Helping improve societal wellbeing through ensuring high-quality education and training in psychology by setting, maintaining and assessing against standards for education and training in psychology.

Department of Health and Aged Care

Education & Wellbeing Committee

• DFAT ANCP accreditation (5-yearly).• Initiated partnership development model.StrategyOrganisational transformationFundraisingBusiness developmentTeam development

• State responsibility for higher education - facilitating initial teacher education strategy transformation; research strategy, and internships strategy (policy and strategy). National cross-jurisdiction working group (on legislation to deter contract cheating).• Leadership of a government stakeholder engagement for schools, NGOs, academic experts, parents, peak bodies, philanthropists and commercial partners, and place-based communities.• Funding management for $55m of grants funding, and $485m funding to catholic, independent, and ethnic-community schools; art funding and service level agreements responsibility ($30m). • Executive support: Aboriginal Strategy Advisory Board; Expert Advisory Panel; Education Sector Heads (CEOs of government, Catholic, independent schools); Ministerial Advisory Committees: Children and Students with Disability and $8m funding to disability sector; Ministerial Advisory Committee: Multicultural Education & Languages Committee.• AESOC Working Group (cross-jurisdiction) on Legislation to Deter Cheating in Higher Education• AESOC Australian Qualifications Framework (AQF) Review working group (cross-jurisdiction)

The De Lissa Trust was established in 1977, by the then-Kindergarten Union of South Australia. The purpose of the Trust was to enable or assist advanced or postgraduate studies or research in the pre-school area.

Northern Bay College -Support development and implementation of vision and philanthropic plan for Funds for the Future and establishment of DGR (tax deductible status) strategy within Geelong Community Foundation.

Lead business partnership development and implementation consultant in the tertiary education, venture capital, development aid and state/local government sectors.

• Developed national student recruitment aggregation models through industry bodies.• Government and education partnerships in Hong Kong, China, India, Myanmar, Bhutan.• Developed electronic student support framework to provide digital access to key student services 24/7 (Timetables, finances, tutorials, placements, library, employability and employment, counselling, e-texts, study tutor support).• Initiated Digital Campus with national digital strategy for flexible learner-driven 24/7 online delivery. Initiated new academic programs in Design, Creative Arts, Logistics, and Accounting.

Led and implemented a national quality VET in Schools program for careers Australia. A confidential survey of schools showed that:•89% were "very satisfied" / "satisfied" with VET program•81% considered that VET program met schools needs "Extremely well" / "very well" (95% if include "somewhat well")•96% considered that quality of business training to be “very high quality” / “high quality”.

• Program/unit establishment • Initiated Deakin National VET Pathways Program – www.deakin.edu.au/tafe - 12 major RTO/TAFE partners - 150 guaranteed entry national pathways.• Initiated the $40m Deakin Centre for Regional and Rural Futures (CeRRF) in Griffith NSW irrigated agriculture research centre. Initiated the establishment of the Centre Supply Chain and Logistics at Deakin. • Initiated the first student-led Bendigo Bank Unibank (student bank) model to develop a philanthropic student and staff culture. • Initiated/negotiated Exercise Sciences research partnership with Melbourne Boomers Basketball.http://www.deakin.edu.au

I was a key architect of major projects such as the Regional Summit (Melbourne's North) and other key industry-linked strategies in Melbourne's north.http://www.rdv.vic.gov.au/regional-development-australia/committees/northern-melbourne

Led Strategy and Planning (Initiating, supporting and delivering institution-wide strategic plan activities); Stakeholder Management (Federal, state and local governments, higher education sector networks and major business and community stakeholders); Initiated and led strategic projects; Initiated and negotiated Vice-Chancellor Fellowships (Mick Malthouse, Robert Manne). Major External Funding (sourcing major external revenue, external grants and philanthropic support (with Alumni & Advancement). Partnership development for successful Food Precinct bid.)Life Membership - Student Council of La Trobe University Student Union Inc. (LTSU) for "outstanding contribution to the student body at La Trobe".

Provide leadership for:•Strategy•Corporate Services (Planning and Institutional Performance; Legal Services; Governance; Risk Management and Safety; Internal Audit; Insurance; Policy management)•Office of the Vice-Chancellor services (Major bids; Strategic planning; Strategic University-wide programs; Government relations; Alumni & Advancement) •Infrastructure & Operations (Estates development and facilities management) ($685m capital, maintenance budget)•Service Businesses (Residential Services for 3,500 students; Conferences and events; other service businesses)•Transformation programs - Review of Research Services, Corporate Services•Planning, directing and ensuring the successful implementation and achievement of the relevant portfolio outcomes outlined in the University’s Strategic and Operational Plans.•Annual Operational Budget: $ 72m•Total Capital Expenditure(2010 – 2012): $685m•Divisional Staff: 443 •External revenue income targets: $170m Philanthropic fundraising target (2017) $ 90m Major Grants target (2011/12) $ 80m

•Led the Corporate Services Division comprising: Planning; Performance and review; Legal and Governance Services; development and management of institutional knowledge; Risk management (including internal audit; critical incident management, insurance and compliance); led continuous improvement processes and business intelligence projects. •Led and support the Office of the Vice-Chancellor to: Initiate and drive institution-wide strategic activities, to source major external grants and philanthropic support, to provide high-level, professional support for senior executives and to develop and maintain effective external relations with government and university sector networks.•Led Marketing and Engagement, domestic recruitment, La Trobe International, La Trobe University International College; Centre for China Studies and international recruitment from June 2008 – August 2009.•Led La Trobe regional campuses in Bendigo, Shepparton, Mildura, Beechworth and Wodonga from June 2008 – December 2008. Key Achievements:•Project led major bids: EIF - $124m (2009) (La Trobe Institute of Molecular Sciences/La Trobe Rural Health School)•$300m Agribio Research Centre (State Government partnership negotiation / business case approval)•$11m (CDP/RIDF – Shepparton Campus)•$3m (Diversity – Employ rural health professoriate)•Increase in international student numbers that exceeded target•Established new Advancement and Alumni strategy and office - $5m pa revenue (planned $12m within 3 years)

