Michael payne resume 141215

RESUME OF MICHAEL PAYNE
COMMERCIAL IN CONFIDENCE PAGE 1 OF 17
RESUME
Name : Michael Payne
Citizenship : Australian
Qualifications : Bachelor of Arts – Social Science
CCAE
: 2 years completed of Bachelor of Science – Sports Science
University of Canberra
: Continuing part-time Masters degree on cognitive and
organisational psychology
Awards : Australia Day Medal for services to ABS
: Best of the Web for Educational Media at international
Museums and Web Conference 2005 – Usability and Design
: Secretary’s award for Excellence in Service to DEST
: AIS Masters Athlete of the Month on 3 occasions
Contact Details : mobile 0408 818 313
: Email mjpayneau@me.com
Other Interests : Cognitive & behavioural psychology, road and track
cycling (multiple State and National Champion), coaching
cycling, bushwalking, fishing, coffee roasting, food/wine
PARTICULAR SKILLS : Government tender/grant writing and preparation, tender
and provider panel evaluation, project and change management, user-centred design and
usability for business and educational applications (web/touch screen/external media),
instructional design, event management, media liaison and marketing, interviews and
reviews.

PROFESSIONAL EXPERIENCE
COMPANY NAME Department of Immigration and Border Protection
Start Date to End Date August 2015 to Present
Position Held Director, Alternative Futures, Strategy and Planning Division
Responsibility Develop a 10 year strategic direction for the department that
focuses on the global thematic drivers that will influence
Australia future
_______________________________________________________________________
I am currently managing a team developing a range of futures-based products and services
that influence the strategic direction of the department over the next 10 years.
· Conduct environment scanning on the global future and develop a suite of products
designed to provide the executive leadership team with the context for defining the
department’s strategy direction and priorities.
· Conduct scenario planning with key external and internal stakeholders to align strategic
policy with tactical and operational activity.
· Develop a team of futurists that participate widely in a community of practice with
practitioners from within government, industry and academia.
· Focus on the development of the department’s leading strategic artefact, the Border 2025.

Start Date to End Date April 2015 to August 2015
Position Held Seconded Senior Researcher to the Shergold Review of
Government
Responsibility Lead and direct research on a review of government following
the failure of the Home Insulation Programme (HIP) on
behalf of Professor Peter Shergold.
_______________________________________________________________________
I was successful in being one of ten secondees from the Australian Public Service to assist
Professor Peter Shergold in a research, writing and editorial capacity for his review of
government commissioned by the Prime Minister
· Conduct and manage research on a range of thematic areas where the APS has failed in the
past, or where innovation in thought is required to raise the level of government service
delivery.
· Develop report content on a variety of thematic areas that included program management,
government innovation, freedom of information, risk management, Minister/Department
responsibility and engagement, staff mobility and development.
· Edit existing content to a supreme level in order for Professor Shergold to apply his
stylistic lens to the final report.
· Interview with senior and leading officials in government, industry and academia to inform
and socialise the final report.

Start Date to End Date February 2015 to April 2015
Position Held Director, Economic and Social Strategy, Strategy and
Planning Division
Responsibility Continue the Division’s model of active engagement by
partnering with Immigration and Citizenship Division on
developing strategies for attracting people in the global pool
of travelers, students, skilled workers and business people,
with a particular focus on the impact of greater migration on
other strategic levers
_______________________________________________________________________
Following the restructure of the department, I have assumed responsibility for the new
Economic and Social Strategy Section. Some of the work the section is currently undertaking
include the following activities
· Conducting research and developing an advisory paper on how development in technology
solutions may automate much of the decision-making and judgment of front-line staff. The
paper also posits an alternative view that clients and staff of the department may not yet be
in a social and cultural position to accept automated decision making and that some cost
benefit analysis on investment in ICT vs. people and training is required.
· Similar to the above, the section is developing another paper on delegatory authority vs.
discretionary authority and the benefits of greater community engagement to successful
outcomes in the national security and border protection space.
· Development of a document that examines the use of CCTV and how the development of
private and public business relationships may benefit the future of the department in terms
of capital investment, data sharing and greater outcomes in terms of a streamlined
experience at the border for valid travelers and better detection of risk profiled people and
illicit goods.
· Examining the impact of the forthcoming Government decision on the future of Norfolk
Island to the department, particularly from a border management perspective.

