1. Edmund K Herne
Résumé
Name: Edmund K Herne B.Bus CPA
Address: 75 Shaftesbury Avenue
Bayswater, WA 6053
Telephone: (08) 9272 8542
Mobile: 0437 161766
E-mail: eherne@amnet.com.au
Personal Profile
I am an energetic, committed and passionate executive with a strong track record of success within
a variety of sectors. I take a forward-looking and visionary approach to all initiatives within my
remit and am regarded as a sound tactician and strategist. Able to engage at all levels I am an
inspiring and motivational leader, nurturing relationships across all networks for mutual and
sustainable benefit. I am able to strategise and execute business improvement programs that
positively affect organisational culture as well as delivering efficiencies and effectiveness. I am
‘values driven’, with strong ethics and morals, able to absorb stakeholder perceptions and
sentiments to ensure balanced outcomes appropriate for both the organisation and the wider
environment. Possessing significant management and directorship experience I am able to
channel all resources within my sphere of influence to deliver on objectives and expectations. With
over thirty years’ experience in senior roles I believe that I have the business acumen and pedigree
to be a transformational leader and asset within any sector.
In my private life I am married with two adult children. I enjoy cycling and keeping fit, photography,
the theatre, reading and dining out.
Education
Completed Leaving Certificate at Hollywood High School 1971
Completed Bachelor of Business (Accounting Stream) - Edith Cowan University 1979
Formerly Churchlands College
I subsequently qualified for associate membership of the Australian Society of Accountants and full
Certified Practicing Accountant (CPA) membership in 1981.
2. Edmund K Herne
Employment History
August 2004 – date
Director Corporate Services
City of Stirling
Key Responsibilities:
• Provide professional direction, advice and assistance to the Council and the Chief
Executive Officer as required.
• As part of the Executive Team, actively participate in the corporate-wide management
of the City, to ensure achievement of desired strategic direction and outcomes.
• Responsible for the direction and performance of four strategic business units, namely,
Financial Services, Human Resources (incl Risk Management), Corporate Information
Services (ICT) and Strategic Asset Management (collectively 110 FTE).
• Oversee the City's financial management and annual budget preparation and monitor
the City's overall financial performance.
• Oversee the acquisition, use and disposal of the City's assets and manage the related
risks and costs over all phases of the asset life cycle. Including but not limited to; land
and property, buildings, motor vehicles, plant and furniture and equipment.
• Oversee the provision of information and communications technology throughout the
organisation to maximise operational efficiency and effectiveness.
• Oversee the selection, motivation, training and development of employees within the
Corporate Services Directorate to meet manpower requirements of the Directorate.
• Provide financial analysis for major projects and programmes and direct financial
reporting for management decisions.
• Attend meetings of the Council and Committees of Council as deemed necessary in
order to advise on matters of position responsibility.
• Ensure that the City complies with all relevant legislation and taxation matters.
• Ensure all decisions of Council affecting the Corporate Services Directorate are
implemented.
• Promote an accident free environment and safety awareness for the Directorate.
• Promote industrial harmony throughout the Directorate through the application of
sound management practices.
Key Achievements:
Across the Organisation
Development of financial reporting systems
• With my encouragement and direction there has been ongoing development of the
City’s financial reporting systems to ensure all business units and directorates have
access to a wide range of reports and analysis.
Enhancement of the budget process
• I instigated the introduction of a new budgeting system which has improved both the
accuracy and timeliness of budget preparation.
3. Edmund K Herne
Governance process for technological development
• Under my direction the City’s information and communications technology unit has
implemented a governance framework encompassing a robust project management
methodology for system enhancement and new system development and
implementation.
Sustainability
• As a member of the Sustainability Working Group, I have contributed to the overall
direction and strategies of sustainability across the City. Additionally, I have conducted
significant research into recent developments in the ‘sustainability arena’ with a
particular focus upon the increasingly critical domain of financial sustainability.
Corporate Performance
• I have established an annual benchmarking exercise and present the City’s
performance against other local councils using a wide variety of data. This data has
been further utilised by numerous stakeholders including business units and a number
of Councillors.
Future Fund
• With the increasing emphasis on long-term financial stability I initiated the creation of a
‘future fund’. The fund is to be used to investigate and research opportunities for the
City to invest in income producing assets.
Development Fund
• I drove the establishment of a development fund as a means of setting aside funds for
major corporate projects, to further ensure that the City is positioned to meet the needs
of its stakeholders, with minimum rate increases.
Key Achievements:
Across the Directorate
Servicing the City
• I place a continuing emphasis on ensuring that the service oriented nature of the
directorate is realised with constant reiteration to managers, and encouragement of
staff, that the Corporate Services directorate provides a critical support function to the
City. This has seen the directorate move from a bureaucracy lead entity to one that is
far more service delivery focused.
Leading the way
• In order to ensure comprehensive business unit plans (and therefore maximum
contribution to corporate strategy) I personally facilitate the directorate’s business unit
planning process. I ensure that key business unit representatives are in attendance at
each workshop so that wide-ranging contributions can be sought and ‘buy-in’ obtained.
The process is well received and has resulted in robust business unit plans.
Training and mentoring
• I encourage all directorate staff to undertake appropriate training and literature reviews
to ensure that the team is up to date on relevant developments. Additionally I regularly
circulate pertinent media, particularly of a strategic or performance focused nature,
throughout my management team for review and discussion.
Team building
• As a contribution towards cultural/social enhancement in the directorate, I initiated an
annual a staff and family fun-day in the form of a BBQ breakfast at Trigg Reserve.
Breakfast is prepared by business unit managers and a series of team building
4. Edmund K Herne
exercises and games arranged. The event has proved a great success - well attended
and enjoyed by all, and is repeated annually. I am a firm believer that such events go a
long way to building relationships and strengthening the Corporate Services team.
Key Achievements:
Strategically
Financial Sustainability
• The City remains strong financially, even in the wake of the global economic situation
and the buoyant localised (Australian) environment. This robust status has been re-
emphasised in a number of recent analyses conducted in respect of the local
government reform program. A series of independent studies were recently undertaken
by Access Economics and PricewaterhouseCoopers. Both studies found that the City’s
financial position was strong and this was reflected in good results in each study’s
‘sustainability indicators’.
Performance measurement and business intelligence
• Building on my desire to create a performance focused culture corporately, I have
instigated the implementation of a dedicated performance measurement and reporting
solution. This solution provides the ability to consolidate the City’s strategic aims and
operational core activities allowing for centralised tracking and reporting, and
contributes significantly to a culture of ownership and accountability across the senior
level of the organisation.
To compliment the introduction of this solution I have also initiated the development of
business intelligence systems at the City through the utilisation of a number of Microsoft
BI technologies. I have commissioned the development of a data warehouse and
various analytical and reporting mechanisms for use by all City employees.
Corporate strategy
• I have ensured that I personally, together with key representatives of the Corporate
Services Directorate, contributed significantly to the development and progression of
the City’s most recent strategic plan. As a director I take responsibility for the
Corporate Services business units’ contributions together with ownership of a distinct
goal entitled ‘Making it Happen’.
5. Edmund K Herne
Jan 2000 – July 2004
Murdoch University
Mar 2003 – July 2004
Director, Finance & Resources (Division of Arts)
May 2002 – Mar 2003
Director, Corporate Services (Division of Social Sciences, Humanities & Education)
Jan 2000 – May 2002
Snr Financial Administrator (Division of Social Sciences, Humanities & Education)
Key Responsibilities:
As a key member of the executive group I was Director Corporate Services until 2003 and
then became Director Finance and Resources following amalgamation of internal functional
units. Responsibilities included:
• Planning for major change within the Division relating to fiscal and educational policies.
• Providing guidance to the Executive Dean and the Heads of School in the
development of strategic plans with a major emphasis on cost benefit analysis.
• Development of policies and procedures to induct new staff into the Division.
• Co-ordinating research support and analysis for the
- implementation of an overseas student enrolment program;
- development of business strategies to create new revenue streams.
• Planning the integration of the accounting system within the Division of Arts.
• Development and implementation of policies for the Division to ensure the efficient
conduct of client services, the effective operation of the Division and the achievement
of its business objectives.
