FEATURED excellence awardee
Queensland Health
“I had a picture of a house, and the house was Premiere Mortgage Centre”
Kerri Reed,
Premiere Mortgage Centre
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EXCELLENCE AWARDEE:
Best Remote Work Strategy
EXCELLENCE AWARDEE:
Best Remote Work Strategy
www.health.qld.gov.au
linkedin.com/company/queensland-health
changeandculture@health.qld.gov.au
+61 436 668 772
33 Charlotte Street, Brisbane, QUEENSLAND 4000
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EXCELLENCE AWARDEE:
Best Remote Work Strategy
Queensland Health
Holly Giblin
Organisational Development Lead
Holly is the Organisational Development Lead at Penrith City Council and has over 13 years of experience across private and public sectors, spanning a breadth of People and Culture-related functions including Work Health and Safety, Payroll, Human Resources and Industrial Relations, and Organisational Development. Most recently, Holly has been the lead on Council’s in-house and custom-built Capability Framework, where she has poured her passion and creativity into the development and implementation of a framework designed to uplift the capability of all employees at Council and provide more meaningful learning opportunities that will ultimately drive positive outcomes for the community.
Organisational Development Lead
Holly Giblin
facebook.com/barwonwater
@ruytongirlsschool
Holly Giblin
Organisational Development Lead
Leadership
Joshua Fayle is the People and Culture Manager at Penrith City Council. He oversees the Human Resources, Organisational Development, Work Health and Safety, and Payroll and Systems teams. Joshua provides a high level of strategic advice on a range of industrial relations matters. Joshua leads the design and implementation of initiatives to improve and strengthen the employee experience across the employee life cycle.
People and Culture Manager
Joshua Fayle
Joshua Fayle
People and Culture Manager
People and Culture Manager
Joshua Fayle
Joshua Fayle
People and Culture Manager
1188 Whakue St, Rotorua Central, Rotorua
Joshua Fayle
People and Culture Manager
Leadership
Joshua Fayle is the People and Culture Manager at Penrith City Council. He oversees the Human Resources, Organisational Development, Work Health and Safety, and Payroll and Systems teams. Joshua provides a high level of strategic advice on a range of industrial relations matters. Joshua leads the design and implementation of initiatives to improve and strengthen the employee experience across the employee life cycle.
People and Culture Manager
Joshua Fayle
Linda has over 27 years’ experience in leading People and Culture teams, incorporating OD, WHS, HR, Payroll and Systems. This experience spans hospitality, theme parks, airline, manufacturing and, for the last five years, local government industries. Linda is passionate about achieving sustainable business outcomes with people at the forefront of everything. In the last three years, in addition to the People and Culture department, Linda has led the Children Services portfolio encompassing 44 children services – 18 long day care, five pre-schools, 15 before- and after-school care and six vacation-care services. The timing of her appointment has seen her lead the portfolio (as well as People and Culture) through the unprecedented times of COVID. In the last financial year, 3,100 children aged 0–12 years attended the services, and Linda loves the difference that this portfolio makes to the community including young people. In Linda’s spare time she contributes to finding a cure for cancer, by volunteering and most recently cycling with Tour De Cure and raising much-needed funds for researchers.
People and Children Manager
Linda Ross
Holly is the Organisational Development Lead at Penrith City Council and has over 13 years of experience across private and public sectors, spanning a breadth of People and Culture-related functions including Work Health and Safety, Payroll, Human Resources and Industrial Relations, and Organisational Development. Most recently, Holly has been the lead on Council’s in-house and custom-built Capability Framework, where she has poured her passion and creativity into the development and implementation of a framework designed to uplift the capability of all employees at Council and provide more meaningful learning opportunities that will ultimately drive positive outcomes for the community.
Organisational Development Lead
Holly Giblin
Holly is the Organisational Development Lead at Penrith City Council and has over 13 years of experience across private and public sectors, spanning a breadth of People and Culture-related functions including Work Health and Safety, Payroll, Human Resources and Industrial Relations, and Organisational Development. Most recently, Holly has been the lead on Council’s in-house and custom-built Capability Framework, where she has poured her passion and creativity into the development and implementation of a framework designed to uplift the capability of all employees at Council and provide more meaningful learning opportunities that will ultimately drive positive outcomes for the community.
Organisational Development Lead
Holly Giblin
@TDSLaw
Holly Giblin
Organisational Development Lead
Joshua Fayle is the People and Culture Manager at Penrith City Council. He oversees the Human Resources, Organisational Development, Work Health and Safety, and Payroll and Systems teams. Joshua provides a high level of strategic advice on a range of industrial relations matters. Joshua leads the design and implementation of initiatives to improve and strengthen the employee experience across the employee life cycle.
