GOVERNMENT RESUMES - SELECTION CRITERIA, TARGETED QUESTIONS & CAPABILITY STATEMENTS

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Selection Criteria, Targeted Questions & Capability Statements

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SELECTION CRITERIA Team Leader | Job No: JO-1512-344 | Department of Human Services 1. Demonstrated ability to lead, develop and manage a team in a changing environment, including the ability

to plan, prioritise and influence individual and team performance to achieve business outcomes and targets.

Currently on higher duties as Team Leader, I send out monthly invites to individual staff inviting one on one discussions. There was an opportunity to discuss Division/Branch priorities, staff business outcomes and performance for the month. Upholding the APS Code of Conduct, I often addressed any identified areas of concerns and opportunities to implement strategies to improve team behaviour, Work Health and Safety or any identified Learning and Development plans that could be implemented to address and improve business outcomes. I manage the personal development of staff towards future careers and as their Team Leader providing ongoing support. During one on one sessions, a staff member indicated negative behaviour towards the collection of child support and voiced their negative opinion within the team which other staff didn’t appreciate as this affected the team’s morale and added pressure. I addressed the issue with the staff member and delivered it in a manner that was comfortable for both, explaining why staff felt this way.

After lengthy discussions, I determined that the staff member had experienced the recent passing of a family member which had impacted her reaction and behaviour at work. I also identified her lack of confidence in the collection area as she was not familiar with the process and how to find the best outcomes and debt discussions with customers.

I successfully helped the staff member to understand the purpose of collection for the wellbeing of the children and working with separated families to support their children, not just contacting customers to ask for ‘debt’. The staff member was appreciative of my ability to help her perceive the collection of child support in a different way. We agreed that she would approach another staff member of her choice that she would be comfortable to sit with and listen/observe other staff methods of approach towards collection and how they have success in payment arrangements and linking with employers to address outstanding payments for children. We discussed that she was best to approach myself as her Team Leader if any issues arise, so I could provide any support and further learning that they may require. I asked her not to discuss her negativity towards with others regarding their role and explained the importance of building good communication to enable a strong team environment. Staff also disclosed that she was not enjoying her current role due to her high workload and phone shifts and would prefer face to face contact.

We discussed possible movement into another area when a role became available.

The staff member was now more confident with her collection approach and was more familiar with discussions when contacting customers. She advised that she understood the importance of having outcomes and payments for children, understood the importance of her role and was grateful for my advice. She was successful at her application for movement to another department within DHS which was a face to face customer service role in the Contact Service Centre.

2. High level verbal and written communication skills including the ability to compose clear, accurate and

professional documentation.

Throughout my extensive career at DHS and also previously DIAC, I have professionally and accurately prepared written correspondence to customers and senior internal and external stakeholders such as reports, briefs, letters and memos. As a Customer Service Officer at The Child Support Agency I resolved a complex case involving an incorrect tax return previously used in a client’s child support assessment to determine their income estimate, resulting in arrears payable. The issue was that due to the inaccurate tax return provided, the client incurred a large arrears amount payable in child support. The case was complex as additional documents needed to be gathered and provided to reconcile the correct amount payable. I used various sources of information whilst leading investigation with team members. Due to the nature of the information required, I liaised with the ATO to gather information. I requested income details for the relevant financial year from the ATO and also communicated with the client directly with questions via telephone.

Following the investigative research undertaken from the ATO and client, I identified multiple client tax returns had been sent incorrectly from the ATO to the Child Support Agency causing the arrears. In order to compare, contrast and integrate information I had drew from different sources, I communicated with several ATO staff to verify accuracy of information and requested all tax returns and related documents to be provided in writing. I delegated team members to check the details provided in documents to ensure consistency.

I engaged a Technical Support Officer to provide quality checks to ensure accurate assessments were rectified and updated correctly without risk to the agency. This process involved extracting information from a variety of sources and effective liaison with key staff and managers to ensure collaboration to objectively analyse and resolve the issue.

In order to help the team members understand the strategic implications, I took various action including the preparation of project brief, client case notes and objectives in order to maintain clarity and communication throughout the investigative process. Excellent outcomes were achieved as my team contributed to a much wider issue and mitigated future risk. I gained a greater understanding into the issue of income assessments and learned to work closely with the ATO to source the appropriate documents for verification purposes. Once the quality assurance check had been applied and the client contacted directly, I was confident the immediate issue had been resolved.

3. The ability to identify, foster and maintain relationships with key internal and external stakeholders.

Persuasive, confident and capable, I have been instrumental in contributing to exceptional teams at DHS and DIAC with a track history of cultivating relationships and removing obstacles to build trust and generate and enhance productivity achieving improved workplace communication and team relationships. Whilst deployed to the Northern Immigration Detention Centre as an IMA Case Manager to DIAC, I met with a client showing vulnerabilities that I didn’t initially identify as meeting ministerial guidelines to be referred for community detention. I advised the client to meet with the Mental Health Nurse who would provide strategies for the client to cope whilst in detention. I also explained that as he was a new arrival, he didn’t meet the guidelines to be accepted for community detention. Despite my advice, the client didn’t seek help from the Mental Health Nurse and as a result his mental health state declined.

Concerned for my client with a desire to develop their capabilities, I communicated with the Team Leader as I accepted that I made an error in judgment by not identifying the client’s early vulnerabilities. Although I would normally have taken to the problem was seeking help from the Mental Health Nurse, I now understood that it was necessary to devise a much better strategy in order to maximize the client’s declining mental health and overall well-being.

I adjusted my approach by referring the client to an International Health & Medical Services staff which would minimise further risk to the client’s mental health deterioration and thus achieve early intervention. Taking an active role, I met with an IHMS Nurse, requesting the client be assessed for possible Torture and Trauma. I placed a referral to the Community Detentions for Single Adult Males and further escalated the case by emailing both the Team Leader and the CD SAMS team for priority. I explained the situation and grounds for considering the clients vulnerabilities and that there would be services that would be better provided for the client in the community.Positive outcomes were achieved as the client was seen regularly by myself and IHMS. The client’s mental health improved with his submission approved by the Minister. The client was released into community detention.

4. Experience in supporting staff through feedback, coaching and mentoring, including management of

performance and workplace behaviour and conduct within set frameworks.

I received an email from the Supervisor regarding overtime completed on the weekend including feedback on a Service Officer (SO) who was approved to complete overtime work for non-lodgers of income work which had to be completed with strict timeframes. The supervisor recommended staff shouldn’t work overtime simply because their work couldn’t be completed. I understood staff were supported by the Service Support Officer when trying to explain to staff the process/legislation in applying decisions to ensure correct processes applied to minimise creating unnecessary customer debt. I was informed that the staff member involved wasn’t able to perform or understand the requirements to complete the work, hence had decided to leave early and no work was completed. I held a discussion, determining the staff member wasn’t feeling well with a migraine. She thought she was able to complete the work but wasn’t confident or skilled in the process or legislation. I advised her that I would liaise with all parties involved and would get back to her with a forward plan and understood the importance for staff to be able to work overtime.

I arranged a meeting with my Service Support Officer (SSO) to hear their perspective at the event and how to implement strategy moving forward to best manage/support the staff member to enable them to be confident in completing their tasks. We discussed and tailored the coaching one-on-one instead of a team. I delegated the SSO to arrange that staff to email her their roster for phone shifts and that SSO and SO will make time/dates that would suit both parties for further coaching/mentoring without or minimal impact to delivering our customer service on phone shifts. We agreed on the timeframe by end of week prior to the weekend overtime shift. By the end of the week I met with the SSO and SO separately to brief on progress and how to move forward in decision making whether overtime will be suitable at this stage to be approved. I received positive feedback from both staff members as the SO was now skilled-up with a greater understanding and increased confidence. The SSO was very appreciative of my approach and support provided for the staff. She completed her work and received positive feedback from the Supervisor.

750 Word Pitch Assistant Director, Security (Specialists) Department of Foreign Affairs and Trade (DFAT) Tertiary qualified, results-driven and highly accomplished security and intelligence professional with a broad range of relevant experience spanning 17 years, I am excited to be considered for the above career opportunity at DFAT with a clear understanding of your organisational objectives, mission and the role requirements. Keen to make a valuable contribution to your team at DFAT, I welcome the opportunity to help make Australia stronger, safer and more prosperous by promoting and protecting our interests internationally and contributing to global stability.

Confident I would make a valuable contribution as an Assistant Director, Security (Specialists), I have the capacity to provide advice and support to domestic DFAT offices and overseas posts for the delivery and management of effective security arrangements. Persuasive, confident and capable, I have held numerous leadership roles, where I have been responsible for leading, managing, training, mentoring and coaching team members to achieve optimal results. Additionally I am a confident communicator with strong interpersonal skills, regularly liaising and negotiating with internal and external stakeholders both verbally and in writing on a daily basis.

In my current role as the Intelligence Manager, I provide daily intelligence briefs to the Australian Embassy in Kabul and Aegis staff including the HOM and Regional Security Advisors, mitigating threats to organisations, personnel and assets to the highest operating standards. Additionally I conduct intelligence assessments for provincial moves, liaising daily with multinational intelligence agencies and maintaining a 24/7 reach back facility. I also provide daily, weekly and monthly intelligence and security/risk assessments and report on security incidents within Kabul and provinces of interest. Throughout my career in the public and private sectors, I have gained a wealth of relevant experience which can be demonstrated in my current role as Intelligence Manager - Aegis Australia (Garaworld Management) and previously as an Acting Coordinator (EL2) - Technical & Forensic Intelligence, Team Leader (EL1) - Technical & Forensic Intelligence and Team Leader (EL1) & Team Member (APS4) - Australian Bomb Data Centre (Australian Federal Police), Firearms Explosives & Narcotic Dog Handler (Australian Customs & Border Protection Service) and Australian Special Forces Commando (Australian Army).

My key contributions and accomplishments can be further demonstrated as an Acting Coordinator (EL2) Technical & Forensic Intelligence during which time I advised the Forensics Executive contributing to the strategic direction of the AFP, lead and managed HDMIT, FORINT, FDIT and NFRL within ACT and NSW. Additionally I provided advice to the Forensics Executive contributing to the strategic direction of the AFP, liaising and negotiating with senior internal and external stakeholders with added expertise reviewing ministerial briefings and providing government policy advice. During a restructure I was provided with a team and new capability that hadn’t been established before within the AFP. Prior to establishing the team’s strategy, areas of support, compliance and its primary stakeholders my priority was to align our commitment within the AFP Commissioners strategic plan, operational goals along with my direct manager’s intent. From that point I established a business plan and doctrine for the new team to be known as ‘Forensic Intelligence’. In order to meet the AFPs current objectives and requirements, I conducted various workshops, provided training and skill development for all staff members.

Whilst assuming leadership roles, I managed a large volume of section resources which has included people, finances and equipment. For example with the Australian Army I managed a large quantity of commercial and military explosives stored in an explosive magazine. Upon my commenced in this role managing these explosives, I was not happy with the compliance, auditing and paperwork used. Hence I implemented changes to all aspects from purchasing, storage, transport and contacted NSW WorkCover explosive licensing and discussed the need for a new license to be developed for canine handlers to transport and use explosives.

Once I had implemented the changes to the explosive magazine, I engaged WorkCover to conduct an inspection. We successfully passed the inspection without having to make any changes.

Demonstrating a strong commitment to personal development, I have completed a Diploma in Security and Risk Management, Diploma in Leadership and Management, Certificate IV in Assessment and Workplace Training, Certificate III in Public Safety (Explosive Ordnance Operations), Certificate III in Public Safety (Explosive Ordnance Maintenance), Certificate III in Business (Frontline Management), Certificate III in Operational Planning and Certificate III & II in Government.

SELECTION CRITERIA Customer Service/Licensing Officer | Position No: 150 | Shire of Northam 1. Hold a current unrestricted C-class National Drivers’ Licence.

I hold a current unrestricted C-class National Drivers’ Licence.

2. Provision of a current National Police Clearance.

I hold a current National Police Clearance.

3. Sound interpersonal, public relations and customer service skills, with the ability to liaise with all levels and work in a team environment.

Throughout my career I have assumed a high level of responsibility that has demanded exceptional communication, including staff recruitment, supervision and rostering, organisation and facilitation of staff training, handling of customer complaints, preparing and analysing financial and sales reports, working closely with management to drive change, facilitating and attending staff meetings, creating and updating training and operations manuals, educating staff regarding company policies and procedures together with safe work practies. I strongly believe effective communication is the most important issue in any organisation and needs to be clear and concise.

I have constantly sought opportunities to develop and maintain relationships with internal and external stakeholders in pursuit of positive outcomes. I develop and sustain productive internal and external networks relevant to the business area and seek to develop mutually beneficial relationships whilst anticipating and ensuring responsiveness to stakeholder needs. Demonstrating myself to be an active team member, I have been instrumental in contributing to exceptional teams working in fast paced environments. I have superseded previous performance levels with a track history of cultivating relationships, strong teamwork skills, and removing obstacles to build trust and enhance productivity through various avenues, including improved workplace communication and relationships.

I have demonstrated interpersonal skills that are of very high standard, paving the way for performance appraisals by my supervisors, who have commended me on many occasions for my clear speaking manner, understanding and empathetic attitude whilst performing my day to day functions. Persuasive, confident and capable, I have held numerous leadership roles, where I have been responsible for facilitating positive change, the development of programs, policies and procedures that has required extensive organisation and the motivation of staff and supervisors. A self-motivated, achievement and results-orientated individual, I ensure quality work output consistently, delivering desired results and improvement in safety standards and procedures by managing tasks effectively, looking for better ways to work, educating staff in current legislation and regulations competently in a fast paced, customer service environment.

4. Well-developed verbal communication skills.

As an articulate, confident and highly experienced communicator with strong interpersonal skills, I regularly liaise with internal and external stakeholders both verbally and in writing on a daily basis including clients, management, team members, government and external corporate organisations. I consistently seek to understand the audience and tailor my communication style and message accordingly, whilst listening carefully to others and checking to ensure their views have been understood. I adjust my presentation style on the basis of subtle non-verbal cues whilst gaining a clear understanding of others' comments by listening, asking clarifying questions and reflecting back, ensuring their own views are understood. I pride myself with highly developed oral communication skills with my key strengths being able to effectively liaise with clients, staff, management and external organisations. I am extremely comfortable conversing with people of all ages, whilst being sensitive to individual needs and social/cultural backgrounds. I fully understand the importance to speak clearly and actively listen to the client’s needs and to identify the core message before responding.

Within my current workplace, I encounter a number of people on a regular basis with diverse needs and I have successfully and easily built a positive rapport with them. I have an extensive history of working with distressed customers, having the ability to calm them to improve the lines of communication, diffuse tension and to positively resolve problems and grievances as they arise. I have demonstrated a strong capacity to express ideas, concepts and facts clearly and concisely with information presented lucidly and in a timely manner. Using my high level written communication skills, I have accurately produced a diverse array of documents across a variety of styles as may be required or appropriate.

In management roles, I have successfully diffused internal office complaints and disagreements, through listening carefully to the perspectives of both sides involved, clarifying the issues, promoting positive communication and reflecting on the importance of teamwork. By following this process, it has enabled me to find common ground to help develop a plan and make any necessary changes for a prompt resolution. I have also developed very high negotiation skills that assist me to achieve mutually beneficial outcomes.

5. Sound judgement and problem solving skills.

I possess highly developed judgement, initiative, analytical and investigative skills and the ability to assess situations to create positive solutions and to organise tasks and workloads, managing and developing processes and procedures. I undertake routine problem solving and troubleshooting activities on a daily basis. I possess a keen eye for detail, an understanding of how processes work and how to quickly and efficiently resolve problems through process analysis and systematic thinking. I always endeavour to find and implement a resolution that is beneficial to both the organisation and stakeholders involved. In all the positions I have held it has been my responsibility to understand the culture and its impact on organisational policies and processes. This is essential when providing innovative solutions to complex problems.

Efficient, organised, motivated and results-driven, I practice sound judgement and decision making with an awareness of implications and contribute to solutions and future strategies. I have gained a thorough understanding of situations where deadlines need to be strictly observed, gaining advanced skills in delegating, planning work tasks according to importance with the ability to work productively in a high pressure, fast paced environment.

6. Proven time management skills, with the ability to work under pressure and be well organised.

I have consistently demonstrated a highly flexible approach with the ability to work on multiple tasks simultaneously, handle interruptions, competing deadlines and changing work priorities. Dedicated to continuous improvement, I believe it is important to challenge procedures and ways of working on a regular basis to determine if there is a 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. In order to optimise my organisation and time management, I prioritise my workload in order to meet deadlines by creating a "to do" list each morning, re-prioritising throughout the work day as needed. I have used various tools to organise and prioritise my work including the MS Outlook diary, MS Outlook reminders and the MS Outlook to-do list.

As a Store Manager at OPSM in 2015-2016, I was assigned to manage various tasks in a fast paced environment, supervising and managing staff, delegating duties, rostering staff members and arranging for emergency shifts whilst ensuring constant compliance with the current health and safety legislation, correcting any errors which may occur.

Whilst managing staff and attending to customer needs, I was also required to manage set budgets, optimising and minimising outflow and identifying areas of key improvement, maximising profitability of business operations, consistently meeting and exceeding set sales targets.

7. Sound working knowledge of the Road Traffic Act and Regulations.

I understand that the Road Traffic Act 1974 is an Act to make provision in relation to the driving and use of vehicles, the regulation of traffic and for incidental and other purposes. I have reviewed and researched various documents which are frequently used sections of the Road Traffic Act 1974.

8. High level of numeracy and accuracy skills.

Committed to achieving quality outcomes and maintaining accurate records and files, I pride myself on providing a high level of accuracy and attention to detail in tasks undertaken. In my previous role as a Store Manager at OPSM in 2015-2016, I was responsible for using sound numeracy skills to manage and balance cash, manage accounts payable and receivable, write financial reports, manage cash flow, attend to purchasing tasks and liaising with suppliers. Further I utilised a high level of attention to detail whilst managing set budgets, optimising and minimising outflow and identifying areas of key improvement, maximising profitability of business operations.

9. High level of computer literacy and proficiency including use of Microsoft Word, Excel and Internet applications.

Computer and technology savvy, I possess a high level of expertise in the provision of data entry, word processing, spreadsheet and other technological services to facilitate accurate, timely and effective records and correspondence with professional expertise in the use of Microsoft Word, Microsoft Excel, Microsoft Outlook, Microsoft PowerPoint, various databases, email and internet. Duties and responsibilities I have undertaken that demonstrate my computer skills and aptitude include typing of letters and correspondence, data entry, database management, sending and receiving emails, preparation of mail-outs and marketing material, researching information and legislation using internet and intranet, maintaining and updating of records, database management, creating spreadsheets, accounts payable and receivable, report writing and preparation of quotations.

In my recent role as an Administration Office at WA Country Health Service, I utilised computers and technology on a daily basis, which included maintaining and updating internal databases, ensuring all details are entered accurately and in a timely manner. Furthermore I organised filing systems for important and confidential documents, utilising current systems to improve filing.

Desirable 1. Previous experience in a front counter customer service role.

Committed to and highly experienced in providing exceptional client service in private companies and community organisations, I have actively contributed in fast paced customer service environments. I have demonstrated my customer service and interpersonal skills to be of a very high standard and supervisors have commended me on many occasions for my clear speaking manner, understanding and empathetic approach. Throughout my career in customer service, I have worked in various front counter customer service roles such as Patient Service Officer Wheatbelt Health Network, Store Manager - OPSM, Practice Manager - Wellington Surgery & Wheatbelt General Practice Network and Receptionist - Grey Street Surgery.

