Liz clarke resume dec2010


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Liz clarke resume dec2010

  2. 2. SUMMARY Liz Clarke is a science communication and knowledge management professional and agricultural scientist with experience in science communication; knowledge sharing; information management; development assistance; agricultural research, development and extension; programme and project management; change management; stakeholder management; and business and IT system design and development. She holds dual British and Australian citizenship. She has a Bachelor of Agricultural Science from the University of Queensland, a Graduate Diploma in Communication from Queensland University of Technology, and has completed an executive course in General Management from Macquarie Graduate School of Management. She is currently enrolled in the Masters in Development and Rural Innovation at Wageningen University (in the Social Sciences school). She has many years experience in international development assistance, agricultural research, agricultural extension, project and program management, the public sector, industry organisations and business, including management and leadership roles and six years as the director of Liz Clarke Communications. She has worked in a range of roles in development assistance, natural resource management, environment management, agriculture and science. This includes a partnership in a family beef production enterprise. She also has excellent writing and presentation skills. She is currently employed by the Consortium of International Agricultural Research Centers as Acting Director of Communication, and is also studying in the Masters of Development and Rural Innovation Program at Wageningen University in The Netherlands. Her key skills include: • agricultural R&D extension and development assistance • management and leadership • communication, facilitation and community consultation • information management, knowledge sharing and online communication • campaign and change management • programme and project management, business and system planning and design • stakeholder and relationship management • policy development and government relations • writing, editing and publishing. Recent positions include: • Head of the Communication, Documentation and Information Management program at ICARDA, Syria • Manager, Communication and Secretariat Unit, Australian Centre for International Agricultural Research (ACIAR) • A range of positions in science communication, natural resource management, science, and agricultural research and extension. • Community of Practice Leader – Information Design, Australian Taxation Office • Web Manager – Communication, CSIRO Corporate • Director, Liz Clarke Communications • Manager – Industry Communications, Environment Management Industry Association of Australia (EMIAA) • A range of senior positions in the Australian government. 2
  3. 3. KEY SKILLS AND EXPERIENCE KEY SKILLS • agricultural R&D extension and development assistance • management and leadership • communication, facilitation and community consultation • information management, knowledge sharing and online communication • campaign and change management • programme and project management, business and system planning and design • stakeholder and relationship management • policy development and government relations • writing, editing and publishing • governance and assurance. EDUCATION • Masters in Development and Rural Innovation, Wageningen University (Social Sciences school) (in progress) • Bachelor of Agricultural Science, University of Queensland (1984) • Graduate Diploma in Communication, Queensland University of Technology (1998) • Executive course in General Management, Macquarie Graduate School of Management (2003) • Short courses and other training completed in: Human Resources, Relationship and stakeholder management, Project and program management, Facilitation and community consultation, Leadership and management, Information architecture, Business process design, Governance, Policy development, Negotiation and conflict resolution PROFESSIONAL ASSOCIATIONS, ACTIVITIES AND INTERESTS • Member of the European Society for Rural Sociology (ESRS) • Member of the Asia Pacific Extension Network (APEN) • Member of the Australian Institute of Management (AIM) • Accredited member of the Public Relations Institute of Australia (PRIA) • Part-time lecturer, communication/public relations, University of Queensland • PRIA (Queensland) Councillor for 2000 • President of the Gundaroo Bush Festival committee • Chaired conference workshops (eg 5th International Conference on Public Communication of Science and Technology (PCST) ‘Science without frontiers’ in Berlin, Germany, in September 1998) • Voluntary community committee positions, for example Gundaroo Community Association committee member, Chair of the Gundaroo Spring Ball Committee. • Partner in family farm – beef production • Interests include horseriding, swimming, tennis, reading, music, bushwalking, gardening and cooking (continued) 3
