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 and technician).

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 on engineering competency standards.

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 mobility across the APEC economies.

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 programs also grew to encompass all of the ACT. The outcome was a significant increase in the positive impact delivered to the ACT community.

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 annual refine of $4m through strengthened relationships with government and the private sector. In addition, I used my extensive governance experience as part of the team that developed the necessary governance processes for a rapidly-growing organisation.

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 in close consultation with all internal and external stakeholders in order to ensure that USFPI mature end states are achieved within scope, schedule and budget.

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 buildings to support the Australian Defence Force's full scope of capabilities. I also initiated and led the development and introduction of an objective process for determining investment priorities. Other duties included the determination of acquisition and disposal of properties and base development planning.

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 Australia, our region or globally. The role included analysing and reporting actual performance to Government.

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 weaknesses, I identified areas for improvement and then developed a plan to achieve that improvement. All recommendations were adopted by Government.

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 Strategic Plan and practical tasks at unit level. I streamlined higher committee arrangements in Air Force, enhanced performance reporting and delivered a new Air Force Business Plan.

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 included a range of workshops, one on one interviews, and research, with a strong focus on ensuring compliance with industry standards and benchmarks. I also secured funding from Government for an additional 50 positions to reinforce maintenance oversight at all levels of Air Force maintenance management; developed new technical personnel selection and development processes, and improved maintenance management arrangements. These were then integrated into a gradual roll-out plan focused on introducing the change in a manner that generated quick acceptance and easy adaptation. That plan is still being implemented today. The overall result was that the Chief of Air Force has much greater confidence in the ability of the Air Force and industry maintenance elements to safely deliver necessary levels of performance and the ongoing airworthiness of the technical support to Air Force aviation operations.

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 areas such as personnel training and development, technical regulation, airworthiness management and technical policy development, all were agreed. The recommendations included the formation of an Air Force Logistics Branch to provide the necessary governance and policy oversight of the Air Force’s technical and support activities.

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