resume - tpg telecomusers.tpg.com.au/jadhoo/resources/john d'hooghe resume.doc · web...

John D'Hooghe Resume

John D'Hooghe

Over 20 years IT and Accounting experience

Bachelor of Business (Accountancy/IT), QUT, 1983

CPA Fellow

CPA Microsoft “Management of Information Systems” award winner 1994

Qld Proctor – Mensa Australia

Project Management

Strategic planning

Knowledge Management

Change Management

Business Process Re-engineering

Business Analysis (financial systems and business systems)

Finance & Accounting

Experience in large Organisational Change projects, Financial Systems, Knowledge Management and Shared Services.

Fluent in French

3 Sugarwood Place, Cornubia, QLD 4130Mobile: 0411 885869Email: [email protected]

Index of pages in application

KEY PROFESSIONAL COMPETENCIES....................................................2

EMPLOYMENT HISTORY............................................................................3

SUMMARY OF EXPERIENCE......................................................................5

document.doc 20/05/2023 of 17

Key Skills

Other capabilities

Contact


KEY PROFESSIONAL COMPETENCIESChange Management Strategic Consulting

Business Process Re-engineering Knowledge Management

Accounting Stakeholder Management

Negotiation Marketing

Scheduling System Analysis

Project Direction System Integration

Project Management Team Building

Development Management Testing Management

Quality Management Testing Strategies

Implementation Management System Evaluation

People Management Business Improvement

High-level Report Writing Strategic Planning

Business Analysis Configuration Management

Business Continuity Planning User Interface Design

Cross-cultural Diplomacy System Implementation

Asset Management Technical Trainer

Documentation Data Conversion



EMPLOYMENT HISTORYDialog IT

Flight Centre Ltd Oct 2004 - Date

Full Throttle Transform FinanceGlobal Information Management Project Consultant

Dialog Pty Ltd Oct 2003 - Oct 2004

Account Executive

Dialog Pty Ltd Jul 2003 - Oct 2003

Manager Collaborative Solutions (IBM)

Shared Service Implementation Office Mar 2003 - Jul 2003

Project Manager (CorpTech)

Queensland Treasury Oct 2001 - Mar 2003

Project Director (K-economy)

Dialog Pty Ltd Apr 2001 - Oct 2001

Business Improvement Consultant

Market Rise International Nov 2000 - Apr 2001

Commercial Director

Dialog Pty Ltd Aug 2000 - Nov 2000

R&D Manager and Senior Strategist

Environmental Protection Agency Apr 2000 - Oct 2000

Project Manager – Waves on the Web, STEPS, MADS projects

Queensland Treasury Jan 99 - Apr 2000

Project Manager – Software Asset Mgmt, Y2K, Netware Upgrade

Brisbane City Council Aug 98 - Dec 98

Implementation Manager – Integrated Development System

Queensland Treasury Mar 98 - Aug 98

Project Manager – Office

Queensland Fisheries Management Authority Feb 98 - Apr 98

Project Manager – Licensing Financial Process

Motor Accident Insurance Commission Jan 98 - Mar 98

Project Leader – IT Infrastructure Strategy

Queensland Rail Sep 97 - Jan 98

Project Advisor – Mgmt System Technical Safety Standards

Project Manager – Safety Management Reporting

Consultant – Management Accounting System

Cognos Authorised Training Centre Mar 97 - Jul 98

Course Director (Part-time)

Queensland Fisheries Management Authority Apr 97 - Jun 97

Project Manager – Financial Management System

Brisbane City Council Apr 97 - Jun 97



Business Analyst – Radar Project

Main Roads Department Oct 96 - Sep 97

Project Manager – Plant Hire Services

Queensland Treasury Jul 96 - Sep 96

Consultant - Review of Collaborative Work Practice Needs

Queensland Transport Principal Advisor (Systems Research and Development)

Principal Financial Project Manager (FiMS, FMF)

Senior Financial Project Manager

Principal Manager (Accounting Systems)

Senior Advisor (Accounting Systems Development)

Manager (Accounting Policy and Reporting)

Internal Operational Auditor

Nov 89 - Jun 96

Department of Harbours and Marine Assistant Accountant

Senior Computer Systems Officer

Dec 83 - Nov 89

Department of Employment & Industrial Affairs EDP Officer

May 83 - Dec 83



SUMMARY OF EXPERIENCE Flight Centre LtdProject Consultant – Global Operations October 2004 – Current

Flight Centre Ltd (FCL) is a publicly listed Australian company specialising in travel. They are headquartered in Brisbane, have offices around the world and employ approximately 7,000 people. The organisation is dynamic and is growing rapidly.

