CV

1. Jen
Campbell
Dynamic, outcomes focused
with strong editorial, analytical
and data visualisation skills
chapter name i
I am a mentor,
leader and
strategist.
I set high goals
and follow through
with resilience
and creativity.
I see the big picture
and the fine
details together.

2. contents 1
CONTENTS
ABOUT....2
KEY ATTRIBUTES....3
Inspiring leadership
Fostering success
Shaping thought
Sharing insight
Managing complexity
CURICULUM VITAE....6
PORTFOLIO....11
Before & After Case studies:
Data Storytelling
Narrative
CONTACT

3. I call myself a
communications
strategist.
It’s a niche role that I have carved out myself, based on
my experience at the coalface of policy development.
So many government and private agencies succumb to
death by PowerPoint bullets. So many good ideas go to
waste because they do not win the support they deserve.
My job is to craft, to hone and to chisel your message, to
the point of clear delivery. It’s to work with you, to make
you the most effective employee you can be.
Today I am a teacher, a mentor and a writer, working
across the public sector. I am also an author and
journalist in my own right, with a portfolio spanning the
gamut from newspaper articles to industry publications.
I began my career in information management as an
instructional and research librarian, drawing on my skills in
project management and client service. It was here that
I first saw the need for a new kind of strategic awareness
– a grasp of the well-crafted message. My knack for
cutting through complexity was often sought, leading me
eventually to the post of full-time strategic editor in the
Department of Prime Minister and Cabinet.
Today, I work with policy officers at all levels across
the APS to create clear, convincing and accessible
communiqués. I teach best practice principles of
communication that can be applied to any medium.
I am passionate about my vocation and
proud to help you see your true potential.
Jen Campbell
about 2

4. KEY ARTTIBUEST 3
Inspiring
leadership
Shaping
thought
Fostering
success
Sharing
insighT
Managing
complexity
KEY
ATTRIBUTES

5. KEY ARTTIBUEST 4
Inspiring leadership
As an experienced team leader, I understand the pressures of senior office. I work closely
with clients to share their vision and deliver their priorities. I listen to the problems on the
floor and help the leader build solutions.
EXAMPLE: Australian Bureau of Statistics
I led a team of 11 officers seeking to implement a new Executive vision for
client-focused service. My team forged new networks with the complex web of
data users and holders, enabling the leadership group to understand their needs
and clarify the agency’s missions.
Shaping thought
I have a passion for clarity. In policy teams, I help officers draw a message from a mass of
facts and data. I ask the challenging question, point to inconsistencies and give frank and
honest feedback. Project after project, my clients come back.
EXAMPLE: Prime Minister & Cabinet – Strategy and Delivery Division
Solving the challenges in Australia’s healthcare system was never going to be easy.
As contributing editor for the COAG Health Reform Taskforce, I had to constantly drag my
subject matter experts out of a sea of detail. The final team product was widely circulated
in government and became the defining narrative of the national health agenda.
Managing complexity
As a trained research librarian, I understand complex systems. I am adept with
budgets and build timelines by instinct. Working with senior leaders across the APS,
I have honed my management skills and learned to cope in the pressure-cooker of
high-profile projects.
Example: (former)
Department of Climate Change and Energy Efficiency
In the heavily contested field of climate policy, effective presentation of the evidence is
critical. The data is complex, easy to both misrepresent and misinterpret. It is also in
high demand. Graphs, charts and PowerPoint slides circulated around the department
in their thousands, with no knowledge management system, data repository or
agreed format. I took stock of the mass of resources, set up quality assurance checks
and created a departmental brand identity to raise the bar across the board. Most
importantly – I transferred knowledge to policy officers on how to draft their content
keeping in mind the big picture, and present it in a consistent way across the entire
department. Through my endeavours, officers became adept at communicating an
overarching departmental narrative in their own teams, without the resources of a
graphic designer or communications team.

