David Sinclair Email & Phone Number

Brisbane, Qld, Au

Brisbane, Queensland, Australia

Working in collaboration with government and non-government stakeholders to improve the delivery of high-priority programs.

Brisbane, Queensland, Australia

The Strategy, Policy and Reform Division shapes the long-term future of Queensland Health. The Division works closely with internal and external stakeholders to first describe and then bring this vision this to life, to implement the reform projects that demonstrate the required changes, to ensure the appropriate legislative instruments are in place to support new ways of working, and to share these messages through our media and communications channels.

Brisbane, Queensland, Australia

The Deputy Director-General CSD provides strategic leadership to the delivery of corporate and operational services, business enhancement and legal services both within the Department and the broader Queensland public health system. The position is responsible for leading a ‘shared services’ approach to the operational activities of the Department of Health, supporting Hospital and Health Services in the delivery of care to patients and the activities of the Department by providing key information and support that enables system leadership and necessary corporate and business functions to be undertaken.

Brisbane, Queensland, Australia

I led the delivery and implementation of the Queensland Government Critical Stockpile Reserve (QGCSR) – a response to disruption of global and local supply chains which aims ensure Queensland’s frontline workers can access critical supplies and equipment to protect themselves and care for the community during future pandemics and natural disasters.The QGCSR now provides a statewide reserve with up to twelve months of stock in a network of new facilities across the State, connected through an efficient and reliable logistics network. This includes new regional warehouses, in Cairns and Rockhampton, and new distribution centres in Brisbane and Townsville.

Brisbane

In this role I lead the Capital and Asset Services Branch of more than 120 staff which is responsible for the end to end management of the $18 billion Queensland Health asset base. This includes all aspects of the asset management lifecycle from project identification and prioritisation, design, market engagement, project delivery and maintenance. The Branch leads the direct delivery of some projects as well as providing assurance, reporting and analysis, and performance management of the entire investment portfolio. We work closely with our delivery partners to offer flexible support to Hospital and Health Services as required. The Branch also includes the Queensland Health Facilities Management team.

Brisbane, Australia

Six-month secondment to Queensland Health as acting Executive Director, leading the Capital Infrastructure Delivery Unit (CIDU). With more than 60 staff, the team managed the procurement and delivery stages of many of Queensland Health’s infrastructure investments as well as supporting Hospital and Health Services with projects they have elected to manage locally. The Unit also had responsibility for capturing and reporting key performance data on progress against Queensland Health’s overall $1.4billion annual capital expenditure budget.

Brisbane, Australia

I led a team of six providing strategic advice and support to four government departments and their statutory bodies. This involved overseeing their short and long-term financial management and providing input and advice to inform major reform activities and investment decision making.

Brisbane, Australia

I was responsible ensuring appropriate management of operating and capital budgets for two departments and their associated statutory bodies as well as contributing to the successful planning and implementation of several high profile reforms. The role combined a traditional fiscal control element with a much more proactive support function which seeks to embed financial sustainability within operational activities and to support the overall reform of government social services delivery.I had overall responsibility for the budget management and reporting cycles of the Department of Communities, Child Safety and Disability Services (annual budget $2.6B, c.6,000 FTE 2013-14) and the Department of Aboriginal and Torres Strait Islander and Multicultural Affairs (annual budget $110M, c.600 FTE 2013-14).Major reform programs which I was involved in included planning for the roll out of the National Disability Insurance Scheme in Queensland which will involve up to 90,000 clients and has a total annual budget of more than $4B. My role was to lead the development of a financially sustainable implementation program which also recognised a series of operational constraints. Other projects included the implementation of a major reform of the child protection system with budgeted expenditure of more than $600M over five years. I was heaviliy involved in the program monitoring, benefits modelling and program evaluation phases to ensure a robust evidence base to demonstrate the overall community impact of the reforms and to inform future policy development.I led a team of two treasury analysts and placed strong emphasis on the need to develop and maintain strategic partnerships with departmental staff as well as supporting a shift away from reactive analysis towards a greater focus on strategic development.

Australia

Working with public and private sector clients across Australia, I undertook feasibility assessments, service reviews and governance restructures for clients across the transport, agriculture, education, tourism, research and development, manufacturing and community services sectors. My work was typically been used to inform key decision makers in setting future policy and implementation directions.

Edinburgh

Scottish Natural Heritage is a statutory government body in the UK with responsibility for the protection and promoting enjoyment of the natural flora and fauna. The organisation has approximately 1,000 staff and an annual operating budget of AUD$120 million. As corporate planning manager I led a team of five staff responsible for the preparation of the agency’s submission of the UK Government tri-annual comprehensive spending reviews. The submission outlined a targeted program of work for the three years ahead, target outcomes and required resources. I was responsible for the developing the organisation’s three year corporate plan, annual budgets and performance reporting mechanisms following the outcome of the review. This role involved close liaison with Government officers, SNH’s management team and Board.

Edinburgh, United Kingdom