magazine

JANUARY/FEBRUARY 2018

Sector DevelopmentService Delivery Statements:What are they?

Policy NewsClosing the Gap Refresh – the next phase

FinanceNew changes to payroll reporting are coming

WuchopperenNew CEO Appointed to lead organisation

QAIHC STATE MEMBER CONFERENCEAll the action

2017 QAIHC AWARDSFOR EXCELLENCE

Highlights from the night

GAIL WASONThe inspiring Chief Executive Officer

of Mulungu Health Service in Mareeba

OPINIONMaternal mortalityThe urgent need for action

QAIHC ACHIEVEMENTSDelivering for our Members

ADVICELeadership

Service DeliveryMarketing

Finance

January/February 2018 | Sector Leader Magazine 1

2 Queensland Indigenous Health News

3 National Indigenous Health News

4 Cover Story Gail Wason - The inspiring Chief Executive Officer of Mulungu Health Service in Mareeba

6 Leadership Genuine leadership requires self awareness and discipline

7 Service Delivery Service delivery statements set to improve QAIHC support

8 Marketing The power of using social media to engage with your clients

9 Finance New changes to payroll reporting are coming

Hello and welcome to the first edition of Sector Leader magazine, the first and only statewide Aboriginal and Torres Strait Islander Community Controlled Health Sector publication in Queensland.

The Queensland Aboriginal and Islander Health Council (QAIHC) is proud to produce this magazine for the Sector.

Sector Leader magazine is committed to bringing you news and practical advice which showcases Aboriginal and Torres Strait Islander Community Controlled Health Services and their leadership. It is our vision that these stories will help to create new perceptions about our Sector. Perceptions that portray the Sector as we know it - successful, hardworking and community focused.

Every month, our team will travel across Queensland to bring our readers positive and inspiring stories.

In this edition of Sector Leader magazine, we open with Queensland and National Indigenous Health News.

We then sit down with the inspirational Aunty Gail Wason, CEO of Mulungu Health Service in Mareeba and hear her journey about becoming the CEO and the challenges she has had to overcome (page 4-5).

This issue also features advice columns from QAIHC staff who are leaders in their fields. From leadership to marketing, our advice columns will give you some terrific tips each month to keep you up to date with the latest trends.

In our opinion piece, we hear from Angela Young about why our Aboriginal and Torres Strait Islander mothers are dying at three times the rate of other Australian mothers and what can be done to reduce these statistics.

We then finish with some photos from the recent and very successful 2017 QAIHC Awards for Excellence and the 2017 QAIHC State Members Conference.

I look forward to hearing your feedback on this first edition and meeting our readers over the next year.

Neil WillmettChief Executive OfficerQueensland Aboriginal and Islander Health Council

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JANUARY/FEBRUARY

2018

C O N T E N T S

10 Opinion Maternal deaths paint a bleak picture for Aboriginal and Torres Strait Islander women

11 QAIHC Delivering for Our Members

12 Event 2017 QAIHC Awards of Excellence

13 Event 2017 QAIHC State Member Conference

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2 Sector Leader Magazine | January/February 2018 January/February 2018 | Sector Leader Magazine 3

QUEENSLANDINDIGENOUS HEALTH NEWS

NATIONALINDIGENOUS

HEALTH NEWS

NORTHERN ABORIGINAL AND TORRES STRAIT ISLANDER HEALTH ALLIANCE (NATSIHA) CHAIRIn January 2018, Paul Stephenson, CEO, Apunipima was elected as the new Chair of NATSIHA. Paul replaces outgoing Chair, Ms Gail Wason.

CEO OF WUCHOPPEREN ANNOUNCEDCongratulations to Ms Dania Ahwang who was recently appointed as the new CEO of Wuchopperen Health Service Limited. Dania commenced in January 2018 and brings significant management and community engagement experience to the position. Prior to this appointment Dania was the CEO of the Torres Strait Island Regional Council.

FORMER QAIHC EMPLOYEE HEADS NQPHNThe North Queensland Primary Health Network (NQPHN) has recently appointed Mr John Gregg as the interim Chief Executive Officer. John commenced his employment on 2 January 2018 and has a long history working in health. From 2016 - 2017, John was employed by QAIHC as a consultant and later as the Manager of Resourcing and Sector Commissioning.

QUEENSLAND STATE MANAGER DEPARTS DOHOn 22 December 2017, Mr Gerald Griffin left the position of Queensland State Manager, Commonwealth Department of Health. Gerald has decided to take some leave and will return to health in an alternative role. Tessa Pascoe is the acting State Manager.

