The University of Newcastle Uninews, May, 2005

Total Page:16

File Type:pdf, Size:1020Kb

The University of Newcastle Uninews, May, 2005 A review of news and events at the University of Newcastle· ISSN 1032-2272 • May 2005 www.newcastle.edu.au/n ews/ u n i news/ Familiar faces at graduation from a practical, technical college to the evolution of occupational therapy a highly respected engineering school as a professional discipline. She was with a strong research focus. He was one instrumental in the development of of the youngest professors and heads of the 'Newcastle Method' which relies department in an Australian university. on a team approach to patient care Professor Anderson has written nine and uses clear communication, mutual books and over 700 papers. In 2002, respect and creativity to solve complex he was elected a Foreign Associate of functional difficulties. Her contribution the United States National Academy of to the care of elderly people has enhanced Engineering for contributions to system the understanding of what elderly people and control theory, and for international are capable of despite what some may see leadership in promoting engineering as being hopeless circumstances. science and technology. Roger Riordan AM - Doctor of the Bryce Courtenay AM - Doctor of Letters University honoris causa honoris causa Using profits and proceeds from the One of Australia's best-selling authors, sale of his company which developed Bryce Courtenay has published at least the computer anti-virus package VET, 15 books, a host of short stories and Roger Riordan established the Cybec illustrated children's books, many Foundation which supports a wide of which have received national and range of scholarship programs and international accolades in recognition community-based initiatives with of his ability to tell a good yarn. He has the aims of encouraging academic demonstrated a strong commitment excellence, assisting the needy, caring for to community-based programs aimed the environment and supporting the arts. at engaging children through reading, The Cybec Foundation's commitment to protecting endangered wildlife and philanthropy extends to the University of caIling for action on issues such Newcastle thro.ugh a $200,000 trust fund as apartheid, the Vietnam War and in the name of Koiki (Eddie) Mabo which Aboriginal reconciliation. supports the training of Indigenous Dato' Haji Esa Bin Haji Mohamed - medical and health professionals. While delivering the Occasional Address during the Graduation Ceremony held recently at the Ourimbah Campus, Gabi Hollows, Foundation Director of the Fred Hollows Doctor of Architecture honoris causa Elizabeth S C Shing - Doctor of Foundation, congratulated the graduates and commented on the principle of lifelong learning. a fact strongly evidenced by the body of graduates being conferred with their awards. She concurred with Dr Barry McKnight who quoted Alvin Toffler in saying that "the literates of the 21st century will not be those who can read and write. but those Dato' Haji Esa Bin Haji Mohamed is Business honoris causa one of the University of Newcastle's most who can learn, un-learn and re.learn H. Elizabeth S C Shing is Director distinguished alumni. He excelled during General of the Hong Kong Management The culmination of many years of suffered a chronic illness (bone infection) The University also conferred six his studies at the University throughout Association (HKMA), a not-for-profit commitment and hard work was for 15 years, which resulted in a lower honorary degrees during the graduation the 1970s and returned to his home organisation which offers 2,100 different acknowledged and celebrated as our latest leg amputation in the final year of her ceremonies. country, Malaysia, to make a significant professional programs to 50,000 students graduates received their testamurs. Over degree. She has had ongoing bouts of Brian Anderson AO - Doctor of difference to the development of the annually throughout Hong Kong 3,800 students were eligible to graduate illness with long hospitalisations that Engineering honoris causa economy, professional workforce and and China. Her career has spanned at this year's April ceremonies at the have required constant adjustments Brian Anderson was appointed everyday life. He is a leading architect almost 35 years and she is now Callaghan and Ourimbah campuses. to her social and family life, as well as Professor of Electrical Engineering at the who has worked on an extensive and widely recognised as one of Hong Kong's For Christa Hann it's been a long schooling and university studies. University of Newcastle in 1967 and was varied range of projects. leading businesswomen. Throughout this journey to the ceremony where she Christa says