WA Government [EXAMPLES]

WA GOVERNMENT EXAMPLES OF WORK

WA GOVERNMENT RÉSUMÉ EXAMPLES

ANNE RUSHTON

BA English (Comm)

Demonstrating an exceptional record as a distinguished senior executive within the arts, cultural and community spheres, I am eager to harness my multidisciplinary expertise, strategic vision and transformative leadership as Chief Executive Officer at Perth Festival. With over three decades of experience orchestrating large-scale organisational advancement, artistic innovation and measurable social impact, I possess the proven capability to galvanise diverse stakeholders towards a shared, ambitious vision. My executive stewardship at the Art Gallery of Western Australia has encompassed the conception and realisation of landmark redevelopment strategies, audience expansion and exponential commercial revenue growth, underpinned by an unwavering commitment to artistic distinction and inclusive engagement. I offer formidable strategic and financial acumen, with a track record in exemplary governance, high-value philanthropic cultivation and enduring partnership development across government, corporate and creative domains. My leadership ethos is characterised by the cultivation of high-performance, values-led teams, the advancement of First Nations and culturally diverse representation, and the championing of pioneering approaches to programming. With refined expertise in brand repositioning, international market penetration and elevated media engagement, I excel in translating creative aspiration into operational reality, harmonising bold artistic ambition with institutional resilience. I am committed to stewarding Perth Festival’s legacy while architecting its next era of cultural resonance, global relevance and sustained excellence.

EXECUTIVE ACCOMPLISHMENTS

 Executive and Cultural Leadership: Over three decades directing high-profile arts, cultural and events organisations, including leadership of multi-disciplinary teams at AGWA, Ramsay Health Care and her own strategic agency. Extensive experience acting as CEO, providing governance oversight, strategic direction and operational leadership.

 Strategic and Financial Mastery: Expert in managing multimillion-dollar budgets, securing funding and driving commercial growth. Achievements include growing the AGWA Foundation from $34 million to $44 million in three years and negotiating multi-year sponsorships worth $6+ million across philanthropic, corporate and government sectors.

 Landmark Festival and Program Conception: Conceived and authored the Western Australian Government’s +8 Festival, an internationally focused arts, culture, innovation and education initiative engaging Asia and the Indian Ocean Rim. Endorsed by Cabinet and now under renewed consideration for delivery as a strategic cultural diplomacy platform.

 Audience Expansion and Market Growth: Delivered record-breaking visitation at AGWA, including an all-time high of 465,000 visitors in 2024–25 and significant growth in the 16–35 demographic. Developed targeted initiatives such as The West Australian Pulse and the G9 Kids Engagement Space, expanding G9 visitation from 45,000 to 120,000 annually.

 Philanthropy, Sponsorship and Revenue Diversification: Secured landmark partnerships with Healthway, Simon Lee Foundation, Tourism WA, 7West Media, JCDecaux and NOVA Radio, delivering multi-million dollar value and diversifying revenue streams to ensure organisational sustainability, long-term growth and cultural programming opportunities.

 Major Event and Exhibition Production: Produced large-scale, high-profile cultural events, including TIME RONE, AGWA’s most commercially and critically successful exhibition, generating $3.5 million in ticket revenue, $1.2 million in commercial sales, and attracting over 90,000 visitors from diverse local, interstate and international audiences.

 Stakeholder Engagement and Advocacy: Maintains trusted relationships with ministers, government agencies, boards, philanthropic leaders, corporate sponsors, artists and community stakeholders, ensuring strong institutional support, alignment with strategic objectives, and ongoing engagement that fosters mutual benefit and sustained growth.

 People and Culture Leadership: Built and led high-performing, inclusive teams, expanding AGWA’s staff from 2.5 FTE to 60 FTE in four years, and fostering a collaborative, values-driven culture that delivers operational excellence.

 Artistic Alignment and Program Delivery: Experienced in collaborating with creative leaders to translate artistic vision into operational reality, delivering acclaimed programs that meet artistic, audience and financial KPIs.

 Brand Transformation and Media Elevation: Directed institutional rebranding and integrated media strategies that increased public profile, enhanced cultural relevance and achieved national and international visibility.

 International and Cross-Cultural Collaboration: Forged and sustained cultural exchange partnerships across Asia, the Indian Ocean Rim and global arts sectors, expanding WA’s international cultural presence and influence.

 Innovation and Organisational Resilience: Introduced capacity-building strategies, revenue-generating initiatives and adaptive programming that strengthened organisational sustainability and positioned institutions for long-term success. linkedin.com/in/anne-rushton-a0b98591/

EMPLOYMENT HISTORY

Apr 2020 - Current ART GALLERY OF WA (AGWA)

Perth, Western Australia

Deputy Director Marketing, Communication & Commercial Director RESPONSIBILITIES:

• Appointed to architect AGWA’s strategic repositioning as a globally eminent, multi-sensory cultural institution, with executive oversight of Communications, Commercial Operations, Education, People & Culture and delegated authority as Deputy Director across 56 FTE, ensuring cohesive leadership across all core organisational functions.

• Entrusted with delivering two transformative objectives: (i) repositioning AGWA’s brand through a comprehensive rebrand and integrated campaign and (ii) co-leading the strategic planning of a proposed $650 million gallery redevelopment, supported by a $10 million state commitment, engaging stakeholders across government, corporate, philanthropic and creative sectors to secure alignment, investment and long-term strategic outcomes.

• Serve as the central nexus connecting all stakeholder groups to AGWA, encompassing government representatives, ministers, agencies and Directors General, industry bodies, philanthropic leaders, corporate sponsors, suppliers, creative collaborators and artists at local, national and international levels. Equally prioritise the cultivation of major audience channels, including children and families, youth as the next generation of patrons, and existing core audiences.

• Recognise staff as a pivotal partner group, fostering their role as collaborative contributors in the execution of organisational strategy and artistic vision, while cultivating a culture of excellence and innovation.

• Lead commercial operations spanning the AGWA Design Store, Rooftop, Café, venue hire and ticketed events, with a firm focus on profitability, experiential curation, and enterprise growth. Strategic responsibilities include market expansion, stakeholder engagement, and fiscal governance.

• Currently co-leading AGWA’s strategic transformation into its next chapter, delivering against a five-year vision to redefine its global standing and cultural influence, while fostering innovation, inclusivity and long-term organisational sustainability.

• Spearhead dynamic, data-informed marketing strategies to drive visitation, elevate brand equity, and penetrate new demographics, particularly youth (16–35), First Nations communities, tourists, and Asia-Pacific audiences, while advancing AGWA’s national and international digital presence.

• Oversee media, public relations and partnership strategy, securing major sponsorships and cultivating philanthropic alliances across government, education, corporate and creative sectors, ensuring alignment with organisational objectives and brand positioning. Guide the AGWA Digital Hub as a national exemplar in cultural content delivery, innovation and audience engagement.

• Direct institutional planning through market intelligence, trend forecasting, and audience analytics. Steward education and engagement initiatives fostering inclusive, multi-generational arts access, including flagship youth programs such as Pulse Perspectives and high-impact artist collaborations.

ACHIEVEMENTS:

AGWA Redevelopment - ‘The New AGWA’ (Announced Jan 2025):

• Successfully realised the Gallery’s five-year transformation strategy with the WA Government’s formal commitment of $10 million toward a $650 million redevelopment plan. This milestone followed years of sustained advocacy, stakeholder engagement, and strategic planning designed to reposition AGWA as a contemporary, internationally recognised cultural institution. Co-led cross-government and sector-wide collaboration with the CEO to secure support, drive public discourse, and elevate AGWA’s standing within state cultural infrastructure priorities.

TIME RONE Exhibition (Jun 2024 - Feb 2025):

• Produced and delivered AGWA’s most commercially and critically successful exhibition in its history. TIME RONE attracted over 90,000 exhibition visitors and a further 50,000 through related commercial offerings, including rooftop and retail spaces. Generated over $4 million in ticket revenue and $1.5 million in merchandise sales, exceeding all commercial and audience benchmarks. Achieved unprecedented media coverage locally, nationally, and internationally, solidifying AGWA’s reputation as a producer of globally relevant cultural programming and drawing significant youth and first-time visitor attendance.

Pulse: Australia’s Largest Youth Arts Festival (2021 - 2024):

• Spearheaded the transformation of the Gallery’s longstanding Pulse Perspectives program into Pulse, Australia’s largest and most diverse youth arts festival. Expanded the format to showcase not only Year 12 visual art but also design, fashion, music, literature, and creative innovation. Drove exponential growth in annual visitation to 226,000 by 2024, repositioning AGWA as a national leader in youth cultural engagement. Attracted landmark sponsorships from The West Australian, JCDecaux, and NOVA Radio, significantly boosting media visibility and public participation. The initiative played a pivotal role in AGWA’s demographic shift towards younger, more diverse audiences.

FY23/24 Milestones:

• Reached record visitation of 590,000, an 80% increase on pre-COVID figures

• Achieved end-of-year profit of $750,000 (22/23) and hosted 8,500+ event attendees

• Attracted 318,993 first-time visitors; rooftop visitation exceeded 34,000

• Boosted interstate and international visitors by 83%, totalling 214,612

• Attained an emotional brand equity score of 60 (Morris Hargreaves McIntyre)

• One in four visitors were aged 16–25, confirming effective youth engagement strategy Design Store Success (Launched 2022):

• Generated $650,000 in first-year profit, more than double the initial $300,000 target

• Showcased 85 Australian and international design brands, including 42 WA-based artists

• Delivered youth mentorship programs and recruited 3,500 members within six months

• Reached $1.2 million in revenue during FY23/24

EMPLOYMENT HISTORY

ACHIEVEMENTS:

Commercial Growth and Financial Sustainability:

• Delivered $6.43 million in non-government revenue in FY23/24

• Increased sponsorship revenue by $2.5 million through targeted partnership strategy Media Partnerships and Sponsorships:

• Secured $2 million in annual media sponsorships from 7West Media, JCDecaux and NOVA Radio

• Amplified AGWA’s visibility through integrated brand partnerships

• Engaged younger and previously untapped demographics through Pulse, rooftop events, and design-led retail

• Drove a 34,000 increase in international visitors and 25,000 rise in interstate tourism, supported by major global exhibitions such as Yoshitomo Nara Education and Multigenerational Engagement:

• Drew 120,000+ attendees to Exquisite Bodies in its first six months

• Attracted over 80,000 visitors to Boorongur during peak school holidays

• Engaged more than 200,000 new visitors through original educational and community initiatives

2018 - 2020 ROBYN KERSHAW PRODUCTIONS (RKP)

Perth, Western Australia

Business Development, Marketing Communications, Senior Consultant RESPONSIBILITIES:

• Provided strategic consultancy to Robyn Kershaw Productions, a globally recognised Australian content production company, with a focus on long-term business growth, global market penetration, and competitive brand positioning.

• Worked in direct collaboration with Executive Producer Robyn Kershaw to develop, finance and strategically promote a diverse portfolio of ten internationally produced feature films across multiple global territories.

• Designed and executed integrated, forward-looking business development strategies aligned with defined commercial objectives, investor expectations, and emerging international screen industry trends and market shifts.

• Led the creation and seamless implementation of multifaceted marketing and communications plans across all stages of production, including development, pre-sales, global distribution, and international festival promotion campaigns.

• Managed stakeholder communications, media liaison, and narrative-driven promotional strategies to ensure consistent brand alignment, enhanced public visibility, and positive global positioning for all RKP projects.

• Developed high-impact investor and project funding presentations, directly contributing to successful co-financing agreements and international co-production partnerships with national agencies and global stakeholders.

• Liaised with screen agencies, distribution partners, and creative collaborators to align artistic direction with broader business strategy, target audience engagement, and long-term cross-market viability goals.

2012 - 2018

RESPONSIBILITIES:

DIGITAL MADNESS

Perth, Western Australia

Director/Owner

• Established and led a boutique creative agency delivering high-level strategic advisory across brand development, marketing, stakeholder engagement and digital communications for government, health, arts, and education sectors.

• Directed all facets of business operations, including strategy, creative direction, business development, financial oversight, and high-level client engagement at C-suite and ministerial levels across diverse industry sectors.

• Spearheaded integrated campaigns involving brand repositioning, crisis management, sponsorship, events, lobbying, and change communications, tailored to complex, multi-stakeholder, and high-sensitivity operating environments.

• Managed multidisciplinary teams, contractors, and consultants, ensuring strategic alignment, operational efficiency, cultural cohesion, quality control, and timely project delivery across all concurrent work streams.

• Served as brand custodian for key clients, leading brand audits, development, and strategic execution of comprehensive brand, media and content strategies across digital and traditional communication channels.

• Delivered issue-sensitive communications and advocacy strategies, including government lobbying, targeted public affairs, and implementation of high-impact, industry-specific reputation management and recovery initiatives.

• Designed and implemented high-impact marketing and digital engagement strategies, ensuring alignment with business objectives, audience insights, emerging market trends, and clearly measurable ROI outcomes.

• Managed key clients including WA Ballet, WA Opera, Department of Local Government, Sport & Cultural Industries (+8 Festivals), Ramsay Health Care, McCusker Foundation, AMP Shopping Centres, Macquarie University Hospital, WA Health, Wesley College, ECU and the New Zealand Government.

EMPLOYMENT HISTORY

2005 - 2012 RAMSAY HEALTH CARE GROUP

Perth, Western Australia

Innovation, Communications & Marketing Director

RESPONSIBILITIES:

• Appointed to lead Innovation, Communications and Marketing across five major hospitals i.e. Hollywood, Joondalup, Glengarry, Attadale, and Peel Health Campus, during a period of transformational growth. Recognised as a senior industry authority in health advocacy and strategic communications, I oversaw end-to-end marketing functions, including public relations, stakeholder engagement, market research, and business innovation across the WA portfolio.

• Collaborated closely with the WA Managing Director and Executive Leadership Team to develop and implement new business strategies, drive hospital expansion programs, and identify emerging market opportunities. Spearheaded the strategic repositioning and rebranding of the Hollywood and Joondalup hospitals, ensuring they emerged as national exemplars within Ramsay’s 76-hospital Australian network.

• Provided strategic counsel on high-profile and sensitive corporate matters and was instrumental in developing and executing major consumer and B2B campaigns in partnership with national advertising agencies. Led stakeholder engagement strategies across the medical and public sectors, building trusted relationships with GPs, specialists, veteran associations, government departments, the media, and corporate sponsors.

• Managed multimillion-dollar marketing budgets, performed financial modelling to ensure sustainable revenue growth, and successfully delivered annual financial performance targets. My leadership extended across innovation, communications, and reputation management at both the operational and executive levels.

ACHIEVEMENTS:

• Served as one of six senior executives overseeing approximately 4,000 Ramsay staff across WA, regularly deputising for the CEO during critical decision-making periods and representing executive interests at strategic forums.

• Successfully fulfilled the five-year strategic goal of elevating Hollywood and Joondalup Hospitals to the top two positions nationally within the Ramsay Australia network, setting new benchmarks in clinical excellence and innovation.

• Played a key leadership role in delivering a six-year, $1 billion greenfield and brownfield expansion strategy across five major hospital sites in WA, shaping the organisation’s long-term market dominance.

• Worked closely with Ramsay’s global expansion team to facilitate international growth across Asia, the UK and France, contributing to Ramsay’s transformation into the largest private hospital group globally.

