Information Kit for Applicants

Queensland Hospital and Health Boards Chairs and Members

Last updated: 4 November 2015

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Contents

CONTENTS ............................................................................................................................................................... 2

SUMMARY ............................................................................................................................................................... 3

HOSPITAL AND HEALTH SERVICES ................................................................................................................ 4

Hospital and Health Service profiles ............................................................................................................ 5 Hospital and Health Boards ........................................................................................................................... 5 Membership ..................................................................................................................................................... 5 Terms of appointment .................................................................................................................................... 6

EXPECTATIONS OF THE ROLE ......................................................................................................................... 6

Members .......................................................................................................................................................... 6 The chair .......................................................................................................................................................... 6 Key selection criteria ...................................................................................................................................... 7 Personal attributes .......................................................................................................................................... 8 Resident status ................................................................................................................................................ 9 Time commitment ........................................................................................................................................... 9 Current remuneration ..................................................................................................................................... 9

INFORMATION PROVIDED IN YOUR APPLICATION – PRIVACY ISSUES ........................................... 10

FURTHER INFORMATION ................................................................................................................................. 10

TO SUBMIT APPLICATIONS ............................................................................................................................. 10

APPENDIX 1 – HOSPITAL AND HEALTH SERVICE PROFILES AND BOARDS .................................... 11

Cairns and Hinterland Hospital and Health Service ................................................................................. 11 Central Queensland Hospital and Health Service .................................................................................... 11 Central West Hospital and Health Service ................................................................................................ 12 Children’s Health Queensland Hospital and Health Service .................................................................. 12 Darling Downs Hospital and Health Service ............................................................................................. 13 Gold Coast Hospital and Health Service ................................................................................................... 13 Mackay Hospital and Health Service ......................................................................................................... 14 Metro North Hospital and Health Service .................................................................................................. 14 Metro South Hospital and Health Service ................................................................................................. 14 North West Hospital and Health Service ................................................................................................... 15 South West Hospital and Health Service .................................................................................................. 15 Sunshine Coast Hospital and Health Service ........................................................................................... 16 Townsville Hospital and Health Service .................................................................................................... 16 West Moreton Hospital and Health Service .............................................................................................. 17 Wide Bay Hospital and Health Service ...................................................................................................... 17

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Summary This information kit provides further information to potential applicants for positions on Hospital and Health Boards (Boards), including a summary of the key requirements of the roles and an outline of the application process. Expressions of interests are currently being sought for chair and member positions on 15 out of the 16 Boards, as set out in the table below.

Hospital and Health Board Position/s

Cairns and Hinterland Members

Central Queensland Chair and members

Central West Chair and members

Children’s Health Queensland Members

Darling Downs Chair and members

Gold Coast Chair and members

Mackay Chair and members

Metro North Chair and members

Metro South Chair and members

North West Chair and members

South West Members

Sunshine Coast Chair and members

Townsville Chair and members

West Moreton Chair and members

Wide Bay Member

Please note: within this document the term ‘Board members’ refers to the chair, deputy chair and individual members of a Board unless otherwise specified.

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Hospital and Health Services

There are sixteen Hospital and Health Services (HHSs), each comprising a network of public hospitals and health services within a geographical or functional area (save for Children’s Health Queensland HHS which has a statewide responsibility and offers a range of specialist paediatric services).

The Hospital and Health Boards Act 2011 (Qld) (the Act) and its associated Regulation establishes the HHSs as independent statutory bodies and sets out the functions and powers of HHSs and their relationship with the Department of Health. A HHS’s main function is to deliver the hospital and other health services, teaching, and research agreed in a service agreement with the Department of Health. HHS functions are outlined in section 19 of the Act.

HHS maps available at: https://www.health.qld.gov.au/maps/default.asp

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Hospital and Health Service profiles

A short profile of each HHS and information about the specific time and travel commitments for chairs and/or members of each Board is provided at Appendix I. Further information about each HHS is also available at: https://www.health.qld.gov.au/system-governance/health-system/hhs/about/

Hospital and Health Boards

Boards must perform their functions and exercise their powers in accordance with any direction given by the Minister for Health and Minister for Ambulance Services (Minister) and subject to the provisions of the Act.

Each Board is appointed by the Governor in Council on recommendation of the Minister. Working with the HHS Chief Executive, who is appointed by and accountable to the Board, the Board is accountable to the Minister and Parliament for the HHS’s performance.