QUEENSLAND GOVERNMENT: NEW HEALTH MINISTEROn 12 December 2017, Mr Steven Miles was sworn in as Queensland’s new Minister for Health. Stephen steps into the role from the environment portfolio, with former Minister for Health, Cameron Dick assuming the role of Minister for State Development, Manufacturing, Infrastructure and Development.

DENNIS WALKER MEMORIAL SERVICEOn 4 December 2017, Mr Dennis Walker passed away in Canberra. Dennis was instrumental in the establishment of a number of Queensland Aboriginal and Torres Strait Islander organisations including the Aboriginal and Torres Strait Islander Community Health Service (ATSICHS) Brisbane. On 28 December 2017, a memorial service was held on Stradbroke Island to pay respect to this community leader.

DOH GRANTS MOVEIn late 2017, the Commonwealth Department of Health announced that their grants will transition to the Community Grants Hub managed by the Commonwealth Department of Social Services. Further advice will be provided to the Indigenous health sector. This advice will also include information about the implementation of a new Whole of Government Standard Funding Agreement that will apply to all Commonwealth grants (health and others).

NEW NACCHO CHAIR AND DEPUTY CHAIRIn November 2017, National Aboriginal Community Controlled Health Organisation (NACCHO) elected a new Chair and Deputy Chair to lead the Board of the Aboriginal and Torres Strait Islander health peak body. The new Chair is Mr John Singer (current Chair, SA Health Council) and the Deputy Chair is Ms Donnella Mills (current Chair, Wuchopperen Health Service Limited, Cairns).

STATE FUNERAL FOR SOL BELLEAROn 29 November 2017, Mr Sol Bellear passed away in Sydney. Sol leaves a legacy of tireless activism in Aboriginal affairs. At the time of his passing, he was Chairperson of the Aboriginal Medical Service Cooperative in Redfern (which he helped to establish), and a senior strategist with the NSW Aboriginal Land Council. Sol was also recently elected as the NSW representative on the NACCHO Board at the November 2017 NACCHO AGM in Canberra. In the 1990’s, while Sol was the Director of the Aboriginal and

Torres Strait Islander Health Unit in Queensland Health, he advocated for and provided funding to newly formed Queensland Aboriginal and Islander Health Forum (QAIHF).

INDIGENOUS HEALTH SCHOLARSHIP APPLICATIONS OPEN NOW!The Australian Rotary Health Indigenous Scholarship program supports Aboriginal and Torres Strait Islander students to undertake tertiary training in nursing, physiotherapy, psychology, dentistry and other health related degrees while at University.

The scholarship supports Indigenous students to overcome barriers to tertiary study and qualifications. Applicants must be undertaking and enrolled in an appropriate approved medical or health related degree to be eligible to apply for the scholarships.

Successful students will receive a $5,000 scholarship per year (while receiving the scholarship), $2,500 will be paid in each semester.

Applications close on Friday 23 February 2018. For more information and to download the application form please visit www.australianrotaryhealth.org.au.

BOBBI CAMPBELL DEPARTS DOHOn 19 January 2018, Ms Bobbi Campbell left the Indigenous Health Division and the Commonwealth Department of Health in Canberra. For the last three years, Bobbi has been the First Assistant Secretary (Head of Indigenous Health). In her

time in the Department, she has made a significant contribution to the Sector including meeting with and supporting QAIHC members.

CHANGES TO PAIN MEDICATION LEGISLATIONFrom 1st February 2018, medicines that contain codeine will no longer be available over the counter. They will only be supplied on prescription from a doctor.

CLOSING THE GAP REFRESHIn December 2017, the Australian Government announced that they will refresh the Closing the Gap targets by June 2018. In December 2007, the Council of Australian Governments (COAG) pledged to close key gaps in outcomes between Indigenous and non-Indigenous Australians. Specific targets were developed to reduce inequalities in Aboriginal and Torres Strait Islander life expectancy, mortality, education and employment. Only one of the seven national Closing the Gap targets is on track and four will expire this year.

L-R: Ms Donella Mills, newly appointed Deputy Chair, NACCHO (current Chair, Wuchopperen Health Service Limited) and Ms Dania Ahwang, newly appointed CEO, Wuchopperen Health Service

4 | Sector Leader Magazine | January/February 2018 January/February 2018 | SectorLeader Magazine | 5

This year marks the 10th anniversary of Gail Wason being appointed as Chief Executive Officer of Mulungu Health Service in Mareeba. Over the past decade she has been working diligently to improve the health and wellbeing

of her community.

