Department of Health

Our people Staffing

Queensland Health comprises a Department of Health and 17 independent HHSs. Queensland Health employed 64,192 full-time equivalent (FTE) staff during 2012–13. Of these, 6788 FTE staff were employed by, and worked in, the department. The remaining 57,335 FTE staff were employed by the department and contracted to HHSs under service agreements between the director-general and each HHS. The remaining 69 FTE staff were employed directly by HHSs*.

*Staffing figures for individual HHSs are reported in annual reports for those entities. Department of Health profile

Table 4 shows the number of FTE staff working for the Department of Health in 2012–13 by gender and appointment type.

Table 4: 2012–13 FTE staff working in the Department of Health, by gender and appointment type

FTE staff Permanent Temporary Casual Contract Total

Female 3310 688 18 33 4049

Male 2205 470 15 49 2739

Total 5515 1158 33 82 6788

In 2012–13, the average fortnightly earnings for staff working in the department was $3081 for females and $3850 for males.

Of the 6788 FTE staff working in the department, 4054 staff work in the two commercialised business units, HSSA and HSIA.

Figure 5 shows the number of staff working in the department by employment stream. Approximately 58 per cent of staff working in the department are managerial or clerical employees.

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7000 6000 5000

r

e 4000 mb

u 3000 N 2000 1000 0 Medical, Nursing Health Managerial Operational Trades, including practitioners, and clerical artisans and visiting technical and general medical professional officers Employment stream 2010 2011 2012 2013

Figure 5: Department of Health minimum obligatory human resource information occupied full-time equivalent by employment stream.

In 2012–13, the department’s retention rate for permanent employees was 75.3 per cent. The retention rate is the number (headcount) of permanent staff employed by and working in the department at the start of the financial year and who remain employed at the end of the financial year, expressed as a percentage of total staff employed.

The department’s separation rate for 2012–13 was 16.4 per cent and describes the number (headcount) of permanent employees who separated from the department during the year as a percentage of permanent employees. Queensland Health profile

Table 5 shows the number of FTE Queensland Health staff (Department of Health and HHSs), by gender and appointment type.

Table 5: 2012–13 Full-time equivalent Queensland Health staff, by gender and appointment type

FTE staff Permanent Temporary Casual Contract Total

Female 38,191 7,175 1,395 73 46,834

Male 12,554 4,218 488 98 17,358

Total 50,745 11,393 1,883 171 64,192

In 2012–13, the average fortnightly earnings for Queensland Health staff was $2978 for females and $4419 for males.

Figure 6 shows the number of Queensland Health FTE staff by employment stream. Approximately 65 per cent of Queensland Health staff are health practitioners, professionals and technicians, medical, including visiting medical officers, or nursing employees.

89 Department of Health

30,000

25,000

20,000

15,000

10,000 Number 5,000

0 Medical, Nursing Health Managerial Operational Trades, including practitioners, and clerical artisans and visiting professional general medical and technical officers Employment stream

2010 2011 2012 2013

Figure 6: Queensland Health minimum obligatory human resource information occupied full-time equivalent by employment stream.

In 2012–13, Queensland Health’s retention rate for permanent employees was 86.8 per cent. The retention rate is the number (headcount) of permanent staff employed by Queensland Health at the start of the financial year and who remain employed at the end of the financial year, expressed as a percentage of total staff employed.

Queensland Health’s separation rate for 2012–13 was 11.8 per cent and describes the number (headcount) of permanent employees who separated from the organisation during the year as a percentage of permanent employees.

Retention and separation rates for permanent employees in 2012–13 were significantly different from 2011–2012 due to the implementation of a program of redundancies across Queensland Health in 2012–13. Aboriginal and Torres Strait Islander workforce

An Aboriginal and Torres Strait Islander Workforce Strategy has been implemented as a positive and effective way to position Queensland Health as a responsive employer of Aboriginal and Torres Strait Islander people. Queensland Health has an obligation to meet employment targets and to deliver better health service outcomes for Aboriginal and Torres Strait Islander people. Queensland Health’s stated policy outcome is to close the life expectancy gap between Indigenous and non-Indigenous Australians within a generation.