As the Practice Manager of Wellington Surgery & Wheatbelt General Practice Network from 1996 - 2015, I provided assistance to customers and patients at reception and via the phone, efficiently addressing all questions and queries on a daily basis. I have assumed a range of customer service responsibilities including handling of enquiries, listening to the client regarding their preferences, concerns and needs, tailoring solutions that suit their budget, preparing quotations, handling counter and telephone enquiries in a friendly, courteous and helpful manner. I am passionate and committed to providing excellent customer service and undertake regular training in customer feedback, customer relations and conflict resolution as provided by my employer. I am confident in handling any situation that may arise with a positive outlook and solution focused approach.

Targeted Questions Trainee Public Health Officer | Position Number: 00005M00 | Ministry of Health ►

Describe how your past work experience has provided you with an understanding of the complexities involved in developing or implementing robust public health solutions within the context of the Australian health care system.

Having gained extensive experience in the provision of public health research across diverse communities and settings, I possess a sound understanding of the complexities that affect the development, delivery and maintenance of a robust public health system. Recently as a Research Assistant with the Weill Cornell Medical College I was heavily involved in population health studies regarding the analysis of serum samples of diabetic and non-diabetic adults amongst German and Arab populations. This project faced a range of difficulties, foremost the guarded nature of the Arab community and challenges in obtaining information regarding diseases. By highlighting our wish to support the welfare of the community and keeping the wishes of the population at the centre of our planning, we were able to successfully implement effective processes and systems.

This experience can be reflected in the current struggles faced in Australia regarding closing the gaps between Indigenous and non-Indigenous populations. I feel that a similar approach that focuses on the training and empowerment of Indigenous peoples, rather than implementing problem focused policies that rely on continued interference by outside sources, will enable communities to contribute to and take ownership of their health decisions.

Through the utilisation and development of Aboriginal resources including the Aboriginal Medical Service and the employment of Aboriginal populations, awareness and participation has been shown to increase. This method has proven successful across various health programs including vaccination programs and initiatives. Whereas programs and policies based on Western principals, such as Domestic Violence policies to remove victims from perpetrators, ignore Aboriginal traditions, voices and solutions, which focus on rehabilitation and community interventions rather than separation.

Therefore, health solutions and programs must be structured to cater for the diverse populations and communities of Australia, possessing an inbuilt flexibility that allows for adjustment to different needs. Whilst a ‘one size fits all’ approach, on the surface, is more simple to implement and maintain, it does not offer effective results. This can be seen in the response to mental health matters and the rise in suicides amongst youth and children. A pharmacological and psychosocial approach has been adopted, effectively treating symptoms without necessarily diagnosing and treating the root cause. As engaging young people requires tailored communication and can pose unique challenges, root issues can be left undiagnosed. Interestingly, there is no word for suicide in the ancient Yolngu, though Aboriginal suicide rates have grown from near non-existent in the 1980’s to current crisis levels. This reinforces the importance of keeping the population at the centre of decision making and strategy development, rather than the problem.

Currently a Volunteer with CityCare, my contributions to the Stuff the Bus annual Christmas project has given me the opportunity to liaise directly with families in need. In partnership with various local organisations, this initiative provides food and gifts to refugee families, single parents and victims of domestic violence to ensure a happy and enjoyable Christmas. Whilst liaising with our partners and the families, I viewed firsthand how our existing health system and community outreach aren’t sufficient. I have witnessed the needs of the community increasing, and our policies need to adapt to reflect and address their evolving needs. Due to my ability to meet the needs of our clients, I have been requested to coordinate the Stuff the Bus project again this year with the hopes to improve upon last year’s delivery.

Additionally, within my time at CityCare, I have taken part in team meetings discussing the social isolation of elderly members of the community. This has enabled me to understand that whilst the quantity of life has been increased exponentially through effective health care, the quality of life has not always increased in kind. Due to failing health, hearing impairment and an overarching sense of helplessness, aged citizens are reducing social interaction, leading to a loss of purpose. This again demonstrates the importance of understanding and studying the population and inherent needs and wishes in the development of health policy, ensuring a wholistic approach that encompasses social and emotional health as well as physical.

Furthermore, as a Research Assistant, I contributed to a project studying lifestyle changes and how they’ve led Arab populations to embrace obesity. Through a balanced approach that included an understanding of social determinants, we established solutions that would be accepted and embraced by the community.

As Qataris have a traditionally high fat and rich diet, rather than suggest a change and potentially cause cultural controversy, we focused on the introduction of physical activity as a part of a healthy lifestyle. The public health initiative, Sahtak Awalan, was developed to encourage individuals to implement health habits as a part of their routine, including playing in team sports to provide a support system. This diverse experience has instilled a deep respect for the communities I assist and a sound understanding that policies alone cannot provide better health. Through an awareness of external factors and internal community wishes, improved strategies can be developed and adopted, leveraging community engagement to achieve better health choices and associated outcomes. â–ş

Provide an example of how you have actively applied your public health knowledge, skills and experience to develop a significant project, report, policy, or other piece of work. Please include the background and the steps you undertook to ensure it was successfully implemented.

Having recently completed a Graduate Certificate in Public Health with the University of Wollongong I have developed a deeper understanding of the factors that contribute to public health. Through the establishment of a wholistic approach that delves beyond physical health, to include social and emotional wellbeing, overall health can be improved. As such, one of the projects I completed during this course was a report on public health issues within a set population, including social determinants and potential steps to resolve this issue. Within a group of five, we investigated the prevalence of Type 2 Diabetes in the Lakemba district of New South Wales.

Conducting research into the matter, we accessed data from the Australian Bureau of Statistics finding that the South Western Sydney district has reported the highest rate of Type 2 Diabetes hospitalisations. Lakemba also represents the highest density of migrant populations in the area, with 67% not born in Australia and 12% of which born in the Middle East and North Africa region. From this information, we conducted interviews with local residents, finding that approximately 75% reported being under significant stress including financial challenges, social isolation and missing family and home. Many reported feeling culturally disconnected from the wider Australian community and of our sample group, 50% had a medical history of diabetes in their family. Almost none of the sample group engaged in regular physical exercise, despite access to parks, free gym equipment and walking and cycling trails in their neighbourhoods. Additionally, many identified a lack of access to health food and a tendency to eat whatever they could obtain within limited budgets.

To address the issues identified and causes associated with poor health and diabetes, we developed a range of strategies. The first step was informing the sample group of health food options and substitutes, including cost effective and health recipes. We developed flyers and brochures including this information, providing these to local health centres for further distribution. Based on the ethnicity of the population and high rates of social isolation, we identified a community approach as being instrumental in delivering improved health outcomes. We contacted local religious and community leaders, gaining their support and involvement to assist in the organisation of health drives including early morning walks in the park and team sports. As most of our sample group held their religious and community leaders in high regard, their involvement allowed us to establish effective social circles that promoted a feeling of integration and support. â–ş

Provide an example of a challenging stakeholder relationship that you have managed, which required consultation/negotiation/influence to achieve an outcome. Please include the background, reasoning and outcome.

I began by undertaking a Quality Management course offered by the Clinical and Laboratory Standards Institute, developing a sound understanding of our requirements. As I undertook more complex duties transitioning to the role of Laboratory Manager, I gained additional responsibilities regarding finance, budgeting and project management.

Given an initial budget of USD$780,000, $500,000 of this was to be capital investment whilst the remaining funds be used for services. Within the six month period I was to establish an effective budget, complete tender process to source and secure equipment, complete vendor pre-qualification processes, develop quality assurance systems and establish revenue generation strategies. I communicated with five global vendors whilst simultaneously lobbying internal departments to source equipment and resources. I developed positive relationships with colleagues across various departments including Facilities, Finance, Research Management, Quality, Core Operations and Health, Safety, Security and Environment. Through the use of my effective communication and persuasive negotiation, I was successful in achieving desired outcomes within established timeframes and strict budget constraints. The laboratories established provide cutting edge clinical support to health centres in the region with additional support provided to German and American partners. I am proud to say that the laboratories I assisted in establishing have made great strides in determining agents and bio-markers for the migration of diabetes in the local population.

Furthermore the miRNA laboratory was the only facility to adhere to all local and international quality standards applied. I received praise from my Director and commendation from the Board of Directors for the positive outcomes I was able to achieve.

Statement of Claims Director EL2 - Stakeholder Relations and Engagement & Director - Director Service Delivery •

Contemporary attitude to people with disability

Over the past twenty years, I have worked extensively within the disability sector, affecting positive change on an individual and systemic level for people with disabilities coupled with personal experience in supporting a family member with a disability. I have extensive experience applying legal, regulatory, policy, governance and reform agendas that apply to people with a disability at a state and federal level. I have led teams in the disability sector including service delivery, monitoring, oversight and reform, project management, individual and systems advocacy.

As Senior Investigation Officer for the NSW Ombudsman’s Office, I manage an investigation team which oversees and monitors the progress of agency investigations; conducts investigations; audits agency systems and policies; handles complaints and delivers education and training activities to disability agencies and newly registered NDIA agencies across NSW. I work with internal staff, executive management, Deputy Ombudsman, external stakeholders including new NDIA providers to ensure supported accommodation, health, education and support services are provided to people with disabilities according to legal and policy requirements. Efficient and responsive in my work with agencies, key results include policy, governance and operational reform. My contributions on individual matters has resulted in people with disabilities securing accommodation, health, lifestyle and specialist supports.

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Communication

As an articulate and experienced communicator, I regularly liaise with internal and external stakeholders verbally and in writing. Recognised as a collaborative professional, I am proficient in negotiating, liaising and consulting within multi-stakeholder partnerships including government agencies, community organisations and the private sector.

I consistently exercise sound judgement, whether it is representing the NSW Ombudsman’s Office, making higher ordered, person centred decisions or determining whether evidence substantiates and supports a complaint.

My communication skills enable me to break down complex constructs and communicate in a meaningful manner to various people from different backgrounds. I respect people as individuals and value their differences with a commitment to creating as environment that benefits from a diverse workforce. I have demonstrated a strong capacity to express concepts and facts clearly, producing quality written material which is appropriately targeted, clear and accurate and well presented. I have accurately produced documents including briefs and reports, conducting investigations and assessments, writing funding tenders, representing the NSW Ombudsman’s Office and nongovernment agencies, delivering community education and conducting stakeholder engagement. At the NSW Ombudsman’s Office, I have demonstrated experience in strategic planning, change management, reform, providing independent oversight, designing systems and processes which represent and protect the interests of people with a disability. I have managed agencies and lead projects to enhance community participation and capacity of people with disabilities by working with clients, local community, service providers and partner organisations.

As a nationally accredited Mediator and Family Dispute Resolution Practitioner, I have resolved complex protracted disputes by statutory conciliation at NSW Ombudsman and family law matters at the Family Relationship Centre. In these roles I demonstrated high level interpersonal and conflict management skills, together with sophisticated communication skills enabling me to tailor my communication style to my intended audience from government officials, vulnerable consumers to emotionally distraught parents who have separated from their respective partner.

My high level interpersonal skills are evidenced in successfully leading teams, working with people with a disability on an individual and systemic level and successfully managing disputes.

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Collaboration

Building and sustaining relationships with a network of stakeholders internally and externally, I recognise shared agendas and work towards mutually beneficial outcomes whilst anticipating and remaining responsive to client needs.

My extensive experience in working within and leading diverse teams within government and non-government organisations, together with qualifications and professional development has resulted in well-honed negotiation behaviours such as facilitation skills, respect for diversity, active listening, emotional intelligence and clear communication. My ability to motivate team members, clearly articulate and apply strategic direction, link policy with practice and address issues in a pragmatic manner can be attested by my professional referees.

Upon the commencement of the Disability Reportable Incident Scheme in 2014, I worked with internal teams in the Ombudsman’s Office to share information, skills and resources to ensure we were well placed to administer the scheme and periodically report to external stakeholders (FACS, NDS, NSW Parliamentary Committee, Minister, carers groups and people with disabilities) regarding findings and trends to drive systemic improvement on a state and national level. I worked with external stakeholders during this period and thereafter which resulted in a state-wide reference group titled ‘The Best Practice Working Group’ comprising a panel of experts in disability, abuse and neglect, criminal justice, law reform, funding body, heads of disability agencies and NSW Ombudsman personnel. The group has been the driver for systemic reform such as SOP’s for NSW Police in handling matters involving people with disabilities.

•

Leadership

My leadership style incorporates a mentoring approach which develops confidence and skills in team members, engaging others in the strategic direction of the work area, encouraging their contribution and communicating expectations. As a team member and leader, I role model professional, ethical and informed practice which incorporates respect, honesty and integrity in interactions with clients, colleagues and stakeholders as evidenced as a Senior Investigation Officer for the NSW Ombudsman where I manage a small team of Investigation Officers established to oversee and monitor the progress and outcome of agency investigations into reportable incidents of people with a disability living in supported accommodation across NSW. Leading by example with a commitment to achieving results, I concurrently conduct direct investigations; manage and lead conciliations and alternate dispute processes within the division; manage and lead stakeholder relationships with various government and non-government providers; manage complaints and investigations; routinely map systemic issues and trends in the sector and for standalone organisations; work with the Deputy Ombudsman on projects and areas of reform including consulting with external stakeholders and conduct community education.

I assess and analyse the facts and issues in any matter and provide advice to staff about how to proceed; coach and mentor staff in government administrative processes; develop, implement and monitor staff development initiatives; and track staff’s performance. I am well versed in leading a team in a statutory environment whilst appreciating the operations, governance and culture of non-government community and mainstream organisations.

•

Service orientation

Client focused with a commitment to achieving positive outcomes, I am skilled in responding to and prioritising competing and often urgent requests in a calm, efficient manner whilst maintaining high work standards and accuracy.

I have a demonstrated track record of confidentiality with an understanding of legislation and statutory guidelines such as the Privacy Act and Code of Conduct, maintaining paperwork, records and correspondence consistent with departmental protocols.

As a Senior Investigation Officer, I worked with the Deputy Ombudsman and Director to establish the Disability Reportable Incident scheme as reflected in Part 3C of the Ombudsman Act 1974. The scheme requires the Ombudsman to keep under scrutiny the systems of the Department of Family and Community Services (FACS) and funded providers for preventing, handling and responding to reportable incidents involving people with disability who live in supported group accommodation. I worked with the executive team prior to the scheme’s commencement and thereafter to ensure internal capability. As part of the leadership team, I project managed the scheme’s introduction to our office and the disability sector whilst managing my core functions and additional tasks. These included meeting with external stakeholders; scoping potential project work; delivered training to the disability sector, people with disabilities, their families and carers; sought legal advice about jurisdiction, regulations and working arrangements.

I also worked on the front line of receiving, triaging and managing reportable incidents, recruited, trained staff and prioritised the management of risk in various ways including working with agencies initially before establishing interagency working agreements. My work contributed towards partnership agreements between our office, FACS and NDS in disseminating information, resources and training on the scheme and the provider’s responsibilities.

I implemented a capacity building initiative where agencies demonstrating best practice throughout the state were identified to other agencies, sharing resources and expertise.

Selection Criteria Deputy Director (Strategy and Operations) | University of Queensland (UQ) 1.

Postgraduate qualifications or progress towards a postgraduate qualification with extensive relevant experience or Extensive experience and management expertise in a relevant profession; or an equivalent combination of relevant experience and/or education.

Committed to professional development, I am currently undertaking a Master of Business Administration and Diploma of Human Resource Management and I have competed a Masters of Learning and Development - HR & Strategic Management, Post Graduate Studies (Psychology - Organisational), Bachelor of Music/Bachelor of Education (Middle & Senior Years), Diploma of Business, Diploma of Leadership & Management, Diploma Business Administration, Performance Management (Recruitment Strategies & Success) and Certificate IV Training & Assessment and Certificate IV Small Business Management.

Throughout my career over the past 13 years, I have gained a wealth of management experience which can be demonstrated in my current role as Acting State Manager (Australian Music Examinations Board, Queensland Department of Education & Training) and previously as Managing Director (Evolve Group), Learning, Design & Development Officer (Easternwell Group), Course Moderator & Marker (University of Southern Queensland), Junior & Secondary Teacher (Toowoomba Grammar School) and Financial Accountant Assistant (CSQ Finance Queensland Government).

2.

Demonstrated knowledge of contemporary senior and business management concepts and issues, with the capacity to apply this knowledge to the accountability of the position.

Having gained exceptional success and experience as a high achieving Manager and Business Owner, I possess a sound knowledge of contemporary senior and business management concepts and issues which I have utilised to optimise business processes by concentrating and investing in human capital. As an innovative and results-driven leadership professional, I have devised strategies to create a positive workplace environment with experience in efficient performance planning and management, staff retention, workforce planning with a focus on inclusivity and collaboration. Furthermore I have facilitated HR Transformation, learning and development programs to drive positive change management which has resulted in significantly reduced business costs by retaining staff, enhancing their skills and confidence to achieve efficient and progression team.

Upon my commencement at AMEB, there was a very workplace culture with no opportunity for staff to engage in professional development, no performance planning and staff had only a limited knowledge of policies and procedures. I decided to optimise business processes by developing on human capital to create highly efficient and innovative work teams. Firstly, I needed to gained a thorough understanding of work team capability and output through consultation and a review of their roles then analysed procedures and policies to determine their efficiencies. I re-allocated roles to more relevant teams in organisational structure, allowing improved work flow and efficiency as well as potential for transition and career progression.

I individually consulted with each team member to refine role descriptions based on the tasks they were actually doing, gave them an understanding of what their role actually entailed in consideration of strategic goals which provided the foundations for effective performance planning and ensuring staff accountability to their role and performance. I worked from the basis that they knew and understood their role and could therefore be held accountable if work was not completed. Previously there was no accountability in terms of adhering to procedures. In addition I developed achievable KPI’s in collaboration with each team member, held weekly leadership training discussions with team leaders to provide them with tools, performance planning training and communication strategies and developed a weekly innovation workshop initiative in which team members were invited to bring ideas, research, learn and discuss openly at all levels. I held weekly brief one-on-ones with individual team members to open up communication to discuss change and address individual concerns. These developed into informal performance planning meetings with open conversation and two-way feedback. After around 3 months, they actually started asking for certain development and learning opportunities.

Team members had basic computer skills causing inefficiency, avoidance of work tasks and role protection. We identified, through self-nomination, who held strengths across the team in each software application/database and they provided adhoc team learning opportunities to colleagues. This resulted in the barriers being broken down as people felt comfortable to ask if they didn’t know and also didn’t feel their role would be threatened if sharing knowledge. Furthermore I designed and implemented full performance planning and development programs for all team members on a continuous 6-week rotation.

Imperative that agreed items were met and that two-way feedback was open and acknowledged.

Giving team members a voice that is heard at a designated time was crucial and people began to engage in the process.

This had a positive impact on culture as there began to be accountability for actions, to work and output. The challenge was to have an efficient, innovative, proficient and committed work team who are inspired by their colleagues, who want to progress, who feel valued and who positively contribute to the workplace environment. It has been my goal in my current role to create this in the workplace. At first, staff were reluctant to engage and didn’t see value in the approach saying they just wanted to do their jobs. This is completely reversed now with staff thanking me for making it a better and valued workplace.

Team members are more productive and are continuing to develop the skills which is optimising output and enabling the business unit to achieve strategic goals.

