ichapter name

Jen campbell

Dynamic, outcomes focused with strong editorial, analytical

and data visualisation skills

I am a mentor, leader and strategist.

I set high goals and follow through

with resilience and creativity.

I see the big picture and the fine

details together.

1contents

aboUt....2

KeY attrIbUtes....3Inspiring leadershipFostering success shaping thought sharing insight managing complexity

cUrrIcUlUm VItae....6

portFolIo....11before & after case studies: Data storytellingnarrative

contact

contents

2aboUt

It’s a niche role that I have carved out myself, based on my experience at the coalface of policy development.

so many government and private agencies succumb to death by powerpoint bullets. so many good ideas go to

waste because they do not win the support they deserve. my job is to craft, to hone and to chisel your message, to the point of clear delivery. It’s to work with you, to make

you the most effective employee you can be.

today I am a teacher, a mentor and a writer, working across the public sector. I am also an author and

journalist in my own right, with a portfolio spanning the gamut from newspaper articles to industry publications.

I began my career in information management as an instructional and research librarian, drawing on my skills in project management and client service. It was here that I first saw the need for a new kind of strategic awareness

– a grasp of the well-crafted message. my knack for cutting through complexity was often sought, leading me

eventually to the post of full-time strategic editor in the Department of prime minister and cabinet.

today, I work with policy officers at all levels across the aps to create clear, convincing and accessible

communiqués. I teach best practice principles of communication that can be applied to any medium.

I am passionate about my vocation and proud to help you see your true potential.

Jen campbell

I call mYselF a commUnIcatIons

strategIst.

3KeY attrIbUtes

InspIrIng leaDershIp

shapIng thoUght

FosterIng sUccess

sharIng InsIght

managIng complexItY

KeY attrIbUtes

4KeY attrIbUtes

InspIrIng leaDershIp As an experienced team leader, I understand the pressures of senior office. I work closely with clients to share their vision and deliver their priorities. I listen to the problems on the floor and help the leader build solutions.

example: aUstralIan bUreaU oF statIstIcs

I led a team of 11 officers seeking to implement a new Executive vision for client-focused service. My team forged new networks with the complex web of data users and holders, enabling the leadership group to understand their needs and clarify the agency’s missions.

shapIng thoUghtI have a passion for clarity. In policy teams, I help officers draw a message from a mass of facts and data. I ask the challenging question, point to inconsistencies and give frank and honest feedback. Project after project, my clients come back.

example: prIme mInIster & cabInet – strategY anD DelIVerY DIVIsIon

Solving the challenges in Australia’s healthcare system was never going to be easy. As contributing editor for the COAG Health Reform Taskforce, I had to constantly drag my subject matter experts out of a sea of detail. The final team product was widely circulated in government and became the defining narrative of the national health agenda.

managIng complexItYAs a trained research librarian, I understand complex systems. I am adept with budgets and build timelines by instinct. Working with senior leaders across the APS, I have honed my management skills and learned to cope in the pressure-cooker of high-profile projects.

example: (Former) Department oF clImate change anD energY eFFIcIencY

In the heavily contested field of climate policy, effective presentation of the evidence is critical. The data is complex, easy to both misrepresent and misinterpret. It is also in high demand. Graphs, charts and PowerPoint slides circulated around the department in their thousands, with no knowledge management system, data repository or agreed format. I took stock of the mass of resources, set up quality assurance checks and created a departmental brand identity to raise the bar across the board. Most importantly – I transferred knowledge to policy officers on how to draft their content keeping in mind the big picture, and present it in a consistent way across the entire department. Through my endeavours, officers became adept at communicating an overarching departmental narrative in their own teams, without the resources of a graphic designer or communications team.