• Drove one of the most successful regional transformation strategies in Ramsay WA’s history, continuing as a retained senior consultant with the Group for four additional years through my agency, The Mad Empire.

• Led specialist communication campaigns at Macquarie University Hospital (NSW), including the public introduction and awareness of advanced robotic surgery programs such as the Da Vinci Robot and Gamma Knife.

• Conceptualised and launched high-impact public health awareness campaigns focused on preventative care, mental health, and behavioural change, achieving widespread engagement and recognition.

• Became a leading advocate in men’s health communications, developing tailored engagement strategies for predominantly male patient populations, many of whom were veterans through language and framing that encouraged constructive behavioural reform and improved health outcomes.

PREVIOUS WORK HISTORY

2004 - 2005 The British Broadcasting Corporation (BBC), London

1998 - 2005 Australian Broadcasting Corporation (ABC), Perth

1996 - 1998 Freelance Work, London

1995 - 1996 Lynne Franks PR, London

1993 - 1995 Professional Public Relations, (PPR) Perth

1992 - 1993 CB Richard Ellis (Corporate Real Estate Group), Perth

1990 - 1992 Hooker Corporate (Corporate Real Estate Group), Perth

QUALIFICATIONS

Senior Marketing & PR Consultant (Secondment)

Marketing & Publicity Manager

Marketing & Public Relations Consultant

Senior Account Director (London Fashion Week)

Senior Account Manager

Marketing & Public Relations Manager

Marketing & Public Relations Manager

1990 BACHELOR OF ARTS ENGLISH (COMMUNICATIONS)

HIGHLIGHTS:

Curtin University | Perth, Western Australia

 Graduated Double Major in Film & Television/Marketing and PR

 Graduated Top Honours in Film & Television (Magna Cum Laude)

REFEREES AVAILABLE ON REQUEST

SUSAN MYERS

Demonstrating exceptional proficiency with an extensive background in strategic leadership, high-level customer service, and operational improvement within the Department of Transport, I am eager to embrace new challenges as a Team Support Officer - Infringement Services. Currently excelling as an Acting Team Leader/Processing and Customer Services Officer in the Infringement Services Area, I have demonstrated strong expertise in mentoring and developing staff, overseeing workflow, ensuring regulatory compliance and enhancing service delivery. Highly adept at analysing and interpreting complex data, I implement robust quality assurance measures and targeted training initiatives to drive team efficiency. My key capabilities extend to infringement management, legislative interpretation, and stakeholder engagement, ensuring procedural accuracy and operational excellence. Passionate about process improvement and fostering a high-performing, collaborative team culture, I thrive in fast-paced environments that demand adaptability, analytical thinking and proactive problem-solving. I am eager to leverage my strategic leadership, meticulous workflow management and exceptional service delivery expertise to contribute to the ongoing success of Infringement Services.

KEY SKILLS & COMPETENCIES

 Team Leadership & Mentorship: Highly experienced in leading, guiding, coaching and developing staff through structured training, performance oversight and fostering a positive, high-achieving workplace culture.

 Regulatory Compliance & Legislative Interpretation: Proficient in navigating complex legal frameworks, ensuring strict adherence to policies, procedures, and regulatory standards within government agencies.

 Workflow & Process Optimisation: Skilled in analyzing operational procedures, identifying inefficiencies, implementing process improvements, and streamlining workflows to maximize productivity and service excellence.

 Data Analysis & Reporting: Highly proficient in extracting, interpreting, and synthesizing complex datasets to generate insights, monitor KPIs, and support informed decision-making and performance tracking.

 Customer Service Excellence & Conflict Resolution: Demonstrated ability to handle escalated enquiries, resolve disputes effectively, and deliver outstanding service while maintaining professionalism and procedural accuracy.

 Stakeholder Engagement & Communication: Strong capability in liaising with internal and external stakeholders, fostering collaborative relationships, and ensuring seamless communication across departments and agencies.

 Quality Assurance & Risk Management: Experienced in conducting audits, identifying risks, implementing corrective actions, and maintaining compliance to uphold service integrity and operational efficiency.

 Project Coordination & Task Prioritization: Skilled in managing multiple responsibilities, balancing competing deadlines, and coordinating projects while ensuring accuracy, efficiency, and goal achievement.

 Decision-Making & Problem-Solving: Strategic thinker with a proactive approach to analyzing complex challenges, implementing solutions, and mitigating risks through sound judgment and innovative strategies.

 High-Pressure & Fast-Paced Adaptability: Thrives in dynamic, high-volume environments, maintaining composure, efficiency, and productivity while managing evolving challenges and multiple competing priorities.

 Training & Knowledge Transfer Initiatives: Passionate about upskilling teams by designing and delivering training programs, ensuring knowledge retention, and enhancing workforce capability.

 Administrative & Organisational Efficiency: Adept at managing documentation, record-keeping, scheduling and maintaining structured processes to support smooth operations and regulatory compliance.

ICT SKILLS



EMPLOYMENT HISTORY

Jul 2024 - Current DEPARTMENT OF TRANSPORT

Infringement Services Branch | Innaloo, Western Australia

Acting Team Leader/Processing & Customer Services Officer Level 2 RESPONSIBILITIES:

 Oversee and contribute to the efficient management of infringement processes, investigating and resolving processing errors, responding to escalated queries, and assisting in Ministerial correspondence.

 Investigate, assess, and resolve complex infringement-related matters, including payment disputes, reconciliations and withdrawal recommendations, ensuring compliance with regulatory requirements.

 Conduct comprehensive investigations, draft detailed responses, compile supporting information, and recommend resolutions for high-level and Ministerial enquiries, ensuring accuracy and accountability.

 Handle escalated infringement matters, conducting in-depth reviews, identifying systemic issues and implementing process improvements to enhance efficiency and compliance.

 Analyse, identify, and rectify processing errors, verifying critical data, addressing recurring issues, and recommending strategic solutions to improve accuracy and operational effectiveness.

 Engage, liaise, and collaborate with internal and external stakeholders to investigate, assess and resolve infringementrelated matters while ensuring full regulatory compliance.

 Interpret, apply, and advise on legislation, regulations, and departmental policies, providing expert guidance in order to ensure accurate assessments and well-informed customer support.

 Assist in the development and maintenance of documentation, including work instructions, procedural manuals, response templates, and training materials to support operational consistency.

 Act as a subject matter expert, contributing to projects, process improvements, and the development and implementation of system enhancements, including liaising with system administrators to address operational issues.

 Mentor, coach and support team members through knowledge sharing, on-the-job training, and skills development initiatives to enhance team capability.

 Perform quality assurance checks, reviewing work accuracy, identifying areas for improvement, and recommending refinements to workflows, procedures and training programs.

 Manage Regulatory/Legislative Enquiries, including Notice Requesting Information (Fail to Comply for Companies), evaluating late submissions, and determining eligibility for withdrawal.

 Assist the Team Leader in monitoring team performance, refining quality assurance measures, and ensuring adherence to best practices in infringement management.

KEY ACHIEVEMENTS:

 Led Training & System Transition: Spearheaded the training of existing staff in the IIPS processing system, ensuring a smooth transition and improved operational efficiency.

 Enhanced Team Development & Support: Provided mentorship, coaching, and continuous professional support, strengthening team confidence and knowledge in infringement processing and regulatory compliance.

 Optimized Workflow & Task Prioritization: Effectively monitored workloads, prioritized tasks and ensured timely and accurate completion of all assignments, meeting department deadlines and performance benchmarks.

Jul 2023 - Jul 2024 WESTERN AUSTRALIA POLICE

Infringement Management and Operations | Midland, Western Australia

Senior Clerical Clerk/Acting Team Leader RESPONSIBILITIES:

 Provided high-level administrative support, ensuring compliance with organisational policies, procedures and systems.

 Compiled, retrieved, and analysed information from various sources to support decision-making and operational needs.

 Ensured the handling, preservation, and integrity of documentation, exhibits, and electronic records, maintaining the chain of evidence to guarantee all incidents and deployments adhered to strict evidentiary and legal standards.

 Provided high-level administrative and operational support to management and personnel, efficiently managing enquiries, preparing reports, drafting professional correspondence, and coordinating workflow to enhance efficiency.

 Monitored databases to ensure accuracy, integrity, and compliance with legislative and organisational requirements.

 Maintained records management systems, supporting efficiency and adherence to compliance standards.

 Facilitated effective communication with internal and external stakeholders to ensure the efficient delivery of services.

 Oversaw and processed financial and procurement activities, raising purchase orders and managing invoice processing.

 Managed administrative logistics, scheduling meetings, coordinating travel arrangements and maintaining resources.

 Supervised and oversaw efficient team operations, including creating and managing daily/weekly rosters, approving and submitting leave requests, and updating attendance records in Excel.

 Provided mentoring, coaching, and support to team members, ensuring consistent performance and adherence to KPIs.

 Reviewed and approved withdrawal letters and generated Fines Enforcement Registry (FER) withdrawal letters within IIPS (WA Police Infringement Management System).

 Conducted staff training on the IIPS processing system to facilitate a seamless transition and enhance efficiency.

 Processed and withdrew infringements from the Courts Portal and Fines Enforcement Registry, ensuring compliance with legal protocols.

EMPLOYMENT HISTORY

KEY ACHIEVEMENTS:

 Led IIPS System Training & Transition: Spearheaded the training of existing staff in the Infringement Information Processing System (IIPS) to facilitate a seamless transition, enhancing team proficiency and reducing processing errors. This initiative improved operational efficiency and ensured compliance with new system protocols.

 Optimised Team Performance & Workflow: Successfully mentored, coached, and supported team members, leading to increased productivity and improved adherence to key performance indicators (KPIs). Established clear processes for managing workloads, prioritising tasks and ensuring deadlines were consistently met.

 Strengthened Stakeholder Engagement & Service Delivery: Effectively liaised with internal and external stakeholders, streamlining communication channels between departments and external agencies. Improved response times for critical inquiries and facilitated more efficient case resolutions.

 Improved Document Processing & Efficiency: Developed systematic processes for generating, reviewing, and finalising Fines Enforcement Registry (FER) withdrawal letters, expediting approvals and reducing administrative backlogs. This initiative enhanced document turnaround times and reduced delays in infringement finalisation.

Apr 2022 - Jul 2024 AP EAGERS - MERCEDES-BENZ PERTH, WESTPOINT STAR MERCEDES, MANDURAH MERCEDES AND CUPRA PERTH

Perth & Mandurah, Western Australia

Senior Accounts Payable/Senior Costing & Licensing Clerk

RESPONSIBILITIES:

 Reviewed, coded, and processed high-volume invoices, ensuring accuracy, proper documentation and necessary approvals before issuing Electronic Funds Transfer (EFT) payments.

 Executed comprehensive daily banking operations, meticulously processing and verifying cheques, managing company-wide cash flow, and reconciling Electronic Funds Transfer (EFT) payments received from the service, parts and finance departments to maintain financial accuracy and stability.

 Conducted thorough investigations and assigned responsibility for traffic infringement notices by reviewing Dealer Drive and Dealer Online Portals, ensuring adherence to compliance while mitigating risks associated with vehicle operations.

 Reviewed, matched and systematically reconciled invoices and credit notes on a daily basis to confirm accurate financial charges, ensuring proper allocation and application of credits while proactively identifying and addressing discrepancies to enhance financial accountability.

 Served as the primary liaison between multiple internal departments, effectively coordinating purchase orders, processing detailed expense reports, and resolving complex billing inquiries to streamline financial transactions and improve interdepartmental communication efficiency.

 Leveraged proficiency in Reynolds & Reynolds Software and Microsoft Excel to efficiently process licensing payments, accurately manage financial aspects of new and used car deals and ensure compliance with financial protocols.

 Performed secure and efficient online banking transactions, including executing ANZ Portal EFT batch processing, conducting BPAY transactions, and verifying Goods and Services Tax (GST) alignment with invoice values to uphold financial integrity and compliance.

 Ensured meticulous and prompt processing of daily invoices, utilising specialised accounting software to maintain precision in financial records, prevent discrepancies, and uphold the company's financial accountability standards.

 Generated comprehensive General Ledger reports, conducted in-depth investigations into financial discrepancies and processed journal entries with precision to facilitate account reconciliations and maintain integrity of financial statements

 Managed all aspects of vehicle licensing administration, including the registration of newly acquired and pre-owned vehicles, processing acquisitions, and overseeing registration renewals to ensure compliance with legal requirements.

 Operated and maintained a switchboard system, handling and directing over 200 incoming calls per day while providing administrative and communication support to a diverse team of more than 30 staff members.

KEY ACHIEVEMENTS:

 Optimised Data Management & Workflow Efficiency: Developed systematic processes for compiling, sorting, and organising financial documents, ensuring seamless data entry and prioritisation of high-impact transactions.

 Enhanced Training & Knowledge Transfer: Led the training and onboarding of new staff, providing hands-on coaching in accounts payable procedures and in-house systems, improving efficiency and accuracy within the team.

 Strengthened Accounts Payable Operations: Successfully prioritised invoices based on cash discounts and payment terms, ensuring timely and cost-effective payment processing while maintaining vendor relationships.

Jul 2020 - Apr 2022 DEPARTMENT OF TRAINING WORKFORCE DEVELOPMENT

Perth, Western Australia

Training Sector Finance Services - Level 2 RESPONSIBILITIES:

 Efficiently processed, validated, and accurately entered creditor invoices into the Tech One Software system for all Western Australian TAFE institutions, including NRTAFE, SRTAFE, NMTAFE, CRTAFE, and SMTAFE, ensuring compliance with financial protocols and maintaining up-to-date accounts payable records.

 Managed creditor and debtor communications, addressing enquiries and ensuring resolution of account-related issues.

 Assisted clients in meeting creditor payment deadlines, ensuring accuracy and compliance with financial policies.

 Assisted with end-of-month financial reporting, reconciling accounts and supporting finance team objectives.

 Generated and issued client invoices and adjustment notes through Tech One Software, maintaining financial integrity.

EMPLOYMENT HISTORY

RESPONSIBILITIES:

 Maintained vendor master records, verifying bank details and account accuracy to prevent discrepancies.

 Monitored daily banking transactions, processed payments, and ensured accurate receipting of funds.

 Facilitated daily payment runs for multiple TAFE institutions, ensuring smooth financial operations.

KEY ACHIEVEMENTS:

 Enhanced Payment Processing Efficiency: Implemented streamlined invoice entry and approval workflows, reducing processing time and improving turnaround for creditor payments.

 Strengthened Financial Accuracy & Compliance: Identified and rectified vendor master data discrepancies, ensuring all records were accurate, up to date, and fully compliant with departmental financial policies.

Jul 2017 - Jul 2020 AHG VOLKSWAGEN AND SUBARU WANGARA

Wangara, Western Australia

Accounts Payable/Assistant to Financial Controller/Costing and Licensing Clerk

RESPONSIBILITIES:

 Processed and coded high-volume invoices, ensuring all documentation was accurate, approved and discrepancies were promptly resolved before issuing Electronic Funds Transfer (EFT) payments.

 Conducted invoice preparation, matching, and reconciliation to ensure proper charges and timely credit applications.

 Managed and supervised daily banking operations, including processing cheques, cash handling procedures and reconciliation of EFT payments across service, parts, and finance departments.

 Acted as the primary liaison between multiple departments, efficiently managing purchase orders, processing expense reports, and resolving billing inquiries to optimize and streamline financial transactions.

