Implementation of a new organisational structure based on the ... · Decision on business case for change Implementation of a new organisational structure based on the recommendations

Decision on business case for change

Implementation of a new organisational structure based on the recommendations of the Hunter Review

July 2015

Decision on new organisational structure for Department of Health - 1 -

Decision on business case for change: Implementation of a new organisational structure based on the recommendations of the Hunter Review

Published by the State of Queensland (Queensland Health), July 2015

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© State of Queensland (Queensland Health) 2015

You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Queensland Health).

For more information contact: Hunter Review Implementation, Department of Health, GPO Box 48, Brisbane QLD 4001, telephone 3234 1275

An electronic version of this document is available at http://qheps.health.qld.gov.au/hunterreview/home.htm Disclaimer: The content presented in this publication is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations or warranties about the accuracy, completeness or reliability of any information contained in this publication. The State of Queensland disclaims all responsibility and all liability (including without limitation for liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason reliance was placed on such information.


Contents Executive Summary ........................................................................................... 4 Introduction ......................................................................................................... 5

Background ........................................................................................................... 5 Scope of this decision ........................................................................................... 5 Commitment to employment security .................................................................... 5 Guiding principles .................................................................................................. 6

Organisational design principles set out by the Hunter Review ................... 6 Implementation principles ............................................................................ 6 Business operating model for Department ................................................... 7 Strategy and policy ....................................................................................... 7

Organisational structure ..................................................................................... 7 Decision on structural issues raised during consultations ..................................... 8 A number of key structural issues were raised following release of the Hunter Review Final Report. These questions were released during the consultation period in a document titled ‘Summary of structural issues for DG consideration’. ................................................................................................. 8

Whether the Health Infrastructure Branch (HIB) should be split between capital delivery/maintenance and capital planning or remain as a stand-alone Branch? ............................................................................ 8

Scope of changes ................................................................................................ 11 Department of Health ................................................................................. 11 FTE staffing numbers – explanatory notes ................................................ 12 Office of the Director-General .................................................................... 13 Strategy, Policy and Planning Division ....................................................... 14 Clinical Excellence Division ........................................................................ 15 Prevention Division .................................................................................... 16 Healthcare Purchasing and System Performance Division ........................ 17 Corporate Services Division ....................................................................... 19

Change impacts ............................................................................................... 20 Impact of proposed changes ............................................................................... 20 Accommodation arrangements ........................................................................... 20 Transfer of some secretariat support functions to the HSCE Forum Office ........ 20 Business Management and Support Functions ................................................... 20 Review of future vacancies ................................................................................. 21 Benefits of proposed changes ............................................................................. 21 Management of staff movements ........................................................................ 24

Circumstances for transition of staff ........................................................... 24 Steps for staff matching activities ............................................................... 25

Transition.......................................................................................................... 26 Implementation timeframes ................................................................................. 26 Communications with staff .................................................................................. 27 Grievance Procedure .......................................................................................... 27

Appendix One – Staff movements .................................................................... 29 Office of the Director-General ............................................................................. 29


Health Commissioning Queensland .................................................................... 31 Health Service and Clinical Innovation Division .................................................. 33 Office of the Chief Finance Officer ...................................................................... 35 Office of the Chief Human Resources Officer ..................................................... 35 Office of the Chief Legal Counsel ........................................................................ 36 Office of the Chief Health Information Officer ...................................................... 37


Executive Summary This decision on the business case for change provides relevant stakeholders with information on the new organisational structure for the Department of Health that will be implemented from 3 August 2015.

The business case for change was released to staff, unions and other stakeholders for consultation on 7 July 2015. Feedback was to be provided by 17 July 2015.

Since then, a number of activities have occurred.

Firstly, the Director-General hosted two open staff forums to hear feedback from staff. These sessions also sought specific feedback on a number of structural questions raised following release of the Final Report on 11 June 2015. Approximately three hundred staff attended these sessions.

Secondly, all Deputy Directors-General hosted consultation forums inviting all staff proposed for inclusion in a new Division to attend a session.

Thirdly, weekly meetings were held to provide all unions with the opportunity to provide feedback on the business case for change. Additional adhoc meetings were also held with Together Qld who have the largest number of members directly affected by the proposed changes.

Finally, in order to ensure staff could provide direct feedback, a dedicated email address and secure drop boxes were made available.

Approximately 100 submissions were received and have informed decisions on the new Divisional structure.

The decisions outlined in this document relate only to those recommendations of the Hunter Review that are associated with the structure of the Department of Health.

The Department of Health is committed to the Queensland Government’s Employment Security Policy. In accordance with that policy, the Department will seek to provide stability to its workforce, and there will be no reduction in full-time equivalent staffing as a result of the implementation of the new structure. There is no intention to reduce permanent or temporary public service positions through this process, and there is similarly no intention to change the basic terms and conditions of employment for any employee. Where reallocation of staff is required in order to meet Departmental requirements, activities to support re-skilling of employees or placement of staff in areas where their skill-sets align with necessary functions will be actively pursued.


Introduction Background The Department of Health’s role within Queensland’s health system is changing, as Hospital and Health Services continue their organisational development and as the requisite organisational requirements of the ‘System Manager’ augment over time.

In order to properly ascertain the capacity of the Department of Health to meet those changing requirements, and determine whether the organisation’s structure, governance arrangements and overall capabilities are able to best achieve desired outcomes, on 2 April 2015 the Honourable Cameron Dick MP, Minister for Health and Minister for Ambulance Services, announced a review of the Department led by Rachel Hunter (the Hunter Review).

The activities of the Hunter Review commenced on 8 April 2015.

The final report of the Hunter Review was provided to the Acting Director-General of Queensland Health on 5 June 2015, and is available to all staff at http://qheps.health.qld.gov.au/hunterreview/home.htm.

The Hunter Review was conducted in an open, consultative and transparent manner, in accordance with the explicit requirements set out in the review’s Terms of Reference.

The final report of the Hunter Review set out 19 recommendations.

Of those 19 recommendations, seven relate specifically to the Department’s organisational structure. A further recommendation under the heading ‘structure’ relates to consideration of future organisational arrangements for those parts of the Department of Health that are separate to the core organisational Divisions, being Health Support Queensland, the Health Services Information Agency and the Queensland Ambulance Service.

Scope of this decision This decision relates solely to the seven recommendations that relate to the Department of Health’s organisational structure.

The decision summarises the:

roles of each of the Divisions under the organisational structure;

the perceived benefits of the organisational structure;

the Department of Health’s commitment to employment security for all permanent and temporary employees;

summary of decisions on structural issues raised during consultations;

the impacts on full-time equivalent staffing profiles that arise in implementing the proposed organisational structure including the process to be adopted in the relocation of staff and/or positions as part of the implementation process;

further organisational enhancements that will be explored following the implementation of the new organisational structure.

Commitment to employment security The Queensland Government’s Employment Security Policy clearly establishes the commitment to maximum employment security for permanent government employees and temporary employees during their agreed tenure, by developing and maintaining a


responsive, impartial and efficient government workforce as the preferred provider of existing services to government and the community. The Department of Health is committed to achieving both the formal objectives and overall intent of this policy.

The Hunter Review specifically indicated, and this decision confirms, that the changes to the Department of Health’s organisational structure will lead to no reduction in full-time equivalent staff numbers.

To be clear: no reduction in the overall number of public service employees or positions is intended in the implementation process.

To achieve the structure it will, however, be necessary in certain circumstances to transition both permanent and temporary staff and/or positions within impacted areas to new work areas. In specific circumstances, where existing employee skill-sets do not meet the requirements of the areas or where changes to employment arrangements are necessary, there may be a need for active pursuit of retraining and development opportunities. In limited circumstances, where all other options have been exhausted, deployment opportunities will be considered.

The decision is focused solely on the recommendations of the Hunter Review relating to the structure of the Department, as these are the only recommendations being implemented at this point that may invoke Termination, Change and Redundancy (TCR) provisions in industrial instruments. As previously noted, it is important to recognise that while changed arrangements do exist, this decision does not propose redundancies for employees covered under such instruments.

Each of these activities will be undertaken in accordance with the Queensland Government’s Employment Security Policy and relevant directives of the Public Service Commission.

Guiding principles Organisational design principles set out by the Hunter Review The organisational structure for the Department of Health set out in the Hunter Review is predicated on six ‘design principles’.

As indicated in the final report of the Hunter Review, these principles were established through the collation of various themes arising from the consultation and engagement process that was conducted, as well as through research activities that were undertaken as part of that review. The final report of the Hunter Review notes the principles were considered in designing the organisational structure.

These principles have been maintained for the purposes of this decision, noting that in finalising the structure a number of minor adjustments to naming arrangements within Divisions have been made. These changes reflect feedback that has been received from staff.