At 30 June 2013, staff who identify as Aboriginal or Torres Strait Islander made up two per cent (based on headcount) of total staff employed in Queensland Health. Approximately 61 per cent of Aboriginal and Torres Strait Islander staff in Queensland Health are employed in non-clinical streams (trades, artisans, operational, managerial and clerical staff) with the remaining 39 per cent employed in clinical streams (nursing, health practitioners, medical, technical and professional staff).

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Figure 7 shows the number of Aboriginal and Torres Strait Islander staff in Queensland Health by employment stream.

700

600

500

400

300 Number 200

100

0 Medical, Nursing Health Managerial Operational Trades, including practitioners, and clerical artisans and visiting professional general medical and technical officers Employment stream

Figure 7: Number of Aboriginal and Torres Strait Islander staff by stream for Queensland Health, June 2013 Early retirement, redundancy and retrenchment

A program of redundancies was implemented during 2012–13. During the period, 3181 Queensland Health staff received redundancy packages at a cost of $297.18 million. Staff who did not accept an offer of a redundancy were offered case management for a set period of time, where reasonable attempts were made to find alternative employment placements. At the conclusion of this period, and where it was deemed that continued attempts of ongoing placement were no longer appropriate, staff yet to be placed were terminated and paid a retrenchment package.

At 30 June 2013, 135 employees had been considered for alternative roles. Of these, 72 were placed in permanent roles and a further nine staff were placed in temporary roles of 12 months or more. During the period, five Queensland Health employees received retrenchment packages at a cost of $0.705 million. In 2012–13, more than 70 Career Management Workshops were conducted to assist Queensland Health staff affected by organisational change. These workshops were designed to help employees gain confidence in their own career management and remain resilient when faced with an organisation-wide program of redundancies. Voluntary Separation Program

A Voluntary Separation Program was implemented during 2011–12. The program ceased during 2011–12, however 27 Queensland Health staff received their voluntary separation packages during 2012–13 at a cost of $4.91 million.

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Flexible working arrangements and work-life balance

The department values the contribution of workers with family responsibilities to the delivery of quality services. The department recognises employees’ needs to balance their work and family life and is committed to supporting employees in achieving a work-life balance.

Policies or arrangements in place to support this commitment include:  work-life balance (incorporating policy for breastfeeding at work and options for child care)  telecommuting  purchased leave  carers leave  parental leave  flexible working hours  permanent part-time work arrangements  job sharing. Ethics and code of conduct

The department is committed to upholding the values and standards of conduct outlined in the Code of Conduct for the Queensland Public Service, which came into effect on 1 January 2011.

The code of conduct applies to all Queensland Health staff. It was developed under the Public Sector Ethics Act 1994 and consists of four core principles: 1. Integrity and impartiality. 2. Promoting the public good. 3. Commitment to the system of government. 4. Accountability and transparency.

Each principle is strengthened by a set of values and standards of conduct describing the behaviour that will demonstrate that principle.

All Queensland Health staff are required to undertake training in the code of conduct during their induction and re-familiarise themselves annually. A campaign to ensure staff are aware of the code of conduct was implemented and included resources, training and face-to-face awareness activities. Workplace harassment

The department remains committed to a culture free from all forms of harassment. It continues to support and develop strategies for the department and HHSs to address workplace harassment when it occurs and to educate staff about appropriate workplace conduct. Strategies include the Workplace Equity and Harassment Officer Network and

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awareness campaigns. When instances of workplace harassment occur, employees can access a number of sources of information and advice, including:  workplace equity and harassment officers  a workplace harassment hotline  the Staff Complaints Liaison Office  local HR units  the Employee Assistance Service. Workplace Equity and Harassment Officer Network

Workplace equity and harassment officers play an important role in Queensland Health’s response to resolving equity and harassment issues in the workplace. Workplace equity and harassment officers are Queensland Health staff who have been trained to provide confidential advice and support to other Queensland Health staff on a number of subjects, including:  bullying/workplace harassment  sexual harassment  discrimination  other equity issues.