 Proficiently utilized and leveraged Reynolds & Reynolds Software and Microsoft Excel to accurately process licensing payments and oversee transactions for both new and used vehicle sales.

 Maintained, updated, and audited vendor and customer master files, carefully verifying BSB and account details to uphold accuracy and integrity in all financial transactions.

 Performed in-depth reconciliation of general ledger accounts, vendor statements, and end-of-month financial statements while conducting and managing fortnightly payment runs.

 Supervised and facilitated accounts receivable functions, including accurately coding daily bank statements and ensuring all receivables were systematically entered and accounted for.

 Performed full-cycle accounts payable processing, including batching, coding, and financial reporting in Excel.

 Managed online banking operations, loading EFT batches, processing BPAY payments, and verifying GST amounts.

 Licensed and transferred new and used cars, handling acquisitions and registration renewals efficiently.

 Provided switchboard support, managing over 200 incoming calls daily while assisting over 30 staff members.

 Maintained historical financial records, ensuring documentation and data integrity in the accounts payable database.

 Liaised with creditors regarding invoices, statements, and payments to ensure timely processing and issue resolution.

KEY ACHIEVEMENTS:

 Optimised Data Processing & Workflow Efficiency: Developed structured document management systems for efficient data entry, reducing errors and ensuring accurate invoice processing.

 Enhanced Financial Accuracy & Compliance: Led invoice prioritisation strategies, effectively managing cash flow by leveraging potential cash discounts and ensuring timely payments.

 Improved Staff Training & System Integration: Conducted comprehensive training for new staff on accounts payable processes and in-house financial systems, enhancing operational efficiency and accuracy.

PREVIOUS WORK HISTORY

2011 - 2017 Hertz Truck Rentals

Service Advisor & PA to Service Manager

2010 - 2011 New Town Toyota Administration Assistant

2009 - 2010 Nail Play

Business Owner/Manager

2000 - 2004 Metro Motors Morley Accounts Payable

PROFESSIONAL REFEREES

Kerry Burns

Senior Accounts Processing Officer, Training Sector Finance Services, Department of Training and Workforce Development

 0437 510 619  kerry.burns@dtwd.wa.gov.au

Emily Chancellor

Team Leader Infringement Servies, Department of Transport

 0433 118 513  emily.chancellor@transport.wa.gov.au

Deon Bost

Team Leader infringement Services, Department of Transport

 0413 476 021  deon.bost2@transport.wa.gov.au

Vaheshnawi Pannirselvam

CAREER PROFILE

A highly driven and results-oriented professional with a robust foundation in workforce planning, project coordination and strategic stakeholder engagement, I am eager to leverage my expertise as a Medical Workforce Program Coordinator with WA Country Health Service. With an established track record in spearheading workforce initiatives, optimising resource allocation, and managing multifaceted workforce projects, I bring a strategic and solution-focused approach to advancing service delivery. My demonstrated success in driving operational excellence, cultivating cross-functional collaboration and devising innovative strategies uniquely positions me to support WACHS’s mission of delivering accessible, high-quality healthcare to rural and remote communities. I am committed to ensuring the efficient utilisation of resources, enhancing service outcomes, and contributing to the sustained success of medical workforce programs. With strong leadership and superior communication skills, coupled with a deep passion for healthcare, I am confident in my ability to positively influence both organisational objectives and patient care.

QUALIFICATIONS

2019 - 2020 Masters of Teaching - Early Childhood University of Western Australia

2016 - 2018 Bachelor of Commerce (Human Resource Management & Marketing) University of Western Australia

2013 - 2016 Diploma in Business Administration Singapore Polytechnic

KEY SKILLS & COMPETENCIES

 Workforce Planning: Expertise in managing and forecasting workforce needs and requirements, developing strategies to address staffing gaps, and optimising resource allocation to ensure efficient service delivery.

 Project Coordination: Demonstrated ability to coordinate multiple workforce-related projects simultaneously, ensuring deadlines are met and objectives are aligned with broader organisational goals.

 Stakeholder Management: Capacity to build and maintain collaborative relationships with internal and external stakeholders, including medical professionals, healthcare staff, and regional teams to achieve optimal program outcomes.

 Strategic Workforce Initiatives: Skilled in leading and implementing workforce initiatives, including recruitment strategies, retention plans and continuous improvement projects, to support operational service improvements.

 Data Analysis & Reporting: Proficient in analysing workforce data, generating insights, and providing detailed reports to inform decision-making and guide workforce strategy adjustments.

 Risk Assessment & Mitigation: Experienced in identifying potential workforce risks and implementing solutions to mitigate challenges, ensuring smooth project delivery and optimal resource utilisation.

 Budget Management: Capable of overseeing project budgets related to workforce planning, ensuring cost efficiency without compromising service quality or delivery timelines.

 Human Resources Management: Knowledgeable in healthcare-related HR practices, including compliance with awards, policies, and procedures, to ensure adherence to regulatory and organisational requirements.

 Communication & Leadership: Strong leadership skills, with the ability to motivate multidisciplinary teams, communicate complex strategies effectively, and foster a culture of accountability and excellence.

 Compliance & Policy Adherence: Familiar with healthcare sector regulations and compliance requirements, ensuring all medical workforce planning and programs adhere to relevant policies and standards.

 Computer Skills: Proficient in Windows operating systems and Microsoft Office applications, including Word, PowerPoint, and Excel. Demonstrates the ability to create, format, and analyse documents and presentations, enhancing productivity

EMPLOYMENT HISTORY

Apr 2021 - Current

JUNIOR ADVENTURES GROUP

Perth, Western Australia

Jan 2023 - Current Staffing and Rostering Coordinator (Workforce Planning)

Apr 2021 - Jan 2023 Service Coordinator

Staffing and Rostering Coordinator (Workforce Planning)

RESPONSIBILITIES:

 Lead the end-to-end process optimisation and drive continuous improvement initiatives for the Workforce Planning Strategy at Junior Adventures Group, encompassing process discovery, optimisation, documentation, communication, implementation, and ongoing monitoring.

 Oversee and ensure compliance with rostering requirements, adhering to relevant awards, policies and procedures

 Evaluate workforce availability, capability, and suitability, aligning resources to maximise utilisation and meet needs.

 Develop robust workforce planning strategies to achieve optimal staffing levels and enhance resource allocation

 Leverage advanced workforce management tools to accurately forecast demand, schedule shifts and monitor performance metrics for continuous improvement.

 Design and manage comprehensive staff schedules that align with program requirements, collaborating closely with diverse stakeholders to ensure effective staffing of before and after school care services.

 Utilise exceptional interpersonal skills to coordinate seamlessly with staff, external agencies and service coordinators, fostering positive relationships and clear communication.

 Apply in-depth knowledge of relevant childcare regulations and best practices to ensure compliance within services while identifying and implementing continuous improvement opportunities in the rostering process.

 Exercise tact and discretion when handling sensitive and confidential information, ensuring privacy and integrity

 Maintain accountability for data management utilising rostering software (Human Force) while ensuring the accuracy and completeness of records on SharePoint.

 Analyse workforce data to identify trends and opportunities for optimising efficiency, enhancing service delivery.

 Uphold a solution-focused approach to address staffing conflicts and adjust schedules, ensuring efficient services.

 Keep updated on ACECQA policies and practices, integrating knowledge into operational strategies and compliance.

Service Coordinator

RESPONSIBILITIES:

 Developed and oversaw engaging before and after school care programs including a variety of enriching experiences such as STEM, sports, cooking, and arts and crafts, ensuring alignment with the National Quality Framework (NQS).

 Managed the day-to-day operations of the service, ensuring compliance with all relevant regulations and maintaining thorough administrative records to support seamless program delivery.

 Led a dedicated team of educators, effectively managing staffing and roster arrangements to provide high-quality care for children aged 5-12 years in a primary school setting during morning and afternoon hours.

 Cultivated strong relationships with parents and school administration, addressing their concerns promptly and fostering open communication to enhance community engagement and support.

 Thoroughly understood and adhered to childcare regulations and safety standards, consistently meeting the requirements set forth by the Early Years Learning Framework and National Quality Standards.

 Effectively managed service budgets and resources, optimising allocation to ensure sustainability and quality in program delivery while maximising value for families and the community.

Sep

2018 - June

2018 MINISTRY OF LAW

Singapore

Human Resource Executive (Contract)

RESPONSIBILITIES:

 Administered comprehensive company assessments to evaluate candidates’ skills and fit for various roles, ensuring alignment with organisational objectives.

 Conducted in-person and phone interviews with candidates, utilising effective questioning techniques to assess qualifications, experience, and cultural fit within the organisation.

 Authored and published engaging internal articles aimed at enhancing employee engagement and fostering a positive workplace culture, contributing to overall staff morale and communication.

 Screened resumes meticulously to identify qualified candidates, implementing criteria-based assessments to streamline the recruitment process and enhance hiring efficiency.

 Demonstrated exceptional organisational skills by coordinating interview schedules and events for staff, facilitating seamless logistics and ensuring a positive candidate experience.

EMPLOYMENT HISTORY

Feb 2018 - Jun 2018

BLOOMING MINDS

Perth, Western Australia

Marketing Intern

RESPONSIBILITIES:

 Managed social media accounts to effectively promote organisational events, developing engaging content that increased visibility and audience engagement across various platforms.

 Created comprehensive advertising proposals, utilising market research and analysis to identify target audiences and tailor messaging for maximum impact.

 Composed direct marketing communications, including newsletters and promotional materials, to enhance brand awareness and foster community involvement in programs and events.

 Facilitated training sessions for team members, sharing insights on best practices in digital marketing and social media management to improve overall team performance and effectiveness.

Dec

2017 - Feb 2018

RESPONSIBILITIES:

MINISTRY OF LAW

Singapore

Human Resource Management Intern

 Promoted employee engagement by supporting initiatives that fostered a positive work environment, helping to strengthen employee connections and enhance overall job satisfaction.

 Leveraged social media platforms for organisational development, creating content that highlighted departmental achievements and promoted internal events, enhancing communication and community within the organisation.

 Composed articles for internal publication, effectively communicating key updates and initiatives to staff, which contributed to a well-informed workforce and improved employee morale.

 Developed leadership skills through the successful organisation of employee engagement events, coordinating logistics, activities, and communication to ensure participation and foster a sense of community among employees.

Mar

2015 - Apr 2015

BYRON & CO.

Singapore

Marketing Intern

RESPONSIBILITIES:

 Efficiently addressed service requests and emergency call-outs, ensuring timely responses that contributed to high levels of customer satisfaction and trust in the company's services.

 Engaged with customers and retail buyers to expedite order processing, fostering positive relationships and enhancing overall customer experience through effective communication and problem-solving.

 Assisted in resolving store and product complaints, actively listening to customer concerns and collaborating with team members to implement solutions, which led to improved service quality and customer retention.

Aug 2019 - Apr 2021

JUNIOR ADVENTURES GROUP

Perth, Western Australia

Casual Educator

RESPONSIBILITIES:

 Designed and implemented engaging educational activities that promoted learning through play during Outside School Hours Care (OSHC), fostering a supportive and interactive environment for children.

 Developed strong management skills by effectively coordinating and supervising multiple student engagements, ensuring a safe and inclusive atmosphere that encouraged participation and collaboration.

 Facilitated various hands-on activities, including arts and crafts, sports, and STEM-related projects, which catered to diverse interests and learning styles, enhancing children's social, cognitive, and emotional development.

 Collaborated with fellow educators to create a positive learning environment, sharing best practices and strategies to promote student engagement and well-being.

 Actively communicated with parents and guardians regarding student progress and activities, building strong relationships that contributed to a sense of community within the program.

EMPLOYMENT HISTORY

Jan 2018 - Dec 2020 HARMONY PRIMARY SCHOOL, NIDO EARLY LEARNING & WEST BYFORD PRIMARY SCHOOL

Perth, Western Australia

Pre-service Teacher

RESPONSIBILITIES:

 Developed and implemented comprehensive lesson plans for Literacy, Numeracy, Science, and Physical Education tailored to Pre-primary students, ensuring alignment with educational standards and promoting student engagement.

 Curated a variety of interactive and educational activities that facilitated learning through play, fostering a stimulating environment that encouraged curiosity and exploration among students.

 Enhanced organisational skills by meticulously planning, delivering, and evaluating lessons, adapting instructional strategies to meet the diverse learning needs of students.

 Designed and executed sensory experiences specifically for toddlers aged 15 months to 24 months, promoting cognitive and physical development through hands-on exploration and discovery.

 Supported children's well-being, learning, and development by guiding them through established routines, creating a secure and nurturing atmosphere that fostered positive social interactions and emotional growth.

 Collaborated with fellow educators to share insights and strategies, contributing to a cohesive teaching team focused on enhancing the educational experience for all students.

Jan 2015 - Jun 2016

MRS SAM’S LEARNING FORMULA

Singapore

Tutor

RESPONSIBILITIES:

 Developed and maintained an organised scheduling system for tutoring sessions, effectively managing time to accommodate the diverse needs of students and ensuring consistent attendance.

 Actively communicated with parents to address their concerns and respond to queries, fostering strong relationships and maintaining transparency regarding their children's progress and academic challenges.

 Enhanced management skills by engaging with multiple students across various subjects, facilitating tailored lesson planning that met individual learning objectives and aligned with educational standards.

 Created engaging and interactive lesson plans that catered to different learning styles, promoting student participation and motivation while tracking their progress to identify areas for improvement.

 Provided constructive feedback to students to encourage their academic growth, building their confidence and enhancing their understanding of key concepts.

CO - CURRICULUM ACTIVITIES

2016 - 2017 UNIVERSITY OF WESTERN AUSTRALIA

2013 - 2014 SINGAPORE POLYTECHNIC

 Singapore Student Society Member

 Committee Member, Marketing Department

 Leadership Development Program (Advanced) Service Project Theatre Compass Training Session

2009 - 2012 CHIJ ST JOSEPH’S CONVENT  Centre Stage Drama Troupe (2009 - 2012)

 Committee Member (2011)

VOLUNTARY WORK

2017 UNIVERSITY OF WESTERN AUSTRALIA  Guild Volunteering: Bread run for the homeless

2014 - 2015

SINGAPORE POLYTECHNIC

 Community Service at St Andrew’s Community Hospital - 2014/2015

 Overseas Learning and Community Service Program in Indonesia

 Two-week social innovation project, Yogyakarta, Indonesia

2010 - 2012 CHIJ ST JOSEPH’S CONVENT  Saving the environment project - 2010

 Overseas community involvement Program - 2012

CERTIFICA TIONS & ACCREDITATIONS

 Current Working with Children Check (WWCC) Department of Education | Expiry 3rd March 2025

 Certificate of Accreditation - Mental Health First Aid Mental Health First Aid, Australia | Attained 2018

PERSONAL DETAILS

NATIONALITY: Singaporean

LANGUAGES: Fluent English & Tamil

VACCINATIONS: COVID-19 Vaccinated

HEALTH: Excellent, physically fit, non-smoker

LICENCES: Current C-A Driver’s Licence

INTERESTS: Baking, going to the beach, long walks and continued learning in classical Indian dance (Bharatanatyam)

PROFESSIONAL REFEREES

James Gan

Specialist Advisor - Business Transformation and Excellence/Optimisation Lead Victorian Department of Families, Fairness & Housing

 0411 563 088

Chantelle Venter

Regional Service Manager

Junior Adventures Group

 0434 517 166

 Chantelle.venter@junioradventuresgroup.com.au

WA GOVERNMENT COVER LETTER EXAMPLES

18 May 2026

Dear Ms Gibbs,

Re: Therapeutic Support Manager Perth | Job No: 4936730

I write with great enthusiasm to be considered for the above position with Lifestyle Solutions, as recently advertised online. Bringing significant experience in delivering high-quality care and therapeutic support to children and young people within community-based environments, together with proven leadership capability and experience supervising and coordinating teams, I am excited by the opportunity to contribute meaningfully to your organisation. Passionate about creating positive and lasting outcomes for vulnerable individuals, I believe this opportunity aligns strongly with aspirations and personal values.