FCL uses a range of computer systems to support the various aspects of selling travel.

I worked on two key global projects at Flight Centre in the role of Project Consultant.

The development of an MIS with data warehousing and business intelligence capability is an element of FCL’s information management (IM) strategy. The IM Strategy will lead to better use of quality information in the management of the business.

I developed FCL’s Global Information Strategy based on 6 key principles (which were linked to FCL’s three “purposes”).

I facilitated the selection and procurement of MIS tools (including Business Intelligence, metadata, ETL. KPI management and web reporting) and planned the activities for the development and dissemination of Information Standards

On the Full Throttle Transform Finance initiative I led a team of business process analysts to document Flight Centre’s current Finance processes.

The scope included the following functions within 6 countries: Record to Report Purchase to Pay Order to Cash Payroll External Reporting Control Planning Management Reporting Decision Support Expertise Finance Function Management

My team identified process improvements and researched best practices.

Quick wins were delivered by specialist implementation teams.

Best practices were evaluated against the Full Throttle objectives and Flight Centre’s unique philosophy.



Dialog Information TechnologyAccount Executive October 2003 – September 2004

As an Account Executive, I was responsible for providing IT professional services to key Queensland clients. This involved a mix of new business development and account management. His portfolio of clients included Queensland Transport, Anglo Coal, Origin Energy, Ergon Energy, Department of Employment and Training and QLeave.

My role covered:

Relationship contact with Senior and Middle level management

Establishment of engagement guidelines Setting and monitoring performance criteria

Resource planning together with client Recruitment of consultants

Management of Dialog personnel Management of Dialog’s performance to contract requirements

Initial point of contact for resource requests and issues Forecasting sales and identifying new business opportunities.

I had access to over 350 consultants to structure solutions for his clients. All consultants within my portfolio reported to him. I undertook performance reviews and in conjunction with each consultant developed a training and development plan.

My focus on building relationships based on honest communication and mutual benefit earned high accolades from his clients and was reflected in excellent scores in Dialog’s Customer Satisfaction Surveys.

Dialog Pty LtdManager Collaborative Solutions Jul 2003 – Oct 2003

As Manager Collaborative Solutions, I was responsible for the Service Delivery of all Collaborative Solution projects in Queensland. The majority of these projects involved the IBM Solutions Set (i.e. Lotus Notes, Domino, WebSphere, Rational and DB2). A team of 25 ICT professionals reported to me. I also provided support to Dialog’s offices in Darwin, Sydney and Melbourne.

My focus was on maintaining the high-level relationships between Dialog, IBM and our clients. At times this can require extensive negotiation and business acumen.

Setting and achieving Key Performance Indicators (including revenue targets) was a key task.



Shared Service Implementation OfficeProject Manager (CorpTech establishment) Mar 2003 – Jul 2003

The objective of the Shared Service Initiative is to achieve efficiencies by restructuring the way Corporate Services (e.g. Financials, HR, Procurement) are delivered within Queensland Government. The change involved the creation of five new Shared Service Providers and an Applications Service entity called CorpTech.

I assisted in implementing the Shared Service Initiative within Qld Government and was responsible for establishing the Corporate Technology Office (CorpTech). I focussed on funding, business processes and workforce transition.

I managed the quarantining process which identified the assets, liabilities, resources and expense items which needed to transfer to CorpTech from 23 Agencies. I provided input into the preparation of Operating Level Agreements and assisted in the review of GST impact. I also analysed the value of Intangibles (i.e. System Assets) and prepared a recommendation on the transfer of other assets (e.g. PCs).