In 2012–13, the department conducted extensive workplace equity and harassment officer training. During 2012–13, there was a reduction in the number of workplace equity and harassment officers across Queensland Health from 340 to 330—approximately three per cent. Employee performance management

Queensland Health uses a suite of online and face-to-face induction and orientation tools that comprise mandatory compliance training, ethical decision making, workplace health and safety, public sector values, cultural awareness and fraud prevention.

The Queensland Health Performance and Development Policy is designed to enhance work performance and career development of staff by:  clarifying performance expectations for staff  ensuring feedback and guidance on performance  collaboratively identifying learning and development needs and activities.

Under the policy, staff and managers are required to develop a performance and development plan, conduct performance meetings to assess previous performance and participate in ongoing management of workplace performance. In November 2012, a review of the existing performance and development planning and review resources commenced and a new planning template and associated process was designed and piloted.

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The Public Sector Renewal Program

The program was delivered by the Public Service Commission and was designed to: The refocus Public the Sector public Renewal service on Program government priorities, and support the delivery of frontline TheThe Public Public Sector Sector Renewal Renewal Program Program services in a constrained fiscal environment The program was delivered by the Public Service Commission and was designed to: The program was delivered by the Public Service Commission and was designed to:  confirm the TheQueensland program Govern was deliveredment’s commitment by the Public to Service returning Commission the budget and to surpluswas designed to:  refocus the public service on government priorities, and support the delivery of frontline and restoring Queensland’srefocus the publicAAA creditservice rating, on government and finding prio savingsrities, toand fund support election the delivery of frontline services in a constrained refocus the fiscal public environment service on government priorities, and support the delivery of frontline services in a constrained fiscal environment commitments services in a constrained fiscal environment  confirm the Queensland Government’s commitment to returning the budget to surplus  transform the Queenslandconfirm the Government Queensland intoGovern a betterment’s organisation commitment for to staff returning and enable the budget the to surplus and restoring Queensland’sconfirm the AAA Queensland credit rating, Govern andment’s finding commitment savings to to fund returning election the budget to surplus provision of betterand servicesrestoring for Queensland’s Queenslanders AAA and credit includes rating, a review and finding of the savingsroles and to fund election commitments and restoring Queensland’s AAA credit rating, and finding savings to fund election commitments functions of agencies,commitments including government owned corporations, to ensure expenditure  transform the Queensland Government into a better organisation for staff and enable the is focused on deliveringtransform better the Queensland services. Government into a better organisation for staff and enable the provision of better transform services thefor QueenslandQueenslanders Government and includes into a areview better oforganisation the roles and for staff and enable the provision of better services for Queenslanders and includes a review of the roles and functions of agencies,provision including of better government services for owned Queenslanders corporations, and to includes ensure aexpenditure review of the roles and The department wasfunctions actively involvedof agencies, in theincluding program government through encouraging owned corporations, staff to to ensure expenditure is focused on deliveringfunctions better of agencies, services. including government owned corporations, to ensure expenditure participate in programis focused activities. on delivering better services. is focused on delivering better services. The department was actively involved in the program through encouraging staff to Executive ManagementThe department was Team actively (as involved at 30 in theJune program 2013) through encouraging staff to participate in programThe department activities. was actively involved in the program through encouraging staff to participate in program activities. Dr Tony O’Connellparticipate MBBS in program(Hons), activities.FANZCA, FCICM, GAICD, FCHSM (Hon) ExecutiveDirector-General Management Team (as at 30 June 2013) ExecutiveExecutive ManagementManagement TeamTeam (as(as atat 3030 JuneJune 2013)2013) Dr Tony O’Connell MBBS (Hons), FANZCA, FCICM, GAICD, FCHSM (Hon) Dr Tony O’ConnellDrDr Tony wasTony appointed O’Connell O’Connell the MBBS department’sMBBS (Hons), (Hons), Director-General FA FANZCA,NZCA, FCICM, FCICM, in June GAICD, GAICD, 2011. HeFCHSM FCHSM is an (Hon) (Hon) Director-Generalexperienced clinicianDirector-General with specialist qualifications in intensive care and anaesthesia. He previously held theDirector-General roles of Deputy Director-General in the New South Wales Department of Dr Tony O’Connell was appointed the department’s Director-General in June 2011. He is an Health and QueenslandDr Tony Health.O’Connell was appointed the