The ‘design principles’ set out in the Hunter Review have been reproduced on the following two pages for ease of reference.


Design Principles’ set out in the final report of the Hunter Review, pages 54 and 55.

# Principle Rationale Implication of principle on final design options

1 Design must facilitate leadership of Queensland’s health sector within Australian and State federated systems

The Department’s structure should provide the strategy, policy, leadership, clinical direction-setting, education, corporate support and other functions that provide Queensland’s health system with the ability to deliver holistic responses that improve health outcomes for citizens. It should support the capability to establish a clear vision, strategy and coordinated approach to State-wide issues across the Department, Hospital and Health Services and other service providers. It should recognise the evolution of Hospital and Health Services into comprehensive and integrated health services, with a community-based focus.

• Department requires a structure that supports:

- Addressing future health priorities (‘looking out’)

- Leadership of, and response to, State and national initiatives (‘looking across’)

- Performance management of HHSs (‘looking in’)

• The structure must support cooperative relationships with Hospital and Health Services, and recognise their continued evolution into organisations that provide comprehensive, integrated health services for their communities.

2 Design must simplify structures wherever possible

The Department’s structure should not be split into multiple entities with different responsibilities. The role of ‘System Manager’ (as defined in the Hospital and Health Boards Act 2011) clearly sets out the role of the ‘strategic centre’. It does make sense that certain service delivery activities are separate to the functions of the Department (such as HSQ), but it does not make sense to structurally separate different core functions of the Department into different entities.

• Strategy, policy, regulatory, health protection, commissioning and corporate support functions can all reside within the Department of Health.

• Alignment of these functions to allow maximum outcomes and reduce complexity will be sought.

• Areas of the Department that undertake the same functions should be evaluated to determine if there is benefit in aligning their activities. There will, however, be certain circumstances where sound reasoning does not always support this approach.

3 Design should support devolution of functions where doing so outweighs the impacts

Frontline services should continue to be devolved to Hospital and Health Services unless there are demonstrable advantages in operating them on a State-wide or regional basis, such as clear economies of scale (more efficient, higher quality, safer outcomes) or the need to standardise systems.

• Frontline service delivery areas should be tested to determine if devolution is beneficial.

• There may continue to be service delivery activities within the Department of Health, if clear benefits support such a structure.


# Principle Rationale Implication of principle on final design options

4 Design should align functions to promote effective teams, better communication and improved coordination

Combining, or improving, the governance of functions of the Department that have similar functional responsibilities will provide better opportunities for staff (improved professional development), greater economies of scale, clearer lines of communication and a more coordinated interface between the Department and Hospital and Health Services.

• Alignment of common functions will be preferred, unless there are demonstrable reasons why that should not occur.

• Internal communication (within the Department) and external communication (with Hospital and Health Services, in particular) should be simplified and coordinated.

5 Design should reduce change impacts as far as possible

The Queensland Government’s Employment Security Policy notes that it is, “committed to providing stability to the government workforce by curbing organisational restructuring…. focus on pursuing performance improvement strategies… to achieve “best value” delivery of quality services to the community, in preference to restructuring, downsizing or simply replacing government workers with non-government service providers.”

• Staff will not experience a reduction in their terms and conditions of employment as a result of any changes.

• Any change to structures will demonstrate a pathway to achieving “best value” and efficiency improvements through productivity benefits, not as a result of down-sizing or reduction in staff numbers.

6 Design should clarify roles as far as possible, in accordance with the provisions of the Hospital and Health Boards Act 2011

The Hospital and Health Boards Act 2011 provides clarity regarding the responsibilities of the Department, and the responsibilities of Hospital and Health Services. Accordingly, the Department’s structure should seek to provide clarity (to the extent possible through an organisational design) as to the location of the functional responsibilities of the Department within Queensland’s health system.

• Those core aspects that are the responsibility of the System Manager, as defined by the Hospital and Health Boards Act 2011, should be located within the Department of Health.

• Where other statutes provide a legislative basis for establishing a functional area, they too should be located within the Department of Health.

• There will be instances where certain service delivery, corporate support or clinical support functions operate solely to service Hospital and Health Services (or other health services providers), and in such circumstances they may be considered for inclusion in separate organisational structures (either hosted by Hospital and Health Services or in alternative areas such as HSQ or HSIA).


Implementation principles In addition to design principles used by the Hunter Review team in developing the proposed organisational structure, there are a number of specific principles that will be adopted to support implementation of this decision.

Implementation Principles

1 In accordance with Queensland Government’s Employment Security Policy, the Department of Health is committed to maximum employment security for permanent public sector employees and temporary public sector employees for the duration of their tenure. Where changes to employment arrangements are necessary, there will be active pursuit of retraining and deployment opportunities in line with Public Service Commission directives.

2 A vacancy management process will be overseen by the Departmental Leadership Team to ensure the impact of change on existing staff is minimised as positions are progressively aligned to where they are most needed within the Department.

3 Existing executive contracts, secondments, higher duties arrangements and temporary engagements will cease upon expiry unless extension is approved via the vacancy management process.

4 Employees will continue their employment under the same entitlements that currently exist.

5 Employees of the Department of Health, unions and other industrial organisations representing the Department’s workforce will be informed, consulted and provided the opportunity to engage throughout the implementation process.

6 As part of the implementation process, ‘Executive Sponsors’ for each of the proposed new Divisions of the Department of Health will be responsible for facilitating further information sharing and advice about implementation within their respective Division.

7 Employees will be treated with respect and recognised for their core expertise that is essential to the successful implementation of the new organisational arrangements.

8 Specific implementation activities will be delivered by work areas with identified organisational responsibility.

9 Additional resources for the purpose of implementation are not available. Accordingly, those areas to manage and implement changes will be supported through provision of time and capacity allowances to ensure implementation processes are effective.

10 The need for additional positions in the structure will be met by redesignating existing positions rather than creating new positions.

11 The intention of the new organisational structure is to facilitate achievement of the objectives set out in the Department’s Strategic Plan 2014-2018, being:

1. Healthy Queenslanders: promote and protect the health and wellbeing of current and future generations of Queenslanders.

2. Safe, equitable and quality services: ensure there is access to safe, equitable and quality services that maintain dignity and consumer empowerment.

3. A well-governed system: sound management of funding and delivery of performance for the whole system.


4. Strategic policy leadership: develop, implement and evaluate evidence- based policy that sets system-wide direction.

5. Broad engagement with partners: build partnerships with all levels of the community to plan, design, deliver and oversee health services.

6. Engaged people: cultivate a culture that harnesses capability and values our people.

12 The implementation process will be efficient, effective and prioritised to deliver maximum benefits to Queensland’s health system.

Business operating model for Department Feedback on both the Hunter Review Final Report and the Business Case for Change raised concern about whether a new structure alone will be sufficient to address organisational silos.

In her final interview (available on QHEPS) Rachel Hunter indicated ‘silos are actually a consequence of behaviour, they are not actually a consequence of structure. This structure provides clarity around function for the department and the way in which the divisions work together cross-divisionally is a consequence of leadership and culture’.

The decision on structure will provide clarity on the allocation of functions within the Department. A further piece of work will be commenced in the coming weeks to develop statements of purpose for each Division and expand on the operating model described on page 53 of the Hunter Review Final Report.

It is intended that this work will describe in more detail the core, inter-related activities of the Department and how the five key business drivers described in the model influence the Department’s outputs.

This work will also be complemented by cultural change and leadership development programs, informed by the Working for Queensland employee opinion survey results, following the appointment of permanent Deputy Directors-General.

Strategy and policy Feedback on the business case for change highlighted the need to clearly define what strategy is, what policy is, and where these functions should sit in the new organisational structure. The following is provided to make it clearer why different strategy and policy functions have been placed in different divisions in the new structure.

Strategy

Strategies set out plans and forecasts intended to enable Queensland Health to make strategic decisions and adapt to emerging challenges. Examples include the development of overarching Queensland Health and Workforce Management Plans for the State (Recommendations 16 and 17, Hunter Review Final Report) and development of strategies to respond to the funding challenges that will face the health system in coming years.


Policies

Strategic policies are the big-picture guidelines that set out, in clear language, what an organisation wants to achieve (such as its long-term vision and goals) and the performance standards and outcomes expected. Strategic policy is the main interface with government decision making processes. The function provides advice and guidance to inform government decisions as well as providing guidance on how decisions could be implemented in practice. Strategic policy can be either internally or externally focused.

An example of internally focused strategic policy is the development of a framework of clinical prioritisation criteria to deliver improvements in the time that people wait for certain clinical services.

Developing a policy position on how Queensland Health will respond to the National Disability Insurance Scheme, or the Green Paper on Federation are examples of externally focused strategic policy.