A Djungan and Wakamin woman and the second youngest of seven children, Gail was born and raised in Mareeba. After completing her schooling, she moved to Brisbane to study business before eventually returning to North Queensland for work.

In 2006, Gail commenced her career within the Health Sector as the Practice Manager of the Wuchopperen Health Service clinic in Atherton. It was here that she first became aware of the My Health for Life Program, which would later shape the way Gail would run Mulungu Health Service in Mareeba.

Gail adopted the principles of the program—educating Aboriginal and Torres Strait Islander peoples about reducing the risk of developing chronic conditions

and how to provide support to achieve and maintain healthy lifestyles.

She believes that undertaking full health checks is the basis for starting a health journey with a client and trusts this is the only way to truly determine if people are healthy or not. Gail can’t emphasise the importance of these health checks enough, particularly the importance of having these checks every 12 months.

Gail has experienced first-hand how important it is for clients to be appropriately cared for when attending medical services. She first attended an Aboriginal Medical Service, as a client in 2006. Prior to this Gail had always utilised a private GP. Her experience with the Aboriginal Medical Service left a lasting impression—it was the first time that Gail had experienced a thorough health examination with healthcare professionals who explained everything to her. Gail has since not returned to a private GP. It is this thoroughness and due diligence Gail believes is an imperative factor in assisting her clients to live longer, healthier lives.

In 2008, Gail became the CEO of Mulungu and was exposed to the harsh reality of Indigenous health in Mareeba, with the passing of 12 community members within her first 15 weeks of employment.

This was a difficult time in her career but despite this terrible loss, Gail was determined to help her community live healthier lives. It was this determination to help her mob to experience the same life outcomes of non-Indigenous Australians that has continued to drive Gail’s passion for health equality.

Over the past 10 years, under Gail’s leadership, Mulungu Health Service has grown significantly. With more than 60 staff, a mobile clinic, and a new training centre—the service is continually evolving.

Mulungu has been the recipient for many awards over the years including: QAIHC Safety and Quality Award (2010), QAIHC Quality Improvement Accreditation Award (2013) and most recently Gail won the QAIHC Leader of the Year Award.

Gail has come across many challenges over the years while working in the health sector. She says one of the biggest challenges is our mob not embracing the bigger picture of health and not utilising and embracing the resources available. Gail believes we need to continue educating our mob and empowering them to make better lifestyle choices.

Throughout her career, Gail has seen the health sector go through many changes, particularly with regards to the way business is done. It is no longer just about delivering a service – the focus is now on outcomes.

Gail says it is important for up and coming CEOs of Aboriginal Medical Services to be passionate, motivated, resilient, and tolerant. To build heathier, resilient communities she stresses the importance of knowing your health service and your community, continuously looking forward and asking yourself “how can the health of my community be improved?”

Gail pictured with Mary Martin (R), Cultural Policy Officer, QAIHC

GAIL WASONThe inspiring Chief Executive Officer of Mulungu Health Service in MareebaStory by Renita Anderson

WITH NEIL WILLMETT WITH WAYNE AH BOO

Since the establishment of QAIHC in 1990, the organisation has supported and assisted our Members in a number of different ways. To build upon and strengthen this relationship, QAIHC will introduce Service Delivery Statements into the Queensland Aboriginal and Torres Strait Islander Community Controlled Health Sector in 2018.

The QAIHC Service Delivery Statements will be a short and succinct agreement that articulates the support and assistance that will be provided to Members.

The benefits of QAIHC Service Delivery Statements include:

1. They ensure that Members get tailored support and assistance from QAIHC.

2. They increase the frequency of engagement between QAIHC and Members.

3. They allow Members to measure the service performance of QAIHC.

4. They allow QAIHC to better plan and budget financial and non-financial resources.

QAIHC is committed to ensuring that Members are better supported. QAIHC Service Delivery Statements will assist QAIHC to achieve this goal in a measurable way. Working closely with Members, it is anticipated that QAIHC Service Delivery Statements will be finalised and signed by June 2018 and will commence on 1 July for the 2018/19 financial year.

There are many crucial ingredients that make a health service successful. Ingredients include having a clear vision, a strategic plan, a positive team culture, the right employees, being attentive to client needs and good systems, policies, and procedures. These ingredients have now become standard in all Aboriginal and Torres Strait Islander Community Controlled Health Services. However, in recent years, innovation, collaboration and having credible leadership are placing greater demands on health service CEO’s.