I contributed to the development of workforce transition processes and the establishment of the CorpTech business entity within SAP.

I developed the initial concept for CorpTech’s SharePoint intranet site. Collaboration and knowledge sharing were key themes.

Queensland TreasuryProject Director (K-economy) Oct 2001 – Mar 2003

As Project Director (K-economy), I was responsible for several significant change initiatives which improved information management and knowledge sharing across the Treasury portfolio. The long-term vision of the K-economy initiative was to create an organisation that is driven by information and knowledge sharing and generation, which improves work practices for staff, improves results for clients, and increases attractiveness to potential employees and clients.

One major project was the sourcing and implementation of an Electronic Document and Records Management Solution. The integration of the solution into the organisation's business process was the key to the successful delivery of the solution. My team used IDS Scheer’s extended Event-driven Process Chains (eEPC) to model the business processes.

Another project was the design and deployment of Office XP, Windows XP and Novell ZENworks to over 900 users.

I also oversaw the cultural change aspect of the project. My team identified knowledge sharing performance indicators, factors which would increase knowledge sharing and knowledge sharing competencies. My ability to link and communicate with all areas of Treasury was a key factor in the success of the project.

Dialog Pty LtdBusiness Improvement Consultant Apr 2001 – Oct 2001

In this role, I was instrumental in improving Dialog’s internal systems and assisting consultants and Account Managers. I undertook a full review of Dialog’s national Performance Measurement and Reward System. The review covered processes, supporting



systems, roles and participant's perceptions. I significantly improved the system and developed an awareness program.

Market Rise International Pty LtdCommercial Manager Nov 2000 – Apr 2001

Market Rise International (MRI), is a Joint Venture with the Chinese Government and is constructing China’s leading B2B e-commerce site. MRI is also providing e-business services to large Chinese corporate organisation and government entities.

As Commercial Director, I managed two large project teams (E-Hub Technical and E-Hub Business) to deliver the B2B e-commerce site. My E-Hub Technical team analysed current B2B sites (eg. VFM, FoodTrader), e-commerce platforms (eg. Commerce One, ARIBA), e-commerce tools (eg. IBM WebSphere, MS .Net, BEA WebLogic, SUN iPlanet), payment systems (Bolero, QSI, SurePay) and developed an e-commerce blueprint based on the client’s vision. My E-Hub Business team researched supply chain providers (eg. CargoNow, SGS, COFACE), established partnerships, prepared marketing collateral and devised pricing models and support models. I gained a good understanding of supply chain processes including exporting and importing practices.

I also represented MRI as their Vice-President (Operations). In this role, I travelled widely through China and met with Senior Chinese Government officials, Chinese IT companies and Chinese agricultural producers.

Dialog Pty LtdR & D Manager and Senior Strategist Aug 2000 – Nov 2000

I managed several Research and Development projects. Examples of projects were:

Palm Pilot, Mobile phone, email interface and Web site generator (using FrontPage and Visual Basic) for a large commercial HR system.

Palm Pilot interface for a Records Management systemI am a member of Dialog’s Quality Management Review Board. In this role, I continually review the effectiveness of the company’s Quality System and initiate projects to improve it. I also undertook Project Reviews and Staff Recruitment and Retention activities.

Environmental Protection AgencyProject Manager Apr 2000 – Oct 2000

The Environmental Protection Agency (EPA) is responsible for the effective management of Queensland’s environmental resources, including National Parks and Wildlife. I managed several projects at the EPA.

Waves On the Web (WoW)The system gathers data from 10 Waverider buoys situated off the coast of Queensland. The data (wave height, water temperature and wave direction) is then displayed on a public web site together with statistical plots. The system uses PERL scripts and static HTML.



Statutory Environmental Protection Standards (STEPS)The system uses web-based technologies with an Oracle database. An innovative graphical flowchart is used to navigate through the system. STEPS provides all EPA staff with an effective method to access all Quality Management System elements including low-level procedures and resource material.