Start Date to End Date July 2014 to February 2015
Position Held Director, Strategic Planning, Executive Division
Responsibility Develop Interim Strategy for the consolidation of DIPB and
the ACBPS, Develop Corporate Plan for consolidated agency
for 2015-16, Report to Senior Executive Committee on DIPB
performance
_______________________________________________________________________
Following the establishment of the Executive Division under the consolidated portfolio
structure, I was successful in transferring to a new role responsible for the development of a
portfolio strategy and corporate planning and reporting cycle. The following are key
activities undertaken so far:
· Conduct environmental scan on global drivers that will affect the portfolio over the next 5-
10 years
· Manage a team of DIPB and ACBPS staff to develop summary information and advice to
senior executive on future portfolio strategy
· Participate in various communities of practice with executive on development of the
Interim Strategy and Capability Plan
· Manage a team providing performance data to senior executive on the performance of the
department.
· Assist in the development of briefing material to Cabinet for Minister Morrison
· Assist in the development of high-level business cases for supplementary Government
funding
· Co-authored the first Portfolio Interim Strategy 2014-2017 that articulates the threats,
risks, opportunities and direction of the new department

Start Date to End Date October 2012 – July 2014
Position Held Strategic Advisor, Program Management Group/ICT Plans
Responsibility Research, report and advice to executive on initiatives
undertaken by Technology Services Division
_______________________________________________________________________
On the basis of my previous experience working with senior executives in other agencies
and departments, I transferred to the Department of Immigration and Border Protection to
undertaken the following activities:
· Collaborate with business areas to develop road maps of ICT projects that align to the
strategic objectives of the department.
· Assist in the development of reports and other documents to support TSD bids in the
capital planning process.
· Monthly reporting to the Strategic Business Support Committee (SBSC) on projects
affecting ICT releases in production.
· Review key functional areas of TSD that includes the Applications Testing Centre (ATC)
and Project Management Competency Centre (PMCC) with recommendations to executive
on future operating models.
· Develop transition plans for the transfer of staff to function, and liaise with People
Services Division (PSD) on best practice advice and communication to affected staff.
· Research, report and recommend to the executive on the establishment of an Enterprise
Portfolio Management Office to assist with the strategic alignment of the department.
· Develop Ministerial responses required of TSD
· As part of TSDs response to staff surveys, facilitate focus groups with staff, report data to
the executive, and advise on remedial action and continuous improvement strategy.
· Advise and report on the functional alignment of TSD functions to new department
structures.

COMPANY NAME Defence Housing Australia
Start Date to End Date October 2010 – October 2012
Position Held National Manager Policy and Training
Responsibility Develop a framework, strategy and artefacts to support
DHA’s operational training and policy requirements
_______________________________________________________________________
Following my successful managing of the transition of DHA services and staff, I was
engaged as the National Manager of Policy and Training. This was a newly advertised role to
address DHA Board and audit concerns at the absence of operational training, and any
policy on which to base it. As a ‘green fields’ project and with the support of DHA executive
and Board, I was able to implement the following initiatives under significant constraints of
time and resources:
· Develop a training strategy that would address future requirements for training, including
recommendations on a new model of recruitment based on behavioural type and advice on
training delivery methods that would make best use of cognitive learning and technological
innovation.
· Develop a governance model for the development and maintenance of operational policy.
· Establish, manage and mentor a team gathered from other business areas to assist with the
development of training and policy documentation.
· Facilitate workshops with SMEs from across Australia on how to achieve organisational
effectiveness and consistency through the development of operational policy.
· Based on those workshops, develop a range policy documents that address priority areas
for business improvement.
· Develop and deliver training sessions in all Australian regional areas on identified concerns
with customer service, maintaining balance under pressure, operational changes, and a
number of improvements and innovations in system development.
· Liaise with Defence on collaborative efforts to improve DHA service through the delivery
of combined training in all states and territories..
· Analyse and report to the executive and board of the business outcomes achieved through
the provision of training, including a rise in levels of customer satisfaction that provided
DHA with the payment of performance bonuses.
· Facilitate regular focus groups with all DHA operational staff on the types of training,
methods of delivery, and timing of training courses that meet staff and organisational
business objectives.
· Provide regular fortnightly and monthly reporting to executive and Board on operational
successes and future strategy