Today, smart health service CEO’s are looking for a competitive edge – something that makes their health service stand out from other mainstream health services who seem to be attracting local Aboriginal and Torres Strait Islander clients. Importantly, health service CEO’s are starting to think more about the role of genuine leadership and the value that it brings to their health service.

When it comes to leading organisations, stakeholders (including the Aboriginal and Torres Strait Islander community, funding bodies and employees) want trustworthy leaders. When it comes to building (or rebuilding trust), these stakeholders will often connect to you first before they connect to the vision of what you are trying to achieve. Think about the following statement – If stakeholders cannot connect to you; the success of your health service vision may never be fully realised.

Across the world, good leaders are disciplined. They invest in themselves and their vision. The better leaders work on improving themselves every day. Their leadership story is built on character and credibility.

The process to develop QAIHC Service Delivery Statements is simple and includes:

1. A QAIHC Regional Manager will send each Member information on the process, a Needs Assessment survey and suggested activities that could be included in their SDS.

2. A QAIHC Regional Manager will meet and assist each Member to carry out their Needs Assessment survey.

3. The results of the Needs Assessment survey will be used to identify key QAIHC service priorities for the individual Member.

4. An agreement between QAIHC and the Member will be prepared and then signed and executed by both parties.

The QAIHC Service Delivery Statements are an important reform that will strengthen the support and assistance that QAIHC provides to Members.

Wayne Ah BooGeneral ManagerSector Development Queensland Aboriginal and Islander Health Council

They are not over-reliant on just their charisma to form and maintain connections with others. They want to be known for their ability to ‘walk their talk’. Their integrity and trustworthiness is on show to all. Having courage and personal conviction means that their integrity and trustworthiness will never be compromised in any situation.

Knowing this, ask yourself the following questions – Are you a disciplined leader? Do you invest in yourself to become a better leader? Are you a trustworthy leader?

As a leader, your integrity and trustworthiness is a work in progress throughout your entire life – not just within the standard 8am – 5pm work day. If you desire to grow your integrity and trustworthiness, you need to be self-aware. Do you know what you stand for? Knowing what you stand for will help to guide your leadership journey.

Importantly, being aware of, and understanding your leadership strengths provides you with a focus to keep working on yourself and your health service. An awareness and understanding of our leadership strengths gives you and your health service a real point of difference in the marketplace.

I know that many health service CEO’s run successful organisations. Running a successful health service requires you to have and use the best ingredients to achieve and sustain success. Leadership is one of those important success ingredients – do you have it?

Neil WillmettChief Executive OfficerQueensland Aboriginal and Islander Health Council

6 Sector Leader Magazine | January/February 2018 January/February 2018 | Sector Leader Magazine 7

LEADERSHIP

SERVICE DELIVERY STATEMENTS SET TO IMPROVE QAIHC SUPPORT

GENUINE LEADERSHIP REQUIRES SELF AWARENESS AND DISCIPLINE

SERVICE DELIVERY

Single Touch Payroll (STP) is an Australian government initiative that changes the way businesses (including health services) report on employee payments such as salary or wages, pay as you go (PAYG) withholding and superannuation. Under STP, employers will need to report employee payments electronically to the ATO with every pay run. This new digital connection is the biggest payroll reporting change in Australia’s history and will require all payroll systems to be upgraded.

How does Single Touch Payroll work?• On pay day: Employers must report a “payroll

event” to the ATO from their payroll software when they pay their employees various types of payments including salary or wages.

• Business Activity Statements (BAS): Salary or wage information (W1) and PAYG withholding amounts (W2) reported through STP will be pre-filled to the employer’s BAS. Employers (or their tax practitioner) will retain the ability to adjust or correct information in their BAS.

• End of year: Employers who report through STP will no longer be required to provide employees with an end-of-year payment summary or send the ATO a PAYG withholding annual report. Instead they will need to send a “final event indicator” to the ATO with their final pay or at year end.

• Employees: Using their myGov account, employees can interact securely with the ATO to view their year-to-date salary or wage amounts, PAYG withholding, superannuation contributions and end-of-year payment summaries.

Social media continues to grow in Australia. If used appropriately, it is a powerful tool to engage with your clients and stakeholders quickly with minimal to no cost.

In December 2017, Social Media News reported that there were 15,000,000 active users for Facebook and YouTube and 9,000,000 users on Instagram.