Strategic Policy in the Department of Science, Information Technology and Innovation (DSITI) describes their role in the following way:

‘We develop and deliver the department’s policy narrative – connecting the different content areas of the department, understanding what they deliver and why, and telling the story about how collectively our department makes a difference to Queensland now and into the future’.

This provides a good explanation of a business operating model for strategic policy. Strategic policy team members are not content experts, but have a responsibility to connect and collaborate with the content areas of the department, such as public health, mental health, oral health, preventive health, clinical networks etc to develop the Department’s strategic policy.

Technical policy is developed by areas with content expertise. Some examples of this would be:

• Food policy ie. the provision of technical advice on recommended standards of the Food Code, whether regulatory controls would be effective and the practical implications of using such controls;

• Radiation safety, ie. the provision of technical advice on whether Class 3 and Class 4 lasers should be regulated; and

• Clinical policy ie. the provision of evidence based professional guidance on how clinicians should respond in different clinical scenarios.

Operational policies refer to the supporting tools and templates, such as protocols, procedures and guidelines that assist people to make decisions. Within a regulatory context, these tools and templates are designed to assist authorised officers in applying Acts and Regulations, and to support a consistent statewide approach to regulation. For example the Public Health Division is responsible for the content and operational policy for all public health matters. Business policies define the scope within which decisions can be taken by people within an organisation. This type of policy permits people to deal with problems and issues without needing to always consult with higher level management before making every decision. Business policies are the guidelines developed by an organisation to govern its actions. They define the limits within which decisions must be made. For example, procurement policy sits with Health Support Queensland, and finance policy sits with Finance Branch.

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Organisational structure The new organisational structure is set out in the following diagram.


Decision on structural issues raised during consultations A number of key structural issues were raised following release of the Hunter Review Final Report. These questions were released during the consultation period in a document titled ‘Summary of structural issues for DG consideration’.

The final decision on each issue and a brief rationale for the decision are detailed below.

Whether the Health Infrastructure Branch (HIB) should be split between capital delivery/maintenance and capital planning or remain as a stand-alone Branch?

The Health Infrastructure Branch will be split between capital delivery and capital planning. With a diminishing capital program it is imperative that smart decisions are made about how capital funding is best used in the future. Investments will need to be made on the basis of whether they facilitate or inhibit the delivery of modern healthcare. Such decisions will be best made in a Branch of the Department that enables integration with other planning functions such as service and workforce planning.

The Department’s future operating model will ensure that capital planning and delivery functions will continue to be undertaken within a whole of life asset management framework.

Should preventive health policy remain in the Public Health Division or move as recommended to the Strategy, Policy and Planning Division to sit with other strategic policy staff?

Preventive health policy will not move to the Strategy, Policy and Planning Division as proposed in the business case. Preventive health is an integral part of public health and will remain in the same Division as health protection and communicable diseases. This will facilitate a strong collaborative public health response to the major health issues that are impacting on the health of the Queensland population.

The Department’s future operating model will ensure there are strong links between Strategy, Policy and Planning and the Preventive Health Branch.

Should the Office of the Chief Nursing and Midwifery Officer (OCNMO) report through the Clinical Excellence Division or report direct to the Director-General?

The Office of the Chief Nurse and Midwifery Officer being part of the Clinical Excellence Division is the best way to support the critical link between nursing and midwifery and patient safety and quality.

A holistic, centrally coordinated approach to clinical excellence is required and this will be provided by the Clinical Excellence Division.

The Chief Nurse and Midwifery Officer has always reported through a Deputy Director-General. This is consistent with what occurs in all other Australian health jurisdictions.


Other mechanisms will be established to ensure that the Chief Nurse and other Professional Heads are able to provide direct advice to the Director-General.

Should the State and Commonwealth Funding Unit (SCFU) sit with Corporate Services or Strategy, Policy and Planning Division?

The State and Commonwealth Funding Unit will be renamed the Funding Strategy Unit and be located in the Strategy, Policy and Planning Division in the Strategy and Strategic Policy Branch.

National funding policy will be of significant strategic importance to Queensland over the next three years. All matters with significant resourcing implications will need to be linked to high level strategy and policy functions within the Department. This can be best achieved by including these functions in the same Branch.

The Department’s future operating model will ensure that there are effective linkages between the Funding Strategy Unit and the Finance Branch.

Should planning functions associated with Mental Health and Oral Health remain as part of current Branches/Units or move to sit with other planning functions in Strategy, Policy and Planning?

These planning functions will remain with their respective Branches/Office as the current interdependencies for both mental and dental health need to be maintained in the short to medium term to enable delivery of current work and priorities.

The Department’s future operating model will ensure that there are effective linkages between the planning functions in these Branches and the planning functions in Strategy, Policy and Planning Division.

Is it best for one data management functional area ie. Health Statistics Branch to support data integrity processes for all data management owners?

Data ownership will continue to be distributed throughout the Department. The Data Governance Branch will ensure coherence in the use and reporting of data. It will also bring data owners together as part of a community of practice.

The Data Governance Branch will be established by combining Health Statistics Branch, the Office of Data Integrity and some resources from Internal Audit and the Office of the Chief Health Information Officer.

Should Clinical Pathways and Health PACT remain in the Clinical Access and Redesign Unit (CARU) in Clinical Excellence or move to Strategy, Policy and Performance?

Clinical Pathways will remain in the Clinical Excellence Division as clinical pathways are a quality improvement tool used to reduce variation in practice and to implement clinical evidence at point of care to improve both clinical effectiveness and efficiency.


Health PACT and the Health Technology Assessment and Evaluation Team (HTAE) will remain in the Clinical Excellence Division to ensure close connections are maintained with Clinical Networks and clinical improvement activities.

Should clinical policy sit with Innovation and Clinical Networks within the Clinical Excellence Division or move as recommended to Strategy, Policy and Planning?

As this function is logically linked to the Queensland Clinical Senate (QCS) and Queensland Clinical Networks (QCNs) it will sit within the Clinical Excellence Division.

Should the Office of the Chief Health Information Officer (OCHIO) sit within Strategy, Policy and Planning or be combined with the Health Service Information Agency (HSIA)?

The majority of the Office of the Chief Health Information Officer (OCHIO) will combine with the Health Services Information Agency (HSIA) to become eHealth QLD. A small number of OCHIO positions supporting planning and data functions will transfer to the Strategy, Policy and Planning Division.

eHealth QLD will deliver innovative Information and Communication Technology (ICT) solutions across the public health system to enable excellent patient care now and into the future. It will achieve this by setting eHealth strategy, policy and standards and working in partnership with Hospital and Health Services and clinicians. Other eHealth QLD roles will include setting technical, clinical and corporate application standards, supporting the roll out of localised and interoperable programs, ensuring accountability and performance, and maintaining Queensland Health’s ICT infrastructure.

Should knowledge management (including corporate records) sit with OCHIO or Corporate Services?

Knowledge management will reside in eHealth QLD where this function will be strengthened over time. Corporate Services will focus on records management.

Is it best only Internal Audit reports direct to the Director-General or should all of Audit, Risk and Governance report direct to the Director-General?

Audit, Risk and Governance will be operationally aligned within the Corporate Services Division to enable continuous improvement – particularly around the maturity of corporate governance within the department. The Head of Internal Audit will report functionally to the Director-General. This means that all audit findings, reports, briefing notes etc from Internal Audit will be provided to the Director-General without needing to be first cleared by the Deputy Director-General Corporate Services. This process will ensure the central tenancy of an internal audit function – independence and objectivity – is retained.

The Chief Risk Officer will continue to report functionally to the Director-General on a needs basis to ensure Director-General engagement makes best use of time to engage


with and direct strategy, ensure risk appetite is congruent with the Director-General’s intent and to provide support to risk and governance matters prioritised by the Director-General.

The Deputy Director-General Corporate Services will have operational/administrative reporting responsibility for both functions including signing-off on day-to-day financial/budget activity, leave management etc.

Many operational matters will still be appropriately managed through the Deputy Director-General Corporate Services and by working direct with governance groups such as the System Leadership Team, Departmental Leadership Team and sub-committees to establish good governance engagement and risk management maturity.

What should be the overall objective of the Business Improvement Unit and how can it best support implementation of the Hunter Review recommendations?

The Business Enhancement Unit within Corporate Services will operate as an internal consultancy group which is available to undertake agreed projects/initiatives within the Department at the request of members of the Departmental Leadership Team. This will minimise the risk of duplication of effort in relation to business enhancement activities within the Department.

Scope of changes Department of Health The Department of Health is responsible for overseeing a range of outcomes from the State’s health system, including:

Regulating health services (including private hospitals);

Monitoring, developing and deploying programs to improve the health of Queenslanders;

Purchasing health services from Hospital and Health Services and non-government organisations;

Providing ambulance services;

Providing services to the Minister for Health and parliament; and

Working with other state and national agencies on policies and programs to improve the health of Queenslanders.