6. KEY ARTTIBUEST 5
Sharing insight
The ever-growing range of communication tools available to the public service inspires
me. I draw on the best in the private and academic sector to extend my enthusiasm
across the public service. There is a powerful message to share – and great people
who deserve a hearing.
EXAMPLE: Prime Minister & Cabinet – Strategy and Delivery Division
I helped to usher in a new approach to policy development in the APS, focused
on clear messages, powerful evidence and recognition of audience needs.
My workshops on strategic communication spread across the department
and beyond with the backing of strong customer endorsement.
Fostering success
I am a mentor by instinct. In team environments, I help colleagues identify their skills and
set career goals. As a trainer, I go the extra mile to equip my clients for success. I use a full
suite of technologies and focus on follow-up support.
EXAMPLE: (former)
Department of Climate Change and Energy Efficiency
Being a member of an Enabling Services Review was an honour and a terrible
responsibility at the same time. In a downsizing department, I worked with a handful
of others to conduct the Enabling Services Review. Our remit: make recommendations
to the Executive Board for the consolidation and elimination of functions. I worked
with the senior Executive to communicate difficult news with the maximum respect for
officers and the least possible intrusion on the delivery of government commitments.
As part of the communications strategy, I crafted messages so that staff were kept
fully abreast of the progress of the workforce review through regular email bulletins
and an online information page. A follow-up staff survey found that staff considered
the whole process to have been transparent, genuine and a two-way exercise.

7. CURICULUM
VITAE
PERSONAL PROFILE...7
Recent Career HISTORY...8
Qualifications and Training...10
Professional Associations and Memberships...10
chapter name 6

8. CURICULUM VIAET 7
CURICULUM
VITAE
Jen Campbell
P: +61 2 6243 7457
M: 0422 553 425
E: jennifer.campbell@industry.gov.au
jennifer.campbell.au@gmail.com
au.linkedin.com/pub/
jen-campbell/92/b4a/521
Dynamic, outcomes focused with strong editorial,
analytical and data visualisation skills
I set high goals and follow through with resilience and creativity.
I am a mentor, a thought leader and a strategist.
I see the big picture and the fine details together.
Personal Profile
• Strong interpersonal and communication skills, built on experience in
client-facing teams.
• Well developed organisational and time management skills as a team
leader, mentor and senior officer.
• Creative and dynamic thinker, able to cut through complexity and help
articulate a compelling message.
• Strong data visualisation and visual communication skills, focused on
carrying a narrative with charts and graphs
• A quick learner in new environments, adaptable, motivated, able to work
independently and as a willing and supportive team member.
• Rapid absorption and understanding of material and a fast turn-around
of products.

9. CURICULUM VIAET 8
Recent Career HISTORY
Department of Industry
2014-Present
A/g EL2 Editor – Visual Analytics and Dissemination Team
Job description:
With the recent formation of a new division – the combination of the former Office of the Chief
Economist (IE&A) and the Bureau of Resources and Energy Economics (BREE) have united - an
economic and statistical unit of unprecedented scope has developed.
A very large component of the information we communicate is quantitative in nature. And the impact
and appeal of how this information is communicated varies significantly.
I head up the newly formed Visual Analytics and Dissemination Team with a mission to incorporate
data storytelling principles and increase the impact of our information and data.
We are responsible for:
• Crafting clear and simple messages that are easily understood by our stakeholders.
• Improving the use of tables, graphs and charts to communicate quantitative information.
• Establishing and maintaining the standards and guidelines which enable a consistently high
standard of data presentation across the department’s many products.
• Fostering a more visually literate organisation through training of officers. Not just an
organisation that understands pictures; an organisation that grasps the right communication
tool, from a full communication toolkit, and makes the most of its potential.
Department of Industry
2013-2014
A/g EL2 Editor working to Deputy Secretary Dr Subho Banerjee
Job description:
In my current role, I offer a broad-ranging service able to adapt to the needs of a new and evolving
department. I provide direction and advice to policy divisions at all stages of the policy development
cycle, with a special remit to support the department’s critical taskforce teams. Tasks range
from crafting PowerPoint presentations for the Executive to quality assuring briefs and Cabinet
submissions. I also build narrative capability within the department through workshops, one-to-one
coaching and delivering straightforward ‘how-to’ guides.
Achievements:
I assisted Questacon to develop a strategic vision for their Technology Learning Centre. I am working
closely with the National Measurement Institute and other departmental branches to clarify their role
within the portfolio and communicate it clearly to internal and external stakeholders alike.
Department of Climate Change and Energy Efficiency &
Department Resources, Energy and Tourism
2011-2013
EL1 Editor/Strategic Communications Adviser and
Manager, Secretariat governance committees
Job description:
I provided editorial support and training for policy officers under the direction of the Deputy Secretary
while supporting various divisions to develop their overarching narratives. Working with teams across
the department, I shared the Executive’s vision for change and built the momentum at officer level.