• Producing a wide range of financial and management reports for both management
and staff.
• Deploying, monitoring and evaluating the structure of the organisation and report on
how to best utilise the existing assets in the most effective and efficient manner.
• Management of the IT work group and develop an IT strategy to integrate and reduce
the multiplicity of systems and platforms within the Division.
Achievements:
• Developed the complete business reporting package for the Division including annual
budgets, monthly management reports and KPI’s. The reports that were developed are
still the model that is being used throughout the University.
• Developed a new database modelling system which for the first time allowed for
accurate costing of all teaching staff.
• Analysed the way in which academic staff teach and implemented a performance
based work load allocation formula.
• Implemented many strategic initiatives including developing best practice techniques
and instigating new procedures for recording and disseminating information.
• Working with a selected team of general staff to create a comprehensive yet simple
staff induction package.
• Analysed the Division’s performance in comparison to other Divisions both inside and
outside of Murdoch University.
• Expanded the services offered by the Commercial Services Unit including on-line
reports, course enrolment assessment and trend analysis.
6. Edmund K Herne
1998 - 1999
Director Finance & Administration
Sportcorp International Pty Ltd
Key Responsibilities:
• Planning – development of a strategic plan for the introduction of short and medium
term goals with emphasis on immediate results. Research based upon database
marketing and statistical analysis.
• Project development – analysis of new projects and development and implementation
of strategies of both a technical and commercial nature.
• Financial – creation of a financial system capable of providing all relevant information
to the board of directors including preparation and analysis of management reports,
budgets and cash flow reports.
• Management – administration of a small office staff and development of in-house
expertise in accounting, data entry and general office procedures.
Achievements:
• Created a complete business and marketing plan for the introduction of a new
fundraising program.
• Completed the introduction of a new accounting and database system including all
reporting requirements both internal and statutory.
1988 – 1997
Managing Director
Page Plus Pty Ltd (incorporating Latitude 32 Design & Multimedia)
Key Responsibilities:
• As the Managing Director I was responsible for marketing, advertising, planning and
short and long-term strategies for the development of the company.
• Project planning - undertook management of all large projects to insure their timely
completion and profitability.
• Information systems, finance and accounting management – preparation of complete
financial information including monthly accounts, budgeting and forecasts.
• Administration - Created all systems necessary for the efficient administration of the
office including job descriptions, dissemination of information and the introduction of
best practice management.
Achievements:
• I started Page Plus as a graphic design firm catering to the needs of medium to large
businesses. It offered high quality design services including corporate identities,
annual reports, brochures and prospectuses. As the company grew it gradually
expanded into other areas including a colour bureau service and interactive multimedia
presentations. The business was sold in April 1997 to a competitor who saw an
opportunity to expand their market share.
• The company was sold as a profitable and focused business, well positioned in the
marketplace for future growth.
7. Edmund K Herne
1983 - 1984
Private Consultant
Key Responsibilities:
• Analysis, planning and implementation of computer and accounting systems.
• Installation and training of staff to use the system.
• Review of effectiveness of systems and development of plans for future upgrades and
ongoing system improvements.
Achievements:
• During this period I consulted to number of firms on their requirements for computer and
information systems. The largest firm I worked for was Skyjack Stationers. I installed a
multi-user (18 terminals) NEC system to handle preparation of all accounting and
financial information. Skyjack’s major requirement was for order entry and inventory
control for their head office as well as their suburban outlets.
• Successfully installed numerous accounting and information processing systems.
1984 – 1986
Assistant Director
Elder Prince Marine Services Pty Ltd
Key Responsibilities:
• Planning / Marketing – development of marketing strategies to increase Elder Prince’s
share of the existing market as well investigation of other opportunities to achieve the
company’s medium to long term goals.
• Conducted research and analysis of current and future developments within the oil
drilling and offshore maritime contracting industries with a particular focus on the
overseas marketplace.
• Advertising – creation of material to be used for a variety of applications including
brochures, magazine ads etc.
• Project management - assistance in the overall management of the planning and
construction of new vessels.
• Information technology - selection and installation of computer systems for a variety of
applications including accounting and project management.
Achievements:
• This was a most challenging position as it involved a wide range of tasks to be
completed within very tight deadlines. Elder Prince was involved in a very competitive
market place both from the construction and contracting perspective.
• Prepared very successful marketing strategies which contributed to an impressive
growth of the organisation through new contracts and tenders that may have otherwise
been missed had these plans not been implemented.
1979 - 1984
Finance & EDP Manager
Bramco Supply Pty Ltd
Key Responsibilities:
• Finance & accounting - preparation of monthly reports, financial analysis and
budgeting.
• Information technology - selection and installation of computer systems.
8. Edmund K Herne
• Project planning – development of plans for the implementation of all larger contracts.
Achievements:
• After graduating from Edith Cowan I obtained my first job with Bramco Supply (a
division of Brambles Industries Ltd). The company provided oil drilling equipment to
onshore and offshore oil exploration and production companies. I commenced as the
accountant but as the firm expanded my role and responsibilities increased. I was
promoted to Accountant, Financial Controller and then Finance and EDP Manager.
• I implemented the complete accounting and reporting system for the organisation
including systems and procedures for offices in all mainland states of Australia.
Professional and Technical Conferences and Training
Professional Training and Development*
2016 Gartner Symposium (Gartner Australia)
2015 Gartner Symposium (Gartner Australia)
2015 CPA Conference (CPA Australia)
2014 Gartner Symposium (Gartner Australia)
2014 Institute of International Auditors Conference (London)
2013 Gartner Symposium (Gartner Australia)
2013 Best Practice in Local Government Conference (Melbourne)
2012 Gartner Symposium (Gartner Australia)
2012 Institute of International Auditors Conference (Boston)
2011 Gartner Symposium (Gartner Australia)
2011 International Public Sector Convention (CPA Australia)
2010 Gartner Symposium (Gartner Australia)
2010 CPA Conference (CPA Australia)
2009 Gartner Symposium (Gartner Australia)
2009 Size Matters (Committee for Economic Development of Australia)
2009 Leadership (Australian Institute of Company Directors)
2009 CPA Conference (CPA Australia)
2008 Gartner Symposium (Gartner Australia)
2008 Improving Business Performance (CPA Australia)
2008 The First Perth Leadership Seminar (Anchor Recruitment)
2008 Improving Corporate Performance (CPA Australia)
2008 Evaluating Performance (CPA Australia)
2008 E-Commerce Training Program (University of Western Australia
Graduate School of Management)
* In addition to the above I attend CPA Congress and CPA Week annually, subscribe to Gartner Research,
Harvard Business Review, Balanced Scorecard and read extensively on strategic planning, Knowledge
Management and ICT related publications.
9. Edmund K Herne
Career Skills Summary
I have extensive experience and work skills in the following areas:
Accounting & Finance:
• Selection and design of accounting and office systems.
• Preparation of timely and accurate accounting reports.
• Development of reliable and effective strategic management reporting systems.
• Risk awareness, assessment and management.
Strategic Management
• Development of Corporate Strategy.
• Strategic analysis, planning, implementation and execution.
• Stakeholder analysis and management.
• Strategy Mapping.
• Balanced Scorecard.
• Triple/Quadruple Bottom Line Reporting.
General Management:
• A strong sense of leadership.
• A good communicator at all levels.
• Advanced negotiation skills.
• Ability to identify and resolve conflict.
• Good people management skills.
• Ability to nurture a team approach.
• Strive to create opportunities for expansion for both the organisation and the individual.
Business Planning:
• Development of strategic and operational business plans.
• Financial modelling.
• Preparation of cost studies and analysis.
• Project Planning and implementation.
• Preparation of effective reports, charts & graphs.
• Benchmarking.
Information Technology:
• Establishment of client business expectations and needs.
• Planning and implementation of system solutions within a business environment.
• Installation and training of staff to use systems.
• Review of effectiveness and functionality of systems.
• Development of plans for future upgrades and ongoing system development.
• Development and presentation of feasibility reports.
Marketing:
• Preparation of marketing plans.
• Highly aware of trends in internet and related technologies.
• Research and analysis.
• Establishment and maintenance of quality customer relationships.