Throughout a diverse career spanning more than 15 years across the community services, disability, healthcare and retail sectors, I have developed extensive experience supporting individuals with complex needs while maintaining a strong focus on safety, wellbeing and person-centred care. This experience can be demonstrated through my current role as Paramedic - Mental Health Patient Transport, and previous positions including Patient Care Assistant, Disability Support Worker, Specialist Therapeutic Carer, Life Skills Trainer, Outside School Hours Care Educator and Dairy Department Manager.

I am confident that I would make a valuable contribution as Therapeutic Support Manager Perth, with the capability to empower children and young people to enhance their quality of life, strengthen community participation and achieve positive developmental outcomes. I possess strong capability in delivering service provision that is person-centred, traumainformed and grounded within strengths-based intervention frameworks. Highly skilled in supporting children, young people and families experiencing vulnerability and complex circumstances, I remain committed to promoting safety, stability and emotional wellbeing while fostering environments that encourage growth, resilience and positive behavioural outcomes. Committed to continuous professional development, I have completed a Graduate Certificate in Case Management, Bachelor of Health Science (Paramedic Science), Certificate IV in Christian Ministry and Theology (Internship), and Certificates III and IV in Community Services. In addition, I have undertaken extensive professional training including Mental Health First Aid, Autism Spectrum Disorder Training, Psychiatric Emergencies and the Mental Health Act, Advanced Life Support Training, Patient Assessment and Patient Care Records, First Aid Training, and numerous additional programs relevant to therapeutic care and crisis intervention.

In my previous role as a Disability Support Worker, I provided intensive one-to-one support to a client living with cerebral palsy, hemiplegia and dysphasia, assisting with personal care, daily living activities and the development of practical life skills to support greater independence and quality of life. Furthermore, during my employment as a Specialist Therapeutic Carer with Mercycare Inc, I operated within the Sanctuary Model framework, identifying the complex needs of vulnerable children and applying therapeutic interventions tailored to each individual. This role required a strong understanding of trauma, attachment theory and neurobiological frameworks, enabling me to create safe and supportive therapeutic environments responsive to the emotional, behavioural, social and educational needs of young people. I also supported children and young people transitioning into and out of therapeutic programs while coordinating assessments utilising approved assessment tools and evidence-based approaches.

I possess an unwavering commitment to the mission and values of Lifestyle Solutions in delivering meaningful support to people with disability, children and young people in out-of-home care, as well as their families and communities. Acting with integrity and professionalism at all times, I advocate strongly for ethical practice, high-quality care and positive team culture. Through collaborative engagement with internal and external stakeholders, I have consistently established trusting and respectful relationships with children, young people, families and multidisciplinary teams, contributing to positive behavioural, emotional and social outcomes.

Find attached my résumé for your consideration, which details my experience and responses to the selection criteria. I welcome the opportunity to attend an interview where I would be pleased to further discuss my experience, leadership capability and potential contributions to Lifestyle Solutions and its continued commitment to therapeutic, person-centred care delivery. Thank you for your time and consideration, and I look forward to your favourable response.

Yours sincerely,

Peter Taylor

EMILY ROGERS

Dear Ms Duscio,

Re: Chief Executive Officer

Demonstrating exceptional results as an accomplished senior executive in the arts and cultural sector, I am eager to leverage my strategic foresight, transformational leadership and deep, cross-disciplinary sector expertise to deliver an ambitious and sustainable future as Chief Executive Officer of Perth Festival, confidently guiding the organisation to new heights of artistic excellence, audience engagement, and global recognition worldwide.

I bring a unique combination of foresight, transformational leadership, and deep cross-disciplinary expertise spanning the arts, culture, media and corporate sectors. My career has been defined by delivering large-scale organisational change, building innovative partnerships, and embedding creative yet commercially astute strategies that generate significant cultural, social, and financial returns. I have held senior leadership roles across renowned institutions including the Art Gallery of Western Australia, the Department of Culture and the Arts, WA Ballet, WA Symphony Orchestra, ABC, BBC Arts, and global cultural platforms such as London Fashion Week and Levi’s International. My achievements include conceptualising an entirely new Asia-Pacific festival, the +8 Festival; delivering major rebrands and capacity-building programs; and overseeing record-breaking audience growth and funding at AGWA. I am also an experienced Chief Executive, having served as CEO of my own enterprise, The Mad Empire, and as Deputy CEO of Ramsay Healthcare WA and SA, where I contributed to transforming the organisation into one of the largest and most profitable private hospital providers in the world.

The CEO role at Perth Festival aligns perfectly with my current professional remit and career trajectory. At AGWA, I am leading an ambitious strategic transformation that will redefine the institution over the next five to seven years. This has given me unparalleled insight into the opportunities and challenges facing major arts organisations today, including the imperative to innovate, diversify funding sources, engage fragmented audiences, and navigate unprecedented competition from other forms of entertainment. I understand that maintaining relevance requires both bold artistic programming and long-term strategic thinking. Perth Festival, as one of Australia’s most important cultural events, has the capacity to lead in this space, setting benchmarks for engagement, inclusion, and creative innovation. My experience and vision uniquely position me to guide the Festival into this next era, ensuring it continues to thrive locally while expanding its influence globally.

My career has been defined by leading change, cultivating innovative partnerships and embedding creative and commercially astute strategies that generate significant cultural, social, and financial returns. In my current role as Deputy Director and operational CEO of the Art Gallery of Western Australia (AGWA), I have overseen one of the most significant strategic transformations in the Gallery’s history, laying the foundation for its new home within the next five to seven years. This transformation has encompassed the redefinition of audience engagement strategies, the securing of unprecedented funding partnerships, and the delivery of record visitation numbers, with 465,000 visitors in the 2024–25 period, the highest since AGWA’s inception. I have led a multidisciplinary workforce of more than 60 FTE, in addition to volunteers and guides, building a high-performing culture recognised for its creativity, agility, and impact. My remit has spanned sponsorship, philanthropy, marketing, communications, events, audience research, commercial operations and programming, with measurable results across all key performance areas.

My proven ability to drive innovation and secure transformational investment is evidenced by landmark achievements such as growing the AGWA Foundation from $34 million to $44 million in just three years, and negotiating multimillion-dollar sponsorship and grant agreements. These include securing Healthway’s investment in the G9 Children’s Engagement Space, which expanded from $60,000 per year in 2022 to $750,000 in 2025, supported by an audience growth trajectory from 45,000 to 120,000 annual visitors. I also negotiated a $650,000 per year, five-year partnership with the Simon Lee Foundation for cross-cultural Australasian art collaborations, and delivered high-value media, tourism, and philanthropic partnerships with C7/The West Australian, JCD Decaux, NOVA Radio, Tourism WA, the Perron Foundation, and the Department of Local Government, Sport and Cultural Industries. The scale and diversity of these achievements have set new benchmarks for cultural funding in Western Australia.

I have conceived and delivered transformative exhibition strategies that have not only amplified AGWA’s reach but have also generated substantial and sustainable revenue growth. A prime example is the TIME RONE exhibition, which achieved an unprecedented $3.5 million in ticket revenue, $1.2 million in commercial sales, and drew an audience of 90,000 visitors, positioning it as one of the most commercially successful and critically lauded exhibitions in the Gallery’s history. This success was the result of a meticulously planned curatorial, marketing, and partnership strategy that maximised audience engagement while safeguarding artistic authenticity. It also strengthened AGWA’s reputation as a destination for landmark cultural experiences, creating enduring relationships with sponsors, media partners, and community stakeholders. The outcomes from TIME RONE have since informed future exhibition models, establishing a blueprint for balancing artistic ambition with financial viability.

Equally significant was The West Australian Pulse, an annual showcase of Year 12 visual arts graduates, which I strategically repositioned to become a cornerstone of youth engagement. This initiative increased youth visitation to 36 per cent of AGWA’s audience, cultivated long-term connections with emerging artists and their communities, and firmly established the Gallery as a vital cultural touchstone for the next generation of arts patrons. Both initiatives exemplify my ability to fuse creative excellence with commercial acumen, ensuring cultural programming not only meets the highest artistic standards but also achieves financial sustainability, broad accessibility, and enduring public resonance.

At the Department of Culture and the Arts, I conceptualised the +8 Festival, an ambitious Australasian arts and culture event designed to unite creative talent from across the Asia-Pacific. The festival was fully endorsed at ministerial level, funded for delivery, and positioned as a long-term cultural asset for Western Australia before its postponement due to the pandemic. Its revival, now under consideration, speaks to the strength and timelessness of the concept. This project demonstrates my capacity to build entirely new festival models from the ground up, including stakeholder buy-in, funding acquisition, and programming that is globally relevant while deeply rooted in local identity. The +8 Festival was strategically designed to bridge cultural exchange with economic growth, combining internationally acclaimed artists with local innovators in a program that could position Western Australia as a creative hub for the Asia-Pacific region.

Beyond AGWA and +8, I have delivered transformational projects that have redefined the public profile and reach of cultural institutions, including rebranding and capacity-building strategies for the WA Ballet and WA Symphony Orchestra. Earlier in my career, as Deputy CEO of Ramsay Healthcare WA and SA, I was integral to the leadership team that transformed the organisation into the Southern Hemisphere’s largest private hospital provider and the second largest globally. This required implementing complex multi-jurisdictional strategies, achieving international expansion, growing the workforce to 4,000 employees in WA alone, and creating an award-winning culture that earned Employer of Choice status for three consecutive years. While outside the arts, this experience sharpened my skills in large-scale operational management, governance, and strategic transformation, all directly transferrable to the leadership of a major arts festival.

I have also cultivated enduring and strategically valuable international networks across the arts and creative industries, encompassing collaborations with leading broadcasters such as the ABC and BBC Arts, as well as high-profile cultural and fashion platforms including London Fashion Week and Levi’s International. These relationships have been built on mutual trust, creative alignment, and a proven ability to deliver projects that achieve both artistic and commercial success. Leveraging these networks, I have facilitated cross-border cultural exchanges, secured high-visibility media coverage, and generated international interest in Australian artistic work. When combined with my demonstrated record of attracting substantial sponsorships and philanthropic investment, this global connectivity equips me to significantly expand Perth Festival’s international profile, forge new partnerships with influential cultural institutions, and curate programs that will draw leading global talent while engaging and inspiring diverse local audiences.

The timing of this opportunity is particularly compelling. Arts festivals worldwide are facing unprecedented competition from other forms of entertainment and are challenged by shifting audience behaviours. I am intimately aware of these dynamics, having navigated similar challenges at AGWA. I believe Perth Festival can meet this moment by embedding innovative programming, diversifying funding streams, and developing an audience pipeline that embraces youth, multicultural communities, and digital engagement without compromising the Festival’s artistic integrity. My leadership would focus on balancing tradition and reinvention, safeguarding the Festival’s legacy while positioning it for long-term sustainability.

I possess a deeply honed understanding of what inspires individuals and teams to deliver extraordinary results, underpinned by decades of experience leading high-performing, multidisciplinary groups through both opportunity and challenge. My leadership style is informed by a steadfast commitment to collaboration, transparency, and mutual respect, recognising that staff are not merely implementers of strategy but vital partners in co-creating and realising an organisation’s vision. I foster environments where innovation flourishes, creative risk-taking is embraced, and professional growth is actively supported, leading to exceptional staff retention, high levels of engagement, and a culture of shared purpose.

It would be both an honour and a privilege to steward Perth Festival into its next era, building on its distinguished artistic legacy while amplifying its influence, relevance, and reach on the national and international stage. I bring the vision to set ambitious yet achievable goals, strategic acumen to navigate an evolving cultural landscape, and the resilience to ensure the Festival thrives in the face of change. My record demonstrates the ability to secure transformative partnerships, diversify revenue streams, and deliver programs that resonate deeply with audiences, stakeholders, and artistic collaborators alike.

Find attached my résumé for your consideration and my response to the Selection Criteria. I would greatly welcome the opportunity to engage in a detailed and purposeful discussion on how my leadership experience, proven achievements, and future-focused vision can meaningfully contribute to Perth Festival’s sustained growth, artistic innovation, community relevance, and enduring global recognition.

Yours sincerely,

Emily Rogers

Michael Whitecross

Perth, Western Australia

 0433 333 333  mikwhitecross@gmail.com

28 April 2024

Attn: Stephen Gourley

Re: Trainee Linesperson

Position No: 36151

Dear Sir,

I am writing to express my enthusiastic interest in the Trainee Linesperson position at the Public Transport Authority (PTA) as recently advertised online Possessing a keen interest in advancing my career within the rail industry and a strong foundational skill set in mechanical operations, I am excited about the opportunity to contribute to the PTA’s mission of delivering world-class public transport services.

Throughout my career in various technical and operational roles, I have consistently demonstrated a commitment to safety, efficiency, and teamwork. These experiences have endowed me with a robust understanding of machinery and equipment handling, which I am eager to apply in the maintenance of overhead line equipment (OLE) for PTA. I am motivated by the prospect of joining the PTA and the opportunity this role presents to be part of vital projects such as METRONET, enhancing the efficiency and safety of Perth’s public transport system. I am eager to leverage my skills in a dynamic new setting and look forward to the structured on-the-job and off-the-job training that the Trainee Linesperson program offers.

CRITERIA 1: CORE COMPETENCIES

Sound numeracy and literacy skills: During my role as a Laboratory Supervisor at Coffey International, I frequently employed my numeracy and literacy skills to perform detailed analyses and compile extensive reports. A key responsibility was to oversee the sampling, monitoring, and testing of construction materials, where I meticulously calculated data related to material properties such as strength, composition, and environmental compliance. This information was crucial for creating detailed client reports, which required not only precise calculations but also clear and concise language to convey findings and recommendations effectively. These reports were instrumental for our clients, including major mining corporations, to make informed decisions about their operations.

Sound mechanical aptitude, including the ability to use relevant hand and power tools, machinery and equipment: In my position as Plant & Technical Manager at Concrete Logistics, I demonstrated substantial mechanical aptitude by overseeing the installation and operation of AIMS and Command automated batching systems. My role involved hands-on adjustments and calibrations of machinery, ensuring all equipment operated at peak efficiency. I was also responsible for the training and oversight of staff in the proper handling and maintenance of these systems. My comprehensive understanding of the mechanical workings of this equipment was vital for maintaining the high standards required for concrete production and delivery.

In my role as a Production Manager at Readymix Holdings, I frequently demonstrated a high level of mechanical aptitude essential for the production and supply of ready-mix concrete. I was directly involved in overseeing the daily operation of sophisticated production machinery and equipment. This included managing the calibration and maintenance of a variety of heavy machinery such as crushers, mixers, and conveyor systems used in concrete production. I personally led the initiative to innovate and replace the burner system within the plant, which required a deep understanding of both the operational requirements and the technical specifications of the equipment. My hands-on approach ensured that I was not only supervising but actively participating in the setup and adjustment of the systems. This project was particularly challenging due to the precision required in mixing and temperature controls, which are critical for producing high-quality concrete.

Furthermore, I was responsible for training and supervising a team of technicians and operators, ensuring they were proficient in using a range of hand and power tools safely and effectively. This training included detailed instruction on the operational principles of each machine, routine maintenance procedures, and troubleshooting common issues, thereby minimising downtime and maintaining productivity. This extensive experience with complex mechanical systems and my proactive management of both equipment and personnel underscore my strong mechanical aptitude, making me well-suited for roles requiring proficiency in handling various types of machinery and tools.

Demonstrated competency in all lower level linesperson requirements: While I have not previously held a position as a Linesperson, my experience as a Quality & Training Supervisor at Holcim has equipped me with skills and knowledge that are directly transferable to the Linesperson role. I was tasked to ensure the safety and efficiency of operations across multiple plant locations. This involved adhering to stringent safety protocols, similar to those required for overhead maintenance work. I hold current accreditations in Working at Heights and possess a Construction Industry White Card, which are critical for safely conducting maintenance at elevated levels. Additionally, my experience includes direct oversight of teams performing tasks that require high level precision and safety awareness, paralleling the skill set required for a Linesperson.

Each of these examples highlights my proficiency and transferable skills relevant to the Trainee Linesperson position at the Public Transport Authority, demonstrating my readiness to meet and excel in the varied responsibilities and tasks of this role.

CRITERIA 2: COMMUNICATION AND INTERPERSONAL

Written communication skills: 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. At EDL Energy, my role as LNG Operator required me to meticulously document maintenance activities and create work orders using the PRONTO system. This documentation was crucial for ensuring accurate records of operations and facilitating efficient communication across departments. My ability to clearly articulate complex technical processes in written form ensured that maintenance logs were comprehensible and useful for audits and routine checks. This precise written communication helped in maintaining high safety and operational standards and supported the seamless continuation of work across shifts.

Verbal communication skills: While serving as an Advisor for Apprenticeships Australia, my role involved regular verbal interactions with a diverse range of stakeholders, including apprentices, host companies, and industry partners. I conducted regular meetings and training sessions, where my ability to clearly and effectively communicate policies, procedures, and safety protocols was essential. My verbal communication skills were particularly crucial in mentoring apprentices, where I needed to explain complex technical concepts in an accessible manner, ensuring they were "job ready" and equipped with the necessary skills and knowledge.

Interpersonal and communication skills: 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. During my tenure as a Quality & Training Supervisor at Holcim, I was tasked with spearheading cultural change initiatives and fostering alignment across quality standards and operational processes. This role required high-level interpersonal skills to manage, negotiate, and persuade a team of over 78 operational staff across different locations. By building strong relationships and promoting an inclusive and collaborative work environment, I was able to effectively lead the team through significant operational changes, enhancing overall productivity and compliance.

Teamwork: At Rio Tinto, as a Metallurgical Operator, I worked closely with Metallurgical Engineers and other technical staff in a team environment to analyse and predict the behaviour of ore bodies. This required not only individual expertise but also collaborative planning and data sharing. My ability to integrate into the team and contribute effectively was crucial in achieving our collective goals, such as enhancing the efficiency of the extraction and processing stages. Our team's collaborative efforts were instrumental in maintaining high standards of production and safety.

Each of these examples illustrates my comprehensive communication skills across various modalities, as well as my ability to work effectively within a team. My experiences across different roles and industries have equipped me with a versatile skill set that I am eager to bring to the Trainee Linesperson position at the Public Transport Authority.

CRITERIA 3: CONCEPTUAL, ANALYTICAL AND PROBLEM SOLVING

Suitable level of problem solving skills: Throughout my career, I have consistently demonstrated a high level of problemsolving skills, particularly during my tenure as a Quality & Training Supervisor at Holcim. In this role, I was tasked with overseeing quality assurance and training across multiple operational sites, which required a sophisticated understanding of both production processes and material properties. A specific instance that highlights my analytical and problem-solving abilities occurred when we faced persistent quality issues in our concrete mix, which was affecting project timelines and client satisfaction. Recognising the critical nature of these challenges, I initiated a comprehensive review of our production processes and raw material sourcing strategies. By conducting detailed analyses and collaborating with production teams, I identified that the variability in raw material quality was the root cause of the inconsistency in the final product. To resolve this issue, I led the development and implementation of a revised quality control protocol that included stricter incoming material inspections and a series of benchmarking tests for all raw materials. Additionally, I facilitated training sessions for the production staff to enhance their understanding of the new processes and the importance of consistency in material quality. The results were significant. We observed a 30% reduction in production defects and a noticeable improvement in client satisfaction. This initiative not only resolved the immediate quality issues but also led to more efficient use of resources and reduced waste, aligning with Holcim's commitment to sustainability.

This example underscores my ability to apply analytical skills to diagnose complex problems, develop effective solutions, and implement them successfully, ensuring alignment with both operational goals and industry standards. My experience in leveraging these skills to enhance operational efficiency and product quality makes me well-suited to handle the responsibilities and tasks of the Trainee Linesperson position at the Public Transport Authority.

CRITERIA 4: PERSONAL ATTRIBUTES

Demonstrated Commitment to Safety: During my tenure at EDL Energy as an LNG Operator, I was deeply involved in ensuring the safety of all operations, particularly in the production and handling of Liquefied Natural Gas (LNG). My responsibilities included adhering to strict statutory standards and licensing requirements of operating a Major Hazard Facility. I actively participated in safety management initiatives, such as the development of Safe Work Instructions and utilising Permit to Work systems. This proactive approach to safety was further underscored by my involvement in HAZOP and risk assessments, ensuring that all potential hazards were identified and mitigated effectively.

During my tenure as Quality & Training Supervisor at Holcim, I was instrumental in enhancing the safety culture across multiple plant locations. Recognising the inherent risks associated with handling and producing construction materials, I prioritised safety above all else in every aspect of the operation. My role involved not only overseeing quality assurance and compliance but also directly managing and implementing safety protocols. One of my key achievements was the development and implementation of a comprehensive safety training program tailored to the specific needs of the operation. This program covered all aspects of safety, from routine handling procedures to emergency response techniques. I conducted safety drills and workshops that emphasised the importance of safety gear, the correct use of machinery, and the immediate reporting of any safety concerns or incidents. I spearheaded a campaign to upgrade safety equipment at the plants and introduced regular safety audits to ensure compliance with the latest industry standards and regulations. My proactive approach to safety management led to a significant reduction in workplace incidents. During my supervision, we achieved a record low in Total Recordable Injury Frequency Rate (TRIFR), dropping from 17.6 to zero over a two-year period. My commitment to safety at Holcim reflects my overall approach to my professional endeavours, where the well-being of the team and adherence to safety protocols are paramount.

Ability and willingness to undergo all training required: In my role at Apprenticeships Australia, I demonstrated my commitment to continuous learning and development by serving in a capacity that required understanding and supporting diverse training needs across various sectors. My ability to mentor apprentices and provide them with safety and operational training highlights my openness to acquiring new skills and knowledge. This adaptability and eagerness to learn were pivotal in maintaining effective training environments and ensuring that both apprentices and host companies were well-supported.

Capacity to use initiative and appropriate judgement, and work in a reliable and responsible manner: While working for Coffey International as a Laboratory Supervisor, I took the initiative to overhaul laboratory systems to enhance the accuracy and reliability of material sampling and testing. This role demanded meticulous attention to detail and strict adherence to NATA accreditation standards and ISO17025 regulations. By autonomously navigating through complex operational challenges and maintaining the integrity of crucial testing procedures, I showcased my ability to use sound judgment and operate in a reliable and responsible manner. This was critical in ensuring the precision and reliability required for the successful completion of high-stakes projects

Each of these examples from my past roles demonstrates my strong alignment with the personal attributes required for the Trainee Linesperson position at the Public Transport Authority. My background illustrates a solid foundation in safety, an ongoing commitment to professional development, and a proven track record of responsible and insightful decision-making.

CRITERIA 5: SPECIAL REQUIREMENTS

I am prepared and fully capable of undergoing medical examinations to verify my physical fitness and obtaining a current National Police Clearance Certificate. Additionally, I possess the skills necessary to perform maintenance work at moderate heights (up to 10 meters) under various conditions, including day or night shifts. I am flexible and available to adhere to an agreed roster that covers unsocial hours, including weekends and public holidays, and I am ready to fulfill standby requirements and respond to callouts at short notice. I am committed to completing all required training and am willing to work at any location within the PTA’s urban rail network as needed. Furthermore, I hold valid Working at Heights, Construction Industry White Card, and Elevated Work Platform accreditations, enhancing my readiness and capability for this role.

I have a deep commitment to and understanding of the Public Transport Authority's (PTA) values, particularly its emphasis on providing safe, reliable, and efficient public transport services. My professional ethos aligns seamlessly with the PTA’s dedication to safety, community service, and innovation, as demonstrated through my extensive career managing safety protocols and improving operational processes. I am inspired by the PTA's initiatives like METRONET, reflecting both forwardthinking infrastructure development and community-oriented service enhancement. My proactive approach to safety and efficiency, coupled with a commitment to sustainable practices, positions me well to contribute meaningfully to the PTA's goals and ongoing projects. I am eager to bring my skills and dedication to an organisation that values high standards and community impact, striving to enhance the quality and reach of public transport in Western Australia.

Find attached my application form, résumé, and evidence of my current unrestricted WA ‘C’ Class Driver’s Licence. I am keen to further discuss how my background, skills, and enthusiasm which aligns with the needs of your team. Thank you for considering my application. I look forward to the possibility of contributing to the success of the Public Transport Authority.

Yours sincerely,

Michael Whitecross

24 October 2024

Beilby Downing Teal

Level 9, 50 Street Georges Terrace PERTH WA 6000

Re: Director of Planning & Regulatory Services

Dear Members of the Selection Panel,

I am writing to express my interest in the Director Planning and Regulatory Services position at the Town of Claremont as advertised. With a strong background in planning, environmental management and regulatory services at senior management levels, I am excited about the opportunity to contribute to the Town’s vision of being a progressive, sustainable, and connected community.

I am confident that my leadership experience, strategic planning skills, and passion for community development align with the expectations of this role. In my current and previous roles, I have successfully overseen multidisciplinary teams, including planning, environmental health, building compliance, and waste management services. My hands-on approach to leadership has enabled me to guide teams in delivering results that meet operational demands and strategic objectives. I have consistently demonstrated the ability to manage complex projects, prepare and execute budgets, and foster positive relationships with key stakeholders.

Committed to professional development, I am currently pursuing a Master of Professional Engineering, specialising in Mining Engineering, at Curtin University. In addition, I hold a Bachelor of Science in Environmental Engineering, providing me with a strong foundation in both environmental and mining engineering principles. This combination equips me with a comprehensive understanding of sustainable practices within the mining industry.

With extensive experience in the local government sector, I have held key roles in environmental health and waste management services, notably at the Shire of Coolgardie. As Manager of Waste and Sewerage Services, I oversaw essential infrastructure projects, including the upgrade of the wastewater treatment plant and the development of a liquid waste facility. My responsibilities included ensuring regulatory compliance, managing contracts, and leading community education initiatives on environmental sustainability. This experience has provided me with a deep understanding of local government operations, particularly in delivering services that align with strategic goals and enhance community well-being.

As the Manager of Waste and Sewerage Services at the Shire of Coolgardie, I have extensive practical experience in planning, environmental, and other regulatory services at a management level. In my current role, I oversee key infrastructure projects such as the wastewater treatment plant upgrade, manage the licensing process for waste management facilities, and ensure compliance with environmental regulations. I lead the development and implementation of strategic waste and sewerage programs, while managing budgets, contracts, and reporting obligations to regulatory bodies. This role has honed my ability to manage complex projects and ensure all regulatory, planning, and environmental requirements are met efficiently and sustainably.

I possess highly developed interpersonal, relationship management, and negotiation skills, which have been integral to my success in managing complex regulatory and environmental projects across multiple roles. My experience spans both local government and the private sector, where I have consistently demonstrated the ability to effectively communicate with stakeholders, lead multidisciplinary teams, and coordinate external consultants to achieve project objectives. In my current role as Manager of Waste and Sewerage Services at the Shire of Coolgardie, I work closely with internal and external stakeholders, fostering collaborative relationships and managing negotiations with contractors and consultants to ensure project delivery. In previous roles, such as an Environmental Consultant with Environment Remedy Company and Environmental Field Technician at SGS Australia, I effectively coordinated with teams and stakeholders to deliver environmental impact assessments and remediation projects, further refining my ability to navigate diverse perspectives and achieve positive outcomes.

I have extensive experience in building effective work teams and fostering a positive, collaborative culture across various roles in my career. As the Manager of Waste and Sewerage Services at the Shire of Coolgardie, I lead a multidisciplinary team, ensuring alignment with strategic goals while promoting a culture of mutual respect, accountability, and continuous improvement. I actively encourage team members to contribute ideas and solutions, fostering an environment where innovation and teamwork are highly valued. Additionally, I have successfully led education initiatives to enhance team knowledge on environmental sustainability and regulatory compliance, which has strengthened overall team cohesion and performance.

I also possess highly developed written communication skills, demonstrated through my ability to produce comprehensive reports with a high level of detail and accuracy. My responsibilities include preparing Annual Environmental Reports and Audit Compliance Reports for landfills and wastewater treatment plants, as well as submitting compliance documentation to regulatory bodies such as the Department of Water and Environmental Regulations.

My attention to detail ensures that all reports are meticulously crafted, meeting regulatory standards and providing clear, actionable insights for both internal and external stakeholders. This attention to detail has been crucial in securing project approvals and maintaining compliance across complex environmental and infrastructure projects.

I have developed strong knowledge, skills, and experience in the preparation of project briefs, budgets, and reporting throughout my career, particularly in my current role as Manager of Waste and Sewerage Services at the Shire of Coolgardie. I am responsible for drafting detailed project briefs for significant infrastructure projects such as the wastewater treatment plant upgrade and the development of a liquid waste facility. These briefs outline project scope, objectives, timelines, and resource requirements to ensure clarity and direction for all stakeholders involved. In addition to project briefs, I manage project budgets, ensuring cost-effective resource allocation and adherence to financial targets. This includes overseeing the financial planning for waste and sewerage services, aligning budgets with both strategic and operational goals. My experience in financial oversight extends to preparing and managing contracts, evaluating tenders, and ensuring that project expenses remain within the allocated budget. Reporting is another key area where I excel. I prepare comprehensive reports for internal stakeholders and regulatory bodies, such as Annual Audit Compliance Reports and Environmental Reports. These reports require a high level of accuracy and attention to detail, ensuring compliance with regulations and transparency in project progress. My ability to manage all aspects of project planning, budgeting, and reporting has consistently contributed to the successful delivery of complex environmental and infrastructure projects.

I have a proven ability to transform strategic concepts into practical outcomes, which has been a cornerstone of my leadership roles. In my current position as Manager of Waste and Sewerage Services at the Shire of Coolgardie, I have successfully translated high-level strategic goals into actionable initiatives that address both regulatory compliance and community needs. For example, I led the upgrade of the Shire’s wastewater treatment plant, overseeing every phase from strategic planning to on-the-ground execution. This involved not only aligning the project with environmental and operational objectives but also ensuring it met budgetary constraints and compliance requirements. Another instance where I turned strategic vision into practical results was the remediation of the Kambalda Waste Facility. By taking a long-term strategic goal, restoring the site to meet environmental safety standards, I developed a detailed plan, secured necessary regulatory approvals, and managed the project through to completion. This hands-on, results-driven approach ensures that strategic concepts are effectively implemented to deliver tangible benefits for the community and the environment.

I have a strong understanding of the political environment and have successfully navigated sensitive issues throughout my career in local government and regulatory services. In my role as Manager of Waste and Sewerage Services at the Shire of Coolgardie, I frequently engage with various stakeholders, including elected officials, regulatory bodies, and community members, which requires a keen awareness of the political landscape and its influence on decision-making processes. I handle politically sensitive matters, such as environmental compliance and community concerns over waste management, by maintaining open, transparent communication and balancing the interests of the council, regulatory authorities, and the public. For example, during the remediation of the Kambalda Waste Facility, I worked closely with government agencies to ensure regulatory compliance while addressing community concerns regarding environmental impact. My ability to manage these sensitive situations with diplomacy and tact has been key to maintaining trust and delivering outcomes that align with both political and community expectations. I am adept at handling complex, politically charged situations by fostering strong relationships and ensuring all parties feel heard and engaged.

I have extensive experience in the planning, implementation, and management of complex projects, particularly in the areas of environmental sustainability and waste management. In my current role as Manager of Waste and Sewerage Services at the Shire of Coolgardie, I have successfully led several high-profile projects from conception to completion. Notably, I have overseen the upgrade of the Shire’s wastewater treatment plant, where I managed all phases, including strategic planning, budget development, compliance with regulatory requirements, and on-site execution. I ensured that the project adhered to timelines and financial constraints while meeting environmental objectives.

Additionally, I have led the planning and development of a liquid waste facility, coordinating the design, infrastructure installation, and regulatory approvals. My project management approach involves close collaboration with multidisciplinary teams, external consultants, and contractors to ensure seamless execution. I also apply rigorous risk management and problem-solving strategies to address challenges that arise during project implementation. This extensive project management experience, combined with my ability to deliver projects on time and within budget, underscores my capability to plan, implement, and manage a wide range of complex projects effectively.

As a member of the Executive Team, I would work with the Chief Executive Officer and other Directors to drive a collaborative and innovative culture, ensuring that the Town’s strategic goals are realised in a proactive and well-planned manner. My ability to transform strategic concepts into practical, community-focused outcomes, combined with my excellent relationship management and communication skills, would enable me to make a meaningful contribution to the Town of Claremont.

I am particularly attracted to this role by the opportunity to contribute to a growing Local Government that places a strong emphasis on sustainability and community engagement. I am enthusiastic about the prospect of joining the Town’s Executive Team and leading the Planning and Regulatory Services Directorate to further enhance the Town’s liveability and environmental responsibility. Find attached my résumé with referees. I would welcome the opportunity for a personal discussion to explore how my experience and skills can contribute to the continued success of the Town of Claremont.

Yours sincerely,

Pergy Matsika

WA GOVERNMENT SELECTION CRITERIA EXAMPLES

SELECTION CRITERIA

Chief Executive Officer | Perth Festival

EXECUTIVE LEADERSHIP:

Proven leadership experience in the arts, cultural, major events or adjacent sectors, with a track record of delivering strategic and organisational outcomes.

I bring over two decades of executive leadership spanning the arts, culture, major events, health, and strategic consultancy sectors, defined by an ability to lead complex organisations through transformative growth while safeguarding operational and financial sustainability. My tenure has been marked by record-breaking audience and revenue achievements, the successful delivery of high-profile programs, and the cultivation of high-performance teams driven by innovation, accountability, and a shared commitment to artistic and community impact.

• Deputy Director, Art Gallery of Western Australia - Acting CEO on multiple occasions, providing executive oversight of strategic, commercial, and operational portfolios with 60+ FTE across sponsorship, philanthropy, marketing, events, design, commercial operations, audience research, and programming. Delivered AGWA’s highest visitation since its 1979 opening, significantly increased youth and family audiences, and secured record-breaking sponsorship and philanthropic growth through targeted strategic planning, high-value donor cultivation, and integrated marketing frameworks.

• Deputy CEO, Ramsay Health Care WA & SA - Directed a workforce of over 4,000 staff across five hospital campuses, leading a multi-year transformation program that improved operational efficiency, strengthened market positioning, and elevated service delivery in a competitive, regulated environment. Provided CEO-level leadership during transition periods, navigating complex compliance obligations and ensuring business continuity. Contributed to Ramsay being named Employer of Choice in the Telstra Business Excellence Awards for three consecutive years.

• Founder & Director, The Mad Empire - Established and led a high-performing creative and strategic consultancy of 16 professionals, delivering large-scale marketing, audience development, and strategic growth initiatives for major cultural organisations including WA Ballet, WAAPA, and the Department of Arts and Culture. Designed and implemented capacity-building strategies that achieved transformative audience and revenue growth, while maintaining exceptional staff retention with only one departure in six years due to interstate relocation.

STRATEGIC AND FINANCIAL ACUMEN:

Demonstrated ability to lead strategic planning and manage complex budgets, financial performance, and operational delivery.

I have an established record of leading complex strategic planning initiatives, managing multimillion-dollar budgets, and driving sustained financial growth for major cultural institutions. My approach integrates rigorous, data-driven analysis with bold, innovative programming, ensuring financial performance is consistently aligned with long-term objectives, supported by robust governance and transparent reporting. This combination of strategic foresight and fiscal discipline enables me to balance ambition with accountability, optimise resource allocation, and create resilient financial models that safeguard artistic excellence while delivering measurable returns on investment.

• Foundation Growth, AGWA - Conceived and delivered a targeted investment and philanthropic engagement strategy that grew the AGWA Foundation’s holdings from $34 million to $44 million in three years. Achieved this through high-value donor cultivation, revenue diversification via strategic asset growth, and the introduction of contemporary giving models, strengthening long-term financial resilience while enabling ambitious, world-class programming without compromising curatorial excellence.

• Transformational Partnerships, AGWA - Negotiated multi-year funding agreements that significantly expanded AGWA’s financial base, including increasing Healthway sponsorship from $60,000 in 2022 to $750,000 in 2025 for the G9 Kids Engagement Space, driving visitation growth from 45,000 to 120,000 annually. Secured additional recurrent funding of $650,000 per annum over five years from the Simon Lee Foundation, $350,000 from JCDecaux, and $250,000 from NOVA Radio, all through strategic relationship management and demonstrable ROI.

• TIME RONE Exhibition, AGWA - Produced and financially directed the Gallery’s most commercially successful ticketed event, securing $250,000 in major event funding from Tourism WA alongside diverse corporate sponsorships. Delivered $3.5 million in ticket sales and $1.2 million in commercial revenue, setting a new financial benchmark for AGWA and directly funding future programming while enhancing the institution’s competitiveness in the national and international cultural tourism markets.

STAKEHOLDER ENGAGEMENT AND ADVOCACY:

Strong relationship-building skills with government, partners, donors, boards and communities, with a flair for influence and advocacy.

I have an established record of building and sustaining strategic relationships across government, industry, philanthropic, and community sectors, using influence, advocacy, and mutual value creation to align stakeholder priorities with organisational objectives. I translate cultural ambitions into compelling, outcomes-focused propositions that resonate with decision-makers and investors, fostering trust, loyalty, and long-term impact. My approach is underpinned by consistent engagement, transparent communication, and a proven capacity to deliver on commitments, resulting in partnerships that generate both immediate benefits and enduring organisational value. These alliances not only strengthen institutional resilience but also expand reach, amplify influence, and embed the organisation within the broader cultural, social, and economic fabric of the community.

• Government Relations, AGWA - Cultivated enduring relationships with Ministers, Directors-General, and peak cultural bodies, securing unprecedented levels of recurrent and project-specific government funding. Positioned AGWA within state and national cultural priorities through strategic advocacy, ensuring the Gallery’s perspectives shaped policy frameworks and funding decisions. Successfully negotiated multi-year commitments during fiscally constrained budget cycles, safeguarding program continuity and enabling expansion despite competitive funding environments.

• Philanthropy and Corporate Sponsorships, AGWA - Secured and stewarded multi-year partnerships with The West Australian, the Perron Foundation, and the Simon Lee Foundation, generating sustained support for AGWA’s flagship programs. Delivered outcomes through transparent communication, rigorous impact reporting, and consistent delivery against objectives, fostering exceptional philanthropic and corporate loyalty while expanding program reach and depth.

• Community and Audience Engagement, AGWA - Extended stakeholder engagement to youth, families, and underrepresented communities, ensuring inclusivity and relevance. Through targeted outreach, education partnerships, and youth-centred programming for The West Australian Pulse exhibition, increased the proportion of visitors under 25 to 36% of total attendance. This created a sustainable pipeline of future patrons and embedded AGWA within the cultural identity of young Western Australians.

PEOPLE AND CULTURE LEADERSHIP:

A collaborative, values-driven leadership style with a focus on inclusive culture, team wellbeing and performance.

I lead with a collaborative, values-driven philosophy that places inclusion, professional growth, and organisational wellbeing at the centre of all decision-making. I foster cultures built on trust, mutual respect, and shared purpose, ensuring individuals feel valued, supported, and empowered to deliver their best. By modelling authenticity, transparency, and accountability, I inspire teams to embrace shared ownership of outcomes, cultivate innovation, and consistently pursue excellence. This approach not only drives organisational performance but also embeds resilience, adaptability, and sustained engagement across all levels of the workforce.

• Deputy Chief Executive Officer, Ramsay Health Care WA & SA - Shaped cultural and engagement strategies for 4,000 staff across five hospital campuses. Implemented leadership capability programs, wellbeing frameworks, and recognition platforms that improved employee engagement, reduced turnover, and enhanced workplace satisfaction. Contributed to Ramsay’s recognition as Employer of Choice for three consecutive years, strengthening its reputation for excellence in both patient care and workforce culture.

• Founder & Director, The Mad Empire - Built and led a multidisciplinary creative team delivering high-profile projects for clients including West Australian Ballet, Department of Culture and the Arts, ECU WAAPA, and The Last Great Hunt. Achieved minimal staff turnover over six years by fostering a culture of creative excellence, ethical integrity, and mutual respect, resulting in consistently strong client outcomes and industry recognition.

• Deputy Director, Art Gallery of Western Australia (AGWA) - Expanded marketing, engagement, and commercial operations teams from 2.5 to 60+ FTE, creating a high-performing division capable of delivering integrated campaigns, audience engagement initiatives, and revenue strategies at scale. This capability uplift contributed to AGWA’s highest visitation and revenue results in history, underpinned by a culture of collaboration, innovation, and shared ownership of organisational goals.

AUDIENCE GROWTH AND REVENUE DEVELOPMENT:

Experience growing audiences and income through marketing, partnerships, philanthropy and commercial initiatives.

I have consistently delivered measurable audience expansion and sustained income growth by integrating rigorous market intelligence with bold, culturally resonant programming. My approach ensures that creative ambition is strategically aligned with institutional vision, while cultivating enduring, diversified revenue streams that strengthen financial resilience and enhance long-term organisational relevance.

By uniting artistic excellence with commercial pragmatism, I have secured record-breaking visitation, broadened demographic reach, and generated transformative funding partnerships. This results-driven methodology ensures cultural institutions not only thrive in the present but are also positioned for sustained success in an increasingly competitive arts and events landscape.

• TIME RONE Exhibition, AGWA - Conceived, produced, and marketed AGWA’s most commercially successful ticketed event, attracting 90,000 visitors. Generated $3.5M in ticket sales and $1.2M in merchandise, hospitality, and program revenue through a precision-targeted acquisition strategy, high-value partnerships with Tourism WA and commercial sponsors, and an integrated marketing campaign that broadened reach while maintaining artistic integrity.

• G9 Kids Engagement Space, AGWA - Established in 2022 and grew visitation from 45,000 to 120,000 annually. Increased Healthway sponsorship from $60K to $750K, positioning the initiative as an industry benchmark for youth engagement. Delivered high social impact while generating sustained commercial returns, recognised as a flagship community engagement model by Healthway.

• AGWA Design Store - Launched in 2021 as a design-led retail destination, differentiating from traditional gallery gift shops through curated collections, designer collaborations, and targeted marketing. Achieved a $900K surplus in 2025 despite national retail downturns, demonstrating the ability to merge curatorial vision with commercial strategy to deliver brand-aligned, profitable outcomes.

ARTISTIC ALIGNMENT AND DELIVERY:

An appreciation for artistic vision and experience supporting program delivery in close collaboration with creative people.

I fuse uncompromising artistic integrity with meticulous operational precision, ensuring that each program is not only creatively exceptional but also strategically aligned and deeply audience-focused. This integrated approach has consistently delivered critically acclaimed outcomes, broadened demographic reach, and fortified institutional reputation within highly competitive cultural landscapes.

• TIME RONE Exhibition, AGWA - Directed the landmark immersive installation from concept refinement to post-season evaluation, working closely with the artist and senior curators to preserve artistic authenticity while enhancing accessibility, engagement, and commercial viability. Coordinated complex build logistics, large-scale creative and technical teams, and a multi-channel marketing campaign, attracting 90,000 visitors and delivering recordbreaking ticket and commercial revenue.

• Annual Flagship Exhibition Program, AGWA - Produced the program since 2020, growing attendance from 60,000 to 150,000 by championing emerging and underrepresented voices alongside established artists. This curatorial approach increased visitors under 25 to 36% of total attendance, securing generational relevance and creating a pipeline of future cultural patrons.

• +8 Festival, Western Australian Government - Conceived and directed an inaugural cross-cultural festival celebrating artistic exchange between Australasia and Asian cultural centres. Delivered a program spanning visual arts, performance, and design, attracting international participation, major media coverage, and forging lasting Asia-Pacific institutional partnerships, elevating WA’s global cultural profile.

I am deeply inspired by Perth Festival’s role in shaping the cultural identity of Western Australia and its unwavering commitment to presenting works of international calibre alongside bold, authentic local storytelling. With a proven record of leading complex creative institutions to record-breaking audience, revenue, and engagement results, I bring the strategic vision, cultural diplomacy, and operational excellence to advance the Festival’s artistic and organisational ambitions.

My experience in forging enduring partnerships, championing artistic innovation, and cultivating inclusive, high-performance cultures positions me to steward the Festival’s next chapter with both creative courage and commercial acumen. I am motivated by the opportunity to deepen community connection, expand the Festival’s national and global profile, and ensure its long-term sustainability through innovative programming and sound governance. I would be honoured to lead Perth Festival into a new era of relevance and transformative impact for audiences across Western Australia and beyond.

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.

SELECTION CRITERIA

Finance and Business Analyst | Position No: 00008352 | North Metropolitan Health Service

ESSENTIAL SELECTION CRITERIA

Relevant experience and comprehensive knowledge of financial analysis and revenue processes.

Over the past 10 years across various sectors including healthcare, I have gained extensive experience and knowledge of financial analysis and revenue processes. In my current role as Management Accountant at St John of God, I am responsible for preparing the delivery of their respective Division's financial and management accounting, balance sheet reconciliations and assisting their Division with budget, forecast, variance and adhoc analysis. Furthermore, I process monthly transactional accounting for assigned Divisions within agreed timelines and the month end timetable Participate in, contribute to and implement quality improvement and risk management into all aspects of service.