Mining Application and Decision System (MADS)MADS enables EPA staff to process Mining Development applications co-jointly with the Department of Natural Resources and Mines. A task management module allows EPA officers to manage their daily tasks and allows for management reporting. An interface with a Geographical Information System (GIS) was incorporated into MADS.

Queensland TreasuryProject Manager Jan 1999 – Apr 2000

I managed several strategic projects for Queensland Treasury.

Software Asset Management Project Jan 2000 – Apr 2000The objective of the Software Asset Management project was to ensure that:

Queensland Treasury met its legal requirements regarding software licensing Software continued to assist clients and provide features which enhanced

productivity Funds were not wasted on purchasing licences that were not required

Clients and IT staff could easily ascertain which products were Authorised Software Unauthorised software and older software versions were not available for use on the

Treasury network.I wrote the functional requirements, designed the system and oversaw its development. The system included scanned purchase orders, links to SAP and software metering.

Y2K Hardware and Software Project May 99 – Apr 2000The objective of the Y2K hardware and software project was to identify, test and develop Y2K solutions for software and hardware. My team was also responsible for undertaking sociability testing and developing and monitoring upgrade plans.

As Project Manager, I employed a risk management approach to the task. The risk matrix was reviewed weekly. Due to the timeframe, tight control was maintained over testing resources. My team successfully tested and resolved over 1300 hardware items and over 100 software items.

Novell Network Phase 2 Project Jan 99 – Apr 99My team successfully upgraded fifteen servers and over 600 users to NetWare 4.11. They also implemented several enhancements to the Treasury network including Disaster recovery and Antivirus measures. I ensured the technical team remained focussed on outcomes and reviewed design decisions against Queensland Treasury requirements.



Brisbane City Council Implementation Manager Aug 98 – Dec 98

Brisbane City Council administers the largest local government body in Queensland, with approximately 800,000 residents, 360,000 properties and an annual budget of $3 billion.

I undertook the role of Implementation Manager on a large Integrated Development project. I was responsible for system integration (Proprietary system, Oracle, Word 97, Access 97, Crystal Reports and Visual Basic 5). I managed the data conversion of several legacy systems and the development of the Correspondence Management module (Word 97, Access 97 and Oracle 7).

I also provided support to end-users and managed stakeholder expectations through regular formal and informal contact. I successfully devised a rollout strategy, which minimised risks and met corporate imperatives. I sourced, coordinated and monitored resources in the rollout to over 500 users in 28 locations. I oversaw the Go Live period and evaluated the pilot.

Queensland Treasury Project Manager - Office 97 Deployment Mar 98 - Aug 98

I was chosen by Queensland Treasury to champion their transition from various information office tools to a Microsoft solution (Office 97). Microsoft Solutions Framework was chosen as the project methodology. I undertook the Product Management and Logistics Lead roles.

My team successfully remotely installed Office 97 on over 700 workstations. Training, stakeholder communication, document and template conversion, full integration testing and helpdesk support were encompassed in the project.

I was personally responsible for developing and marketing the project’s vision and scope. I prepared and monitored the three-month deployment plan. I managed all internal and external communications and surveyed end-users through an innovative Lotus Notes database. The database was used to measure the six Critical Success Factors, which I negotiated with Treasury stakeholders.

Queensland Fisheries Management Authority Project Manager - Licensing Financial Processes and Interfaces Feb 98 – Apr 98

I analysed and prepared a requirements specification for the interaction of QFMA’s new financial system (Finance One) and its new core application (Clients/Licensing). My experience in Finance and IT was seen as a valuable contribution to the projects. I provided input into the project management methodology and the implementation planning phase.

Motor Accident Insurance Commission Project Leader - IT infrastructure Strategy Jan 98 – Mar 98

The Motor Accident Insurance Commission is responsible for the ongoing management of the Compulsory Third Party (CTP) insurance scheme in Queensland.



The objective of the consultancy was to investigate MAIC’s current office information technology infrastructure to determine if the current environment best suits MAIC’s business needs. I analysed MAIC business needs, reviewed their existing IT infrastructure and prepared a report detailing findings and recommendations. I also provided advice on IT strategic planning.

