DPC helps the government achieve its strategic objectives, by supporting the Premier, Deputy Premier, Special Minister of State and Minister for Aboriginal Affairs, Minister for Industrial Relations, Minister for Equality, Minister for Veterans, Minister for Multicultural Affairs, Minister for Women and Minister for Youth. The Finance Branch sits within the Corporate Services Division of DPC, and oversees the day to day operations of the Department's (and other portfolio agency) finance functions, including budget management, review of submissions, internal reporting, AP/AR, system administration, audited external reporting, grants administration, development of productive relationships with DTF and other Departments, and provision of advice on financial matters to senior staff, managers, portfolio agencies and Ministers offices.

Short term engagement, to provide support and assistance to complete and compile the external budget documents. Assistance with preparation for year end, including implementation of new Accounting Standards.

CFO (From Aug 13)/Manager Finance (Sept 2008)Casey is Victoria’s largest municipality (by population), that provides 67 discrete services to over 330,000 residents, with an annual operating & capital budget exceeding $420m, and an Asset Base > $3B. Casey is a growth area Council, with significant levels of development activity/growth, and is forecast to have > 514k residents by 2041Responsibilities• Develop strategic financial direction, policy and the 10 Year Financial Plan, that proactively assists in planning for the growth and development of the municipality• Act as the Principal Accounting Officer, and prepare timely Financial Statements with clear audit opinions• Ensure the efficient and effective operation of the Finance (AP, AR, Mgt/Fin Accg), Payroll and Rates (since Oct 16) Teams• Facilitate the preparation of the annual budget and Strategic Resource Plan• Preparation of regular finance reports and briefings to the Executive Team and Council• Active identification, reporting and management of current and emerging risks• Management of Treasury operations• Provide business partnering support and assistance to all Departments & major projects that have complex financial needs• Promote ongoing review of procedures and processes, and embed continuous improvement opportunities• Lead two major legal cases that Council was involved inAchievements• The Casey Finance, Payroll and Rates Teams viewed as strong business partners and enabling functions within Casey, with high levels of customer satisfaction• Active member of Divisional & Corporate leadership teams• Significant involvement in the development and implementation of Council’s transformational Efficiency and Effectiveness Program• Direct involvement in the major financial situations that confronted Casey, Unfunded Super in 2012, Stevenson Road Closed Landfill, funding plan for the $125M Bunjil Place project, Rate Capping• Delivering on plans to enhance Casey's strong financial position

General Manager, Finance and Contract Admin, Corrections Victoria, Department of Justice (March 2007- August 2008)Finance Manager, Corrections Victoria, DoJ (November 2005 – March 2007)Senior Budget Analyst, Finance Branch, Budget Management, DoJ (October 2004 to November 2005CV is a significant business unit within the Department of Justice, which incorporated Prisons and Community Correctional services and accompanying support systems. CV had an Opex budget of over $400m (2008), and employed over 2600 staff, including approx. 1600 custodial staff. This role lead 14 staff, and was responsible for the overall management of the CV Finance and Contract Administration units and their respective functions.Responsibilities• Leadership of the CV Finance and Contract Admin Teams• Contract Administrator/State Representative for the following major out-sourced services contracts – Two Private Prisons, Public Prison Health Contracts, Prisoner Transport Services. Contract values > $100m pa. • Involvement in the Prisoner Transport Retender process – for the next contract period for Prisoner Transport Services.• Co-ordination and preparation of CV’s budget submissions to the State Government Budget ProcessesAchievements• CV Finance and Contract teams both seen as valued and respected contributors to the operation of CV.• Actively managed out-sourced contracts to ensure that the specified services are delivered to the required quality, quantity and timeliness and that value for money is obtained by the State• Developed a more thorough and accountable budget development process across CV which allowed the allocation of savings measures with minimal impact on services, as well as a detailled Mid-Year Budget process • Successful in three ERC processes in obtaining additional funding. Including significant funding in the 2008/09 Budget – of nearly $600m for Capital and Operating over four year forward estimates period to construct/operate additional prison beds