During my employment as a Learning, Design & Development Officer at Easternwell, I was assigned to lead a HR transformation project “Your Choice” aimed at attracting, retaining and developing employees to build an educated and informed workforce, to raise the company profile as an employer of choice and to be a market leader. I was tasked to optimise efficiencies, focusing on personnel to ensure productive, inclusive and collaborative work team to be recognised as an employer of choice. This required analysis of the company’s employment policies, current employee profiles, marketing strategies, employee attraction and retention, performance management framework together with risk and incident analysis of gaps in operations and personnel. I analysed the workforce and organisational needs to identify which individual attributes most actively contribute to a proactive workforce. Once the predominant contributors were realised, I developed and implemented a range of strategies to ensure that each business unit at local, national and international levels and it’s employees could work to their potential in synergy with the overarching goals, which could only be achieved via the development of educational packages that could be facilitated across all working environments with careful consideration around the implementation and ongoing support in rural and remote areas. This involved revising company policies, procedures and the creation of learning and development packages that would ultimately change the approach and culture of the workforce for continued growth. In order to develop a solution, I carried out research then developed a system to align employees and their individual attributes with team success. With the system and data input from managers, we could ascertain where issues in the workplace were occurring then overcome those with targeted training and leadership. We could ensure each team had a working combination of individuals who demonstrated a capacity to work together to achieve end goals. I played an integral leadership role in all stages of these projects and worked with my team in local and external locations to deliver project components within budgeted timeframes. The project required collaboration with external stakeholders and business unit managers for whom the product was to be delivered. Their satisfaction and continued implementation of the entire package (which included development of policies and procedures, budgets, online and face-to-face learning packages, an IMS and accompanying training and full registration for accredited course components) is testimony to my success in managing multifaceted projects whilst developing and maintaining effective professional relationships. After a trial implementation and evaluation phase the initiative was rolled out company wide. All management and team leaders attended training which I presented and facilitated.

The initiative was well received and is still currently in use. Other relative companies have expressed interest in purchasing and implementing the model due to its exceptional success.

3.

Proven ability to contribute to strategic planning, policy formulation and business processes to continuously improve operational efficiencies.

As an experienced Senior Manager, I support organisational objectives and actively contribute to the achievement of goals, organisational purpose and strategic direction, practicing sound judgement and decision making. Committed to maintaining an awareness of potential implications and impacts, I contribute to solutions and future strategies which has included the designed business and operational procedures. Showing judgement, intelligence and commonsense, I request clear expectations when work is assigned, identifying and using resources effectively, applying and building professional expertise with a proven track record for working independently and delivering quality outcomes with limited direction whilst delivering on intended results.

In my current role as State Manager (Acting) at AMEB, I was tasked to develop and implement the AMEB Strategic Plan which entailed key objectives to be met such as decreasing operational expenditure and increasing commercial revenue. I proceeded to develop and fully execute the strategic and operational plan aligned with AMEB goals and direction. In addition I provided advice to Queensland and federal boards on the development and implementation of initiatives to ensure continued and aligned growth.

This entailed assessing gaps in strategic goals and planning compared to ‘current state’ operational capability, resulting in a full review of organisational structure considering capability, required training and development and realignment of positions to meet goals. I then entered an intensive phase of business process mapping and analysed individual cost centres to further highlight operational inefficiencies.

I was able to access centralised finance services to create an interactive business analysis tool that would enable us to identify and compare elements of expenditure against actual revenue, allowing us to pin-point and confirm inefficiencies as we had a thorough understanding of individual costs of all business tasks. This led to me develop a business case which required gaining Executive Director approval to present to Treasury to allow a blanket rule for AMEB Qld to realign and implement fees and charges which was highly successful and had a major impact.

Furthermore at AMEB, I identified longstanding and inefficient policy and processes in postage which was costing the business $65,000 per year. Determined to reduce costs, I revised policy and procedures devising a change management plan to address the expenditure. I then negotiated with Australia Post, creating partnership arrangement to (i) decrease charges; (ii) refine processes using new technologies and services; (iii) partner with a trusted brand for cross-leverage; (iv) the community could collect and deposit forms at any Australia Post (v) access centralised services and internal mail to decrease costs. In addition I undertook negations with the centralised IT team to change system/create functionality within the database to always revert to email as opposed to paper/post and automatically implement a postal fee for online shop purchases which was previously free to customers.

I changed the processes to adopt a business wide eco-friendly sustainable approach to print and post which also achieved cost savings, eliminating excess printers/photocopiers and installing one energy efficient machine, resulting in significant cost savings. I developed interactive online forms, housed on website and emailed to customers then implemented a business rule to use to email/electronic communications which required staff training and management of change process as staff were reluctant to adopt new processes. Once staff envisaged the benefits of change and a reduction in manual time, their perspective began to change. I updated and developed required policies and process documentation to match new ways of working.

I managed to successfully achieve increased operational efficiency savings of $35,000 regarding postal charges in six months and decreased printing costs by $18000 in six months. I successfully negotiated a considerably beneficial partnership between AMEB Qld and Australia Post and continue to work at a national level to enable AMEB across Australia to have the same partnership. In addition I saved 10 hours per week of one staff members time, enabling re-alignment of the role, thus reducing need to engage casual staff member to assist during busy periods. I achieved 25% growth in online enrolments and engagement per quarter thereby increasing commercial revenue due to ease of online accessibility. I also implemented a successful business case and budget bid to Qld Treasury which would allow AMEB Qld to revise, update and align all pricing.

In the end I effectively achieved strategic goals through collaboration and innovation whilst bringing our processes into twentyfirst century.

4.

Experience in senior management roles which demonstrate the ability to deliver on the accountabilities of this position. Demonstrated leadership, communication and negotiation skills including the ability to liaise, negotiate and work with staff at all levels.

As a results-driven team leader and facilitator of change, consistently driving strategic direction and business growth, I have built and led high performing teams with a track history of cultivating relationships and removing obstacles to build trust and enhance productivity achieving improved workplace communication. Service focused, I have the ability to access and optimize the provision of central services and collaborate with key stakeholders in reaching goals by working across operational and strategic levels. I possess high level oral and written communication skills, regularly liaising with internal and external stakeholders both verbally and in writing on a daily basis. I consistently seek to understand the audience and tailor my communication style and message accordingly, whilst listening carefully to others and checking to ensure their views have been understood.

In my current role as State Manager (Acting), I was tasked to assist in project managing the nationalisation of AMEB Database, essentially selling our complete IT package on a fee for service basis to AMEB federal and state offices. This would provide a major capability to increase revenue and lead AMEB nationally by enabling access to our products. Furthermore this deal would enable more innovation and optimise our services as the fee for service/investment would drive growth whilst benefiting customers as it would allow consistent experience across Australia. In order to achieve desired objectives, I developed project plans with time frames from October 2016 to June 2017, designed solutions for the deal to proceed, prepared and presented business cases at executive level to gain approvals at a state and national level. I was tasked to optimise internal and centralised IT services to enable finalisation and packaging of IT product then via negotiation, gain executive level approval to sell AMEB Qld IT product commercially.

Negotiations were undertaken with all State Managers, Federal Board, AMEB Ltd, internal IT providers, commercial IT providers and external stakeholders to determine contractual arrangements including fees, privacy, support and ongoing training. I developed pricing strategy for fee for services in collaboration with external service providers and uccessfully negotiated refund of annual central service fee due to inefficient services. Additionally I worked with offsite IT team to develop an effective communication strategy including the development of an interactive project management system where IT consultant and internal Project Manager could track developments, provide updates, log work and make requests with managerial oversight. I worked closely with the IT team to resolve communication issues, concrete consistent provision of services whilst also working with my own team to finalise IT database upgrades, create training manuals, develop and oversee training sessions for end users. I developed weekly IT and internal team training to build relationships, increase team efficiency and for IT to develop core understanding of our business needs from a customer/commercial perspective. Engaging with customers and end users for product evaluation and feedback, I used feedback received to redesign and redevelop website in collaboration with web development team then negotiated future development and service support contracts with external providers and negotiated service provisions and contractual arrangements with other AMEB State Managers. Furthermore I analysed services and potential growth areas to determine where IT innovations were required, agreed on and commenced development on innovations thus developing a new role at AMEB Qld. Under my leadership, excellent outcomes were achieved as I gained executive approval to sell AMEB Qld Database nationally and received an investment from AMEB Ltd in Western Australia, Tasmania and South Australia. Additionally I successfully devised and successfully facilitated a range of training workshops for end users, significantly improved communications and relationship between my IT team which enhanced services, drove innovation and development. Furthermore I played an instrumental role in providing customers with a new and user-friendly website, developed a communication and project management tool which will drove the project and projected to increase AMEB Qld revenue by $200k annually.

5.

An understanding of University policies and procedures and operations.

Having worked and studied in leading universities for numerous years, I possess an exceptional knowledge of University policies and procedures and operations which includes the Public Sector Ethics Act (1994) and the Work Health and Safety Act (2011) which are utilised by The University of Queensland and The Department of Education and Training (DET). Hence I possess transferable knowledge of overarching policies which would be well utilised if selected as the Deputy Director, Strategy & Operation. Furthermore I understand the UQ Code of Conduct, upholding your core values which are closely aligned with DET including integrity and impartiality, promoting the public good, commitment to the system of government and accountability and transparency.

Throughout my tenure with DET, I have actively promoted and complied with the ethical principles outlined within the Code of Conduct, ensuring currency of myself and my teams by engaging in ongoing training and development. With current oversight of the planning and completion of each of my team members training as Acting State Manager at AMEB as part of DET, I acknowledge the importance of ensuring the suitable provision of and commitment to ongoing learning, thus ensuring that the workplace Code of Conduct and associated values underpin every individuals approach to work and interaction on a daily basis. In my experience, ensuring team knowledge and currency of workplace policies and procedures only enhances workplace culture as all team members demonstrate a commitment and accountability to the common and valued way of working.

