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Dr Michael I. Cleary Associate Professor of Medicine

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Dr Michael I. Cleary Associate Professor of Medicine DMZ.900.001.0080 EXHIBIT 40 Dr Michael I. Cleary Associate Professor of Medicine Health appointments Chief Operations Officer Department of Health and July 2012 - current Deputy Director-General, Health Service & Clinical Innovation Division Acting Director-General February 2015-July 2015 Queensland Department of Health (periodic relief February 2013 - January 2015) Deputy Director-General Polley, Strategy & Resourcing Division May 2010 - July 2012 Queensland Department of Health Executive Director and Director of Medical Services December 2009 - May 2010 Logan and Beaudesert Hospitals Executive Director of Medical Services April 2006 - December 2009 Southside Health Service District Executive Director of Medical Services April 2000 - April 2006 The Prince Charles Hospital & Health Service District Acting District Manager September 2003-Aprll 2004; August 2005 -April 2006 The Prince Charles Hospital and Health Service District Acting District Manager May 2005 Bundaberg Health Service District Acting Executive Director of Medical Services March 1999 - December 1999 Toowoomba Health Service District Acting Executive Director of Medical Services July 1998- February 1999 Princess Alexandra Hospital Director of Medical Administration July 1997- March 2000 Princess Alexandra Hospital Medical Advisor, Division of Policy & Planning Manager February 1996-July 1997 Elective Surgery Team, Queensland Health Medical Superintendent September 1996 - July 1997 Queen Elizabeth II Hospital Acting Director Division of Emergency Medicine & Ambulatory Care May 1994-July 1995 Royal Brisbane Hospital Staff Specialist Department of Emergency Medicine & Ambulatory Care 1989-1996 · Royal Brisbane Hospital Acting Director of Emergency Medicine August 1989 Queen Elizabeth II Jubilee Hospital Emergency Physician nn.,i•i"u" 011~111::\..1a111;)u . Priority Emergency Centre Mater Private """"''""' 1 ~"' ' Page 2 of 3 25 DMZ.900.001.0081 EXHIBIT 40 Dr Michael I. Cleary­ Associate Professor of Medicine Recent Professional Appointments Chief Operations Officer I Department of Health and Deputy Director-General I Health Service & Clinical Innovation Division July 2012 - curren t • Lead the Health Service and Clinical Innovation Division of 663 personnel, budget of $520+M • Provide strategic direction and leadership to a range of portfolio areas to ensure strategies are developed and implemented accordingly. Portfolio areas include: The Chief Health Officer Branch (including Office of the Principal Medical Officer); Health Systems Innovation Branch; Mental Hea lth, Alcohol and Other Drugs Branch; Office of the Chief Dental Officer and Office of the Chief Allied Health Officer • Provide strategic guidance for areas of regulatory functions relating to public health and private health licensing as required under relevant legislation • Investigate and resolve state wide health system issues as delegated by the Director-General • Oversight of engagement strategies with key stakeholders to ensure appropriate collaboration in the provision the government's health agenda. Stakeholders include Hospital and Health Services; tertiary education institutions; other government agencies; various tiers of government; non-government providers; local GP's; interest groups and private providers • Led development and management of health service and clinical innovation comprising of state-wide clinical support and coordination functions to meet current and future health services challenges and objectives • Appointed divisional lead for implementation of the Hunter Review recommendations for the Clinical Excellence Division of 300+ personnel, from 3 August 2015. Acting Director-General I Queensland Department of Health February 2015 - July 2015 (periodic relief as Director-General February 2013 -January 2015} • Responsibility for the overall management of the Queensland Department of Health through major functional areas to ensure the delivery of key government objectives in improving the health and well­ being of all Queenslanders • Resolved complex system wide issues including critical patient safety investigations, review of Hospital and Health Services and state-wide response to significant public health events and natural disasters • Advised the Queensland Premier and Queensland Minister for Health on professional and organisational aspects of Queensland's health system • Commissioned an independent review (the Hunter Review) of the Department of Health to ensure organisational capability to effectively perform in the role of system manager for health services in Queensland • Delivered the Hunter Review Report (and Business Case for Change) to the incoming Director-General, including recommendations on organisational structure, governance and capacity requirements • Advanced Queensland health policy and programs, in consultation with the Minister for Health, in respect to Labor election commitments and broader health policy platforms I agenda. Inter-governmental and inter-jurisdictional representation • Hospital Principal Committee (ongoing) • Australian Health Ministers' Advisory Council (eAg 8 i A ~ t (.$).~~" t '\l ~) Australian Council on Healthcare Standards (ongoing) • Federalism Think Tank, Tri-State Meeting (Melbourne -August 2014) • Think Tank (Queensland Health) - A Bold Vision for Health in Queensland (Brisbane - October 2014). Active Professional Development • Mentoring (supervising) Royal Australasian College of Medical Administrators candidates • Mentoring Executive Officers • • Participation on panel interviews for Executive Officers, Chief Executives and Board Members Page 3of3 26 DMZ.900.001.0082 EXHIBIT 40 Role description Director-General, Queensland Health Role title Director General Status Contract - up to 5 years. Closing date 15 August 2011 Organisation Department of Health Contact Martin Pick, Amrop Cordiner King Location Brisbane Telephone Classification Chief Executive Total From $446,102 to $506,668 remuneration per annum including Value superannuation and leave loading i Our challenge The Office of the Director-General is committed to driving high quality health care and continuous improvement. The challenge, as the main provider of public health services, is the safe provision of quality services across Queensland and across the diversity of needs within the annual budget. Queensland Health has a strong commitment and focus on performance, accountability, openness and transparency. Queensland Health is committed to providing high quality, safe and sustainable health services to meet the needs of our communities. We cannot meet these challenges alone and will continue to work with partners including other Queensland Government departments, the Australian Government and other agencies, consumers and the private sector to develop collaborative and proactive solutions to meet the health needs of Queenslanders now and into the future. The strategic challenges are: • Changing the community's focus to the prevention of illness and maintenance of good health • Managing the complex process of care delivery ensuring the right services in the right places for the right type of patients • Building public confidence in the healthcare system • Providing a seamless transition for patients as they move across healthcare providers and settings • Achieving a collective and coordinated response across multiple levels and complexities of government • Attracting and retaining skilled professionals, especially for specialist services and in rural and remote areas • Ageing building and information and communication technology infrastructure affecting people and information security and accessibility • Establishing meaningful and measurable outcome indicators for complex health and community services • Managing the growing demand for services within the economic and financial environment. The face of healthcare is changing. To help create this change, the Queensland Government is working in partnership with the Australian Government to reform the way our health services will be managed and delivered in the future. A key part of the reform is the development of Local Health and Hospital Networks (LHHNs), which are expected to be operational nationally by 1 July 2012. 27 DMZ.900.001.0083 EXHIBIT 40 Your department In 2011-12 Queensland's health budget will increase by 10.6 per cent to $11.046 billion. That is a record health budget for Queensland. Queensland Health is a dynamic organisation committed to providing a range of services aimed at achieving good health and well-being for all Queenslanders. Through a network of 17 Health Service Districts and the Mater Hospitals, Queensland Health delivers a range of integrated services including hospital inpatient, outpatient and emergency services, community and mental health services, aged care services and public health and health promotion programs. Our services are delivered from various locations statewide by approximately 80,000 staff. The most significant challenge for Queensland Health in the short term will be implementing the Government's reform process and the creation of Local Health and Hospital Networks (LHHNs). The reforms will usher in far-reaching changes to the way in which public health services are managed. The establishment of the LHHNs as statuary bodies and the new role of the department will result in significant changes to structures, processes and people. The benefits of the reform will be: • Increased efficiency and more sustainable growth in health budget; • LHHN flexibility to innovate and address
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