10. Achievements:
I designed and delivered a series of high-demand learning and development workshops to foster
strategic communication skills.
I played a formative role in the shaping of the department’s submission to the Ken Henry Australia in
the Asian Century white paper as well as the department’s submission to the Productivity Commission
on climate change adaptation; in both cases helping officers to see the alignment between their work
and the Government’s overarching priorities.
I worked with a small review team to analyse the corporate services footprint, ultimately tasked with
reducing staffing levels across the department, with the maximum respect for individual officers and
the least possible intrusion on the delivery of government commitments. My role was to provide
communications support; staff were kept fully abreast of the progress of the workforce review through
regular email bulletins and an intranet blog. I listened to staff concerns and communicated them to
the review team. The annual staff survey later revealed that staff considered that communication
during the difficult downsizing process had been transparent, genuine and a two-way exercise.
Department of Prime Minister & Cabinet
2008–2011
EL1 & A/g EL2 Editor & Senior Communications Adviser
Job description:
PM&C broke new ground for the public service with the creation of a think-tank-style policy hothouse
– the Strategy and Delivery Division. As the team’s editor and head of its visual communication
team, I helped to shape the division’s unique brand and ethos. I worked directly with policy teams
to encourage the blue-sky ideas and maintain high professional standards.
Achievements:
I established a sound induction program for the division, including the drafting and implementation of
a Buddy program, which was a resounding success and later adopted by the department. I codified
communication protocols and methodology that had previously been communicated organically.
As part of PM&C’s commitment to the APS Blueprint for reform, I designed and delivered a series of
training workshops to build capability in fields such as data storytelling and narrative strategy.
These workshops have since been rolled out across and beyond PM&C, with strong endorsement
from participants.
Australian Bureau of Statistics
Secondment mid 2010
EL1 Assistant Director – National Client Services
Job description:
I was seconded to support the ABS at a time of change. The senior leadership were searching to put
customers first in the design and delivery of services. It required a wholesale shift in attitude from
staff, as well as a National Client Service cost recovered business model. I led a staff of 11 working on
this challenge, managing all aspects of the project in addition to procurement, budgets and contracts.
Achievements:
I guided my team through the crafting of a new National Learning and Development strategy including
a national induction program, a national career pathway for consultants in a cost recovered business
and a Professional Development Scheme. These products ensured a smooth transition to the new
business model, and a strong take-up of the ABS offering in industry and the research community.
CURICULUM VIAET 9

11. Department of Prime Minister & Cabinet
2007-2008
APS6 & A/g EL1 Library Manager
Job description:
As Information Manager in a growing department, I managed a small team environment under
pressure to both scale up its services and trim down its costs.
Achievements:
I planned and delivered a comprehensive redesign of the service, moving the library from a passive
information provider to an active partner in policy development. With a suite of new products,
including targeted update bulletins, workshops on research methods and online information, demand
for the service grew swiftly. The restructured library catered to the need and continued to expand its
offerings in response to client feedback.
In the space of twelve months, a library that was slated for closure was acknowledged as a vital
resource. It continues to thrive today.
CURICULUM VIAET 10
Qualifications and Training
Tertiary Qualifications:
2005 Graduate Diploma of Library and Information Management: University of Canberra
1990 Bachelor of Arts (Majoring in English Literature, History and Spanish): University of NSW
Vocational Training:
2013 Certificate IV in (Government) Project Management: CIT
2011 Trainer – Train-the-Trainer in Made to stick methodology
2008 Certificate III Training program in User and Technical Documentation: CIT
2006 Certificate IV in Training and Workplace Assessment: CIT
2000 Diploma of Library and Information Studies (transferred to higher-level degree): CIT
Professional Associations
and Memberships
Steering Group founding member – HC Coombs Policy Forum: APS Policy Visualisation Network
Organising Committee member – Institute of Public Administration Australia 2013 National Conference
Assessor – Institute of Public Administration Australia 2012-14 Annual Report Awards
Member – International Association of Business Communicators