Start Date to End Date July 2009 – October 2011
Position Held Transition Project Director - Contract
Responsibility Manage the transition projects for the Relocations and ATM
business lines/Manage training and policy development for
P&TS in support of key Business Plan objectives
_______________________________________________________________________
Based on my previous experience writing the Relocations tender submission for DHA and
establishing excellent working relationships with key Defence stakeholders, I was selected to
manage the transition projects for the major business lines within DHA Operations. More
specifically, Isuccessfully performed the following:
· Established a project plan, governance framework and supporting artefacts for the
Tripartite management transition of Relocation Services with Toll Transitions and
Defence.
· Represent DHA at senior Tripartite Working Group and Governance Board meeting with
Defence and Toll Transitions
· Represented DHA at senior management fora and workshops including the Governance
Board and Domiciliary Operations Committee (DOC)
· Development and monitoring of key project documents including issues/risks logs,
communications plans, newspaper articles and other marketing materials, and strategic
planning reports.
· Collaborate extensively with senior DHA managers on major changes to business
processes and supporting ICT as a consequence of the change in business responsibilities
· Managed the redevelopment of the Housing Management Instructions (HMIs), a key
operational document with Defence
· Developed business cases for DHA Board submission involving strategic projects with
Defence
· Produce monthly Senior Executive and Board reports on behalf of the General Manager,
Operations

Start Date to End Date April 2009 – July 2009
Position Held Consultant Tender Writer
Responsibility Manage tender process and write tender materials
_______________________________________________________________________
With a significant and successful background in developing and evaluating tender responses
for major corporate and Government entities, I was engaged to write a major tender on
behalf of Defence Housing Australia. Specifically, Iwas responsible for:
· Writing detailed responses against Statement of Work and Tender Evaluation Criteria
· Coordination of all tender activities
· Development of 5 year marketing and communication plan
· Development of case study and testimonial materials
· Development of schematics to represent business work flow, IT infrastructure, and
business processes
· Facilitating focus groups for the gathering of business information to support claims
against the tender requirements
· Design and management of graphic treatment for final publication
· SWOT analysis on competitors
· Development of Risk assessment and Mitigation Strategy
· Development of Transition Plan to new services

COMPANY NAME Medicare Australia
Start Date to End Date September 2008 – 30 March 2009
Position Held Senior Business Analyst - contract
Responsibility Develop high-level Business Requirements to support the
Transitional Support Package (TSP). Based on my previous
experience with Medicare Australia, I was re-engaged to
collaborate with business areas and ICT to develop an
automated payment system for the TSP. Outcome: Despite
the complexity of using multiple data sources and a history of
an isolated development process, a more stakeholder
collaborative methodology was adopted leading to a
successful implementation ahead of schedule.
COMPANY NAME Australian Crime Commission (ACC)
Start Date to End Date April 2008 – August 2008
Position Held Consultant Communications Analyst
Responsibility Develop a communications plan, strategy, marketing and
promotional materials, and product launch. I was engaged by
the ACC to develop a communications plan and strategy to
support a major release of the Australian Criminal Intelligence
Database (ACID), the agency’s premier law enforcement
business-to-business product. Outcome: The product launch
at the end of July attracted National media coverage and
significantly raised the profile of ACID amongst the National
law enforcement community.
______________________________________________________________________