her degree is not only a the inaugural Head of the Department Margaret Mort MBE - Doctor of Health time she has also devoted a considerable graduated with first class honors in symbol of her personal achievement, but of Electrical Engineering. He was honoris causa amount of time to community service the Bachelor of Occupational Therapy. a symbol of the sacrifices of others to instrumental in changing the focus of Now in her 80s, Margaret Mort is and philanthropic activities. Christa is profoundly deaf and has help her get through, the fledging Faculty of Engineering recognised as one of the leaders in Early Childhood Music at the Conservatorium Pre-school Music ProfessorJames()n is !beDiroetor of the (Newcastle & Maitland) l1iliv~il»"ARCSp<eial ResearchCentre 18 months to 5 years old The classes offer a variety of enjoyable for.MuI~ Processes where.'lle is activities including songs, rhymes, ~et\lly~ng andtrainingJn.tbe movement and playing of percussion ~~.~.ofl*particles instruments. and b~~~hlIs a1soheen~lect~ to . Infants School Age Music three;,I<amea~:.theAustraiian (Newcastle & Maitland) A~~emyefS9eiace(FAA), theAustratian 5 years to 6 years old '. using the. AC;.demym,~IogicaIScie~eund Through a wide range of musical activities techno.Iogyl.to:~line.CQid frolIl Engineering (FTSE),.and .the Royal children have fun developing their musical ~streaR\s which gt;>esac~ coal Acaderiljl~f~ring,.UK{FREng),. skills. including musical literacy. The program product which#~~~inthe . Pro·.VlCe.:cbancel1or ef the. Fac1ilty is sequential. export!llMkel:o'n#.~JJoo$l: of oiJ;;ngitreering and Built Envfromnent For further information and to appfoXitnately;$l:51!1l1ion·\o.Austiiiliais Professo.MarkJQOessaid thatProfessor ! .. reserve a place call 4921 8900. exports eachyear."c; .. ' . .' .' ·J.anresojj:~gnitionbythe University TIiereare' now,over,2S(h,cellsdri is most appropriate. ''Theappoinlment . ~i()nia.ound\.lk,world,: im.20 eets ...•. ,:hiS."Olltstan.. 'd. ing..seten.' . tific ,,'...... ~litrleS. It isars()~~dfor "",,o~.and."f1 thehigh.esteem.in. J.' which he is held by Iii. peers4>othwilhin . .--. .'... ~!1·C4,,',=a:te~=~~1rom A.ustralia.·:aiKI:oVerSeas." ~ LaureatefrofessOr Graeme~mesan UniNews May 2005 1 Research achievement and development who changed the way older people are supports the position of the Innovative to build. DEST has recently released record of high Quality research in many cared for in Australia; women who are Research Universities Australia group. We 2003 sector-wide performance data aspects of the environment but there transforming education and training in seek a process that: acknowledges that which show that while we hold down has not been a structure to draw this their country and who are leading the the majority of university staff both teach ninth spot in research income and tenth expertise together and engage easily world-wide fight against preventable and research; includes research training spot in combined IGS and RTS income, with the community. This linkage of the blindness; a charismatic author whose as a core element; moderates quantitative we rank only thirteenth in RHD load, University's expertise with local needs is success as a story teller is built on great measures by consideration of opportunity completions and publications. There's critical for the maintenance and repair hardship and loss; a secondary school (early career, interrupted career, teaching room for improvement here. It's also of the regions' environmental assets and science teacher who is an inspiration to responsibilities); includes all academic worth noting that 80 percent of our the implementation of effective and more his students; just to mention a few. staff; defines research broadly and National Competitive Grant income in sustainable development strategies for Among those graduating last week recognises regional responsibilities; and 2004 was earned by just four schools in the growing populations that we selVe. were 80 research higher degree students. looks to the future. the University. Clearly, we must strive to Associate Professor John Rodger is now These graduates enter the pool from Last year was a very good year for build a broader base of success. working with regional government, which our nation's future leaders will research at the University. We increased This year the Research Committee has industry and the community to create a be drawn - in commerce and industry, our research income by more than 20 a number of very important initiatives new Institute that is: shaped by leading social and community development, percent on 2003 to about $40 million and undenvay to provide strategic focus for figures; known for the integrated science and technology, and education graduated 144 research higher degree development of our research capacity: approach it takes to all that it does; and the arts. research students (down from 170 in a review