  4. 4. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY2010- CGIAR CONSORTIUM OF INTERNATIONAL AGRICULTURAL RESEARCH CENTERS ACTING DIRECTOR OF STRATEGIC COMMUNICATION (PART-TIME – WHILE STUDYING FOR MASTERS IN DEVELOPMENT AND RURAL INNOVATION AT WAGENINGEN UNIVERSITY) Responsible for managing communication for the newly formed Consortium of International Agricultural Research Centers) • Development of interim strategic communication plan for the Consortium and CGIAR • Liaison and coordination with CGIAR Center Heads of Communication • Management of online presence (including development of transition arrangements for the new CGIAR website) • Consortium communication for development and launch of CGIAR Research Programs (CRPs) The Consortium was formed in April 2010 and I was asked to act as Director of Strategic Communication from July 2010 until the permanent position could be filled. I am currently working part-time in this role, while studying for my Masters.2009-2010 INTERNATIONAL CENTER FOR AGRICULTURAL RESEARCH IN THE DRY AREAS (ICARDA) HEAD, COMMUNICATION, DOCUMENTATION AND INFORMATION MANAGEMENT PROGRAM • Responsible for management of the following teams (including 20 staff and managers): Corporate Communication, Publication Production, Library and Resource Center, Media and Issues Management, Web and Knowledge Services, Communicating research results • Responsible for revitalising the communication and information management program. The program lacked many of the standard functions and capabilities of a modern communication and information management unit. • Responsible for conducting a communication and information management needs analysis and developing and implementing a three year communication and information strategy. • Responsible for developing and implementing a change program for Communication and Information Management including building staff capability building, new projects and restructuring. • Responsible for ICARDA’s extensive publishing facility, which produces a range of research, extension and corporate publications. • Responsible for ICARDA’s library and resource center which provides a comprehensive library and information service to ICARDA scientists and those of its regional and national partners. • Responsible for media liaison and promotion of ICARDA. • Responsible for redevelopment of the ICARDA website, including new content, implementing a content management system, Web2.0 capability and workflow. • Member of the ICARDA Management Committee. • Redevelopment of the ICARDA website (in progress) (continued) 4
  5. 5. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY (CONTINUED)2006 – 2009 AUSTRALIAN CENTRE FOR INTERNATIONAL AGRICULTURAL RESEARCH (ACIAR) MANAGER, COMMUNICATIONS AND SECRETARIAT UNIT • Responsible for management of the following functional areas (and the seven staff and managers): Issues Management and Media Liaison; Information Management (including databases, web and intranet); Stakeholder Management; Communicating Research Results (extension and publishing); ACIAR Commission and Policy Advisory Council Secretariats; Government Relations, Governance and Reporting • Responsible for >$A 1 million budget. • Close liaison with staff in partner country offices in Jakarta, Beijing, New Delhi, Port Moresby, Hanoi, Bangkok and Manila • Member of the executive management team, and key contact for Ministers and Parliamentary Secretaries offices in the Foreign Affairs and Trade portfolio. • Provision of strategic communication advice to senior staff in the organisation. • Responsibility for stakeholder and relationship management with ACIAR’s partners, including: Australian Government agencies, eg AusAID, Department of Foreign Affairs and Trade, Australian embassies in partner countries, other Australian Research and Development funding corporations • International research agencies such as members of the Cooperative Group of International Agricultural Research Centres (ACIAR is currently the Australian donor organisation for these centres) and other international agencies such as FAO. • Other international non-government organisations with whom ACIAR partners, such as World Vision, NACA • Research organisations in partner countries • Responsible for providing support to ACIAR’s research and development programs through provision of extension and communication strategies and platforms. This includes ACIAR’s scientific and other publications and collaborative websites, as well as a range of other extension tools. • Responsible for the management of ACIAR’s knowledge, information and governance systems, including the project database, business processes, records management system, reporting systems, website and collaborative project websites. • Secretary to the ACIAR Commission and the Policy Advisory Council. The Policy Advisory Council is composed of senior representatives from partner countries and provides input and advice on ACIAR strategies and programs. The Commission provides advice on ACIAR strategy and policy, and is comprised of senior representatives from key Australian organisations. (continued) 5