COMPANY NAME ASI Solutions
Start Date to End Date February 2008 – April 2008
Position Held Consultant Senior Business Analyst/Bid Manager
Responsibility Assess current work practices and develop new operating
model and legacy documents. I was engaged by ASI Solutions
to examine current work practices, current business strategy,
available resources, and business capacity in order to support
their tender process for major Government contracts.
Outcome: ASI was successful in winning a major
government tender for the provision of data warehousing
services
_____________________________________________________________________
COMPANY NAME Department Agriculture, Fisheries & Forestry (DAFF)
Start Date to End Date October 2007 – December 2007
Position Held Consultant analyst
Responsibility Develop new model of high-level performance reporting
consistent with Australian National Audit Office (ANAO)
best practice Based on my experience in the areas of
evaluation and performance management, I was engaged by
DAFF to conduct some initial analysis of their performance
reporting framework, and to propose a revised model that
addresses particular concerns identified in recent ANAO
reviews
Outcome: A new high-level performance reporting
framework that addressed the concerns of senior executives
was implemented in December.
_______________________________________________________________________

COMPANY NAME Department Education, Science & Training
Start Date to End Date September 2007 – February 2008
Position Held Consultant Analyst
Responsibility Deliver workshops and facilitate focus groups on the of key
performance indicators for measurement against outcomes.
Based on my experience working with DEST on previous
contracts, I was re-engaged on a part-time basis to deliver data
clinics that assist managers to develop key performance
indicators, and data collection mechanisms that allow them to
report their achievement against business outcomes and
objectives.
Outcomes: I produced a suite of reference material that
could be utilised by all areas of the Department in developing
performance metrics at any level of the organisation, and
senior executive were convinced of the value in using reliable,
consistent performance indicators when reporting against
Departmental outcomes.
_______________________________________________________________________
COMPANY NAME Medicare Australia
Start Date to End Date March 2007 – September 2007
Responsibility Develop Proposals and Business Cases for Medicare Online
Services in support of the introduction of the proposed
Access Card. As one of the central agencies providing
significant strategic and technical input to DHS, Medicare
Australia sought proposals and business cases from all
business areas affected by the Access Card.
Outcomes: Despite the ultimate demise of the Access Card
project with the change of government, a clearer picture of
how agencies can operate in a business-to-business and
whole-of-government framework was established, and a suite
of legacy materials exist for likely future collaboration
between agencies providing social services.
_______________________________________________________________________

COMPANY NAME Child Support Agency
Start Date to End Date January 2007 – March 2007
Responsibility Develop business requirements for the New Service Delivery
Initiative (NSDI). The Child Support Agency (CSA) was
undertaking a significant change management program in
order to provide an enhanced level of customer service whilst
maintaining its reputation for efficient work practices.
Outcome: A new model of team support was implemented
in combination with an improved telephony and management
reporting system
_______________________________________________________________________
COMPANY NAME Department Employment, Science and Training (DEST)
Start Date to End Date August 2006 – January 2007
Position Held Project Manager/Evaluation Consultant
Responsibility Manage the evaluation of a major DEST programme in
accordance with DoFA guidelines for reviews of lapsing
programmes. The Workplace English Language and Literacy
(WELL) programme is responsible for the Australia wide
delivery of workplace-based language and literacy training for
business and government enterprises. WELL was scheduled
for review under the Department of Finance guidelines for
lapsing programmes.
Outcome: As a consequence of my work on this, and other
DEST projects, I was jointly awarded the 2006 annual
Secretary’s Award for Excellence in “…positioning DEST as
the lead agency in the APS for evaluation practice, through
strong client focus and a ‘can do’ ethos, enabling DEST to
meet emerging challenges in programme evaluation across the
department.”
_______________________________________________________________________

COMPANY NAME ESRI Australia
Start Date to End Date April 2006 – August 2006
Position Held Consultant Senior Project Manager/Tender Writer
Responsibility Manage a nation-wide software implementation within the
Australian Defence environment. A business consortium of
stakeholders including SAAB, ESRI United States, and ESRI
Australia was developing Defence specific Geospatial
Information System (GIS) solutions. Development teams are
located in the US, Canberra, Melbourne, Brisbane and
Adelaide and my role was to coordinate activities within these
development teams and ensure the final product is delivered
in accordance with the requirements established by Defence.
Outcome: The Battlemap project was successfully delivered
on time and budget with the consortium securing additional
geospatial project work as a consequence.

