Liz Clarke has over 20 years of experience in science communication, agricultural research and development, project management, and knowledge sharing. She holds degrees in agricultural science and communication and is currently pursuing a master's degree. Her resume highlights roles managing communication teams and programs, as well as experience developing strategies and leading projects in organizations such as ICARDA, ACIAR, and CSIRO.

1. LIZ CLARKE
B AGR SC GRAD DIP COMN MPRIA AIMM
RESUME
SUMMARY 2
KEY SKILLS AND EXPERIENCE 3
KEY SKILLS 3
EDUCATION 3
PROFESSIONAL ASSOCIATIONS AND ACTIVITIES 3
CAREER SUMMARY 4
EXAMPLES OF RECENT PROJECTS 11
1

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. 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. KEY SKILLS AND EXPERIENCE – CAREER SUMMARY
2010- 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. 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. 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. 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. 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. 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 PUBLISHER'S 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. 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. 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. 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. 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. 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. 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
Brisbane's 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 Australia's 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
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