Director – Budgeting & Reporting, Defence Materiel Org (DMO), Department of Defence (Jan 02–Oct 04)Assist Director – Budgets/Reporting, DMO (Nov 00–Jan 02)Assist Dir – Programs & Budgets, Support Command Aust, (Dec 99–Nov 00)DMO was the largest enabling Group within Defence (Op Bud $3.5B, Cap Bud $3.2B) (2004), formed in Jul 00, from the merger of the former SCA and DAO groups. The role reported to the Head Materiel Finance and DG Material Budgets & Treasury and lead 9 staffResponsibilities• Develop and monitor DMO Budget policy and procedures• Co-ordinate development of the DMO Opex and Cap Budgets, Additional Estimate and DFMP submissions to Defence CFO Group• Administration of DMO Budget and inter and intra-group transfers to/from the DMO Budget and between DMO Divisions (10)• DMO contact with Defence CFO on DMO Budget/resource mgt issues• Create and maintain separate budgets for each DMO Div (SAP R/3, SEM—BW)• Monitor DMO actual to bud performance and provide monthly analysis/reports to DMO Exec and Defence CFO• Costing of DMO Services in support of Defence Outputs/specific platforms for Output costing (eg PBS/Annual Report)• Prepare DMO input to externally published documents (ie Annual Report, PBS and PAES)• Prepare SLC briefs for DMO Div Heads and other Defence Groups (ie Army, Navy, Air Force) on DMO budget allocations that impacted on Output costsAchievements:• Introduction of the DMO Budget tool (Lotus Notes) to develop DMO’s 10 yr DMFP budget• Preparation of platform/weapon system costings and identification of logistic shortfalls for the Defence Capability Review. This information was used for the additional “logistic shortfall” funding ($240m and $140pa) provided in the 03/04 and 04/05 Budgets• Active involvement with CFO area to improve content/analysis in monthly Report presented to the Defence Committee. (DMO was biggest contributor (1/3 of Defence Budget)).• Completion of “QUANTUM” – DMO’s 5 week residential leadership course

City of Yarra is a medium sized inner city local government municipality, formed in June 1994. In this role I reported directly to the Chief Financial Officer and supervised the Assistant Management Accountant.Responsibilities:• Preparation of Council’s Annual and Revised Budget.• Prepare Council’s Annual Financial statements• Prepare and maintain Council’s Asset Registers• Monitoring of Council’s loan portfolio• Prepare and distribute monthly management reports• Provision of management accounting and financial consulting services• Assist with the development of accounting policies• Assist with the development of tender specification for the market testing of selected Council services, and participation in tender evaluations (as 50% of Council expend had to be market tested under CCT)• Prepare Workcover, FBT, VGC and ABS returns.Achievements:• Introduced a new budget preparation methodology, with shift in emphasis from an incremental/program methodology, to a zero-based operating expenditure methodology.• Yarra’s 1996 financial statements were recommended as “model” accounts for local government by the VAGO.• Facilitated the recognition of all of Council’s Assets, to ensure full compliance of Council’s 1997 Financial Statements with the requirements of AAS27.• Developed, maintained and updated Council’s 5/10 year financial planning model, used as basis of 5 year (1996) / 10 year (1997) financial plans adopted by Council• Development of cash-flow forecasting model• Assisted with the consolidation and refinancing of council’s loan portfolio and unfunded superannuation liability.• Contributed to the development of EOI and Tender specifications/Evaluations for some major Council services, such as MCH, Roads Maintenance and Leisure Centres• On the evaluation team for Council’s new financial information system

Hall Chadwick was a medium sized Chartered Accounting Firm, with extensive experience and a strong presence in Local Government auditing and consulting I worked as an auditor for 2 years, with 4 audit seasons for local government, due to amalgamations and change of year end date from 30 Sept to 30 June Responsibilities:• Provision of financial and compliance audits to a large range of entities: Local Government, stockbroking, large private companies, real estate, educational, professional associations, research and other NFP.• Provision of accounting services and financial consulting to many entities: (as above)• Identification of major audit risk areas and controls and preparation of audit plans and programs• Allocation, supervision and leadership of staff and preparation of budgets for audit assignments• Preparation of managment letters and other reports for clients• Tender preparation (for new clients/work).Achievements:• Progression from audit junior to audit senior and consequent increase in responsibility and quality and quantity of work performed. Reported directly to partner on many clients• Preparation of financial statements for a range of organisations, including cash flow statements.• Assisted numerous Councils, as external auditor, in the implementation of the transitional requirements of AAS27.• Revision and updating of “model” local government financial statements issued by Hall Chadwick• Introduction of new audit programs for clients as a result of amalgamation, change in control structures, and/or change in computer systems after identification of risk areas and assessing new controls. This included the introduction of the CHESS system to the stockbroking industry.• Preparation of procedure and policy manuals for organisations.• Implementation of new audit review summary, resulting in reduced partner review time (and cost), but improved effectiveness.• Preparation of winning tenders for new audit and consulting assignments