Queensland RailProject Advisor – Management System Technical Safety Standards Oct 97 – Jan 98

The Engineering Services Division provides consultancy services and technical services to Queensland Rail Business Groups. I worked on the development and implementation of a Management System Technical Safety Standards (MSTSS). The system ensures that Engineering Services Division effectively manages the whole lifecycle of Technical Safety Standards from needs identification through to the audit of standards.

Queensland RailProject Manager - Safety Management Reporting Jun 97 – Jan 98

The Safety Division is responsible for setting annual corporate safety objectives, maintaining a corporate safety incident database and analysing safety data for trends. A key component is a bimonthly Corporate Safety Report. I analysed requirements and data sources and designed a new bimonthly Corporate Safety Report format. I then documented the process for producing the report. Additionally I produced three Safety reports.

The Chief Executive Officer and Safety Council were very pleased with the new Corporate Safety Report and found that it provided them with concise safety performance information from which strategic decisions could be made. I was also the project coordinator of a new Queensland Rail Safety Management database (ISIS).

Queensland RailConsultant - Management Accounting System Sep 97 – Nov 97

Queensland Rail’s Consultancy Services Unit provides technical consultancy services to other rail organisations and brokers the sale of Queensland rolling stock internationally. I developed and implemented their Management Accounting System, based around QuickBooks Pro. The system is fully documented and is integrated with the client’s administrative processes.

Cognos Authorised Training CentreCourse Director (Part-time) Mar 97 – Jul 98

As Course Director, I undertook all activities associated with conducting Cognos training courses, delivering courses to a broad range of participants from administration and clerical staff to executives and system administrators throughout Queensland.



Queensland Fisheries Management Authority Project Manager - Financial Mgmt System Replacement Project Apr 97 – Jun 97

I undertook a needs analysis and prepared the requirement specifications. I managed the tender process and oversaw implementation of Finance One. My experience and knowledge allowed me to address critical accounting and management issues such as developing models for interfacing with existing strategic systems and the recognition of debtors and revenue.

Brisbane City Council Business Analyst - Radar Project Apr 97 – Jun 97

The RADAR project’s aim was to develop a functional requirement specification for an asset management system. The system focused on infrastructure assets (eg. roads, drains). My role was as an Accounting and Asset Management adviser. I used my knowledge of Australian Accounting Standards and Statements of Accounting Concepts together with practical experience to address asset accounting issues (eg. valuation and depreciation).

Main Roads DepartmentProject Manager - Plant Hire Services Oct 96 – Sep 97

Plant Hire Services is a Business Unit within the Main Roads Department with an annual income of over $20M offering plant hire, technical advice and workshop services to Departmental clients and external clients (e.g. Telstra). I undertook several projects for the Plant Hire Service Business Unit:

Workshop Costing StrategyI investigated the workshop’s accounting and information needs and took particular note of the business management needs. I presented a set of options to address existing problems.

Quickbooks Workshop Information SystemI installed Quickbooks Pro in 20 sites. I designed the accounting procedures and customised the package. I developed and provided training courses, user documentation and conversion plans. The implementation was highly successful with all workshops reporting a marked improvement in the business information now available.

Workshop Operational ReviewAs part of Plant Hire Services’ continued improvement process, I developed an operational review plan. My team visited each site and ensured that procedures were being followed and provided follow-up training and coaching where necessary.

Plant Hire Service Management of Information SystemsPlant Hire Services relies on several strategic systems. I undertook a review of the organisation’s strategic direction and identified improvements to the processes used within the IT group. My recommendations covered areas such as communication with stakeholders, general IT direction, data management considerations, change control issues and organisational structure opportunities.



Queensland Treasury Project Manager - Review of Collaborative Work Practice Needs Jul 96 – Sep 96

I undertook a major review into the Queensland Treasury’s Office Information Systems. The review focused on collaborative work practices and information-sharing needs. I developed a series of interview questions and survey instruments (eg perceptions survey) and interviewed the Under-Treasurer and 15 senior executives individually. The final report provided costed technical solutions (including Groupware applications, office-suite software and use of Internet) as well as the outline of a cultural change program. I also provided advice to the Senior Management Group on major IT management issues such as outsourcing IT.