The Department’s purpose is to provide leadership and direction to ensure the health system delivers safe and responsive services for all Queenslanders. In doing so, the Department ascribes to the values of the Queensland Public Service which are to ensure that we do or put:

Customers first;

Ideas into action;

Unleash potential;


Be courageous; and

Empower people.

The Department’s activities contribute directly to the Queensland Government objectives of delivering quality frontline services by strengthening our public health system, providing responsive and integrated government services, supporting disadvantaged Queenslanders and creating jobs and a diverse economy.

The Department has a key role in providing strategic leadership and overall direction to the health system, and in being responsible for managing the performance of Hospital and Health Services. As noted in the Hunter Review, the Department plays a central role in defining the outcomes that service providers, such as Hospital and Health Services, achieve for the patients of Queensland, and in promoting the effective and efficient use of resources in the delivery of health services across the State.

In implementing the structure to address areas where improved organisational performance can facilitate improved health outcomes and the objectives set out in the agency’s Strategic Plan 2014-2018, the Department will need to address a range of capability gaps.

The new organisational arrangements have characteristics as set out in the following sub-sections.

FTE staffing numbers – explanatory notes The decision explains how existing staff will move from the current structure to the new structure. FTE staff numbers referenced in this decision do not necessarily reflect approved caps on MOHRI staffing, approved staff establishments or recurrently funded FTE positions. Existing divisions, branches and units may also be either above or under their MOHRI cap.

Reasons for this vary. For example, temporary staff may have been engaged to undertake time limited work using non-recurrent funding, or positions may have been held vacant in one Branch to enable appointments to be made in another area, or positions may have been held vacant pending the completion of pre-requisite work.

With the exception of the Patient Safety and Quality Improvement Service (election commitment) additional staff numbers expected to be allocated to a work area are not described in this decision. The decision will does not identify all funded vacancies.

The Departmental Leadership Team will determine new MOHRI caps and budgets for Divisions once the new structure is in place.

There is no intention to reduce overall staffing within the Department.


Office of the Director-General In the new organisational structure, the role of the Office of the Director-General is to support the Minister and Director-General in fulfilling their responsibilities in leading and setting the direction for Queensland’s public health system.

The Office of the Director-General does this by coordinating whole-of-Department, whole-of-portfolio and whole-of-government activities, supporting the Minister and Director-General in fulfilling their statutory responsibilities, maintaining Cabinet, Parliamentary, executive government and other processes, and supporting inter-governmental relations through the coordination of Council of Australian Government’s Health Ministerial Council matters and other support functions relating to the health portfolio.

Budget and Analysis, Finance Branch in Corporate Services will support the Office of the Director-General with internal financial reporting for the Office.

A breakdown of the changes to staffing profiles is provided in Appendix One.


Strategy, Policy and Planning Division In the new organisational structure, the role of Strategy, Policy and Planning Division is to support the Department to establish the necessary proactive strategy to guide the State’s health system over the long term, setting the overall direction for Queensland Health and developing the necessary strategic policy options and forward planning materials to facilitate improved outcomes for patients and health care consumers.

The establishment of a new Strategy, Policy and Planning Division reflects the Hunter Review observation that, “Strategy development and high level strategic policy functions need increased emphasis” (Page 11). The Division will be responsible for developing the longer-term strategic vision and plans that are needed to guide the health sector and maintain good health and wellbeing outcomes in light of changing health, social and economic circumstances.

The Division will seek to define directions for the sector which are consistent both with local needs and priorities and with broader national and international developments. It will thus play a leading role in ensuring that the sector’s institutional arrangements are fit-for-purpose and in managing Queensland’s relationships with other jurisdictions and the Commonwealth.

Strategies must be realistic so the Division will also focus on the public health system’s capacity in terms of the human, physical and information resources needed to underpin safe and effective services.



Clinical Excellence Division In the new organisational structure, the Clinical Excellence Division is to drive the patient safety, quality improvement and clinical improvement agendas for the Queensland health system. It will both monitor and promote improvements in the quality of health services delivered by service providers (both Hospital and Health Services and private health facilities), and support and facilitate the dissemination of best-practice clinical standards and processes that achieve better outcomes for patients.

The Division will be the conduit for the Clinical Senate and Clinical Networks to routinely engage with the Department, and will provide professional leadership to a range of clinicians through the Office of the Chief Dental Officer, Office of the Chief Nurse and Midwifery Officer and Office of the Chief Allied Health Officer. The Office of the Chief Psychiatrist and the Director of Mental Health will also form part of the Division, providing capacity for coordinated professional leadership across a range of clinical areas.

There will be significant interaction with the Healthcare Purchasing and System Performance Division through the Division’s clinical standard-setting and patient safety responsibilities, as well as professional leadership functions.



Prevention Division In the new organisational structure, the Prevention Division will lead the key public health, system-wide health promotion and regulatory activities of the Department. The Deputy Director-General that leads the Division will also be Queensland’s Chief Health Officer.

The Division will maintain a focus on administering the regulatory responsibilities (particularly compliance responsibilities) of a number of major public statutes for which the Minister for Health is responsible, such as the Public Health Act 2005 and the Tobacco, Smoking and Other Products Act 1998.

Through its public health responsibilities, and noting that there are major strategy and strategic policy issues that relate to preventive health, there will be significant interaction with the Strategy, Policy and Planning Division. There will similarly be significant interaction with the Healthcare Purchasing and System Performance Division, relating to public health service arrangements that are established through commissioning activities.



Healthcare Purchasing and System Performance Division In the new organisational structure the Healthcare Purchasing and System Performance Division will lead the activities of the Department that relate to purchasing health and social services from service providers and managing the performance associated with those purchasing decisions, to maximise the efficiency and effectiveness of the health system.

The Division will be responsible for developing, negotiating and agreeing service agreements with Hospital and Health Services and contracts with private, non-governmental and certain academic organisations. The funding for these agreements will be based on a rational model for the equitable allocation of resources and according to an explicit investment strategy aligned to strategic priorities. Funding and purchasing models will be derived which create appropriate incentives for contemporary, clinical and cost effective healthcare provision.

The Division is also responsible for supporting Hospital and Health Services to deliver improved system performance through performance reporting and benchmarking information and instigating remedial actions if performance does not meet required standards. The Division will specify, in conjunction with other Divisions, the information which it requires to effectively manage the delivery of contracts, with Hospital and Health Service performance data to be provided by various data custodians in other Divisions of the Department.

The Division will lead the continued development of the Hospital and Health Service Performance Framework on behalf of the Department of Health, with input from other areas of the organisation. As the central co-ordinator for all issues associated with contract delivery and in particular the associated key performance indicators (supported by other Divisions), the Division will have extensive interaction across the Department. It will require both strategic policy advice and validated data from the Strategy, Policy and Performance Division, clinical performance information from the Clinical Excellence Division and input relating to public health and other regulatory functions from the Prevention Division. It will also liaise with relevant parts of the Corporate Services Division such as the Finance Branch. Formalised internal mechanisms and a strengthened governance framework with a reconstituted Healthcare Purchasing and Performance Committee and the establishment of a stakeholder advisory committee will support this collaboration and ensure that the key inputs on which the Division is dependent for its core business are provided.




Corporate Services Division In the new organisational structure, the Corporate Services Division will have responsibility for the delivery of those business, corporate and operational activities required of the Department of Health as a Queensland Government Department, in addition to providing certain whole-of-system functions where required.

In regard to the latter elements, the Division will be responsible for: managing major capital works for proposed public sector health service facilities (in addition to undertaking facilities management and all capital works activities for the Department); managing industrial relations (including negotiation of certified agreements and variation of any Award arrangements); employing staff within the Department, including those that work for Hospital and Health Services (other than prescribed Hospital and Health Services); and in establishing the conditions of employment for health service employees, including issuing health employment directives.

In relation specifically to the requirements of the Department of Health, the Division will be responsible for undertaking legislative responsibilities such as ensuring compliance with the Public Records Act 2002, Financial Accountability Act 2009 and Right to Information Act 2009, for the provision and coordination of legal services within the Department of Health, and for coordinating business improvement activities across the Department.



Change impacts Impact of proposed changes As indicated at the beginning of this section, Appendix One to this business case sets out the specific unit level impact and subsequent changes to full-time equivalent staffing profiles that are proposed as part of the implementation process.

