Anker Brodersen Email & Phone Number

Australia

Provide advice to the Engineers Australia Board and CEO on contemporary and future issues affecting the engineering profession, with specific reference to generic engineer standards and international recognition of EA members’ qualifications and competence.

Australia

Answerable to the Engineers Australia Board for overseeing the development and maintenance of a national professional standards framework that complies with various international benchmarks and obligations. It includes the standards of education and competence for indecent practice for all three categories of membership (professional engineer, technologist.

The PSC is responsible to the Engineers Australia (EA) National Board for the review and, where necessary, redevelopment of competency standards, and/or the development of new standards, used for the assessment of EA membership grades, Chartered assessment, the accreditation of tertiary academic education programs and/or related activities which are based.

Canberra, Australian Capital Territory, Australia

Canberra, Australia

The International Engineering Alliance is a global not-for-profit organisation that establishes and enforces internationally bench-marked standards for engineering education and expected competence for independent engineering practice for three different levels of engineers. The APEC Engineering Agreement is focussed on facilitating professional engineer.

UCK is a growing and energetic community services not-for-profit organisation that focusses on support to disadvantaged families through a structured arrangement of service delivery programs. While I was Chair, the organisation increased the number of programs it delivers, successfully started one social enterprise and initiated a second. The reach of the.

Canberra

UCK is a growing and energetic community services not-for-profit organisation that focusses on support to disadvantaged families through a structured arrangement of service delivery programs. As a founding director, I have been integral in the Board guiding the organisation from one employee and annual revenue of $160k to 40 staff, 200 volunteers and.

Canberra, Australia

The USFPI are a significant enhancement to Australia’s security alliance relationships and will be in place for at least 25 years. I was responsible for establishing the whole of Defence Programme Office and then the central control, negotiation and coordination of all USFPI activities. These had to be conducted in accordance with Government direction and.

Canberra, Australia

I led the strategic planning for the Defence Estate, the largest and most complex land and property holding in the Commonwealth Government, as well as management of the Major Capital Facilities Program, a $20 billion investment program. Valued at over $60 billion, the Defence Estate includes over 3 million hectares of land, 500 properties and 25,000.

Canberra, Australia

I was responsible for establishing a branch to oversee and maintain governance arrangements for the Defence Infrastructure Division, as well as sustain key stakeholder relationships.

Canberra, Australia

I was responsible for developing Defence’s requirements for its ability to be able to respond to a wide range of operational scenarios (known in Defence as ‘Preparedness’). These scenarios included the ADF and Defence organisation’s potential responses to disaster relief, humanitarian assistance or some other form of military operation required in.

Canberra, Australia

As part of the development of the 2009 Defence White Paper and at the direction of the Chief of the Defence Force, I led a review of Preparedness management within the Department of Defence, with a particular focus on the links between Defence performance and the vast majority of the Defence budget. Using a systems engineering approach to analysing the.

Canberra, Australia

I was responsible for the management, review and improvement of Air Force Governance arrangements, with a particular focus on strategic and business planning and reporting. The focus was on determining ways to improve the efficiency of Air Force performance and management reporting; as well as looking at how to improve the alignment between the Air Force.

Canberra, Australia

I was responsible for implementing the recommendations for the regeneration of the Air Force’s maintenance capability. The tasks required a wide range of consultation with Air Force maintenance elements and training units, as well as benchmarking with the Army, Navy, some foreign Air Forces and elements of the Australian aerospace industry. The work.

Canberra, Australia

At the direction of the Chief of Air Force, I reviewed Air Force maintenance management and governance to identify deficiencies and develop a rectification plan. A major focus was the review of technical training for Air Force engineers and technicians; organisational assurance arrangements and workforce culture. I developed 42 recommendations covering.

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