Queensland Transport Nov 89 - Jun 96

Principal Advisor (Systems Research and Development), Land Transport & Safety DivisionI led my team in the establishment of user requirements, business analysis and testing of computer systems, products and services (eg. Motor Vehicle Registrations and Driver’s License Systems).

My achievements in this position included:

Developing a Job Request System to assign and monitor the work flowing through the Unit. The system incorporated a customer feedback loop.

Developing an Early Reporting System, which identified possible system problems before they occurred.

Resolving sensitive issues with insurance companies and the Motor Accident Insurance Commission through consultation and negotiation.

Developing QA processes to gain second party certification.

Identifying and correcting major system faults and providing sound recommendations, based on risk management principles, to the Director on issues worth over $500,000.

Managing a multi-million dollar project dealing with call centres, Interactive Voice Response Units and Automated Call Distribution systems.

Developing strategies to enable credit card payments of registration renewal notices over the phone.

Delivering an integrated business systems strategy.

Improving team communication and teamwork through team building workshops and strategic planning.

Acting Principal Financial Project Manager, FMF Project; FiMS ProjectThe Financial Management Framework (FMF) Project implemented accrual accounting and ensured full compliance with Australian Accounting Standard 29. Queensland Transport faced substantial challenges in its implementation of accrual accounting. The majority of its $1.7 billion budget was spent on Infrastructure Assets.

My achievements included:



Preparing an Accrual Accounting Implementation Strategy, which drove the implementation of the SAP R/3 financial systems.

Preparing a set of Accrual Accounting Policies. The policies were consistent with the Department’s culture and management philosophy.

Producing the 1995/96 Operational and Accounting Guidelines and preparing and delivering a training package to make Divisions aware of the guidelines.

Radically altering business practices by undertaking Business Process Re-engineering with the Financial Management Systems (FiMS) project.

As Change Management Coordinator, I plotted the direction of FiMS and prepared the Change Management strategy and action plans. The plans covered communication, marketing, training, business process re-engineering, transition and risk management.

Senior Financial Project Manager, Finance DivisionI managed project teams in the development and delivery of financial management solutions. I provided research and advice in the areas of financial management and financial systems (including project management, accrual accounting, Public Finance standards, change management, process re-engineering, commercial cost management policies and contemporary financial application software).

I also became the REFINE Project Manager and undertook the following tasks:

Formulated Finance Division’s vision and to developed action plans to realise the vision.

Established the framework (policies and practices) for developing better skilled and empowered staff and introduced process reviews.

Developed mechanisms for effective internal and external communication and strategies for marketing services offered by Finance Division.

Promoted common understanding among staff of the roles, responsibilities and objectives of Finance Division.

Assisted in the development of a cyclical business planning process.

Managed the production of internal and external communication strategies (including a newsletter, brochures and audio cassette)

Acting Principal Manager (Accounting Systems), Finance DivisionI managed the Systems Development Section, the Customer Services Section (responsible for training and customer support) and the QGFMS Operations Section.

My major achievements included:

Formulating the IT strategic direction, business plans and the IT Operational Plan.

Developing the QGFMS operations area into a highly effective and client-focussed unit.

Evaluating various office automation packages and initiated a trial of GroupWise. Introduction of Computer Based Training.

Senior Advisor (Accounting Systems Development), Finance DivisionMy primary duties included:



Investigating, implementing, maintaining and reviewing financial systems.

Maintaining a knowledge base of current Public Sector accounting procedures and proprietary software applications on the market.

Assessing financial packages and developing interfaces. Investigating and prioritising competing projects and persuading clients to adopt

particular procedures, methods and strategies. Evaluating tenders and making recommendations on the purchase of financial

systems and consultancy services.


Implementing a project and task tracking system which increased client satisfaction and improved communication within the unit.

Improving the financial report production process.