COMPANY NAME Department Employment, Science and Training (DEST)
Start Date to End Date May 2005 – April 2006
Position Held Evaluation Consultant -
Responsibility Evaluate the $2.5m Framework for Open Learning
Programme (FOLP) in accordance with DoFA guidelines for
the review of lapsing programmes. FOLP is responsible for
funding cross-sectoral innovative developments on the use of
ICT in education, and for collaborating extensively with other
government agencies, committees and steering groups at a
National level.DEST programmes in
_______________________________________________________________________
COMPANY NAME Health Insurance Commission
Start Date to End Date January 2005 – May 2005
Position Held Business Analyst/Training Documentation Writer
Responsibility Examine current processes of SAP financial reporting and
control and advise options for improvement; write training
and user manual documentation to support HIC SAP
functional changes; develop functional specifications for new
SAP financial modules
_______________________________________________________________________
COMPANY NAME National Museum of Australia
Start Date to End Date December 2002 – January 2005
Position Held Consultant Project Manager/Instructional Designer -
Responsibility Managed the Studies of Australia 1 project that developed
innovative web-based educational materials for all primary
school students in Australia and New Zealand; write the
content for the 20 learning objects that define what it means
to be Australian through the use of a range of historical and
cultural materials; deign the interfaces and screens that
conformed to W3C and usability best practice, presented a

workshop on the use of learning objects at the Museums and
the Web conference in Washington and New York that won
an international best of the web award for usability and design
COMPANY NAME Morison and Wall Interactive
Start Date to End Date September 2001 – November 2002
Position Held Business Development Manager
Responsibility Establish new and service existing clients. Market services and
skills of Morison and Wall Interactive. Develop innovative
multimedia solutions in consultation with clients and manage
project from start to finish. Write overall business and
communication strategy documents. Write press releases and
marketing materials. Write exhibition content and develop
user interfaces for a public audience. Establish new and
maintain existing business partnerships
COMPANY NAME Catalyst Interactive
Start Date to End Date July 1999 – September 2001
Position Held Instructional Designer/Business Development-
Responsibility Establish new, and service existing, clients; market services
and staff of Catalyst Interactive; write online training
solutions in consultation with client, and manage projects in
accordance with Quality Management ISO 9001 procedures
from start to finish, Design screens and interfaces that
conform to best practice for accessibility and usability, write
marketing materials and media releases
COMPANY NAME Australian Institute of Health and Welfare (AIHW)
Start Date to End Date July 1997 - July 1999
Position Held Consultant Data Analyst, Disability Services
Responsibility Development of IT end user application reporting and
documentation, data management, and providing Help Desk
support.
COMPANY NAME Department Employment, Training and Youth Affairs
(DETYA)
Start Date to End Date Jan 1993 - October 1996

Position Held Project Manager, Financial Management Information
Systems - permanent
Responsibility Project Manager for DETYA’s Resource and Running Costs
Information System (RCMIS), Project Manager for
Continuous Improvement and Benchmarking study
COMPANY NAME Australian Bureau of Statistics
Start Date to End Date July 1984 - Jan 1993
Position Held Developer for the ABS’s Staff Budgeting System (BUSY)
and the Human Resources System (NOMAD), Finance
Officer for the 1991/92 Census of Population and Housing
- permanent
Responsibility Applications and reports developer for both BUSY and
NOMAD, Manage the Finance group for the 91/92 Census.
Awarded an Australia Day medal in 1992

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