•Led institution-wide strategic activities, to source major external grants and philanthropic support, to provide high-level, professional support for senior executives and to develop and maintain effective external relations with government and university sector networks•Support development of a University Strategic Plan•Accessed government and industry grants •Provided leadership in the development and enhancement of the community relations activities of the University•Acted as the Deputy to the Pro Vice-Chancellor (Strategic Development)

Responsibilities:•Responsible for increasing the income streams from strategic partnership projects that maximize return from: International Recruitment/Exchanges/Internships; Offshore Education Training and Development (France, China, Indonesia, Hong Kong, India, Singapore); Language Centre; Centre for Sustainable Regional Communities; consultancy; tenders; Student residences (600 students); Central Victorian Innovation Park; Property Development; Government grants; Community engagement and strategic partnerships.Managed 63 Staff / $12million operational budgetKey achievements include•Increased offshore student numbers by 402% (in one year) off a base of 155 and onshore international students in Bendigo to 254, through innovative new commercial arrangements.•Infrastructure Grants: $3.17m to develop Visual Arts gallery and project managed $3.2m partnership facility at Central Victorian Innovation Park. •Increased sustainable operating margin of key business units by 14% in one year.•A project manager to attract Commonwealth Youth Games (2004) to Bendigo/ Host of Village•Established new offshore programs in: France, China, Malaysia, Singapore, Hong Kong•Established of a commercial water laboratory to support an academic biotechnology program

•Develop Centre for Sustainable Regional Communities (CSRC) strategic and business plans.•Establish and maintain links with government, industry and the community that assisted in attracting external funds to the Centre.•Develop, manage, monitor and evaluate proposals and projects.•Develop commercial consulting framework.•Communicate with, and present to, government (local, state, Commonwealth), business and community organisations.Key achievements include:•Directly raised project income of $2.2million in consultancy / ARC Linkage funds in just over a year with no pre-existing networks in Australia. •Co-founded the Community Foundation for Bendigo and Central Victoria – to aggregate philanthropic activity, strengthen communities•Co-founded Central Victorian Business Network – to enable linkages between small business to develop local import replacement and value adding strategiesI have been consulted by the Victorian Local Governance Association on local government strategy: 2000, English, Book edition: Rural and regional Victoria [electronic resource]: a challenge for the state government: a review prepared for the Victorian Local Governance Association (VLGA) / by David Ensor, Maureen Rogers and Roberta Ryan.http://inform.regionalaustralia.org.au/process/governance/item/rural-and-regional-victoria-a-challenge-for-the-state-government-local-governments-working-together-with-their-communities-to-ensure-adequate-resourcing-and-equity-of-service-delivery-4

Responsibilities:•Program Management Unit (PMU) establishment / Program initiation Led the development and implementation of common programs around "best practice" that added value to the legislative sector, while meeting the individual and unique needs of individual MPs, Parliament and Provincial Legislatures in the following areas: •Organisational Development;•Human Resources Development - Curriculum Development and Training – staff;•MPs Training and Induction, Monitoring and Evaluation;•Manage reviews/studies; •Initiate and manage policy-making processes, including management of stakeholder groups;•Establish and manage a Program Management Unit, including establishing management systems and procedures; •Manage planning and forecasting processes; •Develop and evaluate tenders; •Liaise with funders (European Union, DANIDA, SIDA, CIDA, AWEPA, AusAID, Dfid); •Report to Speakers' Forum and Ambassador European Union;•Managed 19 Staff / Budget $60 million.Key Achievements:* Tender for new sector IT system and operating platforms* Review of National Council of Provinces* Induction and training of 400 national MPs* Established public participation program* Established plain language legislative program

President Nelson Mandela (when presenting me with the Presidential Education Award):"One significant strength ... is that, in its endeavour to meet new challenges, it has realised the imperative for re-evaluation, re-invention and re-structuring to ensure its effectiveness in delivery." Responsibilities:•Led and manage change in an adult education NGO to ensure organisational sustainability and the provision of quality education programs.•Led and manage quality adult education programs to learners in companies, prisons, government education centres, and rural community centres. This was achieved through upgrading learner materials (English Second Language, and African First Languages), tutor training courses and support. •Developed relationships with funders (from conceptualising projects, developing proposals and presenting projects to funders), •Established a commercial workplace training unit, and developing commercially published materials. •Marketed and established delivery opportunities with government and industry, and matched community needs to funder interests. Key Achievements:•Fundraised $1.5 million annually from local (corporate, funders, individuals) and international funders (USAID, AusAID, European Union, SIDA, WUS, ODA, British Council).•Stakeholder management (Ministries, Unions, Line Management)•Managed 103 staff / Budget of $10 million for programs reaching 6,000 learners.

(Project fixed term) Established career guidance function for apprentices for the South Africa metal and engineering industry.

Subject Head Counselling, Teacher BiologyAthleticsConservationHead: AthleticsCoach: Cross countryConservation Club