Upon my commencement as Acting State Manager at AMEB, I observed a poor team culture and many team members weren’t working to procedures or business rules which impacted the team as some personnel were willing to adapt and others referred to old ways of working. Furthermore numerous long-term staff were engrained in ‘work-arounds’ outside of policies and procedures. Prior to my tenure, no formal training was provided, therefore new staff learned malpractice from longer standing staff thus creating the poor culture of inefficiency. This created a loss of business revenue and instilled inefficient ways of working. Determined to turnaround and rectify this situation, I needed to ensure all team members worked to COC, policies and operational procedures i.e. business rules. Additionally I promptly implemented operational procedures across the business to ensure all clients/customers received equitable and consistent experience.

Additionally I made the decision that substantial changes to policies were necessary and needed to align with business operations to reduce grey areas, thus ensuring a clear alignment between procedures, policies and visa-versa. I instigated the creation of transparency in ways of working using open and known policies and procedures rather than their interpretation.

Determined to improve team culture, I defined business rules, ensured all team members completed current in Code of Conduct training, held weekly one-on-one meetings with each team member to ensure clarity in business rules, ongoing consultation and facilitated team workshops to develop team values charter in line with Code of Conduct.

Selection Criteria Senior Project Manager | The Public Safety Business Agency (PSBA)

1. Demonstrated experience delivering both PRINCE2 and Agile projects.

I am currently a certified PRINCE2 Foundation and Practitioner with an excellent understanding of PRINCE2 and Agile project methodologies which I have applied whilst managing various projects in the public service. I have utilised and applied PRINCE2 methodology and processes in all projects I managed together with a range of project documentation I understand the basic principles, themes and process of PRINCE2 with an awareness of the responsibilities of the individual roles, definitions and relations between processes. I understand that a project deliverable can be an agreed tangible item that defines the completion of a phase of work and presented at a set project milestone.

In my current involvement on the Cloud Migration Project, I use PRINCE2 in my project team and enhanced their project experience using this methodology. From the project initiation stage, I recorded any issues, risks, lesson learned and acted upon these during the project to optimise the project outcome. I needed to ensure that all project team members checked for previous lessons and any useful experiences then recorded into a Lessons Log then used the lessons on anything that could assist the project. These included how best to communicate, how to deal with a supplier, how certain documents should be tailored for another project and which product specialists were needed to get help from when I documented the product breakdown structure. As a Project Manager, I continue to add new lessons to the Lesson Log on a regular basis and submit to the project board and project assurance team for review and endorsement, thus enabling milestones and status to be tracked against the register.

During my employment at iseek Communications as a Project Manager, I was delegated the role as the Agile Project Manager of a PaaS software development project which entailed managing and motivating Agile project groups to complete tasks in a timely manner and deliver a high level of performance. I successfully combined project management practices with agile development requirements and was actively involved in team management, project planning, customer support and process management on a daily basis. Whilst delivering the PaaS project, I applied agile methodology together with expertise in time management, multi-tasking, leadership and excellent presentation skills. I successfully completed 3 PaaS software development projects over a range of software utilising .NET, Java, HTML, CSS, JavaScript, and SQL components with budgets ranging from $10k to over $250k.

2. Demonstrated experience delivering ICT projects involving significant organisation change.

As iseek Communications, I was assigned as a Change Manager to managing business transition projects for a key customer in Queensland. This role included communicating with stakeholders, managing business changes, ensuring that the new program benefits were obtained, monitoring Key Performance Indicators and managing resources efficiently. One of the project deliverables was to drive cultural changes. To achieve objectives, firstly I had to obtain buy-in and acceptance from stakeholders and the internal IT team.

After considering various options, I made the decision to make a transition for the current team to the new structure and clearly define all positions to realign a new strategic direction to meet the changing demands of its business environment. These requirements included improved service delivery and capitalised on business opportunities, underpinned by business process improvement and technologies.

Although in the beginning when I interviewed each staff member, there was considerable resistance that staff were unwilling to make a change as they felt secure with existing structure. I managed to develop a business processes, job design and responsibilities, staff skills and knowledge, policies and procedures that all staff were comfortable with. I also undertook extensive negotiation and consulted with each individual from all business divisions prior to implementing the change. Upon the completion of the project, all business divisions achieved a successful transformation in regards to their culture and change to their organisational structure. In addition, I successfully enhanced my skills in analytical thinking, strategic planning, business acumen and sound communication during this organisational change project.

3. Demonstrated strong interpersonal and communications skills and experience working with multiple strategic stakeholders.

As a concise communicator and effective negotiator, I have been commended on numerous occasions for my highly effective communication and interpersonal skills and the ability to produce outstanding results whilst maximising quality work output. I confidently and articulately exchange relevant information with clients from diverse cultural backgrounds, colleagues and government representatives, ensuring that the other person understands what is being conveyed. I am always courteous, calm and considerate when communicating with others to achieve a balance between the requirements of the organisation and that of the client. When carrying out my duties, I am meticulous and have the ability and patience to listen to, understand and empathise with people from diverse cultural backgrounds.

I strongly believe effective communication is the most important issue in any organisation and needs to be clear and concise, actively communicating complex and technical information to non-technical individuals in a manner that is easily understood. I have demonstrated a strong capacity to express ideas, concepts and facts clearly and concisely with information presented lucidly and in a timely manner. Using my high level written communication skills, I have accurately produced a diverse array of documents across a variety of styles as may be required or appropriate.

During my employment at iseek Communication, I managed a data centre migration project for QSCAN where I was tasked to develop and submit monthly reports for the senior management team. In order to effectively assist the easy and rapid identification, location and access of information within often large documents, I developed and implemented summary sheets that detailed key points and directed stakeholders where further data could be found in the extended report. I received a range of positive feedback from QSCAN management regarding this addition to my reports and was commended by our Managing Director.

I am experienced in communicating with internal and external stakeholders at various levels regarding technical and complex issues. For example as the Project Manager for DJAG, I collaborated with senior management, the finance team and key stakeholders in the development and implementation of procurement procedures. Gathering information regarding stakeholder needs and client expectations, I designed policies and procedures specific to the needs of IT procurements, referring to the departmental overarching procurement guidelines in this to ensure appropriate alignment and compliance with existing standards. Consulting extensively with key stakeholders, I negotiated on behalf of a number of perspectives to ensure all requirements were not only communicated but met by the procedures. Once implemented, I provided training to the internal vendor management team on a one-on-one and group basis to assist the transition prior to the change. Due to my efforts and positive communication across the project as a whole, I successfully ensured the effective, efficient and successful implementation of the tailored procedures, minimising any staff confusion.

4. Demonstrated effective management of staff within the project and across operational teams.

Persuasive, confident and capable, I have held numerous leadership responsibilities with a high level of competency in leading, managing, training, mentoring and coaching team members to achieve optimal results and service standards. Whilst managing multi-disciplinary teams, I have dealt with people from a diverse range of cultural backgrounds on a daily basis. Whilst managing projects and teams, I have been instrumental in contributing to exceptional teams with a track history of cultivating relationships and removing obstacles to build trust and enhance productivity achieving improved workplace communication and team relationships. I have demonstrated my customer service and interpersonal skills to be of a very high standard and supervisors have commended me on many occasions for my clear speaking manner, understanding and empathetic approach.

Whilst working on the DJAG disaster recovery project, I managed and led 7 project staff and also managed staff in operational teams with an understanding of the importance of great teamwork. As a Project Manager, I am mindful of my role and the roles of others to ensure successful project outcomes. I have been part of project and operational teams that take a problem-solving approach to tasks and have helped formulate project plans. In such an arrangement, I enjoy the ability to work together to brainstorm ideas, working closely with other team members to foster an open communication environment by regularly discussing any issues we may have. I am also involved in coaching, mentoring and guiding other members as required. I regularly participated in weekly team meetings, contributing agenda and status updates of my projects to teams. For example I recently suggested the new direction of application deployment solution to both teams, such as the approach, implementation steps and resource allocation. I effectively managing the teamwork led to the new deployment approach and successfully deployed the new release of the CRM software.

Selection Criteria Director, Off Campus Learning | Department of Education LEADS AND VALUES PEOPLE • • •

Motivates and develops people Values diversity and respects individuals Builds a culture of improving practice

Persuasive, confident and capable, I have held numerous leadership responsibilities throughout my career with a high level of competency in leading, managing, training, mentoring and coaching team members to achieve optimal results and service standards.

In my current role as the Deputy Principal Network Student Engagement Team with the ACT Education Directorate, I was tasked to improve the service delivery within the Network Student Engagement Team.

Determined to achieve desired outcomes, I utilised my initiative to lead a systematic review of procedures within North/Gungahlin NSET, implemented professional supervision and coaching of team members and managed underperforming staff members, modelled exemplary practice and built professional and productive relationships with all 22 schools by meeting regularly with educational leaders and responding to requests for support. Furthermore I established and instilled a positive team culture and a clear understanding of what schools need. Under my leadership and direction, excellent outcomes have been achieved. I successfully supervised a multidisciplinary team, built a credible reputation amongst the 22 schools, managed numerous incredibly volatile and complex staffing and student situations, provided advice to Senior Executive Team and led system improvements within NSET as a member of the senior executive team, which included branding and messaging, referral processes and policy improvements.

As an accomplished and innovative educational leader, I take responsibility for managing efficient operations including assigning workloads, monitoring resources, work flows and standards and ensuring workplace and the department’s objectives are delivered within deadlines, promoting and supporting a culture of achievement and excellence with an extensive background in alternative education and Future Focused Learning spaces. I possess a an-depth understanding of the CES Project and I am an active member of the planning team. In my current NSET work as a Deputy Principal Network Student Engagement Team as a leader of a multidisciplinary team, has provided me with an opportunity to expand my experience by enabling me to work across early childhood, primary and specialist settings. Additionally, it has allowed me to grow as a leader by gaining an authentic system perspective. I have the secondary educational experience, the organisational and leadership skill set and the vision and courage required to lead the next stage in the development of the Off Campus Flexible Learning Program.