In my previous role as Financial Management Accountant with AHG, I prepared financial reports for the entire site (North City Holden and City Motors) and for individual departments and attended weekly meetings with senior management to discuss financial matters. When the Financial Controller was on leave, I was assigned to prepare consolidated financial reports that were then uploaded to the system for the State Financial Controller and State General Manager to review. In meetings with the Dealership Principal, I provided details and analysis of the financial reports and transactions and provided comparisons to previous years. I also held monthly meetings with Department managers to go through each department’s profit and loss statement to show transparency and any improvements that could be made.

Additionally as Financial Management Accountant with Automotive Holdings Group (AHG), I managed budgets of up to $50 million across two dealerships, assisted with the management and monitoring of dealership-wide budgets of functional responsibility of over $50 million across various sites and divisions. Both sites were financially struggling locations, however during the period at City Motors, I played an instrumental role in revolutionising the Panel Department Accounting, which included profit transfer correction from the Parts department to Panel department. During the final 8 months we were able to make the department profitable for the first time in over 5-years. In order to assist with corporate financial planning, I regularly liaised with colleagues from other divisions of the organisation to source relevant information to prepare and forecast budgets. Through this experience, I demonstrated excellent financial management capabilities and high-level knowledge of the impact and flow-on effect of effective budgeting.

Skilled at identifying areas in need of improvement and finding solutions that increase efficiency and successful business results, throughout my career, I have demonstrated excellent analytical skills. My diligence and attention to detail enable me to analyse problems and determine suitable solutions to implement for achieve improved outcomes and operations such as cost reduction and process improvement. For example, within my role with AHG, I improved accuracy and reduced the time taken to complete payment reconciliation. Upon my commencement, I discovered numerous coding errors that had caused issues. Subsequently, I analysed the entry errors and payment allocations, and over several months, I successfully corrected the Excel formulas to ensure efficiency and accuracy. In addition, I created a checklist for the process to ensure all functions were completed and the process was clearer. As a result, I improved the month-end reconciliation processes, including reducing the time taken to complete the Work in Progress accrual to 10 minutes, which was a process that previously took several hours to complete. Overall, I successfully reduced the whole end-of-month processing time by 50%, from five days down to two and a half days.

Demonstrated ability to collect/research relevant information, problem-solve and make evidence-based recommendations.

As a solution-focused accounting professional, I am experienced in anticipating, identifying and addressing issues and potential problems, whilst selecting the most effective solutions from a range of options. Demonstrating a committment to continuous quality improvement and utilising risk management principles to mitigate issues from occurring, throughout my career, I have demonstrated initiative and a proactive approach to my work functions and achieving organisational objectives. Previously as Financial Accountant with North City Holden, I implement internal control improvements to ensure separation of duties. For example, a staff member who submitted an invoice was unable to approve the invoice. By implementing an initial process and system that considered risk management principles, I ensured future operations ran smoothly. In addition, I undertook spot checks of transactions and double-checked payment details, including bank details and business information, made by senior management to ensure accuracy and payment amounts were within the approval limits for each staff member.

In my work as a Financial Management Accountant with AHG, I regularly consulted with department managers about weekly forecasts and budget predictions for the next 12 months. During the consultation process, we for sales targets on a weekly and end of month basis. I then compiled the forecast with the expenses both fixed and variable to then provide to the Financial Controller and Dealer Principle. Once approval was provided, I then provided the data to State Financial Controller and State General Manager at Head Office. After that, the Dealer Principle and Financial Controllers would have weekly meeting to discuss results and predictions which was crucial to provide accurate and base any estimates on evidence if it were to be questioned.

As a Financial Management Accountant at North City Holden, I identified inefficiencies in time spent uploading reports in the General Motors reporting system, which was taking an average of eight hours per upload. Having discovered this inefficiency resulted in poor work practices, including increased costs for the business, an increase in errors, and delays in payment, I implemented an improved reporting system process which consisted of remapping North City Holden Accounting codes to the General Motors system which was stored by Urban Science Whilst balancing my workload, I created time to remap the codes to a point when an upload would become instantaneous which resulted in the reduction of the time spent processing reports from eight hours down to just 30 minutes. The previous method required manually coding over 500-line items from Profit and Loss statements for each department, Balance Sheet and cashflow statement. The remap improved processes by 95% and uploaded transactions completed with minor changes required. The process not only improved time but also accuracy in which General Motor’s bonus payments were calculated, demonstrating we were one of the best performing Holden dealerships, which also improved our bonus payments received. This improvement was also highly praised by my Financial Controller.

Demonstrated ability to prioritise and organise work, use initiative and is committed to achieving results.

As a results-driven and innovative professional, I am adept in responding to changing demands with a commitment to optimising business processes with experience instigating opportunities to drive continuous improvement. Well organised and efficient, I consistently maintain a flexible approach with the ability to work on multiple tasks simultaneously, handle interruptions, competing deadlines and changing work priorities. During my recent public sector experience as Senior Finance Officer and Acting Financial Accountant with the ODPP, I have had the opportunity to step up into positions of increased responsibility.

Demonstrating my flexibility, I have relieved the Financial Controller and participated in one-on-one meetings with the Chief Financial Officer to support the key financial objectives of the ODPP. During various acting situations at ODPP, I was also tasked to produce the financial reports which included the end of month reconciliation and executive summary comments. Moreover, during my tenure with the ODPP, I worked on a project to upgrade and automate the existing forms system to create a more efficient workflow for staff which will allow for increased accuracy, internal control improvement and reducing administration time for prosecution staff. This has involved researching different systems that are suitable for automating the process that requires staff to manually submit forms to the manager. Seeking to remove the need for paperwork, the new system will allow staff to submit forms online with a timestamp that will have the additional benefit of enabling staff to submit forms when working remotely. In addition, I am currently collaborating with the Communication Manager on creating online forms for witnesses, instead of PDF forms, that enables them to submit reimbursement forms through an online portal. This will eliminate the risk of lost paperwork and will create a significantly more efficient and convenient process for staff and witnesses.

I have significant experience in effectively developing, managing, and evaluating business systems and contributing to improved work practices. For instance, as Acting Financial Accountant with the Office of the Director of Public Prosecutions (ODPP), I played a key role in managing the TechnologyOne upgrade from the Connected Intelligence (Ci) platform to the new Connected Intelligence Anywhere (CiA) software. During the upgrade process, I consulted with a representative from TechnologyOne to improve the management of payroll information and extracting, transforming, and loading data. My expertise with the software enabled me to assist team members with implementation and overcome any obstacles they had as we navigated the updated features of the system, including the Accounts Payable functions, assets and payroll. I have a positive nature to embrace change which enabled me to become the central point of the transition program and allowed me to also highlight some of the new and improved functionalities to other team members, who typically were resistant to change in processes and procedures. Further, to improve the team’s general understanding I developed procedure manuals and circulated this information amongst the team, allowing a quick reference point to perform role specific deliverables. As a result, the rollout of the update progressed smoothly from test environment to live implementation, and I guided staff through the change to ensure the upgrade was successful.

During my role as Accounts Receivable Officer with Duxton Hotel, I utilised a high level of problem-solving and project management skills to drive positive change, including implementing measures to achieve cost and time savings. On one occasion, I successfully reduced debtors for the Hotel by 30% through building relationships and positive rapport with debtors and active debt recovery. In addition, as Accounts Payable Officer at the Hotel, I achieved exceptional cost savings by discovering a previously unidentified accommodation commission was being paid twice. Therefore, I subsequently implemented processes within the Hotel Housing software to eliminate the issue. In a further example, I discovered a beverage item had not been linked correctly for the past two months and collaborated with a colleague to reconcile the past purchases. Then, I honed my skills in additional systems, including Oracle Symphony, to rectify the issue and prevent future issues from occurring.

Demonstrated ability to work with internal and external stakeholders to develop strong relationships and build rapport.

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 As an active contributing team member, I am mindful of my role and the roles of others to ensure successful outcomes. 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 across various industries.

In my previous work at ODPP, I communicated with Legal Assistants and Practice Managers on a regular basis and developed significant collaboration and support skills during my employment I received constant feedback at ODPP by other staff members, the Chief Financial Controller and other departments, stating that they feel more comfortable approaching the Finance Department due to my presence and welcoming approach. I consistently built positive rapport and established strong relationships with staff from other departments and helped them with any queries efficiently and effectively. By building rapport, with colleagues, if they are unsure regarding any finance query, they would contact myself as I was the first point of contact regarding any questions. In the most recent performance review, this would be commended by the CFO and acknowledged the improvement in communication other departments now had with Finance. I feel a connection and harmony within departments creates a bond and sense of teamwork, adding to productivity within the business.

As an experienced leader, I have supervised and coached 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. During my tenure at AHG as an Accountant at North City Holden and City Motors, I manage 9 direct reports including 1 Administration Manager, 5 Administration Staff and 3 Receptionists. I coordinated their day-to-day activities, expectations and requirements which entailed extensive planning on a day-to-day basis to ensure company standards and targets were met as well as regular training. I was required to provide guidance and advice on various work procedures, including regular training of staff which included when a new procedure or program had been rolled out such as Docusmart Accounts Payable system. This required training of staff and also other Department Managers which were also required to approve or reject invoices. Additionally, I conducted regular feedback sessions with each of the staff and regular team meetings which was an open forum in which everyone could discuss topics, ideas, feedback, and general conversation. As it was quite the first office type of occupation for a few staff members, it was also about being a mentor and a leader for them.

Excellent computing skills, including the ability to use Microsoft Excel to manage large data sets.

Throughout my career in various accounting and finance roles, I have gained extensive experience using various computer systems and software including Microsoft Excel to an advanced level. In my employment as an Accountant at AHG coupled with my experience in various accounts officer roles, I have immersed myself with various financial management information systems such as MYOB, Kypera, ERA Pentana, QuickBooks and Microsoft Excel. As an Accountant, I have used Excel extensively for large volumes of reconciliation on both a daily and monthly basis. Even in the short time, I was employed at AHG, I gained a vast array of knowledge from learning from others and by gaining experience with Excel, as formulas are required to be embedded in Excel files included macros.

During various acting situations at ODPP, I was also tasked to produce the financial reports, which included the end of month reconciliation and executive summary comments. Currently, I am working on a project to upgrade and automate the existing forms system to create a more efficient workflow for staff, which will allow for increased accuracy, internal control improvement and reducing administration time for prosecution staff. This has involved researching different systems that are suitable for automating the process that requires staff to manually submit forms to the manager. Seeking to remove the need for paperwork, the new system will allow staff to submit forms online with a timestamp that will have the additional benefit of enabling staff to submit forms when working remotely.

Additionally, I played a key role in the confiscation’s asset register project. The confiscation assets were previously held in an excel file consisting of over 20,000 lines and the project was designed to upload data from the Excel register to Technology One assets register. This project spanned over 6 months, and I liaised closely with our Technology One consultant, as well as regular meetings with the Confiscations team with any changes they would like in the system. Technology One consultant and I were required to format sections of data to make it seamlessly upload the data file. The project is currently in the final stage with it being fully operational from start of December 2021.

Well-developed conceptual, analytical and report writing skills.

Throughout my career, I have leveraged my highly developed analytical and conceptual abilities to accurately review complex data and information and develop and write informative reports to support decision making. As a results-driven accounting and finance professional, I pride myself on my strong attention to detail and my ability to analyse and prepare complex financial documents, reports, forecasts, and contracts. I worked diligently on payment reconciliations at General Motors. Upon commencing in my role, I was informed of a predecessor had made many coding errors.

After several months, I utilised my initiative to improve the accuracy and also the time required for the reconciliation through implementing MS Excel formulas and deeply analysing payment codes. By increasing the accuracy of the payment reconciliation, I was not only able to improve time but also reduced the additional reconciliation my admin team had to do and less queries to General Motors head office when in fact payment had been received for a particular item. I was also able to improve the monthend reconciliation processes, such as the Work in Progress accrual, a process which previously took several hours to complete, now takes 10 minutes. As a result, I reduced the whole end-of-month processing time from 5 days down to 2.5 days

During my tenure at North City Holden, I planned, sourced, and implemented a CCTV security system for the dealership to mitigate the risk of damage to vehicles. In order to complete assigned tasks and achieve results, I negotiated with managers from across different departments and facilitated meetings with numerous security companies to discuss specifications and costs. Demonstrating strong communication and negotiation skills with each Manager, I responded to their individual requests, including the resolution of the camera and the location. During this process, I successfully negotiated the purchase of a quality security system within a suitable price range due to my ability to liaise effectively with numerous suppliers and contractors.

DESIRABLE SELECTION CRITERIA

Recognised professional qualification in finance, accounting or relevant discipline would be highly regarded.

Committed to professional development, I have completed a broad range of qualifications and training including a Certified Practising Accountant (CPA) and Bachelor of Commerce Accounting and Sport Management. I take personal responsibility for continual professional development and seek opportunities to develop my capabilities to the highest level.

Experience working in a health care environment.

I am experienced working in a health care environment which can be evidenced in my current role as Management Accountant at St John of God Health Care. Committed to the continuous improvement of services and outcomes in the health care sector, I understand that improvement within a health care setting begins with the culture of improvement for the patient, the practice, and the population in general. By establishing an inquisitive continuous quality improvement culture in an organisation, the key to any improvement initiative is using a structured planning approach to evaluate the current practice processes and improve systems and processes to achieve the desired outcome and vision for the desired future state.

Throughout my accounting career, I have consistently demonstrated a commitment to the improvement of services, including through the regular review and assessment of current processes and procedures, actively identifying areas that may be improved. Dedicated to ongoing continuous improvement, I believe it is important to challenge procedures and ways of working on a regular basis to determine if there is a better, more efficient way of performing tasks, maximising organisation and productivity. It is by way of this ongoing assessment that the quality of the service I deliver and the quality of work I prepare is of the highest standard achievable.

Current knowledge and commitment to Equal Opportunity in all aspects of employment and service delivery.

I understand that Equal Employment Opportunity legislation ensures that employees and potential employees get opportunities to have fair go in employment, ensuring that a person’s race, gender, marital status, ethnic origin, physical disability or sexual preference are not barriers to obtaining a job or promotion. Equal opportunity principles have become more established within all workplaces over recent years and the majority of people are aware of the principles for a co-worker or client’s rights to choose a different religion, and demonstrate consideration and non-discrimination of another

I understand that the objectives of the Equal Opportunity (EO) Act 1984 objectives and embrace the unique viewpoints, experiences and strengths a diverse workforce provides, drawing upon these to develop innovative solutions to problems. It has been my experience that a diverse workforce enables for improved service delivery through increased innovation and creative problem solving whilst teams are better equipped to empathise with diverse client requirements.

STATEMENT | PRINCIPAL RISK MANAGER | POSITION

SHAPES & MANAGES STRATEGY

Throughout my tenure at the Department of Justice, I have performed numerous compliance-focused and leadership roles, where I have demonstrated the ability to think strategically to develop long-term business improvement plans with a view on best practice. I consider a wide range of organisational factors and communicate the promotion of such improvements to relevant stakeholders in order to cultivate their engagement and maximise their participation in the process. To achieve objectives, I analyse and evaluate operations, service delivery, systems and processes, whilst undertaking objective, systematic analysis from diverse sources whilst drawing upon accurate conclusions. Exploring a range of possibilities and creating alternatives to contribute to systems, process and business improvement, I have played an instrumental role in shaping and managing strategy in line with strategic direction.