  6. 6. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY (CONTINUED)2005-2006 DEPARTMENT OF EMPLOYMENT AND WORKPLACE RELATIONS EXECUTIVE ADVISER TO THE GROUP MANAGER; AND DIRECTOR, WRMC SECRETARIAT, MINISTERIAL MANAGEMENT AND EMPLOYEE SHARE OWNERSHIP TEAMS WORKPLACE RELATIONS POLICY GROUP • Executive Adviser to Group Manager • Managed the planning cycle and the Group’s participation in the planning cycle, including developing the Group’s annual plan, managing and running a group-wide planning day, and organising regular all-staff meetings and seminars. This included substantial change management around the implementation of WorkChoices. • Set up program office for policy group to administer projects within the group. • Set up Internal Communication function, channels and tools for the Group. • Established Secretariat Services team for the Award Review Taskforce Secretariat, including development of role descriptions and work plan, appointment and management of staff. • Prepared papers for, and attended, Senate Estimates, and coordinated response to Questions on Notice from Senate Estimates and Senate Inquiries. • Set up stakeholder management strategy and framework. • Represented the Group Manager as required. • Carried out research and other projects as required by the Group Manager. • Acted as Secretariat to the Management Team. • Managed 14 staff. • Employee Share Ownership Development Programme Developed the business plan for the next three year cycle of the Unit, including stakeholder management plan, policy platform, communication and PR plan and the research plan, and operational plan; Managed budget and sub-projects; Developed policy papers and options; Re-established links with, and worked closely with, key stakeholders/partners including Department of the Treasury, Australian Taxation Office and Australian Securities and Investment Corporation (ASIC). • Workplace Relations Ministers’ Council Secretariat Organised WRMC 73 in May 2006 in Sydney; Established and documented a set of standard procedures for the Secretariat; Managing National Workplace Relations Consultative Council (NWRCC) meetings and secretariat activities. • Ministerial Management Team Managed Ministerials for the Group. (The Group handled a large number of Ministerials associated with WorkChoices.); Developed protocols for preparing and processing Ministerials; Eliminated a backlog of overdue Ministerials; Coordinated responses across the policy group. (continued) 6
  7. 7. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY (CONTINUED)2003 – 2005 AUSTRALIAN TAXATION OFFICE DIRECTOR, CORPORATE MANAGEMENT PRACTICE STATEMENTS, POLICY MANAGEMENT DIVISION • Management of the Tax Office’s internal policy framework and system to provide a single authoritative source of corporate policy that is appropriately enforceable under the Public Service Act, and ensure the Tax Office is a well-governed organisation with reference to best practice and the APS legislative environment. • Provision of advice, design and support to senior executives and other stakeholders, including regular briefings and attendance at senior forums. • Provide a strategic overview of the internal policy system, including facilitating the inclusion of legislative, government policy, best practice and charter requirements in the policy system. • Lead and manage the internal policy team. • Develop and mentor policy development capability within the Tax Office. • Member of the People leadership forum for Policy Management Division. The purpose of this forum is to provide leadership and management for people matters across the Division. Projects include development of a Workforce Plan, capability development plans etc, and coordination with the Tax Office’s HR business line. DIRECTOR, DESIGN LIBRARY (BUSINESS ARCHITECTURE), BUSINESS SOLUTIONS • Development of the business architecture framework for the Tax Office which has been signed off by the ATO Executive. This included the following: Development and implementation of the strategic plan for the implementation and ongoing development of the business architecture (which is currently called the Design Library); Audit of existing models and frameworks within the Tax Office and business literature, content analysis and gap analysis; Extensive stakeholder consultation with stakeholders throughout the Tax Office, including senior executives; Development and approval of an advanced prototype for first generation online tool, in particular to provide a framework for Change Program assurance. • Chairing and coordination of the weekly DICE forum, which functions as the program office for business improvement projects, as well as an assurance and information sharing internal forum for Business Solutions. Completion of a review of the forum process, which has led to successful mapping of governance and assurance pathways for the business line. • Member of the senior management team for the Business Solutions business line, which is the core business design group within the Tax Office. • Recruitment of specialist staff to the Design Library team, and leading and managing this team. • Participated in senior management team planning and development for Business Solutions (which was newly formed when I began my role) COMMUNITY OF PRACTICE LEADER INFORMATION DESIGN • Led the Information Design community of practice within the Tax Office. This community of practice is part of a matrix management system aimed at promoting capability building and staff professional development across traditional management structures. (continued) 7