I have utilised high level project management skills with proven ability to creatively problem solve and think strategically whilst coordinating major projects from project conception through to the implementation phase, consistently implementing solutions on time and budget whilst meeting project specifications. I have prepared project plans, schedules, documentation and tracked progress through all stages to ensure on time delivery whilst meeting project objectives. I was assigned the role as Project Leader of the Engaging Schools Summit 2017 and my leadership and organisation of this event initiated positive feedback from principals and colleagues, demonstrating my ability to lead system change and manage successful projects. Future Focused Learning Contexts require a sophisticated understanding of the FFL Standards and there is a complex interplay between them in practice. I have access to contemporary assessment models and I am well placed to continue the work that is now needed in the educational design of the Off Campus Program Model. My links to Dusseldorp Forum, The Snow Foundation, Big Picture Education Australia and Lee WatanabeCrockett ensure that the educational integrity and high expectations of the design is translated into practice. Learners need to ‘leave the classroom to learn’ and the community becomes another teacher in a Future Focused Learning context. As I have undertaken throughout my career, I will establish strong partnerships with the community to enhance the educational programs of learners, ensuring that teachers employ contemporary pedagogies that promote 21st Century skills. Furthermore I will lead the multidisciplinary team to develop effective wrap around approaches for all learners.

Over the past thirteen years in management roles, I have led teams through systems that organise and support students and have stewarded three schools through the development of accountabilities, structures and processes and financial planning that makes these systems work. Maintaining accountability systems, quality assurance systems linked to the School Plan are central to my work as a school leader. Whilst leading Student Services teams in three different school settings, I have delivered student environments that are orderly, trained staff to rely on best practice processes and procedures and always centred on best outcomes. In assuring quality systems as an NSET SLA, I have highly developed skills and abilities in systems management and project planning that are supported by new technological focuses and grounded in human capital.

SHAPES STRATEGIC THINKING • • •

Inspires a sense of purpose and direction Encourages innovation and engages with risk Thinks broadly and develops solutions

I consistently provide vision and meaningful direction, working with staff to translate strategic themes and priorities into business processes and outcomes. My approach to educational and strategic decision-making is consistently proactive and student-centred.

I actively provide input into the formulation of strategic direction and promote the department’s priorities and business directions.

Strategic decisions I have set are based on best practice models and my own experience, values and vision. I am clearly capable of making unpopular decisions if they ultimately lead to tangible, long term and positive outcomes for students. Executive Teachers have commented on the high level of support I have offered staff whilst proceeding through these periods of improvement. I have utilised a strategic approach to select particular projects that have positive outcomes for student engagement.

Leading improvement, innovation and change as an educational leader, I have a proven track record of courage to innovate, reflection to improve and determined leadership to change. I have recently been acknowledged by two Not-for-Profit-Organisation Boards for my leadership and innovative management of a national project. The entire focus of this work with universities was in establishing academic standards for students through portfolio preparation and by ensuring that universities understand the rigour of the students’ preparation to exhibit work in a portfolio. The learning I have derived from this extensive level of public consultation and development has been immense. As Project Leader of the BPEA Portfolio Entry to University Project, I have changed university processes to enhance educational opportunities for students. I coordinated all communications, negotiated MoUs, wrote a National Standards Document using the Australian Core Skills and Australian Qualifications Frameworks and trained principals and teachers to develop curriculum for senior students on how to prepare university level Graduation Portfolios. This was a large-scale project involving numerous stakeholders and is current evidence of my capacity to engage national educational leaders to work together to achieve a common goal. In 2017, the pilot year, students utilised this pathway and commenced their degree courses at The University of Newcastle, ANU and Murdoch University. Feedback regarding my leadership of this fundamental innovation has been very positive.

I have worked autonomously, collaboratively I have been persistent and have consistently maintained a focus on the student at the centre in all my decision making.

My contributions in transforming the Connect 10 space and my dedication to Future Focused Learning contexts led to my appointment as Project Leader of a National Project working with Big Picture Education Australia and Dusseldorp Forum. My approach to educational and strategic decision making is consistently proactive and student-centred. I am capable of making difficult decisions when they ultimately lead to tangible, long term and positive outcomes for students. I understand the internal and external factors influencing the department and align organisational operations accordingly, giving consideration to the varying perspectives, interests and needs of stakeholders. Senior executives have commented on the high level of support I have offered staff whilst proceeding through periods of improvement.

As the Deputy Principal of the North/Gungahlin NSET, I managed a multidisciplinary team of 22 staff. Upon my commencement, it was evident that NSET did not enjoy a positive reputation, processes and procedures lacked detail and clarity and morale was quite low. In 2016, I was tasked to improve the relationship between school and NSET and manage staff to include Allied Health members and implement a stronger multidisciplinary approach. I worked closely with my team to ensure communication and instructions were clear, then introduced protocols at team meetings and senior executive meetings, promoting a solutions focused approach. I worked diligently to build string relationships with all the principals in my network, regularly attending network meetings and ensured that my role was primarily out in schools not only in the office. I devised strategies to manage underperformance, ensured all staff attended good quality professional learning and every professional group had access to clinical supervision. Under my leadership, we led a pilot process to collaboratively design a robust referral process using the Solution Fluency. In addition we reviewed the professional learning programs with a Project Team. I routinely managed some extremely difficult situations and always ensured that the interests of the student were the highest priority. I left my team as a cohesive cohort who were very supportive of my leadership.

Senior executives commended me for my inspirational leadership of the team, my relationships with schools and my ability to manage challenging cases and situations. My Director stated that “I have been operating way above a Deputy level” and was very appreciative of my support and humour during difficult and challenging times.

In numerous roles undertaken which include acting SLB positions, I have led strategic and operational processes in staffing that supports the agenda set by the Strategic Plan and the SLA. People should know that “the trains run on time here” (Linda Bendikson) when speaking about your educational institution. My mentors and members of my team, often tell me they value my attention to detail and my ability to write and oversee procedures and policies focused on school improvement.

I am committed to ensuring that case management principles are met and that all relevant policies and procedures in relation to student safety are applied and high quality educational outcomes are delivered to students and families. I have commenced discussions with NSW Distance Education, Director of Student Engagement and I am confident in my ability to design a robust and efficient set of procedures that will ensure a high quality distance education service for young people who need this provision.

ACHIEVES RESULTS WITH INTEGRITY • • • •

Develops organisational capability to deliver results Manages resources wisely and with probity Progresses evidence-based policies and procedures Shows sound judgement, is responsive and ethical

Supporting a culture of achievement and excellence within my area of responsibility, I provide sufficient support to enable others to deliver on objectives. I actively encourage a positive work culture that is committed to the efficient, effective and lawful use of the department resources and optimal business processes, supporting high levels of responsiveness to changing demands and high standards of work performance. As a dedicated and efficient manager, I readily undertake reviews of business functions and remain alert to opportunities for continuous business process improvement.

As the Deputy Principal Network Student Engagement Team, the Department were securing the Smith Family Building with a mission to use a single select procurement process in order to utilise public resources ethically. I was tasked to analyse feedback from Community Workshops and make data informed decisions to find a suitable physical location for the program instead of a virtual hub. Embracing this challenge, I proceeded to conduct site visits to a range of potential sites after consulting with ACT Property Group. After locating a suitable site, I arranged a DDG (Deputy Director General) site visit, worked with Infrastructure and Capital Works (ICW) to investigate viability of site, wrote brief for DDG to seek permission to proceed then worked with ICW and ACT Property Group and Smith Family to conduct a single select procurement process. I oversee the negotiation of the lease through to securing of the property and signing of the lease. I am currently overseeing fitout which involved working with an interior designer to implement the Minister’s future focused vision for the learning space and now ICW and ICT Shared Services to implement the plans such as furniture, internet access and IT requirements. Despite setbacks and a longer timeframe to sign the lease, the site will be ready on time as I have persisted and led the process with all stakeholders including the ACT Property Group, Smith Family and ICW. This is a unique situation as it is rare to implement government infrastructure into a non-government building so the processes have been complex to navigate as it is all new.

During my involvement in the design of the Off Campus Flexible Learning Program, I have been tasked to liaise closely with community agencies to develop a best practice model. I greatly value cross directorate collaboration and have sought numerous opportunities to engage productively with the community to ensure that I design a program that truly engages young people and their families by utilising all available supports in the community. I have engaged community representatives on the Working Group to gain their insights on major design elements, particularly the case management framework. My role enabled me to liaise with all Community Network Partners to obtain their feedback on the program and their opinions and ideas have influenced my decision making. I researched numerous sites for the Off Campus Flexible Learning Program and worked with The Smith Family Building to secure a site on Woden. We are now leasing this site and co-locating with The Smith Family. I have formally secured a partnership agreement with the Messengers Program so the students can access a diverse range of the arts curriculum on a weekly basis. I have engaged PCYC to provide a Youth Worker with access to a bus and programs to work as a part of the Off Campus multidisciplinary team. These examples are symbolic of my ability to authentically partner with the community to create meaningful opportunities and positive outcomes for students. Feedback gained from my leadership of a recent community workshop outlined the community’s positive response to being authentically involved in decision making and working together with the Education Directorate to design future focused and holistic education for students. Community participants stated that this was one of the first times they felt they were genuinely involved in the design process and believed that their opinions mattered. Themes from this workshop were collated and I have led the project team to address each theme as we continue and finalise the design phase of the Off Campus Flexible Learning Program.

I have consistently used a process-driven approach which is a hallmark of my management style. I hold myself accountable as a school leader for the use of the collective time of staff, providing leadership in ethical behaviour and ensures that the department’s goals, priorities and standards are met regardless of personal views or agenda. Teams under my guidance, initiate systems that minimise time which can detract from teaching, learning and student outcomes. In creatively managing task reallocation, systems design and automation and in refining communication strategies, I have successfully developed a streamlined school structure that supports teachers. Members of my team have provided me with positive feedback for the manner in which I have introduced the use of collaborative tools such as the GAFE platform, Trello, Asana, Pinterest and other cloud based communication tools. Whilst working with the Global Digital Citizen’s Foundation, I facilitate skill sets in my teams that are efficacious and long lasting. Students are aware that my teams work well together to resolve problems and share the same philosophy, thus resulting in a harmonious and respectful work environment for young people. I worked diligently to build an efficient, compassionate and professional team culture within all of the Student Services Teams and the N/G NSET I have led. Hence many staff have complimented me on my ability to act professionally, ethically and impartially.

I am keen to contribute to the Murrumbidgee Education and Training Centre and I am confident in strengthening practice, providing support and leadership to the team and the Deputy Principal, who performs the role of site manager, writing Annual Action Plans and setting strategic direction of the centre.

FOSTERS COLLABORATION • • •

Listens and communicates with influence Engages effectively across government Builds and maintains key relationships

I readily seek opportunities to develop and maintain relationships within the department and with external stakeholders in pursuit of positive outcomes, student and community interests, I anticipate and ensure responsiveness to stakeholder needs. Promoting an environment of teamwork and cooperation, I encourage, contribute towards and support an environment where the contributions of others are recognised and achievements acknowledged. Communicating with influence, I present information with a high level of proficiency and for maximum effect both orally and in writing.

In employment in the ACT Education Directorate, I collaborate and develop partnerships with stakeholders on a regular basis including Directorate Executives, NSET staff and strong working relationships with Principals in order to achieve positive results for all students.

I am committed to ensuring that modelling and developing a strong focus on connecting the family into the school community and listening carefully to parents will continue to be a focus with all Network Teams. I have long maintained a strong community focus that engages family with the school as a community and a culture. Furthermore I initiate and successfully maintain productive partnerships with students and their families and I am extremely dedicated to achieving improved outcomes for students, families and the community of teachers. This is the template upon which I will build authentic teaching and learning colloquiums with all stakeholders at NSET. Leading by example, I set goals within my team based on being measured, authentic and entrenched improvements in classroom practice. We worked together through a data driven process when implementing changes to Connect 10 at LTC in 2013 and it has been essential to have a strong methodology to demonstrate the progression of learning and engagement with school. This assists the NSET SLB’s material to provide teachers with rich data on positive changes that their work is developing.

Furthermore, it enables me to utilise this data for Directors School improvement and Senior Executive from the Education Support Office when providing feedback to the Minister.

A conceptual model of service delivery was the foundation for the Partnering for Future Focused Learning workshop that I led and organised in June 2017. The workshop was an opportunity for key community stakeholders to test the conceptual service offering and further explore the importance of cross agency collaboration in delivering the program. Additionally the workshop was useful in identifying the structural elements required to ensure that productive collaboration is achieved at the individual, family and system levels. Several themes were raised at the workshop, including formalising collaboration, clear and transparent communication and the importance of bringing together representatives from government agencies and non-government services, local people and communities to create a strong authorising structure. Determined to achieve positive outcomes, I designed a governance model for the CES Initiative based on feedback from the Workshop. I wrote a Minister’s Brief outlining the governance structure. It outlines the roles and objective of each governing body and has been tested with and agreed to by the Off Campus Working Group, Dusseldorp Forum and Community Services Representatives. A comprehensive CES Governance Model has been designed, tested and refined and provided to the Minister. Critical Friend feedback on the model was very positive and community representatives noted that they felt their voices and opinions were valued.

I have followed my own interests and volunteered to be a part of the CES Project since its inception, establishing positive and professional relationships with members of the CES Core Project Team. Through this work I have developed an in-depth understanding of the CES Model, the research from Griffith University and how the four Tiers connect. I am already extensively invested in this work. As the Deputy Principal in charge of the CES Coaches, they have commented upon my in-depth FFL knowledge and collaborative and authentic leadership style. The Continuum of Educational Supports (CES) Project is a system wide initiative designed to strengthen the supports on place for all students in the ACT high school sector. I was successful in securing the Project Manager position at the end of Term 1, 2018 and currently lead a team of executive teachers who coach and support leadership team in high schools to implement the CES Framework. I have also designed an Off Campus Flexible Learning Program for students with challenging and complex needs. The program will be running by Term 4 this year. In my capacity as Project Manager, I have designed the educational program, referral process, governance model, secured the site, organised the fitout and I am currently finalising recruitment of the multidisciplinary team.

Concurrently, I am leading the CES Coaches to build capacity of the high school leadership teams to provide alternative onsite provisions for disenfranchised students whilst ensuring that their universal practices are greatly enhanced. Firstly I worked with the previous Policy and Projects Senior Manager to identify a clear project plan and introduced new efficiencies i.e. Trello to promote a contemporary, collaborative and productive approach. I then led the Project Team to manage timelines and all related tasks, identifying more efficient ways to approach the task and introduce an educational lens to the work. Furthermore I collaborated with other Directorates including CSD, JACS, Health together with community agencies and national and international critical friends.

Communicating with influence and gaining the perspectives of others, I liaised with internal stakeholders such as Strategic Finance, Infrastructure and Capital Works and Planning and Analytics to ensure that budget requirements were met, fitout deadlines would be managed and data informed decisions could be made. In addition, I have ensured that all major decisions have been presented to a Working Group such as CSD representatives, Directors and Principals.

EXEMPLIFIES CITIZEN, COMMUNITY AND SERVICE FOCUS • • •

Understands, anticipates and evaluates client needs Creates partnerships and co-operation Works to improve outcomes

In my current and previous roles, I have maintained a strong focus on quality service delivery and community service, effectively liaising, negotiating and resolving conflict with colleagues and clients from a range of backgrounds and cultures with a sound appreciation of differences. Actively managing client expectations, I anticipate the impact of changing environments on client requirements whilst promoting a strong client service focus and a commitment among others to providing quality client service. I ensure that managing a high level customer service delivery and ensures stakeholder satisfaction and expectations are taken seriously as a high priority. I have successfully and effectively led the CES initiative at the On Campus and Off Campus level. The Off Campus Flexible Learning Program is one of the first representations under the ACT Minister’s Future of Education Strategy and has been designed to be a future focused learning program for young people in Years 7 - 10 that will deliver holistic, trauma informed education, particularly for those students with complex needs. The Program will commence in Term 4, 2018 and I am leading Student Engagement to recruit team members this term so they can join the Project Team and assist in final stages of the establishment phase. My role in the Off Campus Flexible Learning Program will involve liaising with high school principals about referrals, leading the multidisciplinary team, ensuring a high quality, trauma informed, holistic educational service offering. I have designed the educational program, recruited the team, led the student referral process to select students, secured the site, led fitout and led the CES framework implementation in the ACT high school sector.

The On Campus work as part of the CES initiative, I am required to deliver a clear message to high schools and both aspects of the initiative require clarity of message and service alignment, service commitment and service improvement of student engagement and the ways that we include secondary students in their own education, particularly disenfranchised youth. I have played a key role in aligning the service delivery with Planning and Analytics, Strategic Finance, Future of Education Team, Strategic Plan Team, Learning and Teaching, Directors of School Improvement. Additionally I have actively sought collaborative opportunities and met with all EDU stakeholders throughout the life of the project. Since joining the CES Project Team upon securing the Manager position, I have led the operationalisation of all significant elements of the Off Campus Program. I designed components for the students who will be enrolled in the Off Campus Flexible Learning Program including: Service Offer; Learning Framework; Referral System; Governance Model; Vision, Values and Mission; Evaluation Framework for the CES Project. All components have been presented to the CES Working Group, workshopped then refined, included in briefs then included in presentations and publications. At the commencement of the project, I advised and informed the Director Student Engagement on strategies to prepare for the Minister’s Presentation. Furthermore I have delivered presentations to CORPEX (Senior Executive Meeting) and answered all questions from Directors and Deputy Director General capably, Lunchtime Policy Group; cross branch meeting, Whole of NSET presentation and SPI Division Meetings. Under my leadership, the Off Campus Flexible Learning Program will commence operation on schedule and within budget guidelines at the beginning of Term 4. I have recruited quality staff to work as members of the multidisciplinary team, procured the site, overseen the fitout, led the student referral procedures, designed and implemented the educational framework and philosophy.

I was assigned to manage and coordinate the High School Improvement Agenda with an in-depth understanding of the CES Project, having established and led a Connect 10 Program at Lake Tuggeranong College in 2013 - 2015. I have led a team of 4 Network Coaches and a series of 8 Future Focused Educator Forums with high school leaders which comprised a face to face and online component.

In addition I have led a Professional Learning session with high school principals on how to measure student engagement and aligned this work with the School Improvement Team, meet regularly with high school principals to oversee development and provide support and advice in relation to this project. When it came time to reconsolidate the funds from other ACT alternative education programs, I have worked with Youth Engagement Program staff and the existing Connect 10 Programs to transition students back to their PEA high school. By undertaking this action, I have demonstrated a sound understanding of system reform, relevant policies and my commitment to deliver positive outcomes for students impacted by system changes. Excellent results have been achieved as I have led this continuous service improvement agenda with all 19 high schools who have committed to constructing their own CES goals. I have capably led this change management journey with the ACT high school sector and have gained the confidence of the secondary educational leaders by offering quality Professional Learning, meeting regularly and leading a professional team of coaches who provide support to high schools. By undertaking this approach, I have built capacity of the high school sector to strengthen and deliver contemporary pedagogies and universal, selected and targeted approaches to all students, particularly those with complex and challenging needs.

As an NSET Deputy Principal, I was requested to manage a sensitive situation in a primary school which involved a complex health situation. Relationships between parent and school staff was volatile and I was asked to build a relationship with the parent, assess the student’s health requirements and build capacity of the school leadership team. I undertook observations of the students, met with the leadership team to discuss Behaviour Support Plans and associated Health Plans, undertook home visits with my senior psychologist, briefed the Deputy Director General and Directors regularly, studied related Health Policy, liaised with health professionals, provided onsite support and direction.

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