Michael payne resume 141215

RESUME OF MICHAEL PAYNE

RESUMEName : Michael Payne

Citizenship : Australian

Qualifications : Bachelor of Arts – Social Science CCAE

: 2 years completed of Bachelor of Science – Sports Science

University of Canberra: Continuing part-time Masters degree on cognitive and organisational psychology

Awards : Australia Day Medal for services to ABS: Best of the Web for Educational Media at international Museums and Web Conference 2005 – Usability and Design: Secretary’s award for Excellence in Service to DEST: AIS Masters Athlete of the Month on 3 occasions

Contact Details : mobile 0408 818 313: Email [email protected]

Other Interests : Cognitive & behavioural psychology, road and track cycling (multiple State and National Champion), coaching cycling, bushwalking, fishing, coffee roasting, food/wine

PARTICULAR SKILLS : Government tender/grant writing and preparation, tender and provider panel evaluation, project and change management, user-centred design and usability for business and educational applications (web/touch screen/external media), instructional design, event management, media liaison and marketing, interviews and reviews.

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mailto:[email protected]


PROFESSIONAL EXPERIENCE

COMPANY NAME Department of Immigration and Border Protection

Start Date to End Date August 2015 to Present

Position Held Director, Alternative Futures, Strategy and Planning Division

Responsibility Develop a 10 year strategic direction for the department that focuses on the global thematic drivers that will influence Australia future

_______________________________________________________________________I am currently managing a team developing a range of futures-based products and services that influence the strategic direction of the department over the next 10 years.

· Conduct environment scanning on the global future and develop a suite of products designed to provide the executive leadership team with the context for defining the department’s strategy direction and priorities.

· Conduct scenario planning with key external and internal stakeholders to align strategic policy with tactical and operational activity.

· Develop a team of futurists that participate widely in a community of practice with practitioners from within government, industry and academia.

· Focus on the development of the department’s leading strategic artefact, the Border 2025.





Start Date to End Date April 2015 to August 2015

Position Held Seconded Senior Researcher to the Shergold Review of Government

Responsibility Lead and direct research on a review of government following the failure of the Home Insulation Programme (HIP) on behalf of Professor Peter Shergold.

_______________________________________________________________________I was successful in being one of ten secondees from the Australian Public Service to assist Professor Peter Shergold in a research, writing and editorial capacity for his review of government commissioned by the Prime Minister

· Conduct and manage research on a range of thematic areas where the APS has failed in the past, or where innovation in thought is required to raise the level of government service delivery.

· Develop report content on a variety of thematic areas that included program management, government innovation, freedom of information, risk management, Minister/Department responsibility and engagement, staff mobility and development.

· Edit existing content to a supreme level in order for Professor Shergold to apply his stylistic lens to the final report.

· Interview with senior and leading officials in government, industry and academia to inform and socialise the final report.





Start Date to End Date February 2015 to April 2015

Position Held Director, Economic and Social Strategy, Strategy and Planning Division

Responsibility Continue the Division’s model of active engagement by partnering with Immigration and Citizenship Division on developing strategies for attracting people in the global pool of travelers, students, skilled workers and business people, with a particular focus on the impact of greater migration on other strategic levers

_______________________________________________________________________Following the restructure of the department, I have assumed responsibility for the new Economic and Social Strategy Section. Some of the work the section is currently undertaking include the following activities

· Conducting research and developing an advisory paper on how development in technology solutions may automate much of the decision-making and judgment of front-line staff. The paper also posits an alternative view that clients and staff of the department may not yet be in a social and cultural position to accept automated decision making and that some cost benefit analysis on investment in ICT vs. people and training is required.

· Similar to the above, the section is developing another paper on delegatory authority vs. discretionary authority and the benefits of greater community engagement to successful outcomes in the national security and border protection space.

· Development of a document that examines the use of CCTV and how the development of private and public business relationships may benefit the future of the department in terms of capital investment, data sharing and greater outcomes in terms of a streamlined experience at the border for valid travelers and better detection of risk profiled people and illicit goods.

· Examining the impact of the forthcoming Government decision on the future of Norfolk Island to the department, particularly from a border management perspective.





Start Date to End Date July 2014 to February 2015

Position Held Director, Strategic Planning, Executive Division

Responsibility Develop Interim Strategy for the consolidation of DIPB and the ACBPS, Develop Corporate Plan for consolidated agency for 2015-16, Report to Senior Executive Committee on DIPB performance

_______________________________________________________________________Following the establishment of the Executive Division under the consolidated portfolio structure, I was successful in transferring to a new role responsible for the development of a portfolio strategy and corporate planning and reporting cycle. The following are key activities undertaken so far:

· Conduct environmental scan on global drivers that will affect the portfolio over the next 5-10 years

· Manage a team of DIPB and ACBPS staff to develop summary information and advice to senior executive on future portfolio strategy

· Participate in various communities of practice with executive on development of the Interim Strategy and Capability Plan

· Manage a team providing performance data to senior executive on the performance of the department.

