Headquarters:

107 Brunswick St, Fortitude Valley, QLD 40006

Year founded:

1864

Number of employees:

210

Phone:

07 3253 1700

Email:

BusinessServices@ymcaqueensland.org.au

Website:

yschools.qld.edu.au

LinkedIn:

linkedin.com/company/ymcaqueensland

Angela Waugh

Executive Principal of Y Schools Queensland

Jayne Gillespie

Regional Principal of Y Schools Queensland

Robert Bita

Regional Principal of Y Schools Queensland

Leadership

Angela Waugh is an experienced educational leader with more than 20 years in education across primary, secondary, specialist and alternative learning settings. Over the past 15 years, she has held senior leadership roles across multiple sectors, leading school improvement, inclusion reform, teaching and learning strategy and organisational development. Waugh has a strong reputation for building high-performing teams and fostering safe, academically rigorous environments. Leading strategic initiatives across South East Queensland, she uses a relational leadership style focused on evidence-based teaching, student wellbeing, and innovative practice to ensure all young people have the opportunity to thrive.

Executive Principal of Y Schools Queensland

Angela Waugh

With over 15 years of experience in state, independent and alternative education, Jayne Gillespie is a dedicated educational leader and the regional principal with Y Schools Queensland. Combining a background in science and maths teaching with extensive senior leadership expertise, she oversees multiple campuses across South East Queensland. Gillespie specialises in school improvement, curriculum development, student wellbeing and strategic planning. A collaborative leader, she is deeply committed to supporting vulnerable and disengaged youth, fostering inclusive, flexible learning environments that provide every student with the tools, relationships and opportunities needed to thrive.

Regional Principal of Y Schools Queensland

Jayne Gillespie

With over a decade of experience at Y Schools Queensland, Regional Principal Robert Bita has helped the organisation grow from a single site to 10 campuses, holding roles as teacher, head of campus, and head of school. Starting in Townsville State and Catholic schools, then at an Independent Indigenous school, he has developed a deep commitment to inclusive, relational education. Bita now oversees all Y Schools Northside campuses, and leverages his health and physical education background to connect with students. He is dedicated to fostering a supportive environment for staff and ensuring campuses serve as safe, welcoming spaces centred on wellbeing and connection.

Regional Principal of Y Schools Queensland

Robert Bita

Jason Locke

Head of Primary

Jason Locke joined Matthew Flinders Anglican College as head of primary in January 2026, bringing over 30 years of expertise across P–12 and tertiary education. Prior to his current role, Locke served nine years as head of primary at Toowoomba Anglican School. His leadership is anchored by a passion for early literacy and extensive experience in pedagogical reviews and school improvement. Locke previously served as head of teaching and learning at Toowoomba Grammar School and managed literacy programs across 126 schools. Holding a Master of Education, he maintains industry leadership through active memberships with the Australian College of Educators and the Independent Primary School Heads Association.

Head of Primary

Jason Locke

Heidi Müller

Director of Business Operations

As director of business and operations at Matthew Flinders Anglican College, Heidi Müller provides strategic direction and leadership of the College’s commercial activity. She contributes vast experience, qualifying as a Chartered Accountant while at KPMG and working in independent schools. She also worked at Microsoft over nine years, responsible for the finance functions of regions in Africa and the Indian Ocean Islands. Müller has a Postgraduate Certificate in Education, which enables her to teach School Economic Management Sciences and Accounting. Her roles in education include St Peter’s School in Johannesburg, South Africa and Masada College in New South Wales.

Director of Business Operations

Heidi Müller

Christine Furner

Director of Professional Learning

Claire Napoli

Director of Advancement and Engagement

Adam Wollins

Director of ICT

David Sexton

Director Business Services

Chris Furner has held a number of teaching and leadership positions across state and independent schools. A career highlight has been the completion of a PhD on how to boost teacher learning across all career stages as a means to improve practice and accelerate student learning outcomes. She enjoys developing whole-school staff development initiatives and professional learning programs that inspire and encourage teachers and leaders and coaching them towards “outstanding teaching”.

Director of Professional Learning

Christine Furner

As the director of advancement and engagement, Claire Napoli’s role encompasses internal and external communications, enrolment, branding, school events, community relations, alumni, archiving and reception. She has a degree in business and over 20 years of marketing and business development experience. Napoli started her career in public relations and event management before moving into marketing and business development roles in the professional services sector, particularly corporate law firms.

Director of Advancement and Engagement

Claire Napoli

Adam Wollins joined Hills Grammar in July 2023. He has over 20 years of experience in the education sector, including in schools, TAFEs, universities and the NSW Department of Education. He has a proven track record in the effective creation, development and leadership of high-performing ICT transformational and operational support teams.

Director of ICT

Adam Wollins

As Director of Business Services, David oversees the financial, operational and commercial aspects of the School. In this role, he contributes to shaping and implementing strategic initiatives, supports business sustainability and enables the next phase of campus development, including the 10-year Master Plan and Strategic Plan (2026–2028). He is an accomplished executive leader with over 25 years of experience at C-Suite and Board level spanning diverse sectors including education, not-for-profit, disability, sport and professional services. He has extensive experience shaping and executing strategic plans, driving income growth and diversification, master planning and major capital projects, stakeholder engagement, leading high-performing teams and managing complex budgets.