12. chapter name 11
PORTFOLIO
Data storytelling...12
Narratives...14

13. Data storytelling
When data becomes real information, it enables better decision-making.
My goal – to bring data to life; using data to communicate stories to audiences, with a focus
on simplicity and ease of interpretation.
BEFORE
Distracting shades and colours.
A pie with multiple shades or colours distracts the reader from immediate comparison of the segments.
After
Pie charts are not as effective in presenting complex data as line or bar charts, but they are good
visual tools for showing portions of a whole. Avoid the temptation to dress up a pie by using
different colours or 3D effects, which will distort how the reader perceives the data.
OPRTFLOIO 12
This is the BEFORE example
that I use with my policy
officers. It helps them to grasp
the concept that selecting the
most effective chart type makes
their data clearer, stronger,
and more informative.
It’s fun, playful and tongue
in cheek and gets the
concept across.
Here is the after
example I use. By both
explaining the theory
and helping policy
officers to execute a
better chart I create a
fundamental shift in
their understanding
of best practice
presentation of data.

14. One-third of Australia’s emissions come from electricity
2%
4%
5%
7%
15%
15%
16%
0 20 40 60 80 100 120 140 160 180 200
Source- 2012- Commonwealth of Australia, Department of Climate Change and Energy Efficiency- Quarterly Update of Australia’s National Greenhouse Gas Inventory: December 2011
portfolio 13
Waste
Deforestation and Reforestation
Industrial Processes
Fugitives
Transport
Agriculture
Direct fuel combustion
Electricity
Mt CO2-e
BEFORE
Like many departments,
PowerPoint is circulated
and repurposed often
without re-examining the
underlying message to
determine if it still works
in the new context.
We know that data is
powerful. But with a good
story, it’s unforgettable.
And the story about the land
sector made no sense, simply
re-purposing the BEFORE
chart. The original chart and
data were sound, but made
no sense in the transplanted
context. We needed to revisit
the narrative accompanying
the repurposed chart.
The land sector is a significant contributor to Australia’s
national emissions
Waste
Deforestation and
Reforestation
Industrial Processes
Fugitives
Transport
Agriculture
Direct fuel combustion
Electricity
0% 10% 20% 30% 40%
The land sector
makes up nearly
20%
of Australia’s total
greenhouse gas
emissions
Source- 2013- Commonwealth of Australia, Department of Climate Change and Energy Efficiency- Quarterly Update of Australia’s National Greenhouse Gas Inventory: September 2012 figures
33%
After
Recycling the original chart required me to re-examine the original data.
The challenge was to ensure relevance in the new context and that the message continued to land.

15. Narratives embedded in presentations
Presentations are a precious opportunity. You have a dedicated slice of time and an audience
willing to sit still. We need to respect our audiences and provide clear messages supported by
a logical structure and navigation within our presentations. Intuitive information design is a must.
My goal – eliminate the death by PowerPoint effect we’re subjected to on a regular basis.
OPRTFLOIO 14
BEFORE
Typical dot point style.
No narrative.
AFTER
Narrative applied.
Dot points applied intelligently.
Welcome – our vision
•! To improve Australia’s well-being by contributing to
effective national and global responses to climate
change, including the necessary transformation of
the Australian economy
2
Welcome to the Department of Climate Change
and Energy Efficiency
3
Deputy Secretary:
Dr. Steven Kennedy
Secretary:
Blair Comley
•! Appointed Secretary
27 April 2011
•! Previously, Dep. Sec
•! Joined dept in 2008
•! Prior to this, Senior
positions at Treasury,
OECD & Monash Uni
Deputy Secretary:
Dr. Subho Banerjee
In joining DCCEE, you have taken up a critical
mission for Australia’s future
Climate change is one of the
most complex policy challenges
facing communities today.
DCCEE is leading that mission,
both here at home
and on the global stage.
4