Increasing the responsiveness and quality of the systems support team. Delivery of a Dishonoured Cheque System, resulting in 30% staff efficiency savings.

Reviewing and documenting the QGFMS security procedures.

Manager (Accounting Policy and Reporting), Finance DivisionMy role was to:

Develop financial administration and taxation policies, systems and procedures. Prepare the Departmental financial statements.

Develop appropriate financial delegations to facilitate decentralised operations and accountability.

Interpret and apply financial administration law and taxation law (e.g. Fringe Benefit Tax) and review Departmental compliance to minimise tax liability and avoid tax penalties.


Production of a seven key Financial Management Policy Manuals. The manuals won an Excellence award.

Implementing the QGFMS Fixed Asset module with barcode reader technology.

Introducing Quality concepts into the accounting systems area. Preparing responses on various accounting topics (e.g. AAS Exposure draft 55).

Organising the 1992 Inter-Departmental Accounting Group Conference. Developing policies dealing with a variety of topics such as purchasing, asset

thresholds and position assessments.

Internal Operational Auditor, Executive Services DivisionI undertook several complex audits (e.g. Qld Transport Customer Service Centres). I produced a Standard Audit Manual to assist auditors in performing compliance audits of Customer Service Centres. I also undertook a “scan” and risk analysis of Customer Service Centres.



Department of Harbours and Marine Dec 83 - Nov 89

Assistant Accountant, Accounts BranchI was responsible for the operations of five accounting services areas - Private Pleasure Vessels Registration, Salaries and Wages, Purchasing, Revenue and Financial Operations & Special Projects.

I prepared the 1987/88, 1988/89 and 1989/90 financial statements for the Harbours Corporation (a statutory body). This involved a consolidation of 18 business units to produce “accrual” accounting-based consolidated statements. This task required a thorough knowledge of Australian Accounting Standards and the Public Finance Standards.

My other achievements included:

Creating working guidelines for the Voluntary Rescue Endowment Scheme. Investigating financial discrepancies and negotiating with surf lifesaving clubs on

amended subsidy payments. Improving the collections system and implementing procedures which ensured that

the return on funds was maximised. Introducing the acceptance of credit cards for the payment of goods and services.

Designing customer service questionnaires to provide feedback from customers on their impressions of my Section’s services.

Improving staff productivity by enhancing several PC-based accounting systems. Re-focussing the QGFMS operations group to ensure it provided an effective and

efficient service to Departmental officers. Performing bank reconciliations, monitoring internal controls, preparing FBT returns

and other reports

Senior Computer Systems Officer, Management Services Branch I was responsible for the operations of the Computer Services Section. I liaised with clients, CITEC and IT suppliers; evaluated projects & Computer Services Officers performance and maintained IT systems.

My achievements included:

Producing annual computer strategic plans which defined the Department’s new IT direction.

Designing a set of System Development Standards (SDS) replacing a revised form of SPECTRUM, which had become too cumbersome.

Designing a “Task Report” timesheet and feeding data from the timesheets into an SQL database. Reports and graphs were available from the system.

Setting quality standards and procedures to ensure that systems developed by the section met both the user’s requirements and the SDS.

Preparing, presenting and evaluating several training courses.



I undertook systems analysis, design, coding, testing, documentation and training on several key projects: I undertook the Centre for Information Technology and Communications (CITEC) “Class of 84” training course. This 4 month training course consisted of:

Communication (verbal and written) and interpersonal skills Systems Lifecycle methodologies (e.g. SPECTRUM, APT).

Systems analysis and design, documenting systems and system testing MAPPER, Symbolic stream generator (SPERRY), Filetab and Cobol

Department of Employment and Industrial Affairs May 83 - Dec 83

EDP Officer in Inspection, Control SectionIn this position, I:

Verified the accuracy and quality of the Motor Vehicle inspection batch Cobol system Undertook a review into the computerisation of the machinery inspection system

Worked in the “Delinquent Accounts” Section.


resume - tpg telecomusers.tpg.com.au/jadhoo/resources/john d'hooghe resume.doc · web...

Documents