5KeY attrIbUtes

sharIng InsIghtThe ever-growing range of communication tools available to the public service inspires me. I draw on the best in the private and academic sector to extend my enthusiasm across the public service. There is a powerful message to share – and great people who deserve a hearing.

example: prIme mInIster & cabInet – strategY anD DelIVerY DIVIsIon

I helped to usher in a new approach to policy development in the APS, focused on clear messages, powerful evidence and recognition of audience needs. My workshops on strategic communication spread across the department and beyond with the backing of strong customer endorsement.

FosterIng sUccess I am a mentor by instinct. In team environments, I help colleagues identify their skills and set career goals. As a trainer, I go the extra mile to equip my clients for success. I use a full suite of technologies and focus on follow-up support.

example: (Former) Department oF clImate change anD energY eFFIcIencY

Being a member of an Enabling Services Review was an honour and a terrible responsibility at the same time. In a downsizing department, I worked with a handful of others to conduct the Enabling Services Review. Our remit: make recommendations to the Executive Board for the consolidation and elimination of functions. I worked with the senior Executive to communicate difficult news with the maximum respect for officers and the least possible intrusion on the delivery of government commitments. As part of the communications strategy, I crafted messages so that staff were kept fully abreast of the progress of the workforce review through regular email bulletins and an online information page. A follow-up staff survey found that staff considered the whole process to have been transparent, genuine and a two-way exercise.

6chapter name

personal proFIle...7recent career hIstorY...8

QUalIFIcatIons anD traInIng...10proFessIonal assocIatIons anD membershIps...10

cUrrIcUlUm VItae

7cUrrIcUlUm VItae

Dynamic, outcomes focused with strong editorial, analytical and data visualisation skillsI set high goals and follow through with resilience and creativity. I am a mentor, a thought leader and a strategist. I see the big picture and the fine details together.

personal proFIle strong interpersonal and communication skills, built on experience in •client-facing teams.Well developed organisational and time management skills as a team •leader, mentor and senior officer.creative and dynamic thinker, able to cut through complexity and help •articulate a compelling message.strong data visualisation and visual communication skills, focused on •carrying a narrative with charts and graphsa quick learner in new environments, adaptable, motivated, able to work •independently and as a willing and supportive team member. rapid absorption and understanding of material and a fast turn-around •of products.

cUrrIcUlUm VItae

Jen campbellp: +61 2 6243 7457m: 0422 553 425e: jennifer.campbell@industry.gov.au jennifer.campbell.au@gmail.com

au.linkedin.com/pub/ jen-campbell/92/b4a/521

8cUrrIcUlUm VItae

recent career hIstorY

Department oF InDUstrY

2014-present

a/g el2 editor – Visual analytics and Dissemination teamJob description:With the recent formation of a new division – the combination of the former Office of the Chief Economist (IE&A) and the Bureau of Resources and Energy Economics (BREE) have united - an economic and statistical unit of unprecedented scope has developed.A very large component of the information we communicate is quantitative in nature. And the impact and appeal of how this information is communicated varies significantly. I head up the newly formed Visual Analytics and Dissemination Team with a mission to incorporate data storytelling principles and increase the impact of our information and data.We are responsible for:

Crafting• clear and simple messages that are easily understood by our stakeholders.Improving• the use of tables, graphs and charts to communicate quantitative information.Establishing• and maintaining the standards and guidelines which enable a consistently high standard of data presentation across the department’s many products.Fostering• a more visually literate organisation through training of officers. Not just an organisation that understands pictures; an organisation that grasps the right communication tool, from a full communication toolkit, and makes the most of its potential.

Department oF InDUstrY

2013-2014

a/g el2 editor working to Deputy secretary Dr subho banerjee Job description: In my current role, I offer a broad-ranging service able to adapt to the needs of a new and evolving department. I provide direction and advice to policy divisions at all stages of the policy development cycle, with a special remit to support the department’s critical taskforce teams. Tasks range from crafting PowerPoint presentations for the Executive to quality assuring briefs and Cabinet submissions. I also build narrative capability within the department through workshops, one-to-one coaching and delivering straightforward ‘how-to’ guides.Achievements: I assisted Questacon to develop a strategic vision for their Technology Learning Centre. I am working closely with the National Measurement Institute and other departmental branches to clarify their role within the portfolio and communicate it clearly to internal and external stakeholders alike.