In my recent work as Acting Principal Manager - Risk & Assurance, I was accountable for leading and facilitating lessons learned workshops related to natural deaths in custody. The workshops involved collaboration from various stakeholders across the Department from the Director of Health to Superintendents. The workshops promoted reflective practice and allowed for a system for stakeholders collaboratively identify issues and propose actions to address them. The Lessons Learned process comprised a desktop review of a specific death in custody case to identify issues, followed by holding a workshop to gather information from essential stakeholders. Subsequently, the identified issues and actions were documented within a report, which was then shared for consultation with divisional heads. Finally, actions and recommendations arising from the process were tracked and monitored. We aimed to promote reflective, learning, and collaboration in identifying strengths and areas for improvement, as well as initiating sustainable change towards best practices.

During the consultation phase of the lessons learned process, a Senior Executive challenged the need for the lessons learned process indicating that the process was duplicative, considering that the Coroners Court of Western Australia already identified areas for improvement and provided recommended actions. Recognising the importance of gaining support for the lessons learned process, and effectively communicating the purpose, importance, and potential benefits of the lessons learned process, I utilised my initiative to engage in a conversation with the Senior Executive. Drawing upon my experience in facilitating the workshops and leading the consultation phase, I presented my perspective on the matter and explained it to engage in a conversation with the Senior Executive. Communicating with influence, I explained that if the lessons learned process was executed correctly, it would serve as a crucial initiative to mitigate the need for recommendations from the Coroner's Court. I emphasised that this process would enable our department to identify issues and implement strategies and initiatives that address similar proposed coronial recommendations, potentially mitigating the need for a Coronial recommendation. In order to support my argument, I drew upon the knowledge gathered from the workshops, including input from essential stakeholders and a comprehensive review of the death in custody case. This information allowed me to present a well-informed and persuasive counterargument to address the Senior Executive's concerns. In order to strengthen my argument, I conducted in-depth research, gathering information from various sources and exploring different points of view. I specifically investigated best practice approaches to enhance service delivery and incorporated these findings into my explanation. During the conversation, I listened to the Senior Executive's concerns and formulated persuasive counterarguments based on the gathered information and the objectives of our department. Under my leadership and direction, positive outcomes were achieved. As a result of my efforts, I successfully conveyed the purpose and importance of the lessons learned process to the Senior Executive. They acknowledged the benefit of the initiative and accepted the proposed actions that I suggested their Directorate take charge of. Through our conversation, I aligned the Senior Executive's understanding with the department's goals, highlighting how this initiative would contribute to strategic objectives of the Department of Justice. Through this initiative, I successfully provided direction and leadership in coordinating lessons learned workshops, fostering collaboration and reflective practice. By effectively addressing the concerns raised by the Senior Executive and aligning their understanding with the department's goals, I set work tasks that align with strategic objectives, considering the ramifications of identified issues, gathering and investigating information from diverse sources, and exploring new ideas to enhance service delivery.

ACHIEVE RESULTS

Demonstrating accountability for the execution of results through professionalism, persistence and transparency as a high performing public service executive, I believe the ability to achieve results is based on an individual’s drive and ability to perform assigned tasks to a high standard. Possessing the energy and drive to achieve exceptional results and drive continuous improvement at the Department of Justice, I consistently meet objectives by evaluating projects and performance to identify areas of improvement, holding myself accountable for outcomes whilst simultaneously seeking to improve processes I am involved in.

My experience in achieving results within designated timeframes can be demonstrated when I was tasked by the Executive Director (ED) of the Professional Standards Division (PSD) to close outstanding recommendations imposed on the Department of Justice (Department) by the Corruption and Crime Commission (CCC). I was assigned to work within tight timeframes, with the Director General requesting that all recommendations, and supplementary evidentiary material were progressed to the CCC for closure by July 2021 (2.5 months from the date of project allocation). Embracing this challenge, I evaluated the Departments progress against the recommendations and identified gaps within the Departments response to the recommendations, initially creating a project plan to schedule work and tasks to ensure the Departments response was robust and addressed all elements of the recommendations. Moreover, I identified key players including a member of Corrective Services (CS) Assurance and Planning team, contact person from the Departments Audit team (who later conducted an assurance assessment of the material I provided) to help ensure the deliverables were not only achieved, but to a high standard.

I then implemented quality control practices by evaluating the project monthly, providing monthly progress updates to key stakeholders including the Director General, Commissioner, Deputy Commissioner and ED of PSD by providing Status Reports. As a result, this not only provided assurance to the Director General but also ensured procedure was followed and demonstrated good governance of the project.

Driving a positive team culture and innovation as a committed change agent, I have achieved excellent results in steering and redirecting change while dealing with uncertainty. During times of ambivalence, I establish clear plans, identify and eliminate barriers to success through the development of mitigation plans for arising issues and establish new deadlines if required. For example, whilst leading the CCC recommendation project, the CS representatives indicated that they were unable to progress their final evidence packs to the internal Audit team within the timeframe I had set due to not being satisfied with the evidence they had collated. Once I was advised of CS’s uncertainty, I arranged a meeting with CS and Audit Representatives where CS representatives presented the evidence collated. As a result of me taking appropriate action during times of uncertainly and arranging the meeting, all meeting participants collectively identified additional pieces of evidence that could be used to demonstrate CS’s progress against the recommendations. Following this meeting all parties were satisfied with the information collated and the evidence packs were submitted in time as per the devised schedule. As a result of my strategic planning in uncertain times and my ability to identify and take appropriate action, I successfully achieved the strategic organisational outcomes the Director General was seeking. In February 2022 the CCC advised the Department that all recommendations would be closed due to a ‘difficulty to find any adverse aspects given the Department’s comprehensive response to the recommendations.’

Whilst working as Acting Principal Manager - Risk & Assurance, I effectively responded to changing circumstances whilst remaining mindful of operational key performance indicators is critical to successful risk management as the role requires the incumbent to keep their finger on the pulse of any changes within the custodial estate and broader Department which could result in a new or emerging risk impacting the Department to enable timely advice to be given to key stakeholders and Senior Executives to encourage the rapid implementation of additional controls to mitigate the risk and impact of the risk if it was to eventuate.

BUILDS PRODUCTIVE RELATIONSHIPS

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. I believe the key to operational success is in fostering good and productive internal and external relationships. As a successful leader, I have supervised, mentored and coached team members with a track history of building a strong culture of motivated team members, whilst driving productivity and performance. 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.

In my work as Acting Principal Manager - Risk & Assurance, within the Corrective Services estate, I built and sustained productive relationships with internal and external stakeholders to manage risks and support the Department’s objectives. I was tasked to engage the team to identify overarching risks within the Corrective Services estate and align them against strategic priorities. This required working collaboratively with the team, encouraging the exploration of diverse views, and ensuring effective communication and information sharing. To foster productive relationships and collaboration, I Ied a team meeting specifically aimed at working together to identify how each risk impacted the strategic objectives of the Corrective Services estate. During the meeting, I actively involved and encouraged each team member to share their insights and expertise. By creating a supportive and inclusive environment, I ensured that everyone felt empowered to contribute and share their ideas. In order to explore diverse views and encourage different perspectives, I facilitated open discussions and encouraged team members to challenge assumptions and consider alternative viewpoints. This approach allowed us to thoroughly analyse the risks and consider their potential impact from various angles. Throughout the meeting, I consulted and shared information with the team, ensuring that everyone was well-informed about the risks and their implications. Through this collaborative process, we successfully identified the overarching risks within the Corrective Services estate and aligned them with the strategic objectives. By setting clear performance standards and providing timely praise and recognition, I ensured that team members' efforts were acknowledged.

My capacity to deal with poor performance promptly and effectively is exemplified in my recent role of Acting Principal Corruption Prevention and Education Officer where I encountered a direct report who consistently underperformed due to feeling overwhelmed by excessive work demands from other staff. In order to address the situation, I held a conversation with the staff member to understand her challenges. Upon recognising her workload concerns, I sat down with her and established daily non-negotiable tasks to help her regain control. By providing structure and support, she gradually improved her performance, regained confidence, and effectively managed her workload. Through open communication and timely feedback, we effectively addressed challenges and found suitable solutions together.

EXEMPLIFIES PERSONAL INTEGRITY AND SELF-AWARENESS

Acting with integrity as an employee of the Department of Justice, I exemplify an unwavering commitment to the highest standards of professionalism and probity in the public service domain with a persona that reflects the Department of Justice’s values and Code of Conduct. Leading by example, my actions are frank, honest and timely and I demonstrate public service professionalism with integrity and impartiality in the boundaries of organisational processes, legal and policy constraints. Driving a culture of integrity and professionalism within the organisation, and in dealings across government, I communicate and evaluate ethical practices, standards and systems. In my work as an Acting Principal Manager - Risk & Assurance, I displayed distinct actions of personal drive to support the safety, health and wellbeing of those within the care of the Department. This was achieved by identifying potential risks and issues relating to a prisoners supervision, care and in respect to the response and recovery phases of a critical incident. My commitment to transparency is evidenced where I recently facilitated a lessons learned workshop.

In the preparation phase of the lessons learned workshop, I discovered that medication logs for prisoners were not being maintained properly, which posed a significant risk to the Department . Recognising the importance of transparency and adhering to professional standards, I believed it was necessary to raise this issue during a workshop. However, a senior executive expressed reluctance to raise the matter, possibly due to concerns about potential repercussions or negative attention. Despite this resistance, I demonstrated personal courage and a strong commitment to transparency by challenging their viewpoint. I emphasised the importance of addressing the issue promptly and proactively to ensure the well-being and safety of both prisoners and staff. By actively encouraging the issue to be raised and providing sound reasoning for its significance, I successfully influenced the decision-making process. As a result, the issue was successfully raised during the workshop, leading to a constructive discussion among stakeholders. The collective effort identified necessary changes to ensure the logs were reinstated and maintained properly, thereby mitigating the risk involved. Demonstrating personal integrity, I prioritised the adherence to professional standards and ethics, even when faced with potential resistance or adversity. Additionally, I demonstrated self-awareness in recognising the importance of taking personal responsibility for identifying and addressing critical issues that could impact the organisation's reputation, efficiency, and overall effectiveness.

COMMUNICATES & INFLUENCES EFFECTIVELY

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 the ability to effectively convey complex information related to risks in a clear and concise manner, catering to diverse audiences. Excelling in preparing well-structured written materials that are easily understandable for the intended recipients, I adapt my style and approach to suit different contexts. Whether it is presenting information through presentations, conducting client or employee interviews, providing verbal briefings to the Executive Director of PSD or drafting ministerial briefing notes, I consistently deliver messages that resonate with the audience. In order to ensure effective communication and message delivery, I tailor my approach to meet the specific needs of the audience, influencing them through relevant and relatable information. By customising the information presented, I enhance the audience's understanding of issues and enable them to connect with the material. Additionally, I adapt technical information into plain language, ensuring accessibility and optimising outcomes while aligning with the Department of Justice's strategic goals and messaging.

I communicated effectively as Acting Principal Manager - Risk & Assurance, where I led the provision and facilitation of high-level advice, guidance and support to key stakeholders in the development of control strategies, structures and accountability mechanisms in the context of risk management and assurance processes across corrective services. During this time, I encountered a situation where I had to apply my negotiation skills and ability to frame persuasive arguments that considered opposing views. Specifically, I was responsible for conducting risk analysis, monitoring, and reporting to proactively inform internal stakeholders about impending risks. There was a particular instance where the superintendent of a custodial facility identified a risk as extreme based on their risk ratings. However, through the analysis of additional information I had obtained, I had serious concerns about the risk rating and its classification as extreme.

In order to effectively address the concerns, I proceeded to engage in a constructive dialogue with the superintendent. I queried the risk rating, reinforcing to the Superintendent that in accordance with the Departments Risk Management Framework, classifying a risk as extreme suggests that it has the potential to cause significant harm, damage or negative impact to the Department as a whole, and are often associated with severe consequences that can disrupt operations, compromise safety or result in substantial financial or reputational consequences. I then encouraged participants at the meeting to consider with the existing controls in mind, identifying what the worst, realistic consequence would be should the risk event occur and consider whether that risk event would still have the potential to critically impact the Department as a whole. I then provided the relevant figures and analysis to support my concerns, which were indicative that the risk event occurring was not as likely as the participants has thought when initially determining and calculating the risk rating. By sharing this information, participants at the meeting better understood how the risk rating process works and in turn enabled me to obtain a better understanding of their particular custodial environment enabling us to align our understanding of the risk and make informed decisions and reduce the risk rating from extreme to high. Throughout this process, I effectively presented my arguments, actively listened to the superintendent's perspective, and adapted my communication to ensure clarity and understanding. By encouraging open dialogue and considering opposing views, I fostered a supportive environment that aimed to achieve outcomes benefiting both parties involved.

Negotiating from an informed and credible position, I am adept in leading and facilitating productive discussions with staff and stakeholders, encouraging others to talk, share and debate ideas to achieve a consensus. Furthermore, I determine and communicate the organisation’s position and bargaining strategy, representing the Department in critical and challenging negotiations, including those that are cross-jurisdictional. During any negotiation or reasoning process, I gain a clear understanding of the other parties’ position by listening, asking clarifying questions and reflecting my understanding, thus approaching negotiations with a firm grasp of key issues that are presented. I adapt my approach according to the other parties’ positions, identify common ground and promote mutually beneficial solutions while maintaining allegiance to my objectives.

I believe that my ability to communicate and influence stakeholders would be well utilised as Principal Risk Manager with the desire to actively contribute to the successful implementation of phase two of the Corrective Services Roadmap which involved the establishment of Risk Registers and Risk Management procedures for corporate business areas within Corrective Services. Frequently analysing issues and trends to address operational needs, I foster business improvement and initiate opportunities for growth

The opportunity to contribute as a Principal Risk Manager at the Department of Justice would be the realisation of a long-standing goal which I embrace with a high level of enthusiasm. I am committed to performing all tasks to a high standard with significant experience in risk management and leading the development and implementation of risk and assurance processes in complex, multi-disciplinary teams. Moreover, I effectively apply strategic thinking to develop options with successes in achieving outcomes and managing change effectively.

Thank you for taking the time to review examples of our work. Each document we prepare is meticulously written and strategically structured to highlight our clients’ professional achievements, leadership capabilities and career aspirations, with extensive expertise supporting applicants across the Western Australian Government and the wider public sector.

Led by Monique Thompson, Director and Senior Résumé Writer, our team brings more than thirty years of experience assisting clients and government departments within the Western Australian public service, as well as across the broader Australian Public Service, education and not-for-profit sectors. We specialise in developing persuasive and outcomes-focused résumés, comprehensive selection criteria responses, capability statements, tailored cover letters and optimised LinkedIn profiles.

Our professional services, including targeted career coaching and interview preparation, are designed to strengthen professional presentation, enhance credibility and support individuals and organisations in achieving excellence within Western Australian values-driven public sector employment landscape.

Monique Thompson Director, Resume Writer & Career Coach since 1995

To find out more about how we can help you, contact us phone or email. Consultations are available 9am - 9pm via Phone, Teams or Zoom