· Assist in the development of briefing material to Cabinet for Minister Morrison

· Assist in the development of high-level business cases for supplementary Government funding

· Co-authored the first Portfolio Interim Strategy 2014-2017 that articulates the threats, risks, opportunities and direction of the new department





Start Date to End Date October 2012 – July 2014

Position Held Strategic Advisor, Program Management Group/ICT Plans

Responsibility Research, report and advice to executive on initiatives undertaken by Technology Services Division

_______________________________________________________________________On the basis of my previous experience working with senior executives in other agencies and departments, I transferred to the Department of Immigration and Border Protection to undertaken the following activities:

· Collaborate with business areas to develop road maps of ICT projects that align to the strategic objectives of the department.

· Assist in the development of reports and other documents to support TSD bids in the capital planning process.

· Monthly reporting to the Strategic Business Support Committee (SBSC) on projects affecting ICT releases in production.

· Review key functional areas of TSD that includes the Applications Testing Centre (ATC) and Project Management Competency Centre (PMCC) with recommendations to executive on future operating models.

· Develop transition plans for the transfer of staff to function, and liaise with People Services Division (PSD) on best practice advice and communication to affected staff.

· Research, report and recommend to the executive on the establishment of an Enterprise Portfolio Management Office to assist with the strategic alignment of the department.

· Develop Ministerial responses required of TSD

· As part of TSDs response to staff surveys, facilitate focus groups with staff, report data to the executive, and advise on remedial action and continuous improvement strategy.

· Advise and report on the functional alignment of TSD functions to new department structures.




COMPANY NAME Defence Housing Australia

Start Date to End Date October 2010 – October 2012

Position Held National Manager Policy and Training

Responsibility Develop a framework, strategy and artefacts to support DHA’s operational training and policy requirements

_______________________________________________________________________Following my successful managing of the transition of DHA services and staff, I was engaged as the National Manager of Policy and Training. This was a newly advertised role to address DHA Board and audit concerns at the absence of operational training, and any policy on which to base it. As a ‘green fields’ project and with the support of DHA executive and Board, I was able to implement the following initiatives under significant constraints of time and resources:

· Develop a training strategy that would address future requirements for training, including recommendations on a new model of recruitment based on behavioural type and advice on training delivery methods that would make best use of cognitive learning and technological innovation.

· Develop a governance model for the development and maintenance of operational policy.

· Establish, manage and mentor a team gathered from other business areas to assist with the development of training and policy documentation.

· Facilitate workshops with SMEs from across Australia on how to achieve organisational effectiveness and consistency through the development of operational policy.

· Based on those workshops, develop a range policy documents that address priority areas for business improvement.

· Develop and deliver training sessions in all Australian regional areas on identified concerns with customer service, maintaining balance under pressure, operational changes, and a number of improvements and innovations in system development.

· Liaise with Defence on collaborative efforts to improve DHA service through the delivery of combined training in all states and territories..

· Analyse and report to the executive and board of the business outcomes achieved through the provision of training, including a rise



in levels of customer satisfaction that provided DHA with the payment of performance bonuses.

· Facilitate regular focus groups with all DHA operational staff on the types of training, methods of delivery, and timing of training courses that meet staff and organisational business objectives.

· Provide regular fortnightly and monthly reporting to executive and Board on operational successes and future strategy



Start Date to End Date July 2009 – October 2011

Position Held Transition Project Director - Contract

Responsibility Manage the transition projects for the Relocations and ATM business lines/Manage training and policy development for P&TS in support of key Business Plan objectives

_______________________________________________________________________Based on my previous experience writing the Relocations tender submission for DHA and establishing excellent working relationships with key Defence stakeholders, I was selected to manage the transition projects for the major business lines within DHA Operations. More specifically, I successfully performed the following:

· Established a project plan, governance framework and supporting artefacts for the Tripartite management transition of Relocation Services with Toll Transitions and Defence.

· Represent DHA at senior Tripartite Working Group and Governance Board meeting with Defence and Toll Transitions

· Represented DHA at senior management fora and workshops including the Governance Board and Domiciliary Operations Committee (DOC)

· Development and monitoring of key project documents including issues/risks logs, communications plans, newspaper articles and other marketing materials, and strategic planning reports.

