My responsibilities as an A/g Assistant Manager in the Energy-Led Industrial Growth Taskforce include:• conducting research and analysis on hydrogen and low-emissions to inform policy advice to Government• planning and undertaking intensive stakeholder engagement, and • extensive internal coordination and networking to deliver on shared outcomes across the broader department.

My key responsibilities as the A/g Executive Officer of the Critical Minerals & Major Projects Division involved:• coordinating executive and ministerial briefing and requests across the division• leading development of Divisional Business Plans and input into the department’s Annual Report and Corporate Plan• supporting recruitment and on-boarding activity across the division, and • supporting staff throughout a Machinery of Government change. A key achievement in this role was driving the reinstatement of the Divisional Consultative Committee and supporting the establishment of a mentoring program, both of which have contributed to a greater connectedness and moral across the division.

On my return to the Technology Strategic Policy Team as an A/g Assistant Manager my responsibilities were expanded to include:• leading briefing on international technology matters (including mentoring/coaching junior colleagues on an ad-hoc basis)• supporting the drafting of various international Leaders’ Statements and MoUs, and • representing Australia in a broader range of bilateral and multilateral meetings. A significant achievement in this role was helping kick-off Australia’s participation as an observer in the G7 in 2021, where my team and I helped prepare the groundwork for Australian Officials to be involved in a range of key meetings on technology matters.

As an A/g Assistant Manager in the Health Industry Coordination Group (HICG) Taskforce, I had a range of varied and reactive responsibilities related to supporting the Australian Government’s efforts to procure supplies for the National Medical Stockpile in response to the COVID-19 Pandemic. My responsibilities included:• providing secretariat support for the HICG and State and Territory Industry Ministers’ meetings• coordinating the activities across the department and with other APS agencies (including the Australian Defence Force) to support build local manufacturing capacity for PPE and medical equipment. • leading departmental submissions to the Australian Competition and Consumer Commission to support industry collaboration in response to the pandemic, and• facilitating messaging and communications on the work of the HICG and department in collaboration with the Communications Branch and Industry Communications Working Group.

My key responsibilities as a Senior Policy Officer in the Technology Strategic Policy Team included:• briefings and advice on technology matters to support Australian Officials to participate in bilateral and multilateral forums, including the OECD, G20 and G7. • representing Australia in bilateral exchanges on emerging technology and related issues, and • supporting colleagues across the department to navigate the nexus between technology and national security matters. A key achievement in this role was leading development of a suite of standing briefs on key international and regional partners to clearly outline engagement opportunities, which provided readily available strategic insights that the division regularly uses to drive new engagements to deliver on our policy objectives.

My key responsibilities as a Program Officer in the R&D Tax Incentive Branch included:• analysing and evaluating program performance data to present insights and provide advice to key decision makers across the department, and• preparing and reviewing program management strategies and frameworks on the R&D Tax Incentive.A key achievement in this role participating in a Human-Centre Design research project that provided policy makers with a detailed understanding of the barriers and opportunities to grow Australia’s digital economy, as informed by business insights and program data. This process informed the design of a number of future policy initiatives.

My key responsibilities as a Policy Officer in the Child & Youth Mental Health Team included:• planning, implementing and evaluating policies and programs to support children and young people with mental illnesses • providing secretariat support to the Early Psychosis Youth Services Evaluation Reference Group, and • preparing detailed evidence-based policy advice on child and youth mental health services. An achievement in this role was working closely with a consultancy firm to overcome project delays and develop a robust evaluation methodology for the Early Psychosis Youth Services program, thus keeping the project on track for successful completion within the original timeframes. Another achievement in this role was backfilling for a Departmental Liaison Officer over a two-week period where I professionally represented the department while resolving a long-term backlog of briefs and outstanding issues.

After joining Golden Key in 2012, I became active as a member of the chapter’s executive committee. My roles as a member of the executive committee included being the chapter’s communication officer and then the chapter president. This gave me the opportunity to gain practical experience working as a professional team member, managing stakeholder relations, communicating to a wider audience and in leading a team. As the president of the Edith Cowan University chapter, my duties involved planning and organizing events, presiding over committee meetings, motivating the team, providing vision for chapter planning for the coming year, liaising with important partners and representing the chapter in an official capacity.

As Public Relations officer at ECU Golden Key it was my job to raise the profile of the chapter and get our name our there. When I first came to the chapter very few people at the university had heard of Golden Key. As Public Relations officer I conducted a review of our chapter communications with our members and the university community. The recommendations in this review included developing a Twitter page, revitalising the Facebook page, developing a chapter website and developing an email newsletter. As the Public Relations officer and now chapter President I have implemented these recommendations and an increasing number of people are now aware of our chapter.