16. Narratives – critical to influencing
Speaking engagements should be engaging, but also follow a clear structure and
demonstrate rigour in the construction of the argument.
I work with policy officers to help them re-examine their key messaging, the structure they’ve
chosen and the logic of their argument.
BEFORE
The original narrative indicated that the thinking had gone awry. There were gaps in the logic.
It was a loose series of observations, poorly structured with a tangled narrative. But fixable!
ORIGINAL NARATIVE
Scanning the Horizon – Emerging National Security Challenges: Climate Change
OPRTFLOIO 15
Overall structure of the narrative:
• The science indicates that climate change will have damaging and potentially
catastrophic effects on communities around the world
• Australia is not immune; in fact, it is particularly vulnerable
• It is clear that climate change will hinder Australia and its interests, but to what
extent is it a national security threat?
• Climate change is a threat multiplier for instability in volatile regions of the world,
including the Asia-Pacific
• Changes in the climate system could exacerbate existing environmental, social
and political tensions in our region
• However, climate change is a non-traditional security threat in that its effects will
be felt in the years to come
• Climate change will impact on Australia’s national security in two distinct ways:
through slow-onset and tipping point events
• The security implications of climate change are included in Australia’s national
security architecture
• Climate considerations are also embedded in our national security policies
• Climate change is a global threat that requires a global solution. But each country
has vested interests in negotiating an agreement.
• The good news is that dangerous climate change can be averted through the
creation of a global, binding “instrument of legal force”
• Multilateral engagement on climate change is vital, but it should be underpinned
by strong bilateral links to be truly successful

17. AFTER
This tweaked narrative required large scale revisions.
The narrative was reframed to suit the audience’s question.
Restructuring gave us an opportunity to improve on navigation within the narrative and signposting
of new content areas.
The narrative became sharper, stages within the argument were more clearly articulated, logic was
solid and transitions from one idea to another were appropriate.
The final narrative was clear, compelling and engaging.
OPRTFLOIO 16
ALTERNATIVE NARATIVE
Scanning the Horizon – Emerging National Security Challenges: Climate Change
(Let’s start by reframing climate change in this version of the narrative)
CC started off as an environmental threat: something which would alter the natural world.
Then we recognised it was an economic threat: it would alter the resource base on which
current economic structures were premised.
So that becomes a social threat: people will lose their jobs, their homes (CC refugees,
Bangkok floods) and livelihoods.
All that has prompted states to undertake major structural changes – some to mitigate
emissions, others to adapt to their consequences.
In short – change on a massive scale is coming; but we cannot tell precisely what the new
order will be.
Now we have to recognise that change for what it is: A PROFOUND RECONFIGURATION
OF THE STRATEGIC CLIMATE.
Not just our capacity to maintain prosperity, order and security at home – but our relative
position in the global and especially regional, order.
It will generate conventional threats: refugee movements, conflicts over resources in our
region, natural risks to our defence assets etc.
But it will also change the assumptions on which our current security arrangements are
premised. What if China achieves self-reliance in clean energy? What if Australia ceases
to be self-sufficient in food? How will shifting resource patterns shape our economy
(or that of our allies), and our capacity to pay for defence systems?
These are long-term threats that our allies are already planning for (consider the US plans
for a Green Navy – no longer reliant on foreign oil).
We too need to factor climate change into the security matrix – and think seriously about
the security climate we want to be facing. How can we help to shape it? How can we help
all societies adjust so resources can be shared and conflict avoided? What role for our
defence forces in the climate change challenge?

18. contact 17
CONTACT
Jen Campbell
P: +61 2 6243 7457
M: 0422 553 425
E: jennifer.campbell@industry.gov.au
jennifer.campbell.au@gmail.com
au.linkedin.com/pub/
jen-campbell/92/b4a/521