Accommodation arrangements The proposed implementation of the new organisational structure will, in certain circumstances, require the physical relocation of employees. This relocation will be required to achieve improved operational outcomes through the co-location of functions or where Branches or Divisions require improved connections to achieve their functional activities. Changes to staff accommodation arrangements will be limited to relocations that are required to support operational effectiveness. Relocations will be coordinated through the Corporate Facilities Unit. In some instances, relocating staff may simply move within the building in which they currently work. In other instances, it may be necessary for staff to move between buildings within the Brisbane inner-city area. Affected staff will be consulted and given reasonable notice prior to any relocation taking place. The Departmental Leadership Team will discuss and agree the need for any significant accommodation moves. It is expected that this will be resolved by the end of August 2015.

Transfer of some secretariat support functions to the HSCE Forum Office Any resourcing issues for the HSCE Forum Office will be considered outside of the current Departmental restructuring process.

Business Management and Support Functions The final report of the Hunter Review noted the need to undertake a review of business management and support functions as a priority, indicating (at page 60) that, “A range of business services activities have been distributed throughout the Department and there is scope to review these arrangements to determine the most efficient and effective model of service delivery. This would be a priority project for the newly created Division.”

The preparation of the business case further highlighted the need to undertake work to determine the most appropriate allocation of business management and business support services both within, and across, Divisions. The Department is undertaking a body of work to:

build on work already undertaken as part of the Correspondence Future State Project;


focus on the adoption of consistent full-time equivalent staffing profiles for business management across Divisions/business units, excluding the Queensland Ambulance Service, Health Support Queensland and the Health Services Information Agency, where this is practicable; and

provide business management and support staff opportunities to multi-skill rather than focus on one aspect of corporate services delivery, recognising that specialisation may be appropriate for some roles.

Development of a consistent staffing profile across Divisions will recognise that each Division will have basic fixed business management and support needs as variable needs due to variations in workload associated with different volumes of correspondence, financial payments etc.

This review will result in the need for further changes, including the relocation of staff performing such functions, to work areas within the Department that differ from the proposed changes outlined in Appendix One. Staff will be consulted as part of this project to inform the work that is undertaken and any future decisions regarding appropriate full-time equivalent staffing profiles.

It is expected that proposed changes will be released for consultation before the end of August 2015.

Review of future vacancies Rachel Hunter identified in her Final Report that the fiscal constraints faced by the Government mean that capability gaps will need to be addressed within existing resources. She also identified that resources to establish or grow some functions within Divisions will need to come from a range of sources.

As this decision focuses on ensuring employment security for the existing workforce all current and future vacancies will be quarantined and subject to a vacancy management process from 3 August 2015.

This process will be overseen by the Departmental Leadership Team who will closely examine the ongoing need for positions in the context of identified Departmental resourcing priorities.

The intention of this process is not to reduce the overall full-time equivalent staffing profile within the Department, but to ensure the impact on existing staff is minimised as positions are progressively aligned to where they are most needed within the Department.

This process may also result in some staff being offered the opportunity to re-skill and develop other capabilities as identified in the final report of the Hunter Review.

Benefits of proposed changes In commissioning the Hunter Review, the Queensland Government gave a clear indication that it is committed to establishing a health system that leads the nation.

To achieve such a goal, it is clear that the system leadership, overall strategy and policy development, system-wide coordination and performance management, standard-setting (for example, for patient safety and service quality) and clinical excellence activities of the system need to be appropriately administered.


The Hunter Review clearly determined these needs and commented on both the organisational capability and existing challenges faced by the Department of Health in achieving these requirements within the organisational arrangements that have been implemented over recent years.

Accordingly, it is clear there are a number of anticipated benefits that will be realised through the implementation of the new organisational arrangements, as set out in the following table.

Benefit Rationale

A functional organisational structure that aligns responsibility and accountability

The Department has a clear remit, through the Hospital and Health Boards Act 2011, to perform a range of functions for the State’s health system.

The proposed structure seeks to establish and align (as far as possible through an organisational structure) those key, high-level aspects of system-wide responsibility for which the Department is accountable.

Creation of specific Divisions that establish strategic positions for the State (through leadership of strategy and policy development), clinical standards and patient safety requirements, performance management and facilitation of funding to Hospital and Health Services, regulatory elements of the health system and those corporate functions necessary for a government agency to function (in addition to servicing certain whole-of-State requirements, such as industrial relations and system-wide financial compliance) are catered for by the proposed organisational structure.

Capacity to achieve clear delineation of system leadership responsibilities

The Hunter Review found clear deficiencies in the system-wide leadership activities of the Department of Health.

The revised structure provides clarity (again, to the extent possible through an organisational structure) about the areas of system leadership for which the Department is accountable.

This delineation will undoubtedly require additional clarity (which may be achieved through adoption of other recommendations of the Hunter Review, or other means), but the proposed structure aligns the strategic objectives of the Department with its system leadership responsibilities.

Breaking down silos, facilitating cross-Divisional engagement and driving collaborative health outcomes across the Department and the health sector

As the Department’s current organisational structure has evolved, its arrangements, frameworks and processes have not adequately adapted to its responsibilities. This has resulted in a lack of focus in some areas, growth of individualism in other areas, and – as evidenced by the Hunter Review – in certain circumstances situations where ‘workarounds’ are the only meaningful way of achieving outcomes given the institutional barriers that exist.

The proposed structure seeks to address this by necessitating intra-Departmental collaboration and breaking down silos to achieve outcomes.

For example, the Healthcare Purchasing and System Performance Division will specifically require input from a range of other Divisions to achieve its performance management responsibilities. Similarly, the Strategy, Policy and Planning Division will specifically require input from a range of other Divisions to achieve its strategy development and policy responsibilities. Other Divisions require similar collaborative approaches.

More streamlined The new structure provides a more streamlined executive by reducing the


Benefit Rationale

management structure which reduces overheads and achieves improved efficiency for internal processes (such as briefing notes, correspondence, financial delegations and other approval pathways)

total number of senior executives and broadening the span of control of System Leadership Executive and the Departmental Management Group.

This will have the benefit of ensuring greater emphasis on similar areas of operation within the Department (aligned to the commentary made previously), with increased accountability for those functions and realisation of synergies within the organisation.

By reducing the number of senior executives on the System Leadership Executive, decision-making should be pushed downwards within the organisation, allowing for improved approval pathways, swifter endorsement of operational matters and less re-work of materials. These are all recognised as major burdens for large parts of the organisation in its current form.

Additionally, the more streamlined and flexible structure will mean reduced corporate overheads for the public health system.

Improved data responsibilities and clarity regarding information management

As noted in the Hunter Review, the Department holds considerable data across the organisation. Transforming this data into meaningful information has, at times, been difficult in the recent past.

By aligning the existing Health Statistics Branch with data integrity responsibilities, and making it clear that organisational units are responsible for the level of accuracy of their data and turning it into meaningful information, the structure ensures specific accountability and responsibility is aligned for each of the Divisions across the organisation.

Better management of risk resulting in more innovative and responsive outcomes for service providers

The Hunter Review established that system-wide risk management responsibilities were not well understood nor responded to, leading to significant risk aversion and having a stifling impact on the Department’s willingness to adopt innovative approaches to issues.

By aligning those key, high-level aspects of system-wide responsibility for which the Department is accountable, Divisions of the Department will have greater visibility of the functions they lead and projects they deliver.

It is therefore anticipated that the structure (supported by the necessary cultural change activities) will allow for an environment which fosters a ‘safe to fail’ ethos that supports innovation and which champions appropriate risk-taking to test and challenge new ideas and approaches.

Capacity for improved performance management, both at a system level and within the Department of Health

One of the Department’s core responsibilities is to manage the performance of the State’s health system. The proposed structure makes performance management (and the preceding activity of purchasing activity through the agreed funding process) a specific area of responsibility for the Department.

The focus on performance management is, unlike in the current structure, not constrained by the need to focus on other aspects of health strategy, planning or strategic policy. The proposed structure allows a specific Division to focus solely on the purchasing of clinical activity and the management of the performance of Hospital and Health Services, whilst being supported by other relevant parts of the organisation that should have input into the performance management process.

Grouping of similar functions, particularly with regard to

The proposed structure establishes a specific Corporate Services Division to bring together those elements of the organisation that lead both Department-wide (for example, legal services) and system-wide (for example, industrial relations) activities. The Division also contains elements


Benefit Rationale

Corporate Services

that may have both responsibilities, such as in the performance of the functions of the Integrated Communications Branch. It is expected that this combined arrangement will deliver economies of scale and improved outcomes over the longer-term.

Over time, more efficient and effective operational activities

The new organisational structure will result, over time, in more efficient and effective operational activities for the Department of Health.

Streamlining the executive management structure will provide opportunities to provide support services in a more efficient manner. Similarly, by providing clarity of purpose at a Divisional level, individual units will be better positioned to determine their appropriate staffing profiles through natural attrition processes.

It is reasonable to expect that resources that are identified through this process will be re-directed to appropriate areas. As has previously been indicated, the implementation process for the proposed organisational structure will not result in any reduction in full-time equivalent staffing profiles. Over time, there may be scope to achieve better outcomes for staff by supporting their personal development and up-skilling to undertake work in areas where greater opportunity exists.

Improved access and engagement capability for the community and other key stakeholders

The proposed structure provides far greater clarity regarding the operational responsibilities of the Divisions of the Department of Health.

Compared to the current structure, where in certain instances there is duplication or alignment of functions does not exist, the new structure provides stakeholders with a clearer understanding of the functional responsibilities of each Division.

Management of staff movements The Queensland Government’s Employment Security Policy clearly establishes the commitment to maximum employment security for permanent government employees and temporary employees during their agreed tenure by developing and maintaining a responsive, impartial and efficient government workforce as the preferred provider of existing services to government and the community. The Department of Health is committed to achieving both the formal objectives and overall intent of this policy.

This decision does not suggest any reduction in full-time equivalent staff numbers for the Department of Health.

To achieve the new structure, it will, however, be necessary in certain circumstances to transition staff or positions (or both) to new work areas.

Circumstances for transition of staff In certain instances, these transitions will be straight forward. For example, an entire Branch that currently exists will be re-located to a new Division.

In certain instances, these transitions will be more complex. For example, it will be necessary for part of an existing Branch to be re-located to a new Division, while another part of that same Branch is transferred to a different Division.

In limited circumstances, it will be necessary to transfer staff to undertake new functions. Where existing employee skill-sets do not meet the requirements of the


proposed areas or where changes to employment arrangements are necessary, there will be active pursuit of retraining and development opportunities. In limited circumstances, where all other options have been exhausted, deployment opportunities will be considered.

Each of these activities will be undertaken in accordance with the Queensland Government’s Employment Security Policy.

In preparing this decision, and subsequent to the work undertaken as part of the Hunter Review, existing units, Branches and Divisions have been examined to determine where functions should be aligned to support the new organisational structure.

In the majority of instances, changes at an individual level will be negligible.

The restructure does, however, provide an opportunity to realign functions and streamline work processes to ensure staff workloads are reasonable, and reflect the staffing requirements of the new organisational structure.

The Department will ensure compliance with the requirements of relevant enterprise bargaining agreements, award provisions and relevant Public Service Commission directives which stipulate that agencies must consider employees requiring placement for temporary and permanent vacancies before proceeding to fill a vacancy by other means. Where organisational change impacts on a permanent employee’s substantive role, the Department will explore all opportunities for them to transfer to other suitable positions within the Department.

Positional changes across the Department may require the matching of eligible permanent staff in some work areas to new or changed roles in other work areas.

Steps for staff matching activities Where the transition process is not a simple re-location of a position, unit or Branch, the process set out in the diagram below will be adopted to determine the transition of a staff member to a different role.

Note – It is expected that at most, Step 1 will be utilised to implement this decision.

Diagram: Steps for managing reallocated staff


An eligible permanent employee will be considered suitable for a role at level if they have the skills and abilities necessary to meet the requirements of the role to a satisfactory level, given a reasonable period of training and on-the-job experience and are fit to undertake the role with reasonable adjustment, if required.

Reasonable periods of training may differ between roles. Some positions may require a shorter development period than others due to current Government priorities or a critical shortage of skill sets within teams. Suitability assessments will involve obtaining referee statements to support placement decisions. Employees will have the opportunity to respond to any adverse statements from referees.

Where more than one permanent employee is assessed as suitable, appointment shall be on the basis of relative merit between the eligible employees.

The continuation of temporary and higher duties roles is dependent upon ongoing business requirements within the new Divisional arrangements. Staff will be advised as soon as possible if an outcome affects them continuing in their current role.

Transition Implementation timeframes

22 July 2015 Director-General announces decision

23 July 2015 Union meeting

29 July 2015 Feedback on decision closes

29 July 2015 Final day for lodgement of grievances related to the decision

29 July 2015 Advise staff of new Executive reporting lines

29 July 2015 Review ongoing need for higher duties and temporary staff and provide advice to any affected staff

3 August 2015 Commence operating in accordance with new structure

3 August 2015 Vacancy Management Process commences

6 August 2015 Ongoing meetings with unions as required

31 August 2015 Business Case for Change for Business Management and Business Support staff released (at the latest)

31 August 2015 Departmental Leadership Team approves any proposed accommodation moves


Communications with staff Staff will receive regular updates throughout the transition via:

• DG Connect email messages

• FAQs loaded on the Hunter Review QHEPS site

• Discussion with local Executives/Directors based on a consistent set of key messages (updated as required)

• Open staff forums with Director-General

• Direct written communication where their existing position does not directly transfer to a position in the new structure.

Staff will be able to communicate any concerns or questions they have via:

• [email protected]

• Their line manager

• Their union delegate or official

• At open staff forums with the Director-General.

Grievance Procedure Given the time frame for implementation of the new structure, any employee grievances will be treated as Stage 3 grievances in accordance with the Queensland Health Framework Award – State 2012 clause 3.3 Employee grievance procedures. To initiate a grievance the aggrieved employee should submit the matter in writing to the Director-General by close of business Tuesday 29 July 2015. Grievances can also be lodged with the Director-General by emailing the details of the matter to [email protected]. If desired by either party, the matter shall also be notified to the Industrial Organisation/Association. The Director-General shall ensure that:-

(a) the aggrieved employee or such employee's Industrial Organisation/Association representative has the opportunity to present all aspects of the grievance;

(b) the grievance shall be investigated in a thorough, fair and impartial manner. The Director-General may appoint another person to investigate the grievance. The Director-General may consult with the Industrial Organisation/Association in appointing an investigating officer. The appointed person shall be other than the employee's supervisor or Manager. If the matter is notified to the Industrial Organisation/Association, the investigating officer shall consult with the Industrial Organisation/Association during the course of the investigation.


The Director-General shall advise the employee initiating the grievance, such employee's Industrial Organisation/Association representative and any other employee directly concerned of the determinations made as a result of the investigation of the grievance. The Director-General may delegate the Director-General‘s grievance resolution powers to a nominated representative. The procedure is to be completed within 14 days unless the parties agree otherwise. If the grievance is not settled the employee may choose to refer the matter to the Queensland Industrial Relations Commission. Subject to legislation, while the grievance procedure is being followed, normal work is to continue, except in the case of a genuine safety issue. The status quo existing before the emergence of a grievance or dispute is to continue whilst the procedure is being followed. No party shall be prejudiced as to the final settlement by the continuation of work.


Appendix One – Staff movements The following tables set out the specific unit level impact and subsequent changes to full-time equivalent staffing profiles that will occur as part of the implementation process. The ‘FTE’ column represents the current staffing/positions in the current Unit or Branch. The numbers in the new structure are indicated in the body of this business case.

Office of the Director-General Current location FTE Proposed location in new structure Staffing changesDirectorate 8 No change to location in new structure, but

movement to reflect new reporting arrangements and reduced administrative requirements in the smaller Office of the Director‐General.

Unit continues to exist with 2 FTE remaining – 1 x contracted officer and 1 x A06 Senior Executive Support Officer. In addition, the following staff changes occur: • 1 FTE contracted officer to Strategy, Policy and Planning • 1 FTE A04 moves to Office of the Director‐General

(30479055) • 1 FTE AO4 moves to Integrated Communications Branch in

Corporate Services Division (30479409) • 1 FTE A07 Business Manager and 2 FTE AO3 staff move to

Office of the Deputy Director‐General, Strategy, Policy and Planning Division

System Governance Support Branch • Directorate 3 No change Unit continues to exist with 4 FTE, being the 3 existing FTE and 1

additional FTE from ODG Directorate. • Cabinet and Parliamentary

Services Unit 5.5 No change Nil

• Departmental Liaison and Executive Support Unit

18 No change Nil

• System Secretariat 6 Unit splits between Office of the Director‐General and Portfolio Office in Strategy, Policy and Planning

1 FTE AO8 to move to support Investment Review Committee in Portfolio Office in Strategy, Policy and Planning

• Office of Health Stat. Agencies 7 No change Nil Integrated Communications Branch • Online services 15.5 Moves to Corporate Services Division.

Unit continues to exist and 15.5 FTE move to Integrated Communications Branch, Corporate Services Division.

• Media and Communications 23 Moves to Corporate Services Division.

Unit continues to exist and 23 FTE move to Integrated Communications Branch, Corporate Services Division.


Current location FTE Proposed location in new structure Staffing changes• Marketing 11 Moves to Corporate Services Division.

Unit continues to exist and 11 FTE move to Integrated Communications Branch, Corporate Services Division.

Health Renewal • Infrastructure 2 Moves to Strategy, Policy and Planning Division. Unit ceases to exist and 2 FTE move to become part of

Infrastructure Strategy Branch, Strategy, Policy and Planning Division.