department’s Director-General in June 2011. He is an experienced clinicianDr Tony with O’Connell specialist was qualificat appointedions thein intensive department’s care andDirector-General anaesthesia. Hein June 2011. He is an experienced clinician with specialist qualifications in intensive care and anaesthesia. He previously held theexperienced roles of Deputy clinician Director-General with specialist inqualificat the Newions South in intensive Wales Department care and anaesthesia. of He Tony has led majorpreviously statewide held redesign the roles programs, of Deputy strategic Director-General resource allocation in the New and South Wales Department of Health and Queenslandpreviously Health. held the roles of Deputy Director-General in the New South Wales Department of performance managementHealth and systemsQueensland which Health. have delivered record-breaking elective surgery Health and Queensland Health. and emergency department performances in Queensland and New South Wales. He is Tony has led major statewide redesign programs, strategic resource allocation and focussed on improvingTony has both led patientmajor statewide experience redesigns and the programs, culture ofstrategic large complex resource systems. allocation and performance managementTony has ledsystems major which statewide have redesign delivered programs, record-breaking strategic elective resource surgery allocation and performance management systems which have delivered record-breaking elective surgery and emergency departmentperformance performances management in systems Queensland which and have New delivered South Wales. record-breaking He is elective surgery Tony delivered andon the emergency Queensland department Government’s performances renewal inagenda Queensland and drove and theNew exploration South Wales. He is focussed on improvingand emergency both patient department experience performancess and the culture in Queensland of large complexand New systems. South Wales. He is of value-for-moneyfocussed opportunities on improving in Queensla both patientnd Health experience throughs and the theContestability culture of largeBranch. complex systems. focussed on improving both patient experiences and the culture of large complex systems. Queensland Health delivered budget surpluses in the first two years Tony was Director- Tony delivered on the Queensland Government’s renewal agenda and drove the exploration General. Tony delivered on the Queensland Government’s renewal agenda and drove the exploration of value-for-moneyTony opportunities delivered on in the Queensla Queenslandnd Health Government’s through the renewal Contestability agenda and Branch. drove the exploration of value-for-money opportunities in Queensland Health through the Contestability Branch. QueenslandPhilip Davies Health of value-for-moneydelivered budget surplusesopportunities in the in firstQueensla two yearsnd Health Tony through was Director- the Contestability Branch. Queensland Health delivered budget surpluses in the first two years Tony was Director- General. Queensland Health delivered budget surpluses in the first two years Tony was Director- Deputy Director-General,General. System Policy and Performance General. Philip Davies Prior to joining PhilipthePhilip department, Davies Davies in May 2013, Philip was a Professor of Health Systems and DeputyPolicy in Director-General, the School of Population System Health Policy at the and University Performance of Queensland for four years. DeputyDeputy Director-General, Director-General, System System Policy Policy and and Performance Performance Prior to joining the department, in May 2013, Philip was a Professor of Health Systems and Philip has significantPrior to experience joining the as department,a health po licyin May professional 2013, Philip and washas helda Professor diverse of public Health Systems and Policy in the SchoolPrior of to Population joining the Health department, at the Universityin May 2013, of Queensland Philip was afor Professor four years. of Health Systems and and private sectorPolicy roles in in the Australia, School of New Population Zealand Healthand the at United the University Kingdom. of These Queensland have for four years. Policy in the School of Population Health at the University of Queensland for four years. included positions, such as Deputy Secretary, Commonwealth Department of Health and Philip has significant experience as a health policy professional and has held diverse public Ageing, Senior PhilipHealth has Economist, significant World experience Health Organization,as a health po andlicy professionalDeputy Director-General and has held diverse public and private sectorPhilip roles has in Australia,significant New experience Zealand as and a healththe United policy Kingdom. professional These and have has held diverse public and private sector roles in Australia, New Zealand and the United Kingdom. These have included94 positions,and such private as Deputy sector rolesSecretar in y,Australia, Commonwealth New Zealand Department and the of United Health Kingdom. and These have included positions, such as Deputy Secretary, Commonwealth Department of Health and Ageing, Senior Healthincluded Economist, positions, World such Healthas Deputy Organization, Secretary, Commonwealthand Deputy Director-General Department of Health and Ageing, Senior Health Economist, World Health Organization, and Deputy Director-General Ageing, Senior Health Economist, World Health Organization, and Deputy Director-General The Public Sector Renewal Program