There are several advantages of using social media to promote your organisation. They include: • Allowing you to quickly distribute information to

your clients about visiting specialists, important health days etc.

• Providing an opportunity for you to create an ‘event’ on Facebook (such as an open day) to promote to the wider community and get an indication of how many people are interested in attending

• Allowing you to promote health campaigns to your clients (such as Diabetes Week) and encourage your clients to share the information with their social media contacts to generate greater awareness

The following are some easy tips on how to create a successful post: • Photos are a great way to engage with your clients

and stakeholders on social media and helps create a more personal feel

• Ensure correct spelling and grammar

• Employee cessation: Cessation date can be reported in payroll events. Employers will need to send a final event indicator to the ATO with the affected employee’s final pay or at year end.

Does Single Touch Payroll Affect My Health Service?As at 1 April 2018, employers with 20 or more employees will be required to conform to these new regulations by 1 July 2018. From 1 July 2019, STP will also be mandatory for employers with less than 20 employees. Businesses with less than 20 employees will have the option to opt in to STP from 1 April 2018 to streamline their ATO reporting and access new online forms. Smaller employers that don’t opt in to STP before 1 July 2018 will still require a payroll software upgrade to accommodate other planned or recently introduced compliance obligations including variations to payment summaries and tax file declarations.

Where can I get help?STP impacts many parts of a health service including IT, payroll and HR as well as your employees. The QAIHC Business Quality Centre (BQC) can help with technical guidance in relation to STP and compliant software implementation, however the 30 June 2018 is not far away. For more information, please call BQC on 07 3328 8500.

Glen PetersCFO & General ManagerCorporate ServicesQueensland Aboriginal and Islander Health Council

• Schedule your post for when people tend to be more active on social media. On weekdays, for Facebook, that’s usually at 11.00am, 3.00pm and 8.00pm.

Other issues to be mindful of when using social media are:• Make sure you nominate relevant staff to look after

the social media accounts • Develop a content schedule so you know what

you’re posting on social media and when • Make sure to post often, at least three times a week

to keep your audience engaged• Make sure you have consent to use images in your

posts • Be sure to respond to comments and messages as

they come in.

So now that you know how to create successful posts and issues to be mindful of, the last thing you need to be aware of is how to get more clients engaged and following your social media accounts. This is easy. First of all, let your clients know next time they’re in that your organisation has a social media account and how they can follow it. Secondly, include a social media button on your website. And finally, ask your staff to follow and promote your social media accounts.

Renita AndersonCommunication & Marketing ManagerCorporate ServicesQueensland Aboriginal and Islander Health Council

8 Sector Leader Magazine | January/February 2018 January/February 2018 | Sector Leader Magazine 9

FINANCEMARKETING

WITH GLEN PETERS WITH RENITA ANDERSON

NEW CHANGES TO PAYROLL REPORTING ARE COMING

THE POWER OF USING SOCIAL MEDIA TO ENGAGE WITH YOUR CLIENTS

Aboriginal and Torres Strait Islander expectant mothers are dying at three times the rate of other Australian mothers from conditions including cardiovascular disease, suicide, and hypertensive disorders. All these conditions are preventable with increased awareness, better continuity of care (including data management) and greater antenatal and postnatal support.

The leading cause of maternal deathsi is cardiovascular disease. There is an urgent need for greater education and increased screening of Aboriginal and Torres Strait Islander women to detect risk factors early.

If cardiovascular conditions are not detected and managed, there is the risk of deterioration during pregnancy. A relationship based on shared information and coordinated care between hospitals, specialists and Aboriginal and Islander Community Controlled Health Services (AICCHS) is necessary to provide optimal support to mothers suffering from such conditions. Greater awareness of cardiovascular risk factors amongst Aboriginal and Torres Strait Islander women is also required to support our community to reduce risky behaviours. For instance, the rates of Aboriginal and Torres Strait Islander women who smoked during pregnancy are still extremely high (46 per cent, three times higher than the non-Indigenous rate).ii

Data management, particularly the sharing of data between hospitals, specialists and AICCHS is key to making improvements to the Maternal Mortality Ratio (MMR). Currently data collected during pregnancy and after birth is scarce; mostly due to the data sharing

relationship (or indeed lack thereof) between hospitals and AICCHS. Approximately 63 per cent of baby birth weight is currently recorded in AICCHS systems despite being a reportable national Key Performance Indicator. Post-birth care and appropriate documentation and data management is incredibly important to ensure optimal care for mum and bub to prevent complications.