Department oF clImate change anD energY eFFIcIencY & Department resoUrces, energY anD toUrIsm

2011-2013

el1 editor/strategic communications adviser and manager, secretariat governance committees

Job description: I provided editorial support and training for policy officers under the direction of the Deputy Secretary while supporting various divisions to develop their overarching narratives. Working with teams across the department, I shared the Executive’s vision for change and built the momentum at officer level.

9cUrrIcUlUm VItae

Achievements:I designed and delivered a series of high-demand learning and development workshops to foster strategic communication skills. I played a formative role in the shaping of the department’s submission to the Ken Henry Australia in the Asian Century white paper as well as the department’s submission to the Productivity Commission on climate change adaptation; in both cases helping officers to see the alignment between their work and the Government’s overarching priorities.I worked with a small review team to analyse the corporate services footprint, ultimately tasked with reducing staffing levels across the department, with the maximum respect for individual officers and the least possible intrusion on the delivery of government commitments. My role was to provide communications support; staff were kept fully abreast of the progress of the workforce review through regular email bulletins and an intranet blog. I listened to staff concerns and communicated them to the review team. The annual staff survey later revealed that staff considered that communication during the difficult downsizing process had been transparent, genuine and a two-way exercise.

Department oF prIme mInIster & cabInet

2008–2011

el1 & a/g el2 editor & senior communications adviser Job description: PM&C broke new ground for the public service with the creation of a think-tank-style policy hothouse – the Strategy and Delivery Division. As the team’s editor and head of its visual communication team, I helped to shape the division’s unique brand and ethos. I worked directly with policy teams to encourage the blue-sky ideas and maintain high professional standards. Achievements:I established a sound induction program for the division, including the drafting and implementation of a Buddy program, which was a resounding success and later adopted by the department. I codified communication protocols and methodology that had previously been communicated organically.As part of PM&C’s commitment to the APS Blueprint for reform, I designed and delivered a series of training workshops to build capability in fields such as data storytelling and narrative strategy. These workshops have since been rolled out across and beyond PM&C, with strong endorsement from participants.

aUstralIan bUreaU oF statIstIcs

secondment mid 2010

el1 assistant Director – national client services Job description: I was seconded to support the ABS at a time of change. The senior leadership were searching to put customers first in the design and delivery of services. It required a wholesale shift in attitude from staff, as well as a National Client Service cost recovered business model. I led a staff of 11 working on this challenge, managing all aspects of the project in addition to procurement, budgets and contracts.Achievements:I guided my team through the crafting of a new National Learning and Development strategy including a national induction program, a national career pathway for consultants in a cost recovered business and a Professional Development Scheme. These products ensured a smooth transition to the new business model, and a strong take-up of the ABS offering in industry and the research community.

10cUrrIcUlUm VItae

Department oF prIme mInIster & cabInet

2007-2008

aps6 & a/g el1 library manager Job description: As Information Manager in a growing department, I managed a small team environment under pressure to both scale up its services and trim down its costs.Achievements:I planned and delivered a comprehensive redesign of the service, moving the library from a passive information provider to an active partner in policy development. With a suite of new products, including targeted update bulletins, workshops on research methods and online information, demand for the service grew swiftly. The restructured library catered to the need and continued to expand its offerings in response to client feedback. In the space of twelve months, a library that was slated for closure was acknowledged as a vital resource. It continues to thrive today.

QUalIFIcatIons anD traInIng

tertIarY QUalIFIcatIons:2005 Graduate Diploma of Library and Information Management:University of Canberra 1990 Bachelor of Arts (Majoring in English Literature, History and Spanish): University of NSW

VocatIonal traInIng:2013 CertificateIVin(Government)ProjectManagement:CIT2011 Trainer – Train-the-Trainer inMade to stickmethodology2008 CertificateIIITrainingprograminUserandTechnicalDocumentation:CIT2006 CertificateIVinTrainingandWorkplaceAssessment:CIT 2000 Diploma of Library and Information Studies (transferred to higher-level degree): CIT

proFessIonal assocIatIons anD membershIpsSteering Group founding member – HC Coombs Policy Forum: APS Policy Visualisation NetworkOrganising Committee member – Institute of Public Administration Australia 2013 National ConferenceAssessor – Institute of Public Administration Australia 2012-14 Annual Report AwardsMember – International Association of Business Communicators

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portFolIo

Data storYtellIng...12narratIVes...14

12portFolIo

Data storYtellIngWhen data becomes real information, it enables better decision-making.

my goal – to bring data to life; using data to communicate stories to audiences, with a focus on simplicity and ease of interpretation.

aFterPie charts are not as effective in presenting complex data as line or bar charts, but they are good visual tools for showing portions of a whole. Avoid the temptation to dress up a pie by using different colours or 3D effects, which will distort how the reader perceives the data.

beForeDistracting shades and colours.A pie with multiple shades or colours distracts the reader from immediate comparison of the segments.

This is the BEFORE example that I use with my policy officers. It helps them to grasp the concept that selecting the most effective chart type makes their data clearer, stronger, and more informative.

It’s fun, playful and tongue in cheek and gets the concept across.

Here is the after example I use. By both explaining the theory and helping policy officers to execute a better chart I create a fundamental shift in their understanding of best practice presentation of data.

13portFolIo

The land sector is a significant contributor to Australia’s national emissions

Source- 2013- Commonwealth of Australia, Department of Climate Change and Energy Efficiency- Quarterly Update of Australia’s National Greenhouse Gas Inventory: September 2012 figures

Electricity

Direct fuel combustion

Agriculture

Transport

Fugitives

Industrial Processes

Deforestation and Reforestation

Waste

0% 10% 20% 30% 40%

The land sector makes up nearly

20% of Australia’s total greenhouse gas

emissions

0 20 40 60 80 100 120 140 160 180 200

Electricity

Direct fuel combustion

Agriculture

Transport

Fugitives

Industrial Processes

Deforestation and Reforestation

Waste

Mt CO2-e

2%

One-third of Australia’s emissions come from electricity

Source- 2012- Commonwealth of Australia, Department of Climate Change and Energy Efficiency- Quarterly Update of Australia’s National Greenhouse Gas Inventory: December 2011

4%

5%

7%

15%

15%

16%

33%

aFterRecycling the original chart required me to re-examine the original data. The challenge was to ensure relevance in the new context and that the message continued to land.

beForeLike many departments, PowerPoint is circulated and repurposed often without re-examining the underlying message to determine if it still works in the new context.

We know that data is powerful. But with a good story, it’s unforgettable. And the story about the land sector made no sense, simply re-purposing the BEFORE chart. The original chart and data were sound, but made no sense in the transplanted context. We needed to revisit the narrative accompanying the repurposed chart.

14portFolIo

narratIVes embeDDeD In presentatIonspresentations are a precious opportunity. You have a dedicated slice of time and an audience willing to sit still. We need to respect our audiences and provide clear messages supported by a logical structure and navigation within our presentations. Intuitive information design is a must.

my goal – eliminate the death by powerpoint effect we’re subjected to on a regular basis.

beForeTypical dot point style. No narrative.

aFterNarrative applied. Dot points applied intelligently.

Welcome – our vision

•! To improve Australia’s well-being by contributing to effective national and global responses to climate change, including the necessary transformation of the Australian economy

2

Welcome to the Department of Climate Change and Energy Efficiency

3

Deputy Secretary: Dr. Steven Kennedy

Secretary: Blair Comley

•! Appointed Secretary

27 April 2011 •! Previously, Dep. Sec

•! Joined dept in 2008

•! Prior to this, Senior

positions at Treasury,

OECD & Monash Uni Deputy Secretary: Dr. Subho Banerjee

In joining DCCEE, you have taken up a critical mission for Australia’s future

Climate change is one of the most complex policy challenges facing communities today. DCCEE is leading that mission, both here at home and on the global stage.