The Board has the responsibility to ensure that the HHS performs its functions under section 19 of the Act. This includes the obligation to develop statements of priorities and strategic plans for the corporate governance of the HHS, and to monitor compliance with those statements and plans.

The Board is accountable for the HHS’s performance and for establishing and maintaining effective systems to ensure that hospital services, other health services, teaching, research and other services stated in its service agreement are met. Each Board has an individual service agreement with the Department of Health that identifies the core services to be provided, the standard to which they are to be provided and the funding to be made available. Further information about service agreements are available via: www.health.qld.gov.au/hhsserviceagreement/default.asp

More particularly, the Board is responsible for ensuring:

strategic direction and planning for the HHS;

client-focused delivery of services – patient, community and government;

efficient, effective and economical delivery of operations;

financial accountability;

ethical behaviour;

risk management;

legal and statutory compliance; and

reporting and performance management.

The Board also has responsibilities regarding the appointment of the chief executive of each HHS.

As independent statutory bodies, HHSs are required to comply with the whole-of-government governance framework including planning, reporting and financial accountability requirements.

Membership

Under the Act, Boards must comprise at least five or more members appointed by Governor in Council on the recommendation of the Minister, and at least one of these must be a clinician. The Boards currently range in size between five to nine members.

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On the recommendation of the Minister, one of the Board members is to be appointed by the Governor in Council to serve as chair. The Minister may also recommend to Governor in Council the appointment of a further member as deputy chair.

Terms of appointment

As specified in the Act, the term of appointment is not more than four years.

Expectations of the role

Members

All members of a Board (including chair and deputy chair) are individually responsible to ensure that the Board fulfils its role as set out in the Act. In doing so, members must comply with their legal duties and obligations as board members.

As a member of a public sector Board in a position of public trust and confidence, these duties include to:

act honestly and to exercise powers for their proper purposes;

avoid conflicts of interests;

act in good faith; and

exercise diligence, care and skill.

In addition, members are required to comply with:

the requirements of the Public Sector Ethics Act 1994 (Qld), and all statutory, constitutional, and regulatory requirements and policies applicable to HHSs;

Board members, the chair and deputy chair are expected to attend all Board meetings unless they have a reasonable excuse. In this regard, each Board meets on at least a monthly basis.

Other expectations include:

participating in Board committees;

attending events in a representative capacity in community and other engagement meetings or events, which may occur outside standard business hours; and

participating in planning workshops.

It is also expected that there will be time commitments incurred through travel, particularly in rural areas.

The Chair

The role of the Chair of the Board includes:

ensuring the Board effectively performs its functions;

setting the Board agenda;

chairing Board meetings and facilitating constructive contributions by all members;

facilitating the flow of information to the Board;

signing agreements, contracts etc. on behalf of the Board;

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inducting and supporting Board members;

guiding the ongoing professional development and performance reviews of the Board and members;

working positively with the HHS’s Chief Executive;

participating in committees established by the Board;

as required liaising with and reporting to the Minister; and

acting as spokesperson for the Board.

Key selection criteria

Board members will be selected having regard to relevant skills and experience. It is also Queensland Government policy that the membership of boards and committees should reflect the interests of the community as a whole, including women, people of culturally diverse backgrounds, Aboriginal and Torres Strait Islander peoples, people with a disability, and young people. Other considerations include the capacity of candidates to contribute time to the workload and demands of the Board and the number of other positions on similar councils, boards and committees that a candidate may already be a member of, to ensure members are not overburdened. Appointees will not be selected on the basis of membership of any external representative group.

Members and chairs

The successful candidate must be able to meet the following criteria: 1. Skills, knowledge and experience in one or more of the following areas:

health sector management;

business, financial or human resource management;

clinical expertise;

health professional currently providing care to persons;

legal expertise;

health research or academia relevant to the operations of the HHS;

health consumer and community issues relevant to the operations the HHS; and

primary healthcare skills, knowledge and experience.