  8. 8. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY (CONTINUED)2001 - 2003 CSIRO CSIRO WEB MANAGER (BUSINESS OWNER) • Developed and implemented marketing, communication and business strategies for the CSIRO web including budget. • Developed the strategic vision for the web to reflect CSIRO’s business goals. • Successfully coordinated information architecture, content development and implementation for the CSIRO web presence, in particular for the web redevelopment project. • Successfully implemented a change program to establish a community of practice among web authors and owners, to centralise management of the web presence, and to establish business ownership within the Corporate Communication group. • Maintained applicable standards and legal requirements and developed other policy guidelines. • Managed web marketing and monitoring and evaluation. • Took part in Corporate Communication planning activities as a member of the management team. (For examples of key projects, please see the next section) MARKETING AND PUBLIC RELATIONS MANAGER • Managed and delivered public relations and marketing services at three of CSIRO Livestock Industries’ research sites, including Brisbane, Rockhampton and Armidale. • Developed and implemented strategic and operational plans for the communication team, and for internal clients (science project teams) as well as a division-wide strategic role. (For examples of key projects, please see the next section)1996 - 2001 LIZ CLARKE COMMUNICATIONS PRINCIPAL • Principal of public relations consultancy, providing a complete communication service, specialising in science, agriculture and environment. Projects included communication planning, information design, stakeholder management, strategic and business planning, issues management, web development, writing, editing, publication production, event coordination and media liaison. Clients included: • Queensland Sugar Corporation • Sugar Research and Development Corporation (SRDC) • Brisbane City Council • University of Queensland • Department of Primary Industries, Queensland • Department of Natural Resources, Queensland • Cooperative Research Centre for Tropical Savannas • Cooperative Research Centre for Tropical Plant Pathology • Environmental Protection Agency, Queensland • Australian Meat Council • Environment Management Industry Association of Australia (EMIAA) • CRC for Waste Management and Pollution Control • Environment Industry Development Network (EIDN) (continued) 8
  9. 9. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY (CONTINUED)1995 - 1996 MANAGER  INDUSTRY COMMUNICATIONS Employer: Environment Management Industry Association of Australia, CRC for Waste Management and Pollution Control and the Environment Industry Development Network Duties: Responsible for coordinating publicity and promotion for the three organisations. This included producing a journal and a newsletter, as well as a number of other communication projects.1994 - 1995 PROJECT OFFICER (PUBLIC AWARENESS) Employer: Department of Lands and Department of Primary Industries, Brisbane. Duties: Responsible for managing, developing and coordinating the first two years of a Queensland-wide campaign to raise awareness about weeds as an environmental problem. I was instrumental in extending the campaign nationally.1991 - 1994 EXTENSION OFFICER LANDCARE (PUBLIC RELATIONS AND MARKETING) Employer: ICM and Landcare Unit, Department of Primary Industries (now Department of Natural Resources), Brisbane. Duties: Part of a team responsible for implementing a Queensland-wide public awareness campaign for landcare, including strategic communication planning, publication production, working with landcare group members, event coordination and media liaison.1990 - 1991 RESEARCH OFFICER Pacific Seeds, Pty Ltd (a subsidiary of ICI Seeds, UK). Managed production research for new canola varieties as well as a number of trials including phenology, nutrition and physiology, and palatability of fodder crops.1990 AGRICULTURAL SYSTEMS TUTOR University of Queensland, Gatton College.1989 PUBLISHERS ASSISTANT Elsevier Science Publishers, Amsterdam.1988 RESEARCH OFFICER United Graziers Association of Queensland, Brisbane.1987 - 1988 PLANT BREEDER CSIRO Division of Plant Industry, Narrabri, NSW.1985 - 1987 COTTON AGRONOMIST (RESEARCH) Department of Primary Industries, Emerald, Queensland. 9
  10. 10. EXAMPLES OF RECENT PROJECTS COORDINATION OF PROGRAM DEVELOPMENT AND CONSULTATION WORKSHOP IN NEW DELHI (OCTOBER 2007) This workshop was designed to bring together potential partners and stakeholders for a proposed India-Australia collaborative wheat breeding program using Marker Assisted Selection. The program covers a wide range of research areas and both Indian and Australian research institutions, covering quality improvement, productivity improvement, disease resistance and drought resistance in wheat. The challenge of the workshop was to coordinate a relatively large number of scientists and managers with various interests and agendas and political imperatives. I worked collaboratively with two of ACIAR Research Program Managers and the India Country Manager to structure and manage