4

15portFolIo

orIgInal narratIVe

Scanning the Horizon – Emerging National Security Challenges: Climate Change

The science indicates that climate change will have damaging and potentially • catastrophic effects on communities around the worldAustralia is not immune; in fact, it is particularly vulnerable• It is clear that climate change will hinder Australia and its interests, but to what • extent is it a national security threat?Climate change is a threat multiplier for instability in volatile regions of the world, • including the Asia-Pacific Changes in the climate system could exacerbate existing environmental, social • and political tensions in our regionHowever, climate change is a non-traditional security threat in that its effects will • be felt in the years to comeClimate change will impact on Australia’s national security in two distinct ways: • through slow-onset and tipping point eventsThe security implications of climate change are included in Australia’s national • security architectureClimate considerations are also embedded in our national security policies• Climate change is a global threat that requires a global solution. But each country • has vested interests in negotiating an agreement. The good news is that dangerous climate change can be averted through the • creation of a global, binding “instrument of legal force”Multilateral engagement on climate change is vital, but it should be underpinned • by strong bilateral links to be truly successful

narratIVes – crItIcal to InFlUencIng speaking engagements should be engaging, but also follow a clear structure and demonstrate rigour in the construction of the argument.

I work with policy officers to help them re-examine their key messaging, the structure they’ve chosen and the logic of their argument.

beForeThe original narrative indicated that the thinking had gone awry. There were gaps in the logic.It was a loose series of observations, poorly structured with a tangled narrative. But fixable!

Overall structure of the narrative:

16portFolIo

aFterThis tweaked narrative required large scale revisions.The narrative was reframed to suit the audience’s question.Restructuring gave us an opportunity to improve on navigation within the narrative and signposting of new content areas.The narrative became sharper, stages within the argument were more clearly articulated, logic was solid and transitions from one idea to another were appropriate.The final narrative was clear, compelling and engaging.

alternatIVe narratIVe

Scanning the Horizon – Emerging National Security Challenges: Climate Change

CC started off as an environmental threat: something which would alter the natural world.Then we recognised it was an economic threat: it would alter the resource base on which current economic structures were premised. So that becomes a social threat: people will lose their jobs, their homes (CC refugees, Bangkok floods) and livelihoods.All that has prompted states to undertake major structural changes – some to mitigate emissions, others to adapt to their consequences.In short – change on a massive scale is coming; but we cannot tell precisely what the new order will be.Now we have to recognise that change for what it is: A PROFOUND RECONFIGURATION OF THE STRATEGIC CLIMATE.Not just our capacity to maintain prosperity, order and security at home – but our relative position in the global and especially regional, order.It will generate conventional threats: refugee movements, conflicts over resources in our region, natural risks to our defence assets etc.But it will also change the assumptions on which our current security arrangements are premised. What if China achieves self-reliance in clean energy? What if Australia ceases to be self-sufficient in food? How will shifting resource patterns shape our economy (or that of our allies), and our capacity to pay for defence systems?These are long-term threats that our allies are already planning for (consider the US plans for a Green Navy – no longer reliant on foreign oil).We too need to factor climate change into the security matrix – and think seriously about the security climate we want to be facing. How can we help to shape it? How can we help all societies adjust so resources can be shared and conflict avoided? What role for our defence forces in the climate change challenge?

(Let’s start by reframing climate change in this version of the narrative)

17contact

contact

Jen campbellp: +61 2 6243 7457m: 0422 553 425e: jennifer.campbell@industry.gov.au jennifer.campbell.au@gmail.com

au.linkedin.com/pub/ jen-campbell/92/b4a/521