2. Ability to analyse, critically assess and drive the HHS’s financial and non-financial performance; 3. An ability to constructively build and manage stakeholder relationships; 4. Capacity to relate, and appropriately respond to, the interests of consumers of health services;

5. Excellent interpersonal, verbal and written communication skills including public relations, media and presentation skills; and

6. Ability to meet the outlined requisite personal attributes.

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Additional criteria for chairs

Successful candidates for chairs must also be able to meet the following criteria:

1. Skills and experience to provide leadership and strategic vision of a large public sector health service delivery organisation; and

2. Experience at a board level, including a sound working knowledge of governance systems and frameworks.

Personal attributes

Board members should possess and demonstrate the following qualities and personal attributes:

Leadership: innate leadership skills including the ability to appropriately represent the organisation, set organisational culture and take responsibility for decisions;

Commercial acumen: the capacity to think quickly and make sound judgments in a complex commercial context;

Political astuteness: the capacity to understand and work effectively with diverse interest groups and power bases within organisations and the wider community, and the dynamic between them;

Think and act strategically: the capacity to understand and contribute to the strategic direction of the HHS, in line with broader whole of government and departmental strategies, and awareness of the impact on broader systems. The ability to critically analyse complex and detailed information, easily distil key issues and develop innovative approaches and solutions to problems;

Personal integrity: A strongly held sense of commitment to openness, honesty, inclusiveness and high standards;

Self-management: the capacity to self-manage and display resilience in a range of complex and demanding situations;

Contributor and team player: the ability to work as part of a team, and demonstrate the passion and time to make a genuine and active contribution.

Chairs: Successful candidates for chairs must also be able to meet the following criteria:

Strategic stakeholder relationships: ability and willingness to adopt a number of ways to gain support and influence diverse parties, with the aim of securing outcomes;

Executive decision-making: the capacity to identify and objectively employ relevant information to make decisions within appropriate timeframes;

Managing conflict: the strength of resolve to face conflict or challenging situations with confidence and a focus on outcomes;

Networking, communication and public relations: the capacity and confidence to network, communicate, promote and present on behalf of the HHS. The confidence and ability to deal with media as required; and

Constructive questioner: the preparedness to ask questions and challenge others in a constructive and appropriate way.

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Resident status

All Board members and chairs must be Queensland residents.

Residency status must be one of the following: Australian citizen / Australian permanent resident / New Zealand citizen / non-Australian citizen holding a valid visa with work rights evidenced by current Visa Entitlement Verification Online (VEVO) check.

Time commitment

Although administrative and other governance matters are for the determination of the individual Board, applicants should be aware that Boards meet on an at least a monthly basis with the expectation that members will attend each meeting. Participation at sub-committees is also expected as required.

Board chairs and members are also expected to participate in a representative capacity in community and other engagement meetings or events, which may occur outside standard business hours. The total time commitment for members varies between Boards but is currently between two (2) to four (4) days per fortnight. The time commitment for chairs is likely to be more than four (4) days per fortnight.

It is also expected that there will be time commitments incurred through travel, particularly in rural HHSs. This time commitment will vary between HHS.

The specific time and travel requirements for each Board are outlined in Appendix I.

Current remuneration

Members of Boards are entitled to be remunerated at the fees and allowances as determined by Governor in Council, and otherwise hold office under the conditions of appointment fixed by the Governor in Council.

Set out below is an approved schedule of fees for Board members:

Hospital and Health Board Annual fees Sub-committee fees (per committee per annum)

Gold Coast, Metro North, Metro South, Sunshine Coast, Townsville

Chair annual fees: $85,714 Deputy chair and members’ annual fees: $44,503

Chair annual fees: $4,000 Members’ annual fees: $3,000

Cairns and Hinterland, Central Queensland, Children’s Health Queensland, Darling Downs, Mackay, West Moreton, Wide Bay

Chair annual fees: $75,000 Deputy chair and member annual fees: $40,000

Chair annual fees: $4,000 Members’ annual fees: $3,000

Torres and Cape, Central West, North West, South West

Chair annual fees: $68,243 Deputy chair and members’ annual fees: $35,055

Chair annual fees: $2,500 Members’ annual fees: $2,000

Further information regarding Board remuneration arrangements can be obtained from the Information Sheet available at: https://www.health.qld.gov.au/ohsa/docs/10-1-remuneration-v3-2.pdf

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Information on a person's criminal history will be sought for persons being proposed for appointment. Applicants unsure about the definition of disclosable criminal convictions or the status of any criminal conviction may wish to seek legal advice in responding to the questions.

Applicants should note that disclosures of conflicts of interest or convictions of an offence not yet rehabilitated may not necessarily preclude them from Board membership and will be considered on a case by case basis.

Information provided in your application – privacy issues Personal information on applicants will be collated to assess their suitability for appointment to a Board. As a part of the selection process, personal information will be dealt with in accordance with the Queensland Health Privacy Policies1. This means that information will be treated confidentially and will be used in a de-identified format in order to:

meet whole-of-government reporting requirements;

enable the Government to monitor the diversity of appointments to and composition of statutory and other bodies to which the Government makes appointments; and

allow accurate reporting on the profile of public sector entity board and committee memberships of the State’s public sector entities.