• Governance and Capability Development

5 Splits between Office of the Director‐General, Audit, Risk and Governance Branch, Corporate Services Division and Strategy, Policy and Planning.

Unit ceases to exist and 3 FTE move to Audit, Risk and Governance Branch, Corporate Services Division, 1 FTE is re‐designated to become AO5 in Departmental Liaison and Executive Support, Office of the Director‐General and 1 contracted officer is moved to Portfolio Office in Strategy, Policy and Planning.

• Program Delivery 9 Splits between Office of the Director‐General, Strategy, Policy and Planning Division and Corporate Services Division.

Unit ceases to exist and 1 FTE contracted officer is re‐designated to become AO5 in Departmental Liaison and Executive Support, Office of the Director‐General, 1 FTE 32024986 moves to Business Enhancement and Infrastructure Branch, Corporate Services Division, 2 FTE to move to Portfolio Office, Strategy, Policy and Planning Division and 5 FTE move to Workforce Strategy in Strategy, Policy and Planning.

• Business Support 5 Moves to Strategy, Policy and Planning Branch Unit ceases to exist and 5 FTE move to Office of the DDG, Strategy, Policy and Planning Division.

• Market Sounding and Advisory 6 Splits between Strategy, Policy and Planning Division and Corporate Services Division.

Unit ceases to exist and 5 FTE move to Portfolio Office, Strategy, Policy and Planning Division with 1 FTE (32017713) moving to Business Enhancement and Infrastructure Branch, Corporate Services.

• Portfolio Office 11 Moves to Strategy, Policy and Planning Division. Unit moves with 11 FTE to become part of the Portfolio Office, Strategy, Policy and Planning Division.

• Health Infrastructure Branch 92 Splits between Strategy, Policy and Planning Division and Corporate Services Division.

Unit ceases to exist and: • 41 Capital Delivery FTE transfer to Business Enhancement and Infrastructure Branch, Corporate Services Division

• 4 FTE Reporting and Analysis staff and 1 FTE contracted officer move to Business Enhancement and Infrastructure Branch, Corporate Services Division

• 9 FTE Strategic Projects staff move to Infrastructure Strategy Branch, Strategy, Policy and Planning Division


Current location FTE Proposed location in new structure Staffing changes• 1 FTE Program Officer moves to Infrastructure Strategy Branch, Strategy, Policy and Planning Division

• 2 FTE HTER staff transfer to Infrastructure Strategy Branch, Strategy, Policy and Planning Division

• 22 FTE Asset, Property and Building Services staff move to Business Enhancement and Infrastructure Branch, Corporate Services Division

• 2 FTE Business Support staff (30493142 and 32001975) move to Infrastructure Strategy Branch in Strategy, Policy and Planning Division

• 3 FTE Business Support staff move to Business Enhancement and Infrastructure, Corporate Services Division

• 4 FTE Business Support staff move to Office of the Deputy Director‐General, Corporate Services Division

• 1 FTE Governance, Risk, Assurance and Policy staff member moves to Business Enhancement and Infrastructure Branch, Corporate Services Division

• 1 FTE support officer and 1 FTE contracted officer move to Infrastructure Strategy Branch, Strategy, Policy and Planning Division

• Office of the Chief Nursing and Midwifery Officer

26.5 Moves to Clinical Excellence Division. Branch continues to exist and moves with 26.5 FTE to become part of Clinical Excellence Division.

• Office of Data Integrity and Patient Safety

4 Moves to Strategy, Policy and Planning Division. Unit ceases to exist and 4 FTE move to the Data Governance Branch.

Health Commissioning Queensland Current location FTE Proposed location in new structure Staffing impact Office of the Deputy Director‐General 17 Resources from this unit split between the

Office of the Deputy Director‐General, Healthcare Purchasing and System Performance Division and Data Governance Branch in the Strategy, Policy and Planning Branch.

Unit continues to exist and transitions with 16 staff to become the Office of the Deputy Director‐General, Healthcare Purchasing and System Performance Division and 1 FTE moves to the Data Governance Branch.

Health Statistics Branch • Operational 2 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 2 staff to become part of

Data Governance Branch, Strategy, Policy and Planning Division.


Current location FTE Proposed location in new structure Staffing impact • Statistical Collections and

Integration 16 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 16 staff to become part of

Data Governance Branch, Strategy, Policy and Planning Division.

• Statistical Reporting and Coordination

10 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 10 staff to become part of Data Governance Branch, Strategy, Policy and Planning Division.

• Statistical Analysis and Linkage 16 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 16 staff to become part of Data Governance Branch, Strategy, Policy and Planning Division.

• Statistical Standards and Strategies

10 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 10 staff to become part of Data Governance Branch, Strategy, Policy and Planning Division.

Service Needs, Access and Planning Branch • Operational 3.5 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 3.5 FTE to become part of

System Planning Branch, Strategy, Policy and Planning Division. • Aboriginal and Torres Strait

Islander Health 21 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 21 FTE to become the

Aboriginal and Torres Strait Islander Health Branch, Strategy, Policy and Planning Division.

• Planning Unit 33.3 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 33.3 FTE to become part of System Planning Branch, Strategy, Policy and Planning Division.

• Clinical Prioritisation Criteria Project

14 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 14 FTE staff to become part of System Planning Branch, Strategy, Policy and Planning Division.

Provider Engagement and Contract Delivery Branch • Operational 3 Moves to Healthcare Purchasing and System

Performance Division. Unit continues to exist and moves with 3 FTE to Healthcare Purchasing and System Performance Division.

• Health Economics and Purchasing 9 Moves to Healthcare Purchasing and System Performance Division.

Unit continues to exist and moves with 8 FTE to Purchasing and Funding Branch in Healthcare Purchasing and System Performance Division, while 1 FTE contracted officer moves to Funding Strategy Unit, Strategic Policy and Legislation Branch, Strategy, Policy and Performance.

• Funding, Costing and Performance Management

20.6

Moves to Healthcare Purchasing and System Performance Division.

Unit ceases to exist and funding and costing functions move with 12 FTE to Purchasing and Funding Branch, while performance reporting function moves with 8.6 FTE to Contracting and Performance Management Branch, Healthcare Purchasing and System Performance Division.

• Service Agreement Development and Management

15.7 Moves to Healthcare Purchasing and System Performance Division.

Unit continues to exist and moves with 15.7 FTE to the Contracting and Performance Management Branch, Healthcare Purchasing and System Performance Division.

• Locality Directors of 2 Moves to Healthcare Purchasing and System Unit continues to exist and moves with 2 FTE to the Contracting


Current location FTE Proposed location in new structure Staffing impact Commissioning Performance Division. and Performance Management Branch, Healthcare Purchasing

and System Performance Division. • HHS Commissioning Models and

Support 3 Moves to Healthcare Purchasing and System

Performance Division. Unit continues to exist and moves with 3 FTE to the Purchasing and Funding Branch, Healthcare Purchasing and System Performance Division.

• Funding and Contract Management Unit

26.8 Moves to Healthcare Purchasing and System Performance Division.


• Surgery Connect 7.1 Moves to Healthcare Purchasing and System Performance Division.


Health Service and Clinical Innovation Division Current location FTE Proposed location in new structure Staffing impact Office of the Deputy Director‐General 9 Moves to Clinical Excellence Division. Unit continues to exist and 9 FTE move to become Office of the

Deputy Director‐General, Clinical Excellence Division. Business Services 29.5 To be split across Clinical Excellence Division,

Prevention Division and Strategy, Policy and Planning Division.

Unit ceases to exist with 10.5 FTE to move to the Prevention Division, 2 FTE to move to the Strategy, Policy and Planning Division and 17 FTE to move to the Clinical Excellence Division.

Chief Health Officer Branch • Office of the Chief Health Officer 12.9 Moves to Prevention Division. Unit continues to exist and moves with 12.9 FTE to Office of the

Deputy Director‐General, Prevention Division. • Health Care Regulation Unit 71.6 Moves to Prevention Division. Unit continues to exist and moves with 71.6 FTE to Prevention

Division. • Health Protection Unit 59 Moves to Prevention Division. Unit continues to exist and moves with 59 to Prevention Division.

• Communicable Diseases Unit 93.4 Moves to Prevention Division. Unit continues to exist and moves with 93.4 FTE to Prevention Division.

• Retrieval Services Counter Disaster

58 Moves to Prevention Division. Unit continues to exist and moves with 58 FTE to Prevention Division.

• Preventive Health Unit (see sub‐units below)

Moves to Prevention Division. Preventive Health Unit becomes Preventive Health Branch, Prevention Division and Health and Medical Research moved with 10 FTE to Clinical Excellence Division.

Cancer Screening 31 Moves to Prevention Division. Unit continues to exist and moves with 31 FTE to Preventive Health Branch, Prevention Division.

Epidemiology 6 Moves to Prevention Division. Unit continues to exist and moves with 6 FTE to Preventive Health Branch, Prevention Division.


Current location FTE Proposed location in new structure Staffing impact Health and Wellbeing 29 Moves to Prevention Division. Unit continues to exist and moves with 29 FTE to Preventive

Health Branch, Prevention Division. Health and Medical Research

10 Moves to Clinical Excellence Division. Unit continues to exist and moves with 10 FTE to Clinical Excellence Division.

Mental Health, Alcohol and Other Drugs • Office of the Executive Director 4 Moves to Clinical Excellence Division. Unit continues to exist and moves with 4 FTE to the Mental

Health, Alcohol and Other Drugs Branch, Clinical Excellence Division.

• Office of the Chief Psychiatrist 25 Moves to Clinical Excellence Division. Unit continues to exist and moves with 25 FTE to the Mental Health, Alcohol and Other Drugs Branch, Clinical Excellence Division.

• Planning and Partnership 23 Moves to Clinical Excellence Division. Unit ceases to exist and moves with 23 FTE to the Mental Health, Alcohol and Other Drugs Branch, Clinical Excellence Division.

• Mental Health Act Implementation Unit

6 Moves to Clinical Excellence Division. Unit ceases to exist and moves with 6 FTE to the Mental Health, Alcohol and Other Drugs Branch, Clinical Excellence Division.

• Performance and Information 22 Moves to Clinical Excellence Division. Unit ceases to exist and moves with 22 FTE to the Mental Health, Alcohol and Other Drugs Branch, Clinical Excellence Division.

Health Systems Innovation Branch • Office of the Executive Director 6 Moves to Clinical Excellence Division and Branch

is renamed Healthcare Innovation and Research Branch.

Unit continues to exist and moves with 6 FTE to the Clinical Excellence Division.

• Clinical Access Redesign Unit

71.9 Moves to Clinical Excellence Division. Unit ceases to exist and moves with 71.9 FTE to Healthcare Innovation and Research Branch, Clinical Excellence Division.

• Patient Safety Unit 42 Moves to Clinical Excellence Division. Unit continues to exist and moves with 42 FTE to become part of Clinical Excellence Division. An additional 20 FTE will be added to this Unit in line with the Government’s election commitment.

• Policy & Clinical Engagement Unit Office of the Senior Director 5 Moves to Strategy, Policy and Planning Division. Unit ceases to exist and moves with 5 FTE to become part of

Strategic Policy and Legislation Branch, Strategy, Policy and Planning Division.

Clinical Workforce Policy 17 Moves to Clinical Excellence Division. Unit ceases to exist and moves with 17 FTE to become part of Workforce Strategy Branch in Strategy, Policy and Planning Division.

Clinician Leadership and Networks

11.8 Moves to Clinical Excellence Division. Unit ceases to exist and moves with 11.8 FTE to Healthcare Innovation and Research Branch, Clinical Excellence Division.


Current location FTE Proposed location in new structure Staffing impact Regulatory Policy 13.77 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 13.77 FTE to become part

of Strategy and Strategic Policy Branch, Strategy, Policy and Planning Division.

Strategic Policy 16 Moves to Strategy, Policy and Planning Division. Unit continues to exist and moves with 16 FTE to become part of Strategy and Strategic Policy Branch, Strategy, Policy and Planning Division.

Office of the Chief Dental Officer 10 Moves to Clinical Excellence Division. Unit continues to exist and moves with 10 FTE to become part of the Clinical Excellence Division.

Office of the Chief Allied Health Officer

9.5 Moves to Clinical Excellence Division. Unit continues to exist and moves with 9.5 FTE to become part of the Clinical Excellence Division.

Office of the Chief Finance Officer Current location FTE Proposed location in new structure Staffing impact • Business Services 8 No change Nil

• Finance Transactional Services 106.6 No change Nil

• Budget and Analysis 40.7 To be split across Finance Branch, Corporate Services Division and Funding Strategy Unit, Strategy and Strategic Policy Branch, Strategy, Policy and Planning Branch

Unit splits with 3.8 FTE to move to Funding Strategy Unit, Strategy and Strategic Policy Branch, Strategy, Policy and Planning Branch with 36.9FTE remaining in Budget and Analysis, Finance Branch.

• Statutory and Advisory Services 29.9 No change Nil

• Finance Solutions 33.5 No change Nil

Office of the Chief Human Resources Officer Current location FTE Proposed location in new structure Staffing impact • Contracts Advisory Office 5 No change Unit ceases to exist and 5 FTE move to Employee Arrangements

Unit • Employee Relations 15 No change Unit ceases to exist 15 FTE move to Employee Arrangements Unit

• HR Policy, Performance and Organisational Health

28 No change Unit ceases to exist and:• 4 FTE move to HR Governance and Strategy Unit • 15 FTE move to Workforce Performance and Assurance Unit • 9 FTE move to Employee Arrangements Unit

• Leadership and Capability 31 No change Unite ceases to exist and:• 1 FTE moves to HR Governance and Strategy Unit • 1 FTE moves to Workforce Performance and Assurance Unit


Current location FTE Proposed location in new structure Staffing impact • 11 FTE move to Capability and Culture Unit • 18 FTE moves to Attraction and Alignment Unit

• Workforce Advisory and Remuneration

24 No change Unit ceases to exist and: • 3 FTE move to HR Connect Unit • 3 FTE move to Employee Arrangements Unit • 10 FTE move to Workforce Performance and Assurance Unit • 6 FTE move to Attraction and Alignment Unit • 2 FTE move to Workforce Strategy Branch, Strategic, Policy

and Planning Division • Business Services 7.0 No change Unit ceases to exist and 7 FTE move to HR Governance and

Strategy Unit

Office of the Chief Legal Counsel Current location FTE Proposed location in new structure Staffing impact • Legal Services 23.77 No change Nil

• Business Support 3 Moves to Office of the Deputy Director‐General, Corporate Services Division.

Unit ceases to exist and 3 FTE move to the Office of the Deputy Director‐General, Corporate Services Division.

• Privacy and Right to Information 8.0 No change Nil, but reporting line of unit to be amended to report to the Chief Legal Counsel.

• Mental Health Court Registry 4 No change for the purpose of this decision –Hunter Review rec being considered.

No change.

• Risk and Governance 12 Moves to new Audit, Risk and Governance Branch, Corporate Services Division.

Unit continues to exist and moves with 12 FTE to become part of Audit, Risk and Governance Branch, Corporate Services Division.

• Internal Audit 7 Splits between new Audit, Risk and Governance Branch, with direct reporting relationship to Director‐General and Strategy, Policy and Planning Division.

Unit continues to exist and moves with 5 FTE to become part of Audit, Risk and Governance Branch, Corporate Services Division, with a reporting relationship to the Director‐General, while remaining 2 FTE move to Data Assurance, Data Governance Branch, Strategy, Policy and Planning.

• Business Support (within Governance Branch)

3 Moves to the new Audit, Risk and Governance Branch, Corporate Services Division.

Unit ceases to exist and 3 FTE moves to the new Audit, Risk and Governance Branch, Corporate Services Division.

• Corporate Records 15 Moves to new Business Enhancement and Infrastructure Branch, Corporate Services Division.

Unit continues to exist and moves with 15 FTE to become part of the Business Enhancement and Infrastructure Branch, Corporate Services Division.

• Corporate Facilities 20 Moves to new Business Enhancement and Infrastructure Branch, Corporate Services

Unit continues to exist and moves with 19 FTE to become part of Assets and Facilities Unit, Business Enhancement and


Current location FTE Proposed location in new structure Staffing impact Division. Infrastructure Branch, Corporate Services Division. Name of unit

is changed to Assets and Facilities Unit. 1 FTE Executive Support moves to Corporate Records.

Office of the Chief Health Information Officer Current location FTE Proposed location in new structure Staffing impact • Office of the Chief Health

Information Officer 68 Strategy, Policy and Planning Division Office ceases to exist and 60 FTE move to Health Services

Information Agency with remaining 8 FTE to move to Data Assurance, Data Governance Branch, Strategy, Policy and Planning Division.

Corporate Services Division (currently does not exist) Current location FTE Proposed location in new structure Staffing impact Does not currently exist Office of the Deputy Director‐General. 8 FTE moved to Office of the DDG (from current business support

resources within the Branches that now make up the Division) plus 1 contracted officer


Department of Health Business case for change – Consultation on implementation of a new organisational structure based on the recommendations of the Hunter Review www.health.qld.gov.au

Implementation of a new organisational structure based on the ... · Decision on business case for change Implementation of a new organisational structure based on the recommendations

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