Recommended publications
  • Confronting the Global Talent Crunch July 14, 2011 @ Sunway Pyramid Convention Center
    25th JobStreet.com HR Networking Event 2011 HELP WANTED: Confronting The Global Talent Crunch July 14, 2011 @ Sunway Pyramid Convention Center TIME AGENDA 8.00 am – 9.00 am REGISTRATION & WELCOME COFFEE 9.00 am - 9.15 am Welcome and Introduction by Mr. Suresh Thiru, COO, JobStreet.com 9.15 am - 10.00 am Meeting the Talent Needs of Malaysia’s Economic Transformation by Mr. Johan Mahmood Merican, CEO, Talent Corp Johan MahmoodMerican is the Chief Executive officer of Talent Corporation Malaysia Berhad (TalentCorp). Johan has had 16 years of working experience in both public and private sector. Prior joining TalentCorp, he was the Principal Private Secretary to the Minister in the Prime Minister’s Department. His roles in the Government included policy formulation and development at the Economic Planning Unit, Prime Minister’s Department and Ministry of Finance. He was also involved in the development of human capital related initiatives, among others, the GLC Blue Book on Performance-linked Compensation Policy, PINTAR (GLC school adoption program). Prior to serving the Government, Johan held positions in corporate finance and accounting in public companies such as MRCB, UDA Holdings Berhad, Sime Darby and PricewaterhouseCoopers. Johan holds a first class honours degree in Economics from University of Cambridge and is a Chartered Accountant (Associate of the Institute of Chartered Accountants in England & wales [ICAEW]). 10.00 am – 10.30 am COFFEE BREAK & NETWORKING Employer Branding: Key in overcoming the talent crunch? 10.30 am - 11.15 am by Puan Hamidah Naziadin , Head of Group Corporate Resources, CIMB Group HamidahNaziadin, is the Head of Group Corporate Resources.
    [Show full text]
  • Basketball Australia Annual Report 06 Contents
    Basketball Australia Annual Report 06 contents 02...................................................................... FROM THE ASC 03........................................................ FROM THE PRESIDENT 04........................................... FROM THE CHIEF EXECUTIVE NATIONAL TEAMS & COMPETITIONS 06 ......................................................................... defencejobs Opals 10 .................................................................. Australia Post Boomers 14...................................................................................... Sapphires 16 ............................................................................................ Emus 17............................................................................................ Gems 18.................................................................................. Boomerangs 19 ........................................................................................... Pearls 20 .......................................................................................... Rollers 21......................................................... Rollers / Development Rollers 22 .......................................................................................... Gliders 24......................................................................... Price Attack WNBL 28 ............................................................. Philips Championship NBL 30 .............................................................................. Champion
    [Show full text]
  • SBS STARS MEN (KOREA) 2003 Australian Tour
    SBS STARS MEN (KOREA) 2003 Australian Tour Game 1 Saturday 20 September 2003 Teams: Australian Institute of Sport vs SBS Stars. Venue: Goulburn Basketball Stadium. Address: Braidwood Road, Goulburn NSW 2580. Tip-off: 6.00pm. Duration: 4 x 10 minutes fully timed. Result: Won 79-66 Game 2 Sunday 21 September 2003 Teams: Hunter Pirates vs SBS Stars. Venue: Maitland Federation Centre. Address: 10 Bent Street, Maitland NSW 2320. Tip-off: 5.00pm. Duration: 4 x 12 minutes fully timed. Result: Won 102-92 Game 3 Wednesday 24 September 2003 (Double Header) Teams: Waratah All Stars vs SBS Stars. Venue: Trinity Grammar School. Address: 119 Prospect Road, Summer Hill NSW 2130. Tip-off: 8.15pm. Duration: 4 x 10 minutes fully timed. Result: Won 101-76 Game 4 - Saturday 27 September 2003 Teams: Hunter Pirates vs SBS Stars. Venue: Maitland Federation Centre. Address: 10 Bent Street, Maitland NSW 2320. Tip-off: 7.00pm. Duration: 4 x 12 minutes fully timed. Result: Lost 96-125 Game 5 - Sunday 28 September 2003 Teams: West Sydney Razorbacks vs SBS Stars. Venue: Bankstown Basketball Stadium. (Closed to the public) Address: