Lisa Scudamore

• Developed and implemented an Enterprise change management maturity roadmap for the organisation 24/25.
• Leading Organisational resilience and cultural uplift strategically significant projects 25/26
• Worked closely with external vendors and consultants when necessary, in order to provide additional expertise or resources needed for the successful execution of projects and enterprise maturity.
• Collaborating with senior leadership to develop a strategic change canvas taking the vision and plan for successful implementation of changes and ensuring we plan the approach to broader multiyear transformation.
• Facilitation of key strategic planning events

• Led a team of 3 to deliver services, strategy and advice in wellbeing, Diversity & inclusion, capability and development, including induction, probation, performance management, and learning and development.
• Project leadership in enterprise-level projects: capability, culture, and change, which delivered the first ASQA workforce plan and learning and development strategy.

Multiple acting opportunities to lead a geographically dispersed team of 9, enabling ASQA to achieve its strategic objectives through the effective and efficient provision of strategic people management and support in the areas of:

• industrial relations, including the ASQA enterprise Agreement, and payroll and employment conditions
• workforce planning and position establishments
• recruitment and selection
• wellbeing, work, health and safety, including compensation
• capability and development, including induction, probation, performance management, and learning and development.

Chaired staff consultative committee

• Led the design and implementation of a property advocacy service offer, operating model, organizational structure, and stakeholder management plan.
• Designed the client experience, informing the Client Relationship Management software build.
• Built and deployed a social media lead generation mechanism to increase client attraction.
• Produced the 2022/23 forward program of work and associated budget.
• Designed effective data-tracking mechanisms.

Led a team of four co-located staff in:

• Development and implementation of a detailed delivery plan for NDAD People Strategy outcomes across Recruitment, Talent Management, Workforce Planning, Capability Development, Performance Management, Reward and Recognition.
• Implemented a comprehensive approach to program management encompassing design, delivery, evaluation, and strategic insights.

Led a co-located team of 12 to deliver services, advice and strategies in the areas of enterprise bargaining, consultation and engagement, WHS, and Learning & development for a 350 strong national interviewer workforce

• Initiated first response to COVID-19 through comprehensive risk assessment.
• Implemented measures to manage occupational violence and exposure to physical and biological hazards.
• Delivery of the National Training and Development Workshop for 400+ Field Interviewers in Geelong including Capability Development Program across 3 days with guest specialists in key capability areas identified in census results, Performance development reviews and SES insights on future work program needs
• Represented in the Flexible working Pilot executive working group ensuring NDAD work attributes were reflected in recommendations

• Co-designed ATO skills framework including data literacy, and change readiness-while providing linkages to the ATO cultural traits in action
• Development of an ATO wide virtual L&D Expo to launch the framework, self appraisal mechanism and library of supporting development solutions
• Led pilot skills appraisal in collaboration with IT executive to identify areas of strength and growth in the IT professional stream to facilitate better performance and development approaches and workforce shift opportunities
• Lead research into best practice skills frameworks for the future of work
• Co-design a refreshed set of ATO core skills for all ATO staff
• Collaborate with stakeholders across the ATO to ensure adoption of the new skills framework in practice to position staff to deliver ATO priorities and future work program
• Take a holistic approach to program delivery including design, delivery, evaluation and offering strategic insight to environmental factors affecting staff skills and the organisation

• Delivery of a new client facing account management function providing generalist L&D service to Business and brokering solutions with the L&D specialist areas
• Development of a service offer, organisational structure, operating model, process and procedures, job statements, stakeholder management plan and change management plan to support transformation to new ways of working
• Reduced budget and FTE effort in the existing function for reinvestment into specialist L&D solutions, fit for business, driving capability support improvements
• Lead, coach and mentor a geographically dispersed team to through transformation while maintaining continuity of service to ATO managers and staff
• Provide high level skill support and advice to both managers and team members
• Collaborate with stakeholders across the ATO to ensure delivery of an ATO L&D Frontline function delivering fit for business solutions and advice
• Take a holistic approach to program delivery including design, delivery, evaluation and offering strategic insight to environmental factors affecting staff skills and the organisation

• Designed and implemented SES service offer across SES lifecycle
• Onboarded significant volume of SES and support staff to support work program
• Planning for NDIA SES and Leaders Conference
• Contract Management and Onboarding Senior Executive Officers
• Resolved ongoing SES issues such as transfer of entitlements
• Coordination of Continuing Professional Development

• Service delivery.
• Coaching
• IT stakeholder management.
• Change management.
• People management.
• Project leadership
• Training
• Organisational redesign