It is well documented that accessible and affordable Mental Health services for Aboriginal and Torres Strait Islander people are rare. The MMR highlights the need for these services even further, particularly for expectant mothers or young women planning a family. In addition, increased resources to ‘Mums and Bubs’ programs will enhance the focus on Social and Emotional Wellbeing during pregnancy and may help avert intentional injury amongst our women.

Other measures to improve maternal health include better access to essential obstetric care, specific medical interventions such as skilled assistance at deliveries, research and strengthening of socioeconomic status.

Maternal deaths clearly paint a bleak picture for Aboriginal and Torres Strait Islander women. More has to be done – urgently. Starting with a coordinated and focused effort across multiple sectors which prioritise preventable maternal deaths. Only then, will we start to reduce the unnecessary deaths of our Aboriginal and Torres Strait Islander women.

Angela YoungGeneral Manager Policy & Research Queensland Aboriginal and Islander Health Council

OPINION

WITH ANGELA YOUNG

MATERNAL DEATHS PAINT A BLEAK PICTURE FOR ABORIGINAL AND TORRES STRAIT ISLANDER WOMEN

i A ‘Maternal Death’ is defined by the World Health Organisation as ‘the death of a woman while pregnant or within 42 days of termination of pregnancy, irrespective of the duration and the site of the pregnancy, from any cause related to or aggravated by the pregnancy or its management, but not from accidental or incidental causes’. ii Department of Prime Minister and Cabinet. (2017) Aboriginal and Torres Strait Islander Health Performance Framework 2017. https://www.pmc.gov.au/sites/default/files/publications/2017-health-performance-framework-report_0.pdf. Page 6.

10 Sector Leader Magazine | January/February 2018

QAIHC continues to deliver for our Members. Some of our recent achievements include:

QAIHC lobbied the Australian Government for (and successfully achieved) a delay in introduction of new Indigenous Australians’ Health Program Funding Methodology saving our Members millions in lost income.

QAIHC consulted with our Members at the QAIHC 2017 Members State Conference and obtained a mandate to introduce key reforms that will strengthen the Sector and attract greater investment. 

QAIHC introduced group teleconferencing consultations with Members to ensure all Members have an opportunity to participate in the development of QAIHC policy submissions.

QAIHC meets quarterly with NACCHO and our State/Territory Affiliates to ensure that QAIHC is aware of any critical issues that may have an impact on our Members and Sector.

QAIHC supported and provided technical advice to our Members during the NACCHO 2017 Members Conference and NACCHO AGM so that they could make informed decisions.

QAIHC introduced QAIHC Service Delivery Statements into the Sector to ensure all our Members get fair access to QAIHC support and assistance. 

QAIHC created the annual QAIHC Awards for Excellence to recognise, celebrate and promote the achievements of our Members and the Sector. 

QAIHC refocused and reorganised our organisation to be a credible, effective and efficient membership organisation.

QAIHC developed the bi-monthly Sector Leader magazine to increase the visibility of Member CEO’s, share news and promote our Sector.

QAIHC increased the frequency of QAIHC CEO visits to our Members so that Member CEO’s and Boards have direct and unvetted access to the QAIHC CEO.

QAIHC recruited the right people with the right skills and experience, including former CEO’s of Member organisations (with intimate knowledge and experience of health service operations) so that QAIHC can provide better support and assistance to our Members.

QAIHC conducts ongoing fortnightly meetings with leaders from the Department of Health and Queensland Health to advocate for our Members and the Sector.

QAIHC strengthened external relationships with capacity partners so that they can provide more assistance to our Members.

QAIHC introduced QAIHC Board Communique after each QAIHC Board so that our Members are informed about the discussions and decisions that happen at each QAIHC Board meeting.

QAIHC increased the frequency of QAIHC CEO communication so that our Members are continually kept informed and educated on key issues.

QAIHC Delivering for Our Members

January/February 2018 | Sector Leader Magazine 11

QAIHC Members, NACCHO Conference, Canberra, November 2017.

January/February 2018 | Sector Leader Magazine 13

EVENT2017 QAIHC

State Member Conference The Pullman Hotel, Brisbane

14 November 2017

EVENT2017 QAIHC

Awards for Excellence The Pullman Hotel, Brisbane

14 November 2017

12 Sector Leader Magazine | January/February 2018

Kieran Chilcott: Chairperson

Kerry Crumblin: Deputy Chairperson

Adrian Carson: South East Queensland Director

Gail Wason: Far North Queensland Director

Sheryl Lawton: South West Queensland Director

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