Organisation: Main Roads Western Australia Heavy Vehicle Services Directorate
Job Title: Project Officer Business Performance
Word Limit: Maximum of one page per criterion
Location: Redcliffe
Business processes, including performance measurement and reporting
Throughout my 12 year career with Main Roads Western Australia (MRWA) I have gained
extensive skills, knowledge and experience in regards to business processes, including
performance measurement and reporting. I have a strong record of involvement in strategically
planning and developing innovative business processes, as well as improvements which have led
to increased productivity and efficiency. My achievements demonstrate my consistent support of
departmental objectives, and I regularly seek opportunities to develop my skills in order to
contribute to MRWA strategic direction.
In my current role as Business Services Coordinator, I am responsible for the management of the
funding program for the Concessional Loading Bulk Products Scheme (CLBPS) in the Pilbara region.
The CLBPS was designed to reward mining operators that demonstrate consistent loading controls
and efficient practices under MRWA approved auditable loading procedures. Operators must
purchase a permit to operate certain types of Restricted Access Vehicles which grant access to
these vehicles to certain parts of the road network under specific operating conditions. Upon
commencement of this role the scheme was reasonably small, with only one operating mine
participating in the region. As a result there was no process in place as to the management and
monitoring of the program, and there were no methods in place in order to effectively predict the
projected revenue per annum. Eager to inspire a sense of direction, I took initiative and designed
an effective business process for the scheme. This involved utilising revenue data from the
previous year to set the estimate for the next year, as well as closely monitoring figures and
providing regular reports to Head Office in regards to how the revenue was spent. In order to
effectively maintain stakeholder relationships, I additionally send regular reports to the mining
companies regarding how the revenue has been spent, and thanking them for their continued
support in the scheme. This has ensured that my dealings with them regarding payment of
invoices have remained productive. The scheme has now grown to have nine mining operators
participating and collects over $10 million in contributions per year. As a result of the business
processes that I had previously implemented, the growth has been manageable, particularly in
regards to performance measurement and reporting standards.
While undertaking the role of Business Services Manager, I designed and implemented the
Business Plan for the Pilbara region. To ensure that the plan captured the region’s role and
objectives, I undertook a rigorous planning process involving identifying the risks for the region
and identifying initiatives that could be developed and implemented to minimise the risks, as well
as create opportunities for the region. As part of the initiatives and actions, I carried out workforce
planning with the Regional Manager. This involved a methodical process that clearly documented
the directions in which the region was heading and provided a tool for making human resource
decisions immediately and into the future in order to continually meet departmental objectives.
Following this we conducted a review of the current workforce on a per position level which
enabled us to anticipate change and put strategies in place to ensure the department was not
caught out and left ill-equipped to meet the departmental objectives. As a result of the workforce
planning, we identified the need to increase skills and knowledge in core functional areas and it
was my responsibility to communicate this initiative to the staff, as well as the actions they were
required to take to successfully meet the initiative. This was monitored through quarterly
performance reviews to ensure that all staff was meeting the set key performance indicators, and
to initiate further assistance if required.
2. Research, analysis and problem solving
My current and previous roles with Main Roads Western Australia (MRWA) have required that I
utilise my professional expertise in research, analysis and problem solving on a daily basis.
Throughout my career I have demonstrated my experience in the research, analysis and
preparation of data reports and papers, which have been utilised at management level, as well as
for providing information to stakeholders and the general public. I am meticulous and have a
thorough understanding of MRWA processes, as well as how to efficiently resolve problems
through process analysis and systematic thinking. When resolving issues I endeavour to devise and
implement resolutions that are beneficial to both the department and all stakeholders involved.
As Business Services Coordinator I am responsible for the effective management $74 million in
project funding for the Pilbara region, including the region’s funding predictions performance. This
funding is broken up into budget categories, with each category allocated with individual
budgetary restrictions and timeframes. In order to ensure optimal outcomes, I have a thorough
understanding of the funding management process for each project category through constant
research and analysis of funding criteria, as well as an understanding of each project in its entirety,
including available resources and possible weather restrictions. This enables me to initiate each
project as per set timeframes and to efficiently facilitate the expenditure of road funds. In order
for MRWA to monitor funds expended to date and to enable me to make necessary
recommendations regarding any variations from budgets, I manage the Pilbara region’s
predictions performance. This involves providing accurate predictions into the Main Road
Performance Point system to accurately manage cash flow and to ensure that all government
reporting requirements are adhered to. To provide accurate predictions, I liaise closely with the
Project Budget Information System (PBIS) Project Managers in order to demonstrate that the
costto-date for each project is reflecting applicable costs, as well as to provide advice on wages
expenditure and further items. Additionally I input and review all predictions provided, and in
absence of a PBIS Project Manager, I conduct my own review by researching the status of the
project to ensure accurate predictions. As a result of my efficient research and analytical approach
to predictions, I was successful in raising Pilbara region’s standing for accuracy in the directorate
from 8th highest in 2012/2013 to 2nd highest in 2013/2014.
While undertaking the role of Customer Services Manager, I clearly demonstrated my problem
solving skills while managing a meeting between the Wheatbelt Development Commission and
Main Roads Wheatbelt South to discuss the future of the Narrogin Bypass Project. The Minister for
Wheatbelt had scheduled a visit to Narrogin; however it coincided with the absence of the
Regional Manager and the Senior Project Manager who had direct involvement with the project.
To ensure the meeting was successful, I took initiative and provided support to the Acting Regional
Manager by undertaking a range of comprehensive research tasks to make certain that he was
aware of all issues prior to meeting with the Minister. This included sourcing previous meeting
minutes, liaising with Project Managers, staff and contractors in order to seek current project
status (including achievement of project elements and milestones), establishing MRWA’s position,
as well as identifying all previous and current funding approvals and financial allocations. I
compiled and presented the information to the Acting Regional Manager, and additionally
attended the meeting to provide continued support. My actions resulted in the confidence of
MRWA being able to discuss all issues with the Minister, and as a result he was impressed with our
professionalism and integrity with dealing with the discussed issues.
3. Project management
I have a record of accomplishment in project management, including the delivery of quality
outcomes with limited direction or supervision, whilst ensuring closure and delivering on indented
results and commitments. In order to meet the strategic direction of Main Roads Western
Australia (MRWA), I utilise formalised practices while improving on efficiency, and when delegated
with a project, I undertake a view in the context of the objective and direction of the department.
This assists in understanding and shaping the outcome that I seek, even before attempting the
task, and provides me with a platform to work with staff and stakeholders to translate the
strategic themes and priorities from the task into efficient business processes and outcomes.
As Better Business Coordinator for the Regional Services Directorate, I have utilised my project
management skills and expertise to drive 18 Better Business projects. The focus of these projects
has been identifying both short and longer term efficiencies to be gained in the way in which work
is carried out, what the overall priorities should be for resourcing and sustaining organisational
capability, and to enable MRWA to play its crucial role within the Transport Portfolio and as a key
infrastructure agency. My responsibilities have involved identifying Key Efficiencies Outcomes for
Budget and Full Time Equivalent savings, as well as providing assistance to implement projects and
to ensure that they are closed-out as per project plans. My project management achievements are
evident in the successful close-out of Better Business 70 and 71. These projects involved reviewing
the effectiveness of current tools for monitoring preparedness for delivery of programs and
options for improvement, as well as critically reviewing contributing factors to under delivery of
the 2008-09 Program to identify where improvements can be made. Throughout the processes I
was required to provide updates to the Executive Director and the Better Business Team, as well
as provide updated monthly reports for the Corporate Executive Meetings. My successful project
management of the Better Business initiative contributed to the refocus of MRWA and its ability to
deliver 2k12 initiatives in the most efficient way while facilitating MRWA’s strategic direction in
assisting to deliver the Government’s goals.
My project management skills were additionally demonstrated through the successful and
effective delivery of the William Bridge Replacement Project Community Workshop in 2008. I was
responsible for managing the delivery of the workshop as part of the community engagement
process relating to the proposed replacement of the bridges at Coalling Brook and Williams River
on the northern and southern entries to the Williams Township. It was held to consult with and
involve stakeholders, as well as to better inform MRWA in regards to bridge replacement and
associated road alignment options. Fifty-six people were involved in the workshop, representing a
range of stakeholder groups, including local business owners, town residents, local Government,
shire residents and farmers. Although participants brought differing views to the workshop, I
ensured that they were discussed in a spirit of consensus and shared understanding, which
contributed to the overall success of the workshop. My overall success was a result of my in-depth
initial planning and scheduling of the workshop activities and milestones, including all resource
needs, as well as facilitating a question and answer session following a formal presentation.
Participants were able to discuss their thoughts and concerns with others, and still have their
questions answered. Importantly, the process ensured that no one person dominated the
proceedings, and that everyone had a chance to be involved. Subsequent to the workshop, I was
responsible for compiling the Community Workshop Report for submission to Head Office. As a
result of my effective and efficient project management skills, I received a letter of commendation
from the Project Facilitator.
4. Facilitation
Throughout my career with Main Roads Western Australia (MRWA) I have assumed a high-level of
responsibility that has demanded exceptional facilitation skills. I utilise my skills to guide and direct
key aspects in relation to MRWA through working with key stakeholders within meetings, planning
sessions, as well as coaching and training colleagues. As an effective facilitator, I focus on the
outcome, how the stakeholders participate and interact, as well as the process as a whole. While
achieving the goals and outcomes is of utmost importance, I additionally ensure that the process is
sound, all participants are engaged, and that the experience is the best it can be for all
stakeholders.
My facilitation skills are best demonstrated through my management of the Regional Road Group
which comprises four elected local government councillors, or members, with one elected
member from each of the four affiliated sub-groups. The purpose of this group is to distribute the
annual Total Local Roads Project funding which is allocated to projects submitted from each
subgroup’s respective councils. Only projects which have been endorsed by the relevant Regional
Road Group sub-group are eligible for funding, and with due consideration for conditions
associated with minimum and maximum allocations for each sub group, all projects are fully
funded to the limits of the sub-group’s annual local road project allocation. To achieve predication
accuracy for the project funding allocation, I facilitate Regional Road Group forums in order to
understand the status of projects against financial reimbursement milestones that enable claims
to be made and payable by MRWA. This includes an open budget discussion where we review the
funding terms and criteria, as well as discussion regarding potential projects and advice provided
by myself on how the group members can best maximise their funding. In one instance, a Local
Government representative presented me with a strategic road network project in Karratha after
identifying that if they could access additional funding through the Regional Road Group they
could deliver the project in its entirety. This would mean however, that other members in the
group would receive a reduced amount of funding. In order to progress with the funding request, I
facilitated discussions between Karratha, MRWA Head Office, as well as the Western Australian
Local Government Association to recommend the plans, and held an additional forum discussion
with the Regional Road Group to negotiate the funding. My facilitation and negotiation skills
resulted in gaining the support of the Regional Road Group, as well as all stakeholders involved in
approving the funding.
In addition, I have demonstrated my facilitation skills through my constant harnessing of
information and opportunities when performing my day-to-day duties and working diligently to
enable the improvement of existing practices to increase efficiency. This was evidenced in my
establishment of a revised Integrated Service Agreement (ISA) monthly claim which resulted in
increased transparency, improved financial data management and ongoing improvement. I had
identified a need for the ISA payment process to be streamlined, as well as cost allocation on both
the Integrated Service Partner (ISP) and Main Roads system to be accurately reflected in both of
the financial systems and that the key took to making this possible would be an ISA monthly claim.
Essentially, the cost breakdown within each claim required improvement to ensure that both
parties were reflecting the same cost-to-date on delivery items. To achieve this I collaborated with
the ISP Maintenance and Commercial Managers to re-establish a template that was both
functional and effective. I utilised this opportunity to explain how MRWA financial systems
operated, as well as educating them on the reporting requirements. In addition, I highlighted the
importance of accurate historical financial data for budgetary reasons, as well as applications and
asset value and how the new ISA monthly claim would facilitate that.
5. Building and enhancing stakeholder relationships
My skills include a natural ability to be a resourceful team player who forges positive working
relationships with colleagues, and as a result I am well respected by those around me. Adept at
building rapport with multi-tiered internal and external stakeholders, I have consistently built
quality relationships that cultivate collaborative work practices and meet organisational
objectives. Throughout my career with Main Roads Western Australia (MRWA) I have
demonstrated myself to be an active team member with a record of accomplishment for working
flexibly, collaboratively and effectively to contribute to the achievement of section, business and
corporate goals.
I take a proactive approach to forging communication links and enhancing interactions, as
demonstrated with my relationship with the department’s Integrated Service Partner (ISP)
Leighton Contracting. Through open and transparent communication I have nurtured a positive
relationship, free of animosity. This has assisted in increasing efficiency with the financial
management of Minor Capital Works, and has facilitated the opportunity for me to provide sound
advice on cost allocation. Maintaining communication additionally assists with my ability to gain
sound knowledge of key deliverable items that are undertaken throughout the life of a project,
including survey, environment and heritage, materials, design, general items, earthworks,
drainage and pavements. Additionally throughout my career, I have taken the time to get to know
and build relationships with colleagues from other directorates. This has been instrumental in my
contributions to internal teams, and has resulted in enhanced productivity and achievement of
workplace objectives. I have been commended by senior managers on my professional and
approachable demeanour, as well as my well-developed internal relationships.
Throughout my career with MRWA, one my most important roles has been to nurture business
relationships with Local Government Representatives through Regional Road Groups. These
relationships nurture a collaborative approach in maintaining and improving the 150,000
kilometres of State and Local Government roads in Western Australia, and ensure that the most
efficient and effective use can be made of the limited funds available for roads and that the best
possible outcomes are achieved. Additionally, they ensure local involvement in the decision
making around the application of these funds. Building and enhancing strong relationships with
the group members has been imperative to ensure sound recommendations to the State Road
Funds to Local Government Advisory Committee in relation to the Annual Local Government
Roads Program for each region, as well as any other relevant issues. They additionally enable me
to negotiate and encourage the representatives to apply for funding that will best meet MRWA
strategically initiatives.
Recognising the importance of building and enhancing relationships with members of the
community, I have worked closely with RoadWise staff and Local Shire Councils in order to
increase community support, partnerships and cooperation in achieving the objectives of the
Western Australian Road Safety Strategy. This has involved acting as a MRWA representative at
the Narragin Shire Show where I have offered information pamphlets and handouts to community
members regarding various road-related topics, including safe travel through road works, as well
as any upcoming projects where there is expected to be significant impacts that affect the
community or where there is potential for enhancing community outcomes. Working closely with
external stakeholders and customers ensures that MRWA directions and commitments are open,
accountable, fair and flexible.
6. Policies and practices on Occupational Safety and Health, and on EEO, diversity and equity
Through my 12 year career with Main Roads Western Australia I have developed a thorough
understanding of policies and practices on Occupational Safety and Health (OSH), as well as equal
employment opportunities (EEO), diversity and equity. I actively promote OSH, equity and
diversity in the workplace and foster an inclusive environment for all staff and the broader
community. I strive to create an environment which celebrates diversity, free from all forms of
discrimination and harassment which recognises, utilises and values the knowledge, skills and
abilities and ideas of all staff, irrespective of race, ethnicity or religion, education level,
socioeconomic background, age, disability or family responsibility.
This was clearly demonstrated when I was undertaking the role of Business Manager. I had a staff
member who had been off work with Murray Valley encephalitis virus and as a result of the virus
he had acquired brain injury. Working closely with Work Cover Western Australia (Work Cover
WA), I focused on the staff member’s rehabilitation and return to work strategies to assist him to
make an early and safe return to work. I worked with Work Cover WA, as well as the employee to
develop a Return to Work Program which incorporated clear goals and actions to be taken to
enable the employee to return to work. This included having railings installed alongside the steps
in the building, and ensuring the employee’s working environment was safe and clear of hazards
at all times. During the development of the Program, I ensured that the employee had a say on
what would work best for him, which encouraged his commitment to the Return to work Program,
as well as increased the likelihood of its success. I listened to his suggestions and any concerns that
he had, and incorporated his input wherever possible while being clear about the options
available. My involvement in this process ensured that a return to work focus was maintained in
adherence to EEO, diversity and equity policies and procedures. Additionally it assisted the
employee with retention of his skills, knowledge and experience, and prevented him from feeling
isolated from the workplace.
Additionally, I have had the opportunity to gain a unique insight and perspective on OSH policies
and practices with Main Roads Western Australia (MRWA) while undertaking the role of Project
Officer in the Regional Services Directorate. While in this role, I successfully implemented the
Personal Protective Equipment (PPE) and Clothing Requirements Safety Practice Policy for the
Regional Services Directorate. This involved researching the PPE clothing market to identify the
best suited products, while taking into consideration the varying conditions that MRWA
employees encountered across the state. This made the selection and implementation process
challenging, and it was imperative that I considered the multiple facets of tasks being performed
to ensure that the PPE would not create any counterproductive obstacles. I overcame this through
working closely with three different suppliers to ensure capabilities that could service a State
Government organisation with varied regional locations. Following this I executed a trial of the PPE
with various regional staff members and formulated a survey to effectively capture the
performance of samples provided by the suitable suppliers. Subsequent to the trial, I compiled the
survey results and provided the key observations to the Executive Director and the Working
Group. Utilising the results, the group were able to make an operational effective decision to assist
with the implementation of the Policy.
