinating a short-notice base activation alongside an already deployed maritime surveillance unit. Within 72 hours of notification, I facilitated the arrival of an F/A-18 Hornet Squadron and associated heavy-lift cargo aircraft, bringing over 120 personnel from various operational, medical, and logistical disciplines. My responsibilities included area familiarisation briefings, airside training, securing workspaces for mission planning and maintenance, and devising accommodation arrangements to meet fatigue management and gender considerations.
I liaised with local stakeholders to ensure operational security, fresh rations, and other mission-critical resources. These efforts underscored and addressed significant limitations in the base’s infrastructure, particularly in ICT and contractor support services. The lessons learned informed my focus on refining the base’s capability matrices, procedural documentation and stakeholder engagement frameworks.
I am steadfastly dedicated to upholding the highest standards of Workplace Health and Safety (WHS). My extensive exposure to corporate WHS policies across a variety of organisations has cultivated a comprehensive and nuanced understanding of the collective efforts required to effectively identify, assess, and mitigate workplace risks. This understanding extends beyond mere compliance, emphasising the proactive measures needed to safeguard the physical and mental health and well-being of all individuals within the workplace environment. I place paramount importance on fostering a culture of accountability, vigilance, and collaboration, ensuring that safety is not only a procedural requirement but an ingrained value shared by all team members. My approach integrates a thorough comprehension of legislative and regulatory obligations with practical application, consistently prioritising the safety of myself and others in all professional undertakings.
In 2016, while deployed to the Middle East, I encountered one of the most emotionally demanding challenges of my career. A member of my nine-person team tragically passed away in a vehicle accident while on leave in Australia. This loss profoundly affected the morale and cohesion of the team, as it marked the first instance of one of our members taking planned leave and highlighted the vulnerability inherent in such circumstances. Despite the significant emotional toll, I maintained a steadfast focus on balancing operational imperatives with the well-being of my team. Recognising the dual need to honour the grieving process while ensuring mission continuity, I restructured workloads to alleviate pressure on individual team members, prioritised higher-risk critical tasks early in the day to enhance safety, and implemented a system of paired assignments to foster mutual support. These measures allowed me to monitor the team closely while conducting discrete welfare checks through one-on-one conversations, creating opportunities for members to process their emotions in a supportive environment.
The team not only met all operational deadlines but also exceeded expectations by completing additional long-term maintenance tasks, which ultimately returned more equipment to a serviceable status. This achievement was a testament to the resilience and professionalism of the team, as well as their collective decision to channel their grief into meaningful work rather than succumbing to inactivity or disengagement. This experience underscored my capacity to lead with empathy, resilience, and adaptability, ensuring the fulfillment of mission objectives while prioritising the human element of leadership. It reinforced my belief that a strong, empathetic leader can inspire teams to navigate even the most challenging circumstances with dignity and purpose.
Communicating with clarity, influence, and credibility, I excel in engaging varied audiences and articulating complex concepts to stakeholders at all organisational levels. My ability to convey compelling arguments and rationales has been consistently recognised through exemplary performance appraisals. My supervisors have commended my empathetic approach, clear communication, and adeptness at handling escalated issues with professionalism and poise. These interpersonal skills enable me to engage effectively with diverse individuals and communities, fostering trust and collaboration while resolving challenges swiftly and equitably.
I take pride in my ability to forge productive relationships, anticipating and addressing stakeholder needs while fostering a positive culture of cooperation and teamwork. My key strengths include cultural sensitivity, rapport-building, and adaptability within multicultural environments. Highly organised and efficient, I excel in navigating dynamic work environments with shifting priorities, competing deadlines and diverse challenges. Dedicated to continuous improvement, I consistently explore innovative approaches to enhance processes, maximise productivity, and achieve organisational objectives.
I am confident that the comprehensive skills, advanced training, and extensive experience I have accrued during my distinguished career with the Royal Australian Air Force will enable me to excel as a Cargo & Logistics Manager within the Australian Antarctic Program. My expertise in Antarctic supply chain management, coupled with my ability to navigate complex legislative frameworks and operational challenges, positions me to deliver exceptional results while supporting and managing an integrated logistics supply chain system.
SELECTION CRITERIA
Traffic Services Manager - MRWA
Traffic engineering principles and practices including traffic design, planning, safety and modelling in a diverse range of road environments.