Director Business Services

David Sexton

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Stephen McMillan first entered the financial services Industry when he joined GE Capital as a finance analyst in 2008, from which he progressed through roles working both onshore and offshore. From there, he moved into Pacific Premium Funding as a financial planning and analysis leader in 2012 and was a key resource in the evolution of the business, first with the successful sale to Macquarie Pacific Funding and then the following progression into IQumulate Premium Funding, where he is now the commercial manager. As commercial manager, McMillan leads a team that is responsible for commercial analysis and business support, identifying and reporting improvement initiatives, and the securitization and treasury functions of the business.

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Stephen McMillan

“Our strategy is built around attracting high-quality talent whose personal values deeply align with our approach to learning, wellbeing and support. We balance technical capability with cultural fit through proactive talent pipelining and a highly structured six-month onboarding experience. From day one, we ensure new hires are set up for success with the coaching, feedback and clear professional development pathways they need to build a long-term, rewarding career with us.”

Nicole Bunning, Chief People Officer

“At Y Schools Queensland, we protect our staff’s work-life balance through a 38-week term model and meetings within school hours. When our educators are rested and aligned with our values of honesty, caring, respect, and responsibility, they can truly thrive and best support our students.”

Angela Waugh, Executive Principal

Y Schools Queensland stands out as a values-driven workplace where staff choose to stay, grow and make a difference. The not-for-profit organisation, which operates Y Schools Queensland alongside a broad network of community services and youth development programs, has built an employment model centred on values, flexibility and investment in its workforce. Y Queensland’s approach begins with a clear sense of identity. “We are values-driven, community-focused and people-centred,” the organisation says of its workplace culture. “We prioritise collaboration, integrity and impact in everything we do.” That purpose-led foundation shapes everything from how staff are recruited to how they are developed and supported throughout their careers. Purpose-driven leadership at Y Schools Queensland Damian Foley, CEO of Y Schools Queensland, has steered the organisation towards a model of purpose-driven decision-making while maintaining a strategic focus on community impact and sustainable growth. Y Schools Queensland COO Will Sambrook has driven operational excellence across the organisation’s services, while Nicole Bunning, Chief People Officer at Y Queensland, has shaped a people and culture strategy focused on workforce wellbeing, staff retention, leadership development and career growth. At a school level, executive principal Angela Waugh has built a culture defined by high expectations, inclusion and student-centred decision-making – a framework that benefits staff and students alike. Together, this leadership group is united by a shared commitment to continuous improvement and values-led outcomes.

Learning designed for educators The centrepiece of Hills Grammar’s approach to staff development is its Professional Learning Model, led by director of professional learning Dr. Chris Furner. Grounded in adult learning pedagogies, aligned with the school’s strategic intent and staff profile and standards, the model deliberately moves away from compliance-driven professional development towards something more meaningful. This is delivered as learning that is authentic, research-based and tailored to where each educator is in their career journey. Supporting this is the Learning Centre Staff Program, which creates structured opportunities for staff to share practice, reflect on their work and learn from one another. Mentoring, leadership development and action research opportunities are embedded throughout, making professional growth a continuous and collegial practice rather than a periodic obligation. It is a model that reflects Hills Grammar’s commitment to investing in the people responsible for delivering its educational vision. Future-forward leadership The school’s commitment to its team extends to how Hills Grammar approaches leadership. Working in partnership with the governing council, school leaders maintain a shared focus on developing what the school describes as a ‘future fit’ graduate and the workforce equipped to teach them. Innovation is encouraged, and the culture is one where academic ambition and professional development are seen as inseparable. Wellbeing in a remarkable setting Staff also benefit from complimentary wellbeing programs, a genuine commitment to work-life balance and access to an Employee Assistance Program. Additionally, for educators who value a workplace where the physical environment itself is part of the daily experience, Hills Grammar’s picturesque campus offers a setting that is as restorative as it is inspiring. There is also a proactive approach to diversity, equity, and inclusion (DEI), such that employees are informed and educated through integrated professional learning frameworks. Hills Grammar is proud to be actively shaping bold thinkers, and in turn empowering the people who teach them.

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Overall

Conditions that support staff to thrive Y Queensland’s employer-of-choice credentials are grounded in tangible working conditions. Teachers operate on a 38-week term-time model with 14 weeks of school holidays and 25 student-free days, designed to support work-life balance. Meetings are scheduled within school hours, reducing after-hours demands that often contribute to teacher burnout. Beyond structural conditions, the organisation has introduced a range of people-focused policies including flexible work arrangements, wellbeing initiatives and clear professional development pathways. Regular check-ins and engagement surveys ensure staff voices are heard and acted upon. Recruitment, development, and the road ahead Y Queensland takes a targeted approach to recruitment, seeking candidates who combine the right skills with genuine alignment to its values of honesty, caring, respect and responsibility. Onboarding is structured across the first six months, giving new staff the coaching and context needed to integrate successfully. Access to ongoing learning and development ensures employees continue to grow beyond that initial period. Diversity, equity and inclusion are embedded in the organisation’s operations. Y Queensland has a Reconciliation Action Plan (RAP), providing a clear framework built around relationships, respect and opportunities. Looking ahead, the organisation plans to expand leadership development pathways, invest in targeted capability building and deepen its DEI initiatives across all campuses. What sets Y Queensland apart Its standout qualities as an employer are the consistency between what it says and what it does. The combination of strong leadership, purposeful culture, practical working conditions, and a genuine commitment to employee development creates an environment where staff feel supported, valued and motivated. For educators and education-sector professionals looking for more than a job, Y Queensland offers a place to build a meaningful career.