Names of chairs and members of Boards appointed by the Governor in Council will be published in the Queensland Government Gazette for public information. The names of appointees will also be made available on the Queensland Health website and added to the Register of Appointees to Queensland Government Bodies, which provides membership and contact information about all appointments to Queensland Government bodies.

Further information

For further information and details on how to apply please visit www.davidsonwp.com/boards or contact Elise Hooper on 07 3023 1009.

Further information on public sector health services is available at www.health.qld.gov.au.

Additional documents relating to government policy in relation to health statutory agencies can be viewed at (https://www.health.qld.gov.au/system-governance/health-system/managing/statutory-agencies/default.asp)

To submit applications

To apply email applications and all other required attachments to boards@davidsonwp.com quoting relevant reference number as listed on www.davidsonwp.com/boards

1 www.health.qld.gov.au/masters/privacy.asp

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Appendix 1 – Hospital and Health Service Profiles and Boards

Cairns and Hinterland Hospital and Health Service

The Cairns and Hinterland HHS has an operating budget of $712.8 million for 2015-16 and continues to be the largest employer in the Far North, with approximately 4,178 full-time equivalent (FTE) employees delivering services across the entire HHS2.

The Cairns and Hinterland HHS is responsible for providing health services to the people of Far North Queensland across a geographical area of 141,000 square kilometres. The HHS supports a population of 283,197 which is forecast to grow by 9 per cent by 2026, with the highest level of growth occurring within the 65 and over age group. Tourism is a key industry and contributes to a relatively high transient population. It is estimated that 9 per cent of the population are Indigenous Australians, compared to 3.5 per cent for Queensland as a whole.

Cairns Hospital is the specialist referral Hospital for Far North Queensland, delivering health services across the continuum of care and to the Torres and Cape HHS. The Cairns and Hinterland HHS has facilities at Atherton, Babinda, Yarrabah, Gordonvale, Herberton, Innisfail, Mareeba Mossman and Tully. The HHS also operates nine Primary Health Centres and six Community Health Services. The HHS operates Alcohol, Tobacco and other Drug Service Centres in Cairns, Mossman, Innisfail and Mareeba; and is responsible for delivering health services through Lotus Glen Health Service.

The time commitment for Board members is likely to be about two to three days per fortnight. It is also expected that there will be time commitments incurred through travel to Board meetings and Board community events throughout the catchment of the Cairns and Hinterland HHS.

Additional information regarding the Cairns and Hinterland HHS is available at: https://www.health.qld.gov.au/cairns_hinterland/

Central Queensland Hospital and Health Service

The Central Queensland HHS has an operating budget of $488 million for 2015-16 and employs approximately 2,678 FTE staff.

The geographic footprint of the health service is diverse, ranging from regional cities such as Rockhampton and Gladstone to towns in the west like Emerald and Blackwater and beach side communities along the coast and serving a population of around 228,000 people. Central Queensland has a relatively young population and is predicted to grow at 2 per cent per annum to 358,000 at 30 June 2036. The 2011 census identified Central Queensland as having 5.5 per cent of its population identifying as Aboriginal and Torres Strait Islander where the same figure for all of Australia is 2.5 per cent.

The health service is responsible for the direct management of facilities within its geographical boundaries including Biloela Hospital, Capricorn Coast Hospital, Emerald Hospital, Gladstone Hospital, Moura Hospital, and Rockhampton Hospital. The health service also provides services from a number of Multi-Purpose Health Services (MPHS) and outpatient clinics. MPHS are located in Baralaba, Blackwater, Mount Morgan, Springsure, Theodore, and Woorabinda. Outpatient clinics are located at, Boyne Valley, Capella, Gemfields, and Tieri.

The time commitment for the Board Chair is likely to be about four to five days per fortnight. The time commitment for Board members is likely to be about two to three days per fortnight. It is also expected that there will be time commitments incurred through travel. The Board holds its monthly meetings at its various facilities during the year.

Additional information regarding the Central Queensland HHS is available at: https://www.health.qld.gov.au/cq/

2 2015-16 Budget and FTE figures are from the Queensland Budget 2015-16: Service Delivery Statements Queensland Health available at: http://www.budget.qld.gov.au/budget-papers/documents/bp5-qh-2015-16.pdf

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Central West Hospital and Health Service

The Central West HHS (Central West Health) has an operating budget of $62 million for 2015-16 and employs approximately 316 FTE staff.

Central West Health covers some 396,650 square kilometres of the state and includes the communities of remote central western Queensland from Tambo, in the south-east, to Boulia in the north-west. Central West Health serves a population of approximately 12,400 persons and also services a large number of visitors seeking an outback experience during the winter months. At June 2011, 8.3 per cent of the service’s population identified as of Aboriginal or Torres Strait Islander origin, 5.8 per cent of the total population was born overseas and 19.5 per cent of those born overseas speak a language other than English at home.

Central West Health is responsible for providing public hospital and health services and operates five public hospitals delivering 24-hour accident and emergency care, acute inpatient services, pharmacy, physiotherapy and radiology services and outpatient clinics. Longreach Hospital, as the region’s procedural hub, offers surgical and elective procedures as well as gynaecological and obstetric services through its regional maternity service. Three of the hospitals provide high care residential aged care services under a multipurpose health service model.

In smaller communities, Central West Health operates primary health centres providing 24-hour accident and emergency services, local nursing and primary healthcare and regular visiting medical, community, allied and mental health services.

The time commitment for the Board Chair is likely to be about four to five days per fortnight. The time commitment for Board members is likely to be about two to three days per fortnight. It is also expected that there will be time commitments incurred through travel which may include overnight stays in remote communities.

Additional information regarding Central West Health is available at: https://www.health.qld.gov.au/services/centralwest/

Children’s Health Queensland Hospital and Health Service

The Children’s Health Queensland HHS has an operating budget of $612.3 million for 2015-16 and employs approximately 3,183 FTE staff.

Children’s Health Queensland is a specialist statewide HHS dedicated to providing the best possible family-centred health care for every child and young person in Queensland. A recognised leader in paediatric healthcare, education and research, the HHS delivers a full range of clinical services, tertiary level care and health promotion programs for children across Queensland, northern New South Wales and overseas.

Children’s Health Queensland HHS includes:

Lady Cilento Children’s Hospital

Child and Youth Community Health Service

Child and Youth Mental Health Service

Statewide paediatric outreach and telehealth services.

Children’s Health Queensland also leads a number of statewide services and programs, including the Connected Care Program, Deadly Ears, Ellen Barron Family Centre, Healthy Hearing Program, and the Centre for Children’s Health and Wellbeing.

The time commitment for Board members is likely to be about two to three days per fortnight.

Additional information regarding the Children’s Health Queensland HHS is available at: http://qheps.health.qld.gov.au/childrenshealth/

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Darling Downs Hospital and Health Service

The Darling Downs HHS has an operating budget of $637.8 million for 2015-16 and employs approximately 4,039 FTE staff, with 1 in 56 people within the Darling Downs and South Burnett working for the Darling Downs HHS.

Geographically, the Darling Downs HHS provides services across an area of approximately 90,000 square kilometres, delivering clinical services to approximately 300,000 people from 20 hospitals and several outpatient clinics.

Darling Downs HHS provides a comprehensive range of hospital services including inpatient and outpatient services, surgical sub-specialties, medical sub-specialties, and diagnostic services. The HHS offers community and primary health services including: aged care assessment, Aboriginal and Torres Strait Islander health programs, child and maternal health services, alcohol and other drug services, home care services, community health, sexual health service, allied health services, oral health, and public health programs. The integrated mental health service provides specialist services across a number of clinical programs through Toowoomba Hospital, Baillie Henderson Hospital and rural communities. Darling Downs HHS also operates six residential aged care services located.

The total time commitment for the Board varies between two to four days per fortnight for members; and more than four days per fortnight for the Chair. Every second Board meeting is held in a rural area. With travel, facility inspections, community and staff engagement the time commitment for Boards meetings is up to two days each month (including overnight stays).

Board members are also required to participate in one or more of the designated sub-committees and in a representative capacity in community and other engagement meetings or events, which may occur outside standard business hours.

Additional information regarding the Darling Downs HHS is available at: https://www.health.qld.gov.au/darlingdowns/default.asp

Gold Coast Hospital and Health Service

The Gold Coast Hospital and Health Service (Gold Coast Health) has an operating budget of $1.193 billion for 2015-16 and employs approximately 6,447 FTE staff.

Gold Coast Health delivers a broad range of secondary and tertiary health services across two public hospitals, a number of health precincts and over 40 community health centres throughout the region. Key primary health services are also offered such as community child health clinics and oral health services for adults and children.

Gold Coast Health delivers health care services to a population of approximately 579,000 people across a region bounded by the Logan and Albert Rivers in the north and northwest, Mount Tamborine, Canungra and Beechmont to the west, and Coolangatta in the south. The Gold Coast has a high transient population with four million overnight visitors and seven million day trippers per year.

In 2013 Gold Coast Health commenced delivering services from the Gold Coast University Hospital, Australia’s first named university hospital. The combination of such world-class infrastructure, a highly talented and committed workforce, partnerships with the universities, Gold Coast Primary Health Network and the private and non-government sector, together create an unprecedented opportunity for innovation and enhancement to healthcare delivery.

The time commitment for the Boards Chair is likely to be about six days per fortnight. The time commitment for members is likely to be about three days per fortnight. It is also expected that there will be time commitments incurred through after-hours travel and stakeholder engagement within the Gold Coast Health region and South-East Queensland.

Additional information regarding the Gold Coast HHS is available at: https://www.health.qld.gov.au/goldcoasthealth/

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Mackay Hospital and Health Service

The Mackay HHS has an operating budget of $327.7 million for 2015-16 and employs approximately 1,908 FTE staff.

The Mackay HHS is an innovative, well managed service with the proven ability to meet the health needs of a diverse and geographically dispersed community. The HHS provides public hospital and health services to a population of around 182,049 in a 90,360 square kilometre area from Bowen in the north to St Lawrence in the south, west to Clermont and north-west to Collinsville. Proserpine and the Whitsunday islands are also included in this region.

Mackay HHS provides a holistic approach to service delivery across acute, primary health and other community based services including medical, surgical, emergency, obstetrics, paediatrics, outpatient clinics, mental health, critical care and clinical support services, Aboriginal and Torres Strait Islander programs, Home and Community services, and aged care and services. Mackay Base Hospital is the main treating hospital and has recently undergone a $408 million state-of-the art refurbishment. It is the hub hospital for seven smaller facilities at Sarina, Dysart, Moranbah, Glenden, Collinsville, Clermont, Bowen and Proserpine. Mackay HHS actively works with GPs, private facilities, other healthcare providers and universities.

The time commitment for the Board Chair is likely to be about five days per fortnight. The time commitment for members is likely to be about one day per fortnight. It is also expected that there will be time commitments incurred for travel to visit rural facilities at intervals throughout the year.

Additional information regarding the Mackay HHS is available at: https://www.health.qld.gov.au/mackay/

Metro North Hospital and Health Service

The Metro North HHS has an operating budget of $2.173 billion for 2015-16 and employs over 12,935 FTE staff.

Metro North HHS is the largest and most diverse hospital and health service in Australia. It covers an area of 4,157 square kilometres from the Brisbane River to north of Kilcoy, and serves a population approaching 900,000 people.

Metro North HHS provides the full range of health services including rural, regional and tertiary teaching hospitals. Two of its five hospitals are tertiary facilities that provide statewide super specialty services such as Heart and Lung Transplantation, Burns, and Positron Emission Tomography. The HHS has a range of subacute, post acute, community based health services to support patient discharge and hospital avoidance as well as a number of residential facilities, Oral Health Services and a fully integrated Mental Health Service including both community and hospital based care. It provides services to patients throughout Queensland, northern New South Wales and the Northern Territory.

The time commitment for the Board Chair is likely to be about four to five days per fortnight. The time commitment for members is likely to be about two to three days per fortnight. It is also expected that there will be time commitments incurred through travel as Board meetings are held at local hospitals.

Additional information regarding the Metro North HHS is available at: https://www.health.qld.gov.au/metronorth/

Metro South Hospital and Health Service

The Metro South HHS (Metro South Health) has an operating budget of $2.018 billion for 2015-16 and employs approximately 11,582 FTE staff.

Metro South Health is the major provider of public health services, and health education and research, in Brisbane south, Logan, Redlands and Scenic Rim regions. Metro South Health is the most populated HHS in Queensland. In 2012, there were 1,052,830 residents in the region, equal to approximately 23 per cent of Queensland's population. By 2031, this is expected to grow to 1,372,461 residents. The health service’s catchment spans 3,856 square kilometres. Metro South is one of the most culturally and linguistically diverse populations in Queensland.

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Metro South Health operates five major hospitals, including Beaudesert, Logan, Princess Alexandra, QEII Jubilee and Redland. Princess Alexandra Hospital is a major tertiary facility that is the statewide provider for liver transplantation, renal transplantation, spinal injury management, brain injury rehabilitation and skull base surgery. The HHS also operates eight major health centres throughout the region. Metro South Health delivers a full suite of specialty health services, including: acute medical, acute surgical, aged care, cancer services, cardiology, emergency medicine, mental health, obstetrics and gynaecology, palliative care, rehabilitation, trauma, and transplantation.