Throughout my career with the Department of Main Roads since 1996 as well as my tertiary qualifications in engineering, I have gained a comprehensive knowledge of Traffic engineering principles and practices including traffic design, planning, safety and modelling. I was recently appointed as Acting Network Operations Planning Manager due to my demonstrated skills and expertise in managing, develop ing and publishing policies and guidelines relevant to Network Operations Planning. Additionally I have been tasked to build a centralised location, provide support and technical advice whilst engaging with the internal and external stakeholders in the Network Operations Directorate.
In 2020, I successfully worked as an Acting Network Operations Planning Manager with NOPM at various periods, managing and facilitating the endorsement step of the Smart Freeways Policy Framework Overview and Design Guidelines. I was tasked to present the final draft with concurrent comments and seek final endorsement from the Executive Director of Network Operations. To achieve results, I needed to understand technical aspects, therefore I studied Austroads Traffic Engineering guidelines, VicRoads standards, guidelines and investigated Traffic Engineering Principles related to traffic design reviews and recommendations. As part of this work, I expanded on and referred to the key traffic engineering theories such as K-Factor, discharge rate, and flow rate under the ramp signals principles, to clarify the defined approval process under the Delegation of Authority which was embedded within the document and required additional concurrence from the senior management team. I effectively referred to correct definitions and requirements when addressing the extended design departure approval process demonstrating the connection between each factor affecting the Design Domain and Extended Design Departures. This was a successful step and the endorsed documents were disseminated to Main Roads staff and external designers through the AITPM workshop.
I understand there are new processes and forms to complete, and they cover the required information and steps to follow when further work or modifications to an existing site is taking place. Additionally, I am aware of the newly adopted Traffic Signal Approval Policy processes and requirements and have aligned these requirements under the Electrical Asset Management approval processes, such as the issue of new LM numbers or when the EAM team signs off a decommissioning form. In my recent appointment as NOPM/A, I reviewed the Traffic Signal Approval Policy in line with the recently published Delegation of Authority - NOD Clarifications and recommended changes to amend the policy successfully. Some processes and procedures apply to advertising signs and speed zoning policy I previously addressed and followed when managing the approval process for the EAM branch as part of the Safety initiative of control of Speed zones around schools while implementing and installing the Electronic Speed Limit signs at school crossings.
As a Traffic Engineering Standards Manager, I was tasked to deliver designs for key projects which included providing roundabout metering and Ramp Signals for the Smart Freeways Pilot Project along Kwinana Freeway, and various others. For each project, I followed a structured and systematic approach and started with defining the scope of work, then identified the location, roads, and land use, including assessment of the surroundings such as commercial sites, hospitals, industrial zones, and schools. In instance where new developments requiring additional pedestrian facilities, including PTA's Bus routes impacting the traffic volume, LGA's considerations, Crash data, ROSMA Ranking. Conformance to the applicable Legislations, Acts, Codes, standards, Austroads Traffic Engineering Guidelines, referenced Australian Standards, and Main Roads were other requirements and standards to consider. Furthermore, I gathered traffic data, which included traffic volume and speed for the roads, potential projects, and their delivery timeline to make an informed decision before preparing the report and drawings supporting the recommended method of control for the location and seeking "Approval for Implementation" which was Main Roads practice prior to the publication of Traffic Signal Approval Policy as implemented by Network Operations Directorate in 2017.
Whilst involved in the signalising of a roundabout in the Perth Metropolitan area, I worked with a colleague to resolve the queue length for the approach lane to the roundabout and measure the necessary gap time for the turning movement for another road on the approach to proceed through the roundabout. To address this problem, we considered specifics to design the roundabout metering were Traffic Volume, Speed, Crash data, land use within the proximity of the roundabout, line of sight, lane width, and the number of vehicles to determine the gap and degree of saturation for the movement in question. We then considered the traffic signals operations for this location. This site was constrained by the bridge infrastructure on the approach, which could affect the visibility of the traffic signals on the approach and th e measuring of the traffic gap to activate traffic signals. The pedestrian facilities and future land use development did not apply to this location, and the road bend on the approach affected the line of sight, and it was addressed by improving the signals alignment and lanterns' aiming angle. After completing the site measurement and measuring the traffic flow for the site, we prepared a design to improve the traffic movements for the roundabout.
On another project, I worked as a Team Leader, working closely with the consultant from VicRoads and another Traffic Engineer. As a team, we were tasked to develop concept designs and design Guidelines drawings for ramp signals to be implemented as part of Main Roads' Smart Freeways Pilot Project, also known as Kwinana Freeways Smart Freeways. For this pilot project, we developed a series of checklists for each ramp, we measured and recorded the traffic flow, line of sight, storage length and queue spillover, and line of sight for the RC signs and traffic signals. After the site visits and taking measurements, we prepared draft design drawings for each ramp and reviewed each ramp's road geometry and topography to finalise the concept plans. The next step was to prepare standard drawings to include physical placement of all signs, lines, traffic signals, and traffic controls. A separate discussion was carried out with LGAs to inform them of the project and its potential impact and benefits for each suburb. As a Project and Contract Manager, I was tasked to manage the design and construction of the upgrade of the intersection of Tydeman Rd and Port Beach Road. For this project, I had to manage the consultant and provide expert advice to deliver the detailed design based on the Project Charter, which needed the inclusion of dedicated turning lanes from Port beach road onto Tydeman Road. This site was politically and geographically sensitive, and I was required to design met specific requirements, as agreed in consultation with the Port Authority, ensuring the traffic interruption is kept at a minimum, and the road will remain operational and accessible by all road users, while the turning pockets were under the construction.
I developed and prepared the parameters to be included in the SIDRA Analysis, managed the traffic signal modelling preparation to include in the traffic movement diagram, and compiled the Traffic Signal and Signs and Lines drawings. The design drawings needed to be approved in consultation with the Port Authority and Heavy Vehicle Branch for HWL routes, ensuring the final geometry would safeguard the traffic flow and turning movements in the area. This project also needed to consider staged construction to allow traffic lane movements to manage traffic interruption. As a result, all objectives and requirements, including the commitment to the public, were met successfully. The works could not be commenced until all works, including Traffic signals, Signage Pavement marking, and design of road pavement, were approved by the stakeholder members (Fremantle Port Authority, LGA), the Manager of the Road Traffic Engineering branch, the Manager of Traffic Services Management team, and the Executive Director of RNS, under the old structure. As Senior Electrical Asset Engineer and Senior Standards Engineer, I adapted the safety commitments as adopted by Main Roads through the ROSMA process as endorsed by CorpEx. Therefore, based on public inquiries and knowledge that the road operations do not entail daytime hours, I initiated and managed the Lighting Gap Analysis projects to review the lighting requirements along 14 State Routes under the Main Roads authority. The project needed to assess the lighting levels along metropolitan routes and four (4) major freeways, focusing on the signalised intersections. A few of the routes that we reviewed are Melville Mandurah Highway (Stock Rd), Brookton Highway, Wanneroo Rd, and four major PSPs along freeways.
I acknowledge that the current practices in implementing and managing approvals under new requests will require a different level of submission and reports style I strongly support the current practices and will continuously strive to adapt and learn new skills as Traffic Services Manager. As Acting NOPM, I have gained experience in reviewing and assessing a series of gaps in processes and guidelines and these will be addressed based on a thorough assessment and review of operational needs within the directorate to close the gaps through projects.
Negotiation and facilitation.
Using a persuasive and influential approach, I negotiate from a position of authority and credibility with the capacity to influence others and frame arguments persuasively. Throughout my career to date, I have developed a solid skillset in negotiation and facilitation abilities through a diverse range of tasks I have delivered, from development to preparing policies and specifications or from preparing tender documents, tendering process to contract management, managing contracts and projects within a diverse range of road environment. I have always considered and demonstrated a high level of integrity in managing and negotiating with commercial or technical stakeholders. I will always ensure I communicate clearly, understand the topic, and provide reasonable and sound solutions to the problem. I have extensively engaged with internal and external stakeholders, anticipating and ensuring responsiveness to stakeholder needs. As a dedicated team member and leader, I am mindful of my role and the roles of others to ensure successful outcomes. As a confident and influential communicator, I have built, maintained, and enhanced relationships across directorates and within the Metropolitan Region directorate.
As NOPM and the custodian of Smart Freeways Policy Framework Overview, I reviewed technical content and facilitated the endorsement and publication. To fulfil this task, I was required to build on stakeholders' relationships by coordinating tasks and seeking input and technical advice from internal and external patrons. I managed the review and endorsement of the Delegation of Authority under the Smart Freeways Policy Framework Overview, requiring the Network Operations and PTS Directorates' involvement. Through various modes of communication, presentations, emails, meeting, a quick catch-up at offices, and phone conversations, the endorsement of the documents progressed smoothly.
Communicating clearly and professionally with influence and credibility, I possess highly developed written and verbal communication skills with broad experience engaging and collaborating with internal and external stakeholders at all levels. In 2016, I was appointed as Tunnel Contract Manager, and I was assigned two urgent tasks to deliver which required numerous discussions and conversations around the terms and conditions of the contract. The first task was to arrange and manage the extension of the Tunnel contract under a new Deed and I needed to engage with the legal team and dedicated Lawyers to draft up a new Deed then the deed needed to be presented to the contractor for their review and comments. After the terms of the deeds were agreed upon, the final copy of the Deed was signed by the contract manager and Main Roads Executive Director of Metro and Southern region. The second task involved coordinating the upgrade of the Tunnel Control System. To achieve objectives, I chaired and facilitated meetings with Main Roads senior management and Subject matter Expertise to collate all specific requirements that determined the systems requirements. Through a series of meetings, literature reviews, and engaging with the industry’s Subject Matter Experts, the agreement in principle was reached. I managed and facilitated the meetings prior to the transition of the ISA maintenance contract to the new State-Wide Electrical Contract. For this transition, we needed to develop a system that could expedite access to Domain01 and Domain02 for more than 50 Venture Smart employees. The creating access for crew and staff to Active Directory crew who were already under the Main Roads system but they needed a more stringent level of access to the system and re-distributing teams under each Active Directory while defining the level of access required under each Domain and what accesses should be revoked as soon as the ISA contract ended and when the new accesses is activated when the new contract commenced. This required extensive discussion with the IMB branch and Network Operations Directorate, ensuring all accesses were established and created within the allocated timeframe and resources. The second step of this transition was the handover of portable laptops/tough books that were needed for field crews. This was managed by creating a registry of existing assets by following through with each filed crew and manager and reallocating them to the teams and filed crew under VS contract. This facilitation also was a success due to a clear systematic and coordinated approach.
As part of Mian Roads' first Smart Freeways Project, I was tasked to manage and coordinate collecting contract documents, manuals and specifications for new LUMS and ITS devices. Through regular meetings and collaborative discussions between Main Roads and the contractor, a structured process to follow up with the progress of the submission of the documents guaranteed ITS devices were delivered as per specific requirements and were handed over to MRWA with adequate documentation and training of the EAM team and Maintenance contractor's field crews and majority of documents were submitted prior to my departure to commence working as NOPM for 6 months. As the Senior Asset Engineer, I also managed the process of utility charges to go paperless, where I held several discussions with Synergy and Main Roads Finance and accounts payable teams to address all concerns and issues, so all invoices were submitted electronically and recorded through the agility system. As part of this process, I negotiated a new account submission process to be completed via email, where the online process adopted by Synergy does not allow sites without the Lot number to be logged online. Throughout this process, I have built on the stakeholder relationship between Mian Roads and Synergy, and Western Power, which resulted in an expedited customer service process between all agencies. I facilitated and chaired and negotiated with PTA to sign a memorandum of understanding for sharing Electrical and communications assets between main Roads and the PTA.
The MoU was required to be signed off prior to the open day of the Smart Freeways project, ensuring all roles, responsibilities and assets listed under the asset register shared between the two agencies are correct and adequately recorded within the Asset management systems for future reference. I successfully negotiated the agreement between Main Roads and PTA's shared assets, and both agencies signed off on the MoU. Subsequently, all other queries relating to the identified assets or non-listed items are discussed with a dedicated point of contact at PTA, expediting the asset register update process as required.
The relationship with internal stakeholders is equally important, and I actively work on enhancing the relationship among the team members I have worked with over the last few years and months for the newest members. I encourage the team to work together to make a collaborative decision to improve our internal KPIs in providing service to external clients, ensuring a high level of integrity when we address all queries. I have managed the team on several occasions as acting and have worked with the team with the understanding that we are part of one team and our work reflects on the team hence have promoted a greater level of maturity within the group with the infinite mindset in mind. I work closely with finance and PMO directorates to ensure the newly implemented systems capture the required level of detail. The working relationship has been established to the point that EAM required the inclusion of EAM assets within the EPM and is being considered for development.
I managed resources in delivering specific projects, such as developing the multi-Criteria Assessment to review, assess and recommend the most appropriate technologies for Smart lighting or pedestrian detections at Signalised Intersections to create the Test Plan for the PLIaTS project to commence the trials. These tasks required the engagement of Stakeholders such as the Electrical Services team for the delivery of trials at the Test Facility, identifying steering committee members and the document's information, i.e. owner and custodian, including the Test Plan's technical requirements. The Test Plan proposes a testing regimen identifying any modifications affecting the installation and integration of the pedestrian detectors into Main Roads Traffic Signals SCATS systems for each device and technology. As part of resource management, I have managed the responsibilities of preparing various scopes.
Managing employee behaviour, performance and development.
Demonstrating strong leadership skills, I am experienced in managing, coaching, training and performance managing teams, building a positive team culture of motivated and productive team members. Whilst leading and developing teams, I provide direction and feedback whilst motivating and engaging team members in the achievement of team objectives. Consulting and promoting open discussion, I encourage sharing of information amongst team members, ensuring that all personnel are kept informed of any issues or updates. Fostering teamwork by working collaboratively and cooperatively, I encourage and reward those behaviours in others. I have experience in managing resources and following Main Roads' Human Resources Policies. Resource management requires task management and assessing employees' capabilities within each task, ensuring that staff grow and develop their technical expertise as needed while work is delivered. I have managed staff, Cadets, Graduates, consultants and contractors, leading and working with diverse teams and apply all available policies and guidelines as required. As Network Operations Planning Manager, I manage and oversee the work of the Traffic Signals Operations Planning Coordinator and ensure that we both conduct our roles and responsibilities professionally and in line with Human Resources policies and requirements.
As a Senior Electrical Asset Engineer, I also managed the development of graduates and other employees ensuring an adequate level of training is provided so they could upkeep their skills and attend additional training as required or allocate projects and tasks to advance their knowledge and skills through the delivery of projects and asset management tasks. As part of this role, I identified the requirements of attending training provided through Engineers Australia to attend the workshop on AS/NZS 3000 wiring rules to acquire up-to-date knowledge and learn about the recent changes introduced through the recent updates. I managed the process of seeking quotations for a number of engineers to attend, the proposed scope of topics that will be presented, and recommended the suitability of training for graduates and young engineers within the team. As the role of Senior Electrical Engineer with the Road and Traffic Engineering team, I developed a training package for Traffic Signals and ITS designs as a separate chapter and delivered this technical training as required. The recommended development to employees also considered extended training and development programs through other topics such as Journey planning when visiting sites as required by Occupational, Safety and Health Act and Main Roads requirements and managed the associated theoretical and practical training on the road through Surveillance Inspectors and Compliance Manager. I also managed and facilitated site visits for staff who needed to visit electrical Assets and learn more about their integration with one another and how their installation could be affected by a diverse range of road environments. The program to visit sites and selected Assets were managed and consulted through the Electrical Compliance Manager.
On numerous occasions whilst acting in management positions, I was also tasked with managing employees’ performance to ensure the tasks are delivered within allocated financial, and technological resources within the allocated timeframe and budget. This was delivered by clearly defining the scope and expectation under the delegated tasks and the level of responsibility each employee had while responsible for this task at hand. A regular catch-up time was scheduled to provide expert advice and guidance as required and enquired, and I ensured we are delivering the task within the allocated time and budget and assisted employees to identify potential risks and contentious matters and prepare relevant reports supporting decisions made or when required my approval of the recommended solution. In a few incidents, I had to result in managing employees’ behaviour which required a more close assessment of employee’s behaviour and identifying the root cause of the problems, and coming up with an action plan to provide the necessary support for the employees while adhering to Main Roads and Human Resources Policies and processes. On one occasion I became aware that an employee was experiencing personal hardship. I ensured the employee was aware of the Employee Assistance Program and discussed the work commitments ensuring the work is at a manageable level for the employee while the business and operations are not affected by this reduced resourcing matter. On another occasion, I worked with an employee to identify the problem causing them underperform and not meet agreed KPIs. This was managed in line with the human resources framework, resulting in the employee receiving a clear direction while meeting the KPI and targets for the projects and tasks delegated to the employee. These works were communicated in consultation with senior management to ensure all involved parties were aware of the matter and agreed upon the deliverables and strategy to manage and deliver works. On several occasions, I received positive feedback on my people management and task execution skills, which were explicitly recognised when I was performance managing a few employees as Traffic Engineering Standards Manager. The opportunity to contribute as a Traffic Services Manager would be the realisation of a long standing goal which I embrace with enthusiasm. I am committed to managing the operational use and safety of the Western Australian Road and Principal Shared Path networks in association with State and Local Government agencies through the consistent application of policies, guidelines and practices.
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