the workshop and the negotiation and consultation both before and after. The program outline was agreed, and subsidiary projects are in progress or in development. Employer: Australian Centre for International Agricultural Research (ACIAR) PROJECT DEVELOPMENT PROCESS AND GOVERNANCE IMPROVEMENT Carried out a process improvement and information management strategy for research project and program management. This included documenting and improving the project management lifecycle and process, redeveloping reporting procedures and templates, and consultation and communication with staff and partners. As a result, all final reports of ACIAR projects and annual project report summaries are now published on the external website as pdfs, thus increasing information availability and transparency for the organisation and its stakeholders. A key focus of this process was to provide improved planning processes for including uptake strategies and impact pathways, including scientific, capacity and community (social, economic and environmental). It also addressed time to impact, ranging from less than five years, 5-15 years, and more than 15 years. Another goal of this process was to separate the scientific and extension publishing process from the reporting process, and ensure greater openness, transparency and information accessibility and knowledge sharing. This process required substantial consultation and communication both with research program management staff and project partners from Australian and partner country research organisations. Processes and templates will be regularly updated and reviewed based on user feedback to form a continuous improvement cycle. Employer: Australian Centre for International Agricultural Research KNOWLEDGE SHARING AND SOCIAL MEDIA CAMPAIGN FOR THE BGRI AND INTERNATIONAL WHEAT CONFERENCE, ST PETERSBURG, MAY 2010 Coordinated and participated in a KS and social media campaign to promote the work of the Borlaug Global Rust Initiative and its partners in conjunction with the International Wheat Conference held in St Petersburg in May 2010. Worked with scientists, knowledge sharing and communication specialists to promote and share the work and results of this program. Partners included Cornell University, CIMMYT, ICARDA, FAO and a range of others. 10
  11. 11. EXAMPLES OF RECENT PROJECTS (CONTINUED) KNOWLEDGE SHARING AND COMMUNICATION STRATEGIES FOR RESEARCH PROGRAMS AT ICARDA Advised and provided assistance to scientists at ICARDA in development and incorporation of strategies into research planning. DEVELOPMENT AND IMPLEMENTATION OF A COMPREHENSIVE PLAN FOR THE COMMUNICATIONS AND SECRETARIAT UNIT This communication and secretariat unit plan was developed in consultation with ACIAR staff and partners, and was developed collaboratively by the Unit’s staff. As a number of functional areas had fairly recently been brought together under my supervision, this also included clearly scoping out roles and responsibilities as well as identifying key strategic projects for the year. The plan was presented to staff at ACIAR and was signed off by the ACIAR Commission. Implementation is continuing. Employer: Australian Centre for International Agricultural Research (ACIAR) IMPLEMENTATION OF COLLABORATIVE WEBSITES FOR REMOTE PROJECT TEAMS As ACIAR moves to fewer larger projects with a greater number of participants and partners, I have initiated the development of collaborative tools to deal with challenges of working in large, remote teams. The Unit has implemented web2.0 technology to develop these tools. So far, two collaborative websites have been developed. These websites provide blogs, wikis (for multi-authoring of documents), shared calendars, and a document management repository. The websites are also linked to FlickR and U-tube for cheap and easy access to common resources such as video footage and photographs. The two websites are for ACIAR’s Philippines fruit and vegetable supply chain research programs, and for the proposed North West Vietnam suite of projects. The websites provide project teams to develop project proposals, develop and manage work programs, coordinate travel, share information and develop reports. The sites are low bandwidth, which overcomes bandwidth constraints and intermittent service in many developing countries. The software is free public domain software which minimises costs and also means it can be adopted in developing countries more readily. The Unit is also investigating using popular websites such as Facebook for networking, for example to enable the alumni of ACIAR’s extensive training programs to stay in touch. Employer: Australian Centre for International Agricultural Research (ACIAR) CONTINUOUS IMPROVEMENTS TO THE ACIAR WEBSITE During the time I have been at ACIAR, I have worked on improving the currency and quality of the information on the ACIAR website, as well as its reliability and efficiency. A complete redesign of the home page and navigation has been completed and is awaiting sign off. The web team under my leadership has also implemented a new content management system using public domain software, conducted user research and redesigned the navigation, redeveloped a number of sections of the website and ensured a regular turnover of stories and highlights and current information. For example, in response to the food price crisis, we developed a series of pages with current information from our partners. Employer: Australian Centre for International Agricultural Research (ACIAR) 11