The Organisational Development and Change team at the Department of Health in Queensland are driven by the desire to enable teams and leaders to build and foster workplace cultures where people can thrive, adapt and navigate changing environments now and into the future.
The pandemic created a radical shift in today’s working landscape, causing conditions that required individuals and teams to redefine not only what they do but also where and how they conduct their work. This has necessitated a change in mindset and skillset, including leveraging the benefits of remote and hybrid working to remain flexible and adaptive in the way we work together to achieve outcomes.
As such, the Organisational Development and Change team has been and continues to focus on equipping leaders and managers to navigate these complexities. This has included building the capability of leaders in ways that create culture and foster wellbeing and engagement in hybrid contexts; navigating, supporting and leading their teams through times of change and uncertainty; and embracing new tools, technologies and ways of working to enhance performance.
Ultimately, the team aims to build an effective hybrid, thriving and adaptive workforce that is ‘ready for anything’, so that their workforce can ensure better health outcomes for all Queenslanders.
The Lakes College Culinary Club (TLCCC) started with a team of 12 students and has now expanded to over 30 members, showcasing its continued success through participation in college events and even catering for local community organisations. This program not only imparts valuable culinary skills but also teaches the significance of community service, fosters practical abilities and cultivates a professional work ethic.
Spanning ages 11 to 18, the Culinary Club challenges students to create elaborate six-course degustation dinners and manage large-scale catering for college gatherings. Chloe, a Year 7 student, praises the program for imparting essential life skills in an enjoyable way among friends. Likewise, Emily values the connections she forms despite the program’s demanding pace.
Under the guidance of Chef Joel, TLCCC contributes to the college’s ethos and the students’ personal growth. The program’s commitment to local ingredients and culinary adventures is evident as it expands to include barista training and Responsible Service of Alcohol certification. The program seamlessly merges science, art and food technology, promoting discipline and shared responsibility. TLCCC embodies a commitment to service, community engagement and student leadership, cementing its unique character and contribution to The Lakes College.
The Lakes College Culinary Club (TLCCC) started with a team of 12 students and has now expanded to over 30 members, showcasing its continued success through participation in college events and even catering for local community organisations. This program not only imparts valuable culinary skills but also teaches the significance of community service, fosters practical abilities and cultivates a professional work ethic.
Spanning ages 11 to 18, the Culinary Club challenges students to create elaborate six-course degustation dinners and manage large-scale catering for college gatherings. Chloe, a Year 7 student, praises the program for imparting essential life skills in an enjoyable way among friends. Likewise, Emily values the connections she forms despite the program’s demanding pace.
Under the guidance of Chef Joel, TLCCC contributes to the college’s ethos and the students’ personal growth. The program’s commitment to local ingredients and culinary adventures is evident as it expands to include barista training and Responsible Service of Alcohol certification. The program seamlessly merges science, art and food technology, promoting discipline and shared responsibility. TLCCC embodies a commitment to service, community engagement and student leadership, cementing its unique character and contribution to The Lakes College.
Linda Ross
People and Children Manager
Linda has over 27 years’ experience in leading People and Culture teams, incorporating OD, WHS, HR, Payroll and Systems. This experience spans hospitality, theme parks, airline, manufacturing and, for the last five years, local government industries. Linda is passionate about achieving sustainable business outcomes with people at the forefront of everything. In the last three years, in addition to the People and Culture department, Linda has led the Children Services portfolio encompassing 44 children services – 18 long day care, five pre-schools, 15 before- and after-school care and six vacation-care services. The timing of her appointment has seen her lead the portfolio (as well as People and Culture) through the unprecedented times of COVID. In the last financial year, 3,100 children aged 0–12 years attended the services, and Linda loves the difference that this portfolio makes to the community including young people. In Linda’s spare time she contributes to finding a cure for cancer, by volunteering and most recently cycling with Tour De Cure and raising much-needed funds for researchers.
People and Children Manager
Linda Ross
Linda Ross
People and Children Manager
Linda has over 27 years’ experience in leading People and Culture teams, incorporating OD, WHS, HR, Payroll and Systems. This experience spans hospitality, theme parks, airline, manufacturing and, for the last five years, local government industries. Linda is passionate about achieving sustainable business outcomes with people at the forefront of everything. In the last three years, in addition to the People and Culture department, Linda has led the Children Services portfolio encompassing 44 children services – 18 long day care, five pre-schools, 15 before- and after-school care and six vacation-care services. The timing of her appointment has seen her lead the portfolio (as well as People and Culture) through the unprecedented times of COVID. In the last financial year, 3,100 children aged 0–12 years attended the services, and Linda loves the difference that this portfolio makes to the community including young people. In Linda’s spare time she contributes to finding a cure for cancer, by volunteering and most recently cycling with Tour De Cure and raising much-needed funds for researchers.