Health services delivered in the community include: Aboriginal and Torres Strait Islander Health, alcohol, tobacco and other drug services, BreastScreen, chronic disease management, community rehabilitation, hospital avoidance and substitution services, mental health, offender health, oral health, refugee health, palliative care, and aged care and rehabilitation.

The time commitment for the Board Chair is likely to be about four to five days per fortnight. The time commitment for members is likely to be about two days per fortnight.

Additional information regarding Metro South HHS is available at: www.metrosouth.health.qld.gov.au

North West Hospital and Health Service

The North West HHS has an operating budget of $148.8 million for 2015-16 and employs approximately 651 FTE staff as at June 2015.

The North West HHS is responsible for the public sector health services in the Mount Isa region. The North West HHS covers an area of approximately 300,000 square kilometres and services many of the remote communities within North Western Queensland and the Gulf of Carpentaria. The HHS is responsible for the promotion and wellbeing of the 33,000 people within the service area and ensuring that health services are of a high quality, accessible to all and effective.

North West HHS operates four hospitals at Doomadgee, Mornington Island, Mount Isa, and Normanton, as well as four Primary Health Facilities, eight Community Services, and two Multipurpose Health Services.

The time commitment for the Board Chair is likely to be about five plus days per fortnight. External health obligations for Queensland Health and statewide health initiatives are in excess of this estimate. The time commitment for Board members who are committee Chairs is likely to be about two to three days per fortnight. The time commitment for other Board members is likely to be about one to two days per fortnight. It is also expected that there will be time commitments incurred through travel, including visits to outlying communities at least four times a year (involving overnight stays).

Additional information regarding the North West HHS is available at: http://qheps.health.qld.gov.au/northwest/

South West Hospital and Health Service

The South West HHS has an operating budget of $126.9 million for 2015-16 and employs approximately 689 FTE staff.

The South West HHS is responsible for providing public hospital and health services and aged care services to a population of just over 26,000 residing over 319,000 square kilometres in South West Queensland. The population is likely to be higher based on the expected under-reporting of the indigenous population and the additional non-resident fly-in/fly-out workforce associated with the resource industry. The population is not evenly distributed and there is significant variability in population growth predicted during the period 2016–2026.

The HHS is responsible for the direct management of facilities and services including hospitals at Charleville, Cunnamulla, Roma and St George, seven multipurpose health services, two residential aged care services, and four community clinics. A range of services and programs are provided through these facilities. Not all facilities provide all services and some services may be provided only in a limited capacity. Some outpatient services are provided by visiting clinicians and/or through Telehealth.

Queensland Hospital and Health Boards Chair and Members

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The HHS operates a number of community and allied health service and outpatients clinics providing a comprehensive range of community and primary health services, including aged care assessment, Aboriginal and Torres Strait Islander health programs; child and maternal health services; alcohol, tobacco and other drug services; home care services; community health nursing, sexual health service, allied health services, oral health and health promotion programs.

The time commitment for Board members is likely to be about two to three days per fortnight. It is also expected that there will be time commitments incurred through travel to various locations in the South West.

Additional information regarding the South West HHS is available at: https://www.health.qld.gov.au/southwest/

Sunshine Coast Hospital and Health Service

The Sunshine Coast HHS has an operating budget of approximately $752.7 million for 2015-16 and employs approximately 3,868 FTE staff. These figures will increase significantly over the next couple of years with the opening of the Sunshine Coast Public University Hospital (SCPUH).

The Sunshine Coast HHS is the major provider of public health services, health education and research in the Sunshine Coast and Gympie areas. The Sunshine Coast HHS covers approximately 10,020 square kilometres and encompasses the local government areas of Sunshine Coast, Gympie and Noosa. The Sunshine Coast HHS’s purpose is to deliver the highest standards of safe, accessible, sustainable, evidence-based health care with a highly-skilled and valued workforce that optimises the wellbeing of our community.

The Sunshine Coast HHS delivers a range of specialty and sub-specialty services in surgery, medicine, mental health, women’s and families and community and integrated and sub-acute services. At the core of the HHS are four main hospitals/health services at Nambour, Caloundra, Gympie and Maleny. There is also a residential aged care facility at Nambour and 25 community and other health centres across the health service.

The Sunshine Coast HHS will experience significant growth in both service range and capacity with the opening of the SCPUH at Kawana in November 2016. The new hospital will offer a range of new and expanded services and as a tertiary facility will, include a Skills, Academic and Research Centre on site.

The time commitment for the Board Chair is likely to be about five days per fortnight. The time commitment for members is likely to be about three days per fortnight.

Additional information regarding the Sunshine Coast HHS is available at: https://www.health.qld.gov.au/sunshinecoast/

Townsville Hospital and Health Service

The Townsville HHS has an annual operating budget of $804.6 million for 2015-16 and employs approximately 5,200 staff.

The Townsville HHS has a population of more than 230,000 and comprises 18 hospitals and community health campuses and two residential aged care facilities. The Health Service area extends from Townsville, north to Cardwell and Ingham, west to Charters Towers, Hughenden and Richmond, south to Ayr and Home Hill and east to Magnetic Island and Palm Island.

The HHS operates public health facilities in each of these areas, one of which, the Townsville Hospital, is the only tertiary hospital in North Queensland, serving a population of 750,000. It is a modern 720 bed hospital providing regional trauma services, most major medical and surgical sub-specialty services, and is the principal teaching hospital of the James Cook University (JCU) Medical School. Strong research links are maintained with the JCU. All surgical specialties are represented with the exception of organ transplantation. The hospital has well developed post graduate teaching programs.

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The time commitment for the Board Chair is likely to be about 60 hours per fortnight. The time commitment for Board members is likely to be about 15 hours per fortnight. It is also expected that there will be time commitments incurred through travel to rural and remote sites of two to three non-consecutive full days per year.

Additional information regarding the Townsville HHS is available at: https://www.health.qld.gov.au/townsville/default.asp

West Moreton Hospital and Health Service

The West Moreton HHS has an operating budget of $469.8 million for 2015-16 and is one of the largest employers in the region, employing approximately 2,859 staff.

West Moreton HHS and its predecessors have a long and proud history of caring for the communities of Ipswich, Boonah, Esk, Laidley and, more recently, Gatton. The HHS delivers health services in a mix of metropolitan and small rural community settings and services a population of approximately 252,000 people. The Health Service catchment is the third fastest growth area in Australia with the population forecast to increase to approximately 450,000 people by 2026-27 (an increase of 82 per cent). This projected increase in population is the largest of any Hospital and Health Service in Queensland.

The Health Service delivers health services across the continuum of care: ambulatory services, acute care, sub-acute care, oral health, mental health and specialised services (including offender health and Alcohol Tobacco and Other Drugs). West Moreton also has a major teaching role, providing both undergraduate and postgraduate clinical experience for members of the multi-disciplinary health care team and has accountability for State-wide research and learning facilities for mental health.

West Moreton HHS health facilities include: Ipswich Hospital, Boonah Health Service, Esk Health Service, Gatton Health Service, Laidley Health Service, Community Health Service, and The Park - Centre for Mental Health Treatment, Research and Education.

The time commitment for the Chair is likely to be about four to five days per fortnight. The time commitment for Members is likely to be about two to three days per fortnight. It is also expected that there will be time commitments incurred through travel between the various West Moreton HHS facilities.

Additional information regarding West Moreton is available at: www.westmoreton.health.qld.gov.au

Wide Bay Hospital and Health Service

The Wide Bay HHS has an operating budget of $488.9 million for 2015-16 and employs approximately 2,979 FTE staff.

Wide Bay HHS provides hospital and health services to a population exceeding 208,000 and covering an area of 28,513 square kilometres. Wide Bay is the largest contributor, outside of South East Queensland, to population growth in Queensland by contributing 5.5 per cent of the State’s growth and has a projected annual growth rate of 1.8 per cent (Source-Population Growth, Highlights and Trends, Queensland Regions, 2015 Edition – Queensland Treasury).

There are three principle hospitals in Wide Bay HHS – Bundaberg, Hervey Bay and Maryborough and eight rural facilities in the North Burnett region. Services provided include medical and rehabilitation, surgical and elective, emergency, family health, rural health, mental health, oral health, public health and clinical support.

The time commitment for Board members is likely to be two to three days per fortnight. As Board meetings are held in Bundaberg, Maryborough and Hervey Bay and there are eight rural facilities, it is expected that there will be time commitments incurred in travelling to meetings and visiting each of the facilities.

Additional information regarding Wide Bay HHS is available at: www.health.qld.gov.au/widebay