· Collaborate extensively with senior DHA managers on major changes to business processes and supporting ICT as a consequence of the change in business responsibilities

· Managed the redevelopment of the Housing Management Instructions (HMIs), a key operational document with Defence

· Developed business cases for DHA Board submission involving strategic projects with Defence



· Produce monthly Senior Executive and Board reports on behalf of the General Manager, Operations





Start Date to End Date April 2009 – July 2009

Position Held Consultant Tender Writer

Responsibility Manage tender process and write tender materials

_______________________________________________________________________With a significant and successful background in developing and evaluating tender responses for major corporate and Government entities, I was engaged to write a major tender on behalf of Defence Housing Australia. Specifically, I was responsible for:

· Writing detailed responses against Statement of Work and Tender Evaluation Criteria

· Coordination of all tender activities

· Development of 5 year marketing and communication plan

· Development of case study and testimonial materials

· Development of schematics to represent business work flow, IT infrastructure, and business processes

· Facilitating focus groups for the gathering of business information to support claims against the tender requirements

· Design and management of graphic treatment for final publication

· SWOT analysis on competitors

· Development of Risk assessment and Mitigation Strategy

· Development of Transition Plan to new services




COMPANY NAME Medicare Australia

Start Date to End Date September 2008 – 30 March 2009

Position Held Senior Business Analyst - contract

Responsibility Develop high-level Business Requirements to support the Transitional Support Package (TSP). Based on my previous experience with Medicare Australia, I was re-engaged to collaborate with business areas and ICT to develop an automated payment system for the TSP. Outcome: Despite the complexity of using multiple data sources and a history of an isolated development process, a more stakeholder collaborative methodology was adopted leading to a successful implementation ahead of schedule.


COMPANY NAME Australian Crime Commission (ACC)

Start Date to End Date April 2008 – August 2008

Position Held Consultant Communications Analyst

Responsibility Develop a communications plan, strategy, marketing and promotional materials, and product launch. I was engaged by the ACC to develop a communications plan and strategy to support a major release of the Australian Criminal Intelligence Database (ACID), the agency’s premier law enforcement business-to-business product. Outcome: The product launch at the end of July attracted National media coverage and significantly raised the profile of ACID amongst the National law enforcement community.

______________________________________________________________________




COMPANY NAME ASI Solutions

Start Date to End Date February 2008 – April 2008

Position Held Consultant Senior Business Analyst/Bid Manager

Responsibility Assess current work practices and develop new operating model and legacy documents. I was engaged by ASI Solutions to examine current work practices, current business strategy, available resources, and business capacity in order to support their tender process for major Government contracts. Outcome: ASI was successful in winning a major government tender for the provision of data warehousing services

_____________________________________________________________________PROFESSIONAL EXPERIENCE

COMPANY NAME Department Agriculture, Fisheries & Forestry (DAFF)

Start Date to End Date October 2007 – December 2007

Position Held Consultant analyst

Responsibility Develop new model of high-level performance reporting consistent with Australian National Audit Office (ANAO) best practice Based on my experience in the areas of evaluation and performance management, I was engaged by DAFF to conduct some initial analysis of their performance reporting framework, and to propose a revised model that addresses particular concerns identified in recent ANAO reviewsOutcome: A new high-level performance reporting framework that addressed the concerns of senior executives was implemented in December.

_______________________________________________________________________




COMPANY NAME Department Education, Science & Training

Start Date to End Date September 2007 – February 2008

Position Held Consultant Analyst

Responsibility Deliver workshops and facilitate focus groups on the of key performance indicators for measurement against outcomes. Based on my experience working with DEST on previous contracts, I was re-engaged on a part-time basis to deliver data clinics that assist managers to develop key performance indicators, and data collection mechanisms that allow them to report their achievement against business outcomes and objectives.Outcomes: I produced a suite of reference material that could be utilised by all areas of the Department in developing performance metrics at any level of the organisation, and senior executive were convinced of the value in using reliable, consistent performance indicators when reporting against Departmental outcomes.

_______________________________________________________________________


COMPANY NAME Medicare Australia

Start Date to End Date March 2007 – September 2007


Responsibility Develop Proposals and Business Cases for Medicare Online Services in support of the introduction of the proposed Access Card. As one of the central agencies providing significant strategic and technical input to DHS, Medicare Australia sought proposals and business cases from all business areas affected by the Access Card.



Outcomes: Despite the ultimate demise of the Access Card project with the change of government, a clearer picture of how agencies can operate in a business-to-business and whole-of-government framework was established, and a suite of legacy materials exist for likely future collaboration between agencies providing social services.

