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Gail Moody, Executive Director, Strategic Projects and Planning

Gail Moody is Executive Director, Strategic Projects and Planning.

In this role she is responsible for the business area that:

• leads strategic and business planning
• administers the allocation and use of the departmental budget
• evaluates and reports on the performance of the department
• develops and promotes a strategic information and knowledge system
• responds to major developments and reforms in industrial relations
• secures funding for new initiatives through coordination of the portfolio’s ERC processes
• undertakes special projects with whole of department implications
• supports the ministers, the Secretary and executive in managing the overall operation and performance of the justice system.

Qualifications:

Bachelor of Civil Engineering
Master of Engineering Science (Transport Planning)
Fellow of Engineers Australia.

Work History:

Prior to joining the Department of Justice, Ms Moody was the Executive Director of the Capital Planning and Review Division with the Department of Infrastructure (DOI).

Ms Moody first joined DOI as Director, Infrastructure Planning, and held several senior roles including Executive Director, Infrastructure Projects.

After graduating from university, Gail was appointed Transport Planner on the Tramways Board. She became Project Manager for the Bundoora Tramways extension project in 1984.

Gail then went on to become Group Manager for the Public Transport Corporation and later headed the Engineering Services Group in the Infrastructure Division.

Career achievements:

Gail’s career highlights include:

• being actively involved in planning activities during her time on the Tramways Board which contributed to the major reshaping of Melbourne's transport infrastructure
• steering the Bundoora Tramways extension project through the first and second phases of implementation
• overseeing the conversion of Melbourne’s two oldest railway lines, St Kilda and Port Melbourne, into a light rail system, overcoming industrial relations problems, heritage issues and hostile protests
• implementing a major program to change the culture of the Public Transport Corporation into a service focussed outcome driven organisation
• developing the Project Review Committee processes and the capital reporting procedures at the Department of Infrastructure, bringing robustness to the standard and reporting of capital projects in delivery.