The program was delivered by the Public Service Commission and was designed to:  refocus the public service on government priorities, and support the delivery of frontline services in a constrained fiscal environment  confirm the Queensland Government’s commitment to returning the budget to surplus and restoring Queensland’s AAA credit rating, and finding savings to fund election commitments  transform the Queensland Government into a better organisation for staff and enable the provision of better services for Queenslanders and includes a review of the roles and functions of agencies, including government owned corporations, to ensure expenditure is focused on delivering better services.

The department was actively involved in the program through encouraging staff to participate in program activities.

Executive Management Team (as at 30 June 2013) Dr Tony O’Connell MBBS (Hons), FANZCA, FCICM, GAICD, FCHSM (Hon) Director-General

Dr Tony O’Connell was appointed the department’s Director-General in June 2011. He is an experienced clinician with specialist qualifications in intensive care and anaesthesia. He previously held the roles of Deputy Director-General in the New South Wales Department of Health and Queensland Health.

Tony has led major statewide redesign programs, strategic resource allocation and performance management systems which have delivered record-breaking elective surgery and emergency department performances in Queensland and New South Wales. He is focussed on improving both patient experiences and the culture of large complex systems.

Tony delivered on the Queensland Government’s renewal agenda and drove the exploration of value-for-money opportunities in Queensland Health through the Contestability Branch. Queensland Health delivered budget surpluses in the first twoAnnual years TonyReport was 2012–13 Director- General. Philip Davies Deputy Director-General, System Policy and Performance

Prior to joining the department, in May 2013, Philip was a Professor of Health Systems and Policy in the School of Population Health at the University of Queensland for four years.

Philip has significant experience as a health policy professional and has held diverse public and private sector roles in Australia, New Zealand and the United Kingdom. These have included positions, such as Deputy Secretary, Commonwealth Department of Health and Ageing, Senior Health Economist, World Health Organization, and Deputy Director-General Policy, Ministry of Health New Zealand. Philip also has a long history of involvement at Policy,board levelMinistry in a ofrange Health of QueenslandNew Zealand. and Philip national also publichas a losectorng history and not-for-profit of involvement at Policy,board level Ministry in a rangeof Health of Queensland New Zealand. and Philip national also public has a sectorlong history and not-for-profit of involvement at boardorganisations. level in a range of Queensland and national public sector and not-for-profit boardorganisations. level in a range of Queensland and national public sector and not-for-profit organisations. organisations.Kathy Byrne Kathy Byrne KathyChief Executive, Byrne Health Services Support Agency Chief Executive, Health Services Support Agency ChiefKathy Byrne’sExecutive, career Health in the publicServices and privatSupporte health Agency sectors spans more than 25 years. Kathy Byrne’s career in the public and private health sectors spans more than 25 years. Kathy Byrne’s career in the public and private health sectors spans more than 25 years. Kathy was previously a HSCE and has a significant track record in strategic and operational Kathyleadership was previouslyand achievement a HSCE in and five has Australian a signific statesant track and recordterritories. in strategic She has and been operational the Chief Kathyleadership was andpreviously achievement a HSCE in and five has Australian a signific statesant track and territories.record in strategic She has andbeen operational the Chief leadershipExecutive ofand HSSA achievement (formerly in Clinical five Australian and Statewide states andServices) territories. since SheMay has 2009. been the Chief leadershipExecutive ofand HSSA achievement (formerly in Clinical five Australian and Statewide states Services)and territories. since MayShe has2009. been the Chief Executive of HSSA (formerly Clinical and Statewide Services) since May 2009. ExecutiveRay Brown of HSSA (formerly Clinical and Statewide Services) since May 2009. Ray Brown RayChief Brown Information Officer, Health Services Information Agency Chief Information Officer, Health Services Information Agency ChiefRay’s ICT Information career spans Officer, more than Health 35 years, Services predominantly Information in the Agencypublic sector. Ray has Ray’spreviously ICT career undertaken spans moresenior than roles 35 in years, the Commonwealth predominantly Departmentin the public of sector. Families Ray and has Ray’spreviously ICT career undertaken spans moresenior than roles 35 in years, the Commonwealth predominantly Department in the public of sector. Families Ray and has previouslyCommunity undertaken Services, the senior Queensland roles in theDepartment Commonwealth of Corrective Department Services of andFamilies the Queensland and previouslyCommunity undertaken Services, the senior Queensland roles in Departmentthe Commonwealth of Corrective Department Services of andFamilies the Queensland and CommunityPolice Service. Services, He also the spent Queensland two years Department working in of the Corrective not-for-profit Services sector. and the Queensland CommunityPolice Service. Services, He also the spent Queensland two years Department working in of the Corrective not-for-profit Services sector. and the Queensland Police Service. He also spent two years working in the not-for-profit sector. Police Service. He also spent two years working in the not-for-profit sector. In August 2009, Ray was appointed Chief Information Officer for Queensland Health. In this Inrole, August he is 2009,responsible Ray was for appointedproviding Chiefexecutive-level Information leadership, Officer for governance, Queensland planning, Health. In this Inrole, August he is responsible2009, Ray was for appointedproviding execChiefutive-level Information leadership, Officer for governance, Queensland planning, Health. In this role,architecture he is responsible and strategic for providingdirection inexec theutive-level provision leadership,of ICT services. governance, planning, role,architecture he is responsible and strategic for providingdirection inexec theutive-level provision leadership,of ICT services. governance, planning, architecture and strategic direction in the provision of ICT services. architectureDr Michael and Cleary strategic direction in the provision of ICT services. Dr Michael Cleary DrDeputy Michael Director-General, Cleary Health Service and Clinical Innovation Deputy Director-General, Health Service and Clinical Innovation DeputyMichael isDirector-General, an emergency physician Health who Se hasrvice been and with Clinical the department Innovation for 27 years. He has Michaelheld a range is an ofemergency executive physician roles and whois the has department’s been with thepre-eminent department staff for specialist. 