_______________________________________________________________________


COMPANY NAME Child Support Agency

Start Date to End Date January 2007 – March 2007


Responsibility Develop business requirements for the New Service Delivery Initiative (NSDI). The Child Support Agency (CSA) was undertaking a significant change management program in order to provide an enhanced level of customer service whilst maintaining its reputation for efficient work practices. Outcome: A new model of team support was implemented in combination with an improved telephony and management reporting system

_______________________________________________________________________


COMPANY NAME Department Employment, Science and Training (DEST)

Start Date to End Date August 2006 – January 2007

Position Held Project Manager/Evaluation Consultant

Responsibility Manage the evaluation of a major DEST programme in accordance with DoFA guidelines for reviews of lapsing programmes. The Workplace English Language and Literacy (WELL) programme is responsible for the



Australia wide delivery of workplace-based language and literacy training for business and government enterprises. WELL was scheduled for review under the Department of Finance guidelines for lapsing programmes.Outcome: As a consequence of my work on this, and other DEST projects, I was jointly awarded the 2006 annual Secretary’s Award for Excellence in “…positioning DEST as the lead agency in the APS for evaluation practice, through strong client focus and a ‘can do’ ethos, enabling DEST to meet emerging challenges in programme evaluation across the department.”

_______________________________________________________________________


COMPANY NAME ESRI Australia

Start Date to End Date April 2006 – August 2006

Position Held Consultant Senior Project Manager/Tender Writer

Responsibility Manage a nation-wide software implementation within the Australian Defence environment. A business consortium of stakeholders including SAAB, ESRI United States, and ESRI Australia was developing Defence specific Geospatial Information System (GIS) solutions. Development teams are located in the US, Canberra, Melbourne, Brisbane and Adelaide and my role was to coordinate activities within these development teams and ensure the final product is delivered in accordance with the requirements established by Defence.Outcome: The Battlemap project was successfully delivered on time and budget with the consortium securing additional geospatial project work as a consequence.




COMPANY NAME Department Employment, Science and Training (DEST)

Start Date to End Date May 2005 – April 2006

Position Held Evaluation Consultant -

Responsibility Evaluate the $2.5m Framework for Open Learning Programme (FOLP) in accordance with DoFA guidelines for the review of lapsing programmes. FOLP is responsible for funding cross-sectoral innovative developments on the use of ICT in education, and for collaborating extensively with other government agencies, committees and steering groups at a National level.DEST programmes in

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COMPANY NAME Health Insurance Commission

Start Date to End Date January 2005 – May 2005

Position Held Business Analyst/Training Documentation Writer

Responsibility Examine current processes of SAP financial reporting and control and advise options for improvement; write training and user manual documentation to support HIC SAP functional changes; develop functional specifications for new SAP financial modules

_______________________________________________________________________


COMPANY NAME National Museum of Australia

Start Date to End Date December 2002 – January 2005

Position Held Consultant Project Manager/Instructional Designer -



Responsibility Managed the Studies of Australia 1 project that developed innovative web-based educational materials for all primary school students in Australia and New Zealand; write the content for the 20 learning objects that define what it means to be Australian through the use of a range of historical and cultural materials; deign the interfaces and screens that conformed to W3C and usability best practice, presented a workshop on the use of learning objects at the Museums and the Web conference in Washington and New York that won an international best of the web award for usability and design

COMPANY NAME Morison and Wall Interactive

Start Date to End Date September 2001 – November 2002

Position Held Business Development Manager

Responsibility Establish new and service existing clients. Market services and skills of Morison and Wall Interactive. Develop innovative multimedia solutions in consultation with clients and manage project from start to finish. Write overall business and communication strategy documents. Write press releases and marketing materials. Write exhibition content and develop user interfaces for a public audience. Establish new and maintain existing business partnerships

COMPANY NAME Catalyst Interactive

Start Date to End Date July 1999 – September 2001

Position Held Instructional Designer/Business Development-

Responsibility Establish new, and service existing, clients; market services and staff of Catalyst Interactive; write online training solutions in consultation with client, and manage projects in accordance with Quality Management ISO 9001 procedures from start to finish, Design screens and interfaces that conform to best



practice for accessibility and usability, write marketing materials and media releases

COMPANY NAME Australian Institute of Health and Welfare (AIHW)

Start Date to End Date July 1997 - July 1999

Position Held Consultant Data Analyst, Disability Services

Responsibility Development of IT end user application reporting and documentation, data management, and providing Help Desk support.

COMPANY NAME Department Employment, Training and Youth

Affairs (DETYA)

Start Date to End Date Jan 1993 - October 1996

Position Held Project Manager, Financial Management Information Systems - permanent

Responsibility Project Manager for DETYA’s Resource and Running Costs Information System (RCMIS), Project Manager for Continuous Improvement and Benchmarking study

COMPANY NAME Australian Bureau of Statistics

Start Date to End Date July 1984 - Jan 1993

Position Held Developer for the ABS’s Staff Budgeting System (BUSY) and the Human Resources System (NOMAD), Finance Officer for the 1991/92 Census of Population and Housing - permanent

Responsibility Applications and reports developer for both BUSY and NOMAD, Manage the Finance group for the 91/92 Census.Awarded an Australia Day medal in 1992


Michael payne resume 141215

Career

Transcript of Michael payne resume 141215