At the forefront of driving preventative health initiatives in Queensland, Gemma Hodgetts, Deputy CEO of Health and Wellbeing Queensland, shares her insights on leadership, innovation, and the future of public sector service delivery. With over 25 years of experience in government, Gemma reflects on her career journey, the challenges of shifting from treatment to prevention, and the importance of collaboration, authenticity, and systems thinking in building healthier, more equitable communities.
Describe your work in a single sentence:
I am part of the leadership at Health and Wellbeing Queensland seeking to drive innovative, system-level solutions that improve the health and wellbeing of all Queenslanders — with a strong focus on prevention, equity, and measurable impact – ultimately our job is to take pressure off the health system.
What challenges do you own in your organisation?
I lead the challenge of shifting both institutional focus and public perception from treatment to prevention — building cross-sector partnerships, advocating for systemic change, and ensuring that community-led solutions are backed by strong evidence and scalable models.
Share your career journey so far, would you say it was conventional?
In many ways, yes. I commenced in the Queensland Public Service in 2000 as an A02 in a temporary role. I have worked across four departments and spent time at every level on my way to the Senior Executive Service. This mobility was deliberate and has ensured I gained a broad perspective on how government functions and how departments deliver in the best interests of Queenslanders. Key to these experiences were great mentors and continuing to fill out my formal education along the way. My journey has crossed policy, governance, communications, emergency management, state development, public health, executive services and executive leadership domains focused on providing advice to government. Still after 25 years, there still so much more to experience within the craft of public service and leading incredible teams within it.
When you step onto that stage, what’s one thing you want people to know about you?
I don’t have it all figured out, but finding that stretch in your career, while it never gets easier, will bring you so much more confidence. I have learnt to say yes to the hard thing and noticed how much better off I am on the other side. Fear is no longer a good enough reason to say no. I reflect often and let people know what I learned along the way. In a nutshell, I aim to be authentic, apologise when I get it wrong, and make time for your network.
Don’t miss Gemma live at the Government Innovation Showcase QLD on the 3rd of September 2025. She is part of an exciting panel discussion (2:55 PM - 3:25 PM) in which she will be discussing Driving Strategic Initiatives, Operational Excellence, And Cross-Sector Collaboration with Data and sharing her insights.
Register here.
View the agenda here.
Advice
What’s one piece of advice for building a business case for a new project?
Start with the outcome — clearly define the problem you're solving, use data to quantify the opportunity, and align your proposal with broader strategic and system priorities. And always show the human impact alongside the economic one.
What’s your advice for someone looking to progress to that next level in the public sector?
Lean into complexity. Take on roles or projects that stretch your perspective, especially across silos — and stay curious and committed to solving real-world problems that matter to people. Don’t be in a rush for the level, look for the gaps in your experience. Where you end up will likely surprise you but also build foundations you will need when managing many disciplines and varied content.
What’s one skill every public sector employee should be learning to improve service delivery?
Systems thinking — because the challenges we face don’t exist in isolation. Understanding how policies, services and social factors interact is essential to delivering meaningful outcomes.
How do you get your team, senior leadership and the public all excited for a new initiative?
We anchor our work in shared purpose, use data and storytelling to bring the vision to life, and ensure community voices are visible in the design process. People get excited when they can see themselves in the change. Highlight the finish line and fall over it together.
How do you know when you’re on the right track with a project, or if you need to readjust course?
We stay close to the data — but even closer to the people. If feedback from partners or communities shows friction or disengagement, we adapt. Impact isn't just about metrics — it's about trust, traction and continuous learning. Agility when decisions go in another direction is essential to protect the integrity of the project and ultimate goal you are seeking to deliver.
Vision
What does an innovative public sector look like to you?
It’s one that is collaborative, transparent, and outcomes-driven — where risk is managed but not feared, and where communities are co-creators, not just recipients, of services.
How would you describe the future of public sector service delivery in three words?
Preventative. Person-centred. Affordable.
What is the end-goal of service delivery in your department?
To create the conditions — across policy, systems and communities — that support every Queenslander to live a healthier, longer life, no matter their background or postcode.
Project Teaser
What problem will you be sharing a solution to onstage?
We’re addressing the dual challenges of chronic disease and food insecurity — both of which are placing increasing pressure on the health system and disproportionately affecting vulnerable communities.
How will the public benefit from your project?
They’ll experience more accessible and community-based health support, improved food access and nutrition, and better long-term health outcomes — all supported by stronger, place-based partnerships.
What technology went into making your project possible?
We leveraged health data platforms, real-time program dashboards, and geographic supply chain mapping tools — all integrated to support localised decision-making and state-wide policy impact.
What’s the secret ingredient to your project's success?
Genuine collaboration — across government, healthcare, academia, and most importantly, communities themselves. The solutions work because they are co-designed, context-specific, and data-informed.
How does your agency measure success? Does this differ according to the stakeholder?
Yes. For government, it’s about long-term return on investment and system-level impact. For communities, success looks like easier access to support, better health, and feeling heard. For our partners, it’s about shared value and sustainable change.
Don’t miss Gemma live at the Government Innovation Showcase QLD on the 3rd of September 2025. She is part of an exciting panel discussion (2:55 PM - 3:25 PM) in which she will be discussing Driving Strategic Initiatives, Operational Excellence, And Cross-Sector Collaboration with Data and sharing her insights.
Register here.
View the agenda here.
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