27 years. He ishas also Michaelheld a range is an of emergency executive physicianroles and whois the has department’s been with thepre-eminent department staff for specialist. 27 years. HeHe ishas also helda Professor a range at of the executive School ofroles Public and Healthis the department’s at the Queensland pre-eminent University staff of specialist. Technology. He is also helda Professor a range at of the executive School ofroles Public and Healthis the department’sat the Queensland pre-eminent University staff of specialist. Technology. He is also a Professor at the School of Public Health at the Queensland University of Technology. a Professor at the School of Public Health at the Queensland University of Technology. Michael was previously Executive Director and Director of Medical Services for Logan and MichaelBeaudesert was Hospitals, previously the Executive former Metro Director South and Health Director Service of Medical District Services and the for former Logan The and MichaelBeaudesert was Hospitals, previously the Executive former Metro Director South and Health Director Service of Medical District Services and the for former Logan The and BeaudesertPrince Charles Hospitals, Hospital the Health former Service Metro DistrictSouth Health. In April Service 2010, District he was and appointed the former to lead The the BeaudesertPrince Charles Hospitals, Hospital the Health former Service Metro DistrictSouth Health. In April Service 2010, District he was andappointed the former to lead The the PrincePolicy, Charles Strategy Hospital and Resourcing Health Service division District of th.e In department. April 2010, In he July was 2012, appointed he was to appointed lead the PrincePolicy, CharlesStrategy Hospital and Resourcing Health Service division District of the. Indepartment. April 2010, In he July was 2012, appointed he was to appointed lead the Policy,to the roleStrategy of Deputy and Resourcing Director-General division of of HSCI. the department. In July 2012, he was appointed Policy,to the role Strategy of Deputy and Resourcing Director-General division of ofHSCI. the department. In July 2012, he was appointed to the role of Deputy Director-General of HSCI. toDr the Jeannette role of Deputy Young Di rector-General of HSCI. Dr Jeannette Young 95 DrChief Jeannette Health OfficerYoung Chief Health Officer ChiefJeannette Health has been Officer Queensland ’s Chief Health Officer since August 2005. Previously, JeannetteJeannette haswas been Executive Queensland Director’s Chief of Medical Health Services Officer sincat thee August Princess 2005. Alexandra Previously, Hospital, Jeannette haswas beenExecutive Queensland Director’s Chiefof Medical Health Services Officer sincat thee August Princess 2005. Alexandra Previously, Hospital, JeannetteExecutive wasDirector Executive of Medical Director Services of Medical at Rockhampton Services at theHospital, Princess and Alexandra held a range Hospital, of JeannetteExecutive wasDirector Executive of Medical Director Services of Medical at Rockhampton Services at Hospital,the Princess and Alexandra held a range Hospital, of Executivepositions inDirector Sydney. of Medical Services at Rockhampton Hospital, and held a range of Executivepositions in Director Sydney. of Medical Services at Rockhampton Hospital, and held a range of positions in Sydney. positions in Sydney. Jeannette’s clinical background is in emergency medicine and she has specialist Jeannette’squalifications clinical as a Fellowbackground of the is Royal in emergency Australa sianmedicine College and of she Medical has specialist Administrators and a Jeannette’squalifications clinical as a Fellow background of the isRoyal in emergency Australasian medicine College and of sheMedical has specialist Administrators and a qualifications as a Fellow of the Royal Australasian College of Medical Administrators and a qualifications as a Fellow of the Royal Australasian College of Medical Administrators and a Policy, Ministry of Health New Zealand. Philip also has a long history of involvement at board level in a range of Queensland and national public sector and not-for-profit organisations. Kathy Byrne Chief Executive, Health Services Support Agency

Kathy Byrne’s career in the public and private health sectors spans more than 25 years.

Kathy was previously a HSCE and has a significant track record in strategic and operational leadership and achievement in five Australian states and territories. She has been the Chief Executive of HSSA (formerly Clinical and Statewide Services) since May 2009. Ray Brown Chief Information Officer, Health Services Information Agency

Ray’s ICT career spans more than 35 years, predominantly in the public sector. Ray has previously undertaken senior roles in the Commonwealth Department of Families and Community Services, the Queensland Department of Corrective Services and the Queensland Police Service. He also spent two years working in the not-for-profit sector.

In August 2009, Ray was appointed Chief Information Officer for Queensland Health. In this role, he is responsible for providing executive-level leadership, governance, planning, architecture and strategic direction in the provision of ICT services. Dr Michael Cleary Deputy Director-General, Health Service and Clinical Innovation

Michael is an emergency physician who has been with the department for 27 years. He has held a range of executive roles and is the department’s pre-eminent staff specialist. He is also a Professor at the School of Public Health at the Queensland University of Technology.

Michael was previously Executive Director and Director of Medical Services for Logan and Beaudesert Hospitals, the former Metro South Health Service District and the former The Department of HealthPrince Charles Hospital Health Service District. In April 2010, he was appointed to lead the Policy, Strategy and Resourcing division of the department. In July 2012, he was appointed to the role of Deputy Director-General of HSCI. Dr Jeannette Young Chief Health Officer

Jeannette has been Queensland’s Chief Health Officer since August 2005. Previously, Jeannette was Executive Director of Medical Services at the Princess Alexandra Hospital, Executive Director of Medical Services at Rockhampton Hospital, and held a range of positions in Sydney.

Jeannette’s clinical background is in emergency medicine and she has specialist qualifications as a Fellow of the Royal Australasian College of Medical Administrators and a Fellow by Distinction of the Faculty of Public Health of the Royal College of Physicians of Fellowthe United by Distinction Kingdom. Sheof the is anFaculty Adjunct of Public Professor Health at Queensland of the Royal University College of of Physicians Technology of theand United Griffith Kingdom. University. She is an Adjunct Professor at Queensland University of Technology and Griffith University. Jeannette is a member of numerous Queensland and national committees and boards, Jeannetteincluding isthe a Queenslandmember of nuInstitutemerous of Queensland Medical Research and national Council, committees the National and Healthboards, and includingMedical Research the Queensland Council, Institute the Australian of Medical Health Research Protection Council, Committee, the National and the Health Australian and MedicalNational Research Preventive Council, Health the Agency. Australian Health Protection Committee, and the Australian National Preventive Health Agency. Susan Middleditch Susan Middleditch Deputy Director-General, System Support Services Deputy Director-General, System Support Services Susan has a proven track record in delivering results in high performing organisations. As a Susancertified has practicing a proven accountant,track record she in deliveringhas extensive results financial in high and performing business organisations.experience. High- As a certifiedlevel experience practicing in accountant,strategic planning, she has risk extensive management, financial HR and policy business development experience. and High- levelcommercial experience finance in strategic has allowed planning, Susan risk to succmanagement,essfully drive HR changepolicy development and transformation and commercialwithin corporate finance services has allowed teams. Susan to successfully drive change and transformation within corporate services teams. Susan has a mix of both private and public sector experience. She was appointed to her first Susanchief finance has a mix officer of both role privateat the age and of public 25 for sect theor Commonwealth experience. She Department was appointed of Employment to her first chiefEducation finance and officer Training. role Sheat the has age worked of 25 withfor the New Commonwealth Zealand Treasury Department where she of wasEmployment Educationresponsible and for Training.assisting Sheorganisations, has worked such with as New Air ZealandNew Zealand, Treasury New where Zealand she Post,was responsibleTranspower for and assisting New Zealand organisations, Rail Corporation such as Airto strategicallyNew Zealand, change New Zealandand grow Post, their Transpowerbusiness. and New Zealand Rail Corporation to strategically change and grow their business.

96 Annual Report 2012–13

Queensland Health organisational chart

Minister for Health

Director-General Office of the Hospital and Director-General Health Boards

System Policy and Performance Hospital and Health Services

Cairns and Hinterland System Support Services Cape York Central Queensland Central West Health Service and Clinical Innovation Children’s Health Queensland Darling Downs Gold Coast Mackay Metro North Health Services Information Agency Metro South North West

Health Services Support Agency South West Sunshine Coast Torres Strait-Northern Peninsula Commercialised Business Units Townsville West Moreton Wide Bay

Department of Health

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