People and Children Manager
Linda Ross
Bellbird Park State Secondary College (BPSSC) prides itself on providing an innovative and inclusive education experience for all learners. Our college is extraordinary because of the incredible students, parents, community partners and staff who bring it to life each day. Since opening in 2017 with 212 Year 7 students and 31 staff, the school has been on a rapid journey of student growth and staff recruitment. BPSSC now has an enrolment of 1,800 students and 150+ staff members. Located in the aspirational, multiculturally rich Ipswich community (ICSEA 953), we’re exceptionally proud to be the school of choice in our community.
At BPSSC, we’re committed to supporting the success and wellbeing of every student as they transition through each stage of learning through our high-expectations, high-support approach. In 2023, 175 First Nations students are connected and thriving at our college. Our Many Pathways, No Limits mantra extends to all students, and we provide tailored differentiated, culturally appropriate educational opportunities for our First Nations students. Our approach to First Nations education is extensive, multifaceted and a whole-school effort effecting positive systematic change and outcomes for our students.
Bellbird Park State Secondary College (BPSSC) prides itself on providing an innovative and inclusive education experience for all learners. Our college is extraordinary because of the incredible students, parents, community partners and staff who bring it to life each day. Since opening in 2017 with 212 Year 7 students and 31 staff, the school has been on a rapid journey of student growth and staff recruitment. BPSSC now has an enrolment of 1,800 students and 150+ staff members. Located in the aspirational, multiculturally rich Ipswich community (ICSEA 953), we’re exceptionally proud to be the school of choice in our community.
At BPSSC, we’re committed to supporting the success and wellbeing of every student as they transition through each stage of learning through our high-expectations, high-support approach. In 2023, 175 First Nations students are connected and thriving at our college. Our Many Pathways, No Limits mantra extends to all students, and we provide tailored differentiated, culturally appropriate educational opportunities for our First Nations students. Our approach to First Nations education is extensive, multifaceted and a whole-school effort effecting positive systematic change and outcomes for our students.
Amita King
Organisational Development Manager
Amita leads Penrith City Council’s Organisational Development (OD) Team and brought with her extensive private sector OD experience upon joining Council three years ago. She has worked across a number of industries including Telecommunications and Retail, leading change management, internal communications, learning and development, leadership, talent and much more. Her passion lies in leading organisations to continually evolve and enhance strategic performance and organisational culture through the investment in contemporary people-centric frameworks and programs that grow and unleash the potential of their people.
Organisational Development Manager
Amita King
Amita King
Organisational Development Manager
Amita leads Penrith City Council’s Organisational Development (OD) Team and brought with her extensive private sector OD experience upon joining Council three years ago. She has worked across a number of industries including Telecommunications and Retail, leading change management, internal communications, learning and development, leadership, talent and much more. Her passion lies in leading organisations to continually evolve and enhance strategic performance and organisational culture through the investment in contemporary people-centric frameworks and programs that grow and unleash the potential of their people.
Organisational Development Manager
Amita King
Amita King
Organisational Development Manager
Linda Ross
People and Children Manager
Amita leads Penrith City Council’s Organisational Development (OD) Team and brought with her extensive private sector OD experience upon joining Council three years ago. She has worked across a number of industries including Telecommunications and Retail, leading change management, internal communications, learning and development, leadership, talent and much more. Her passion lies in leading organisations to continually evolve and enhance strategic performance and organisational culture through the investment in contemporary people-centric frameworks and programs that grow and unleash the potential of their people.
Organisational Development Manager
Amita King
As an independent, forward-thinking girls’ school we are committed to preparing girls for a lifetime of learning, leadership and engagement in our global community. We believe in girls.
At Ruyton Girls’ School we foster the individuality of each girl in a caring and safe environment, nurturing her intellectual, physical, social and emotional qualities that are essential to flourish.
Powerful learning is central to the Ruyton culture, building on our strong academic reputation. We focus on advancing the learning of every girl through the engagement of intellectual curiosity, building their knowledge and skills about how to learn, and supporting them to achieve their personal best and be exemplary citizens. We believe in real-world learning beyond the classroom, collaborating with the wider community to promote growth, discovery and sustainability.
We empower our girls to lead lives of purpose with courage, character and compassion. Through the development of values and action-focused learning they are inspired to pursue equity and justice for self and others. By embracing diversity and raising their voices, our girls effect positive change and make a difference.