  12. 12. EXAMPLES OF RECENT PROJECTS (CONTINUED) MEDIA CAMPAIGNS AND LIAISON IN CONJUNCTION WITH THE ATSE CRAWFORD FUND I worked closely with the ATSE Crawford Fund, in particular on media campaigns and issues management aimed at raising awareness of the importance of international agricultural research efforts and in particular the roles of ACIAR and the CGIAR centres. This includes regularly sponsoring journalists to visit projects and programs in developing countries, event organisation and issues monitoring. For example, during 2007, an ABC Australia rural journalist was sponsored to visit northern Vietnam to cover a number of projects and events. This resulted in significant coverage through the various ABC outlets as well website blogs. We also obtained significant coverage locally through the Vietnamese media. Employer: Australian Centre for International Agricultural Research (ACIAR) SET UP AND MANAGED PLANNING CYCLE FOR WORKPLACE RELATIONS POLICY GROUP Established a planning process for the policy group including: • Facilitated planning activities for all staff to address operational, structural and functional issues and needs. This included lead up to, and follow up from, a planning workshop. • Developed a clear business improvement framework to assist management and staff and facilitated the implementation. • Developed the group plan, including risk management, fraud control, workforce plans, and ongoing business improvement needs. Employer: Department of Employment and Workplace Relations ESTABLISHED COORDINATION AND INTERNAL COMMUNICATION FUNCTION Established links and processes to facilitate coordination and communication between the policy group, implementation group and business services group. This included liaison with the implementation taskforce, senior management, as well as other groups with associated projects. Employer: Department of Employment and Workplace Relations REDESIGN OF THE TAX OFFICE INTERNAL POLICY SYSTEM Obtained ATO Executive approval and commendation for the design concept and approach to redesigning the internal policy system aimed at improving internal compliance with corporate policy including: • Providing the ability to identify policy gaps • Ensuring corporate policy links to, and provides guidance to implement, the APS legislative and policy framework as well as Tax Office specific policy and procedure • Ensuring policy and procedure is accessible to staff and easy-to-read and follow. Employer: Australian Taxation Office (continued) 12
  13. 13. EXAMPLES OF RECENT PROJECTS (CONTINUED) CHAIRING AND COORDINATION OF DICE FORUM (PROGRAM OFFICE) FOR BUSINESS IMPROVEMENT PROJECTS Chaired and coordinated the DICE forum which provided recommendations and information to the executive in assessing and approving project proposals, business cases, and project plans: • Coordinated input from a range of experts for the forum. • Provided reports and recommendations to the executive. • Developed processes, procedures and information on project development, assessment and assurance. Employer: Australian Taxation Office DEVELOPMENT OF BUSINESS/DESIGN ARCHITECTURE FOR THE TAX OFFICE Developed a business architecture/design framework for the revenue system and the ATO. This prototype was based on: • an audit of existing models and frameworks both within the ATO and in the business literature (eg business excellence framework) • a gap analysis of existing design and strategic artefacts, principles, models, policy and frameworks • internal stakeholder interviews. Employer: Australian Taxation Office DEVELOPMENT OF AN INFORMATION DESIGN COMMUNITY OF PRACTICE FOR THE TAX OFFICE The information design community of practice was part of a Tax Office-wide program to promote design skills and capability to enhance tax administrative design with a client- focus. As the leader of the CoP, I was involved in a range of activities including the following: • Developed mentoring program for Information Designers, including participating in design projects as a mentor. • Participated in design capability development group (consisting of leaders of the various design based communities of practice) to build design capability within the tax office. • Facilitated mentoring workshops for the information designers. • Facilitated development a draft action plan for the community of practice. • Chaired recruitment panels for Tax Office-wide recruitment of information designers Employer: Australian Taxation Office DEVELOPMENT OF BUSINESS CASES FOR CSIRO WEB DEVELOPMENT PROJECT As business owner for the CSIRO Web, I prepared business cases for funding and policy change which were presented to the executive sponsors. Employer: CSIRO (continued) 13
  14. 14. EXAMPLES OF RECENT PROJECTS (CONTINUED) DEVELOPMENT OF BUSINESS PLAN FOR THE WEB Development of a web business plan to set strategic direction, objectives and key deliverables for the next five years. The aim of the web development project was to bring together the 256 separately hosted sites which make up the CSIRO web presence, set a strategic focus, ensure consistent branding, ensure user experience design etc. Employer: CSIRO WEB INFORMATION DESIGN AND MARKET RESEARCH STRATEGY Managed and participated in the development of a web information design and market research strategy. Four phases were identified in this strategy – pre-requirements gathering, requirements gathering, testing phase, and ongoing monitoring. Employer: CSIRO INTERNAL STAKEHOLDER MANAGEMENT Development and implementation of a stakeholder management plan for divisions and business groups within CSIRO. Employer: CSIRO DEVELOPMENT OF CSIRO LIVESTOCK INDUSTRIES INTERNET STRATEGY This project included working with and overseeing the web officer and a consultant to develop a comprehensive Internet strategy to direct the redevelopment of the division’s Internet and Intranet, to meet the division’s online business and communication needs as well as investigate e-commerce needs of the division. Employer: CSIRO DEVELOPMENT OF MARKETING AND COMMUNICATION OPERATIONAL PLAN Development of operational plan for the CSIRO Livestock Industries Marketing and Public Relations team. The plan provided a basis for setting targets and outcomes for the newly developed team within the framework of the division’s corporate strategy. The plan provided a framework for teamwork, prioritisation of projects, budgeting, evaluation and individual career development within the team. Employer: CSIRO DEVELOPMENT OF ‘TAKING STOCK’ – THE NEWSLETTER OF CSIRO LIVESTOCK INDUSTRIES Development of the premier publication of CSIRO Livestock Industries, which is designed to showcase the organisation’s research and achievements and provide regular updates on activities and outcomes. This successful publication has a distribution of 7000 copies, and is produced three times per year. Employer: CSIRO IN-HOUSE CONTRACT WITH QUEENSLAND SUGAR CORPORATION Includes writing and production management of the quarterly newsletter, ‘Corporation News’, providing assistance with an education kit needs analysis and issues management, developing position papers on key issues, web site development, media relations. (continued) 14
  15. 15. EXAMPLES OF RECENT PROJECTS (CONTINUED) WEBSITE DEVELOPMENT – DEPARTMENT OF PRIMARY INDUSTRIES Includes liaison with Web Services clients (within the Department of Primary Industries) to develop structure and content for the redeveloped DPI Website, writing and editing content, and input into linking, structure, format and design. Liz Clarke Communications has developed content and advised on structure and design for a number of other sites, including Queensland Sugar and the CRC for Tropical Savannas. FUNDING ASSISTANCE AVAILABLE TO LOCAL GOVERNMENT Preparation of a written paper (including researching and writing) and presentation at the Weed and Pest Management Seminar held by the Local Government Association of Queensland. Client: Department of Natural Resources, Queensland PUBLIC AWARENESS CAMPAIGN MANAGEMENT Managed a number of high profile public awareness campaigns including • Promotion of the importance of international agricultural research in development assistance, working closely with the Crawford Fund. • The Decade of Landcare public awareness campaign. I coordinated Queensland activities for this campaign during the decade of Landcare in Australia (1990s). This highly successful campaign resulted in a much greater awareness of the enviornmental issues facing Australia, greater involvement in landcare by the community, and prompted increased public funding for landcare activities. Not only did the landcare movement grow in rural areas, the bushcare movement (in urban and peri-urban areas) greatly increased its reach during this time. • Bushcare campaign: within the greater Brisbane area. This campaign promoted bushland regeneration in urban and peri urban areas, and resulted in the formation of large numbers of local community groups focused on replanting and regenerating Brisbanes bushland, and a much greater awareness of, and appreciation of, the unique flora and fauna in the greater Brisbane area. • Healthy Waterways campaign: I researched and wrote a book for this campaign titled "Discovering the Waterways of South East Queensland" This book has been widely distributed in south east Queensland through bookshops and other outlets. • The Weed Awareness Campaign. This campaign was funded through the National Landcare Program as weeds are one of Australias key environmental issues along with soil erosion, salinity and water quality etc. I managed the campaign for two years, including initial consultation and planning, to managing implementation and monitoring and evaluation. As we had a limited budget, I developed a committee drawn from organisations with a strong interest in the issue (including environmental and farming groups) adn worked wtih local councils and community organisations for the implementation. The campaign was very successful, and continued on nationally after I moved on to another role. The campaign also played a role in triggering the formation of the CRC for Weed Ecology and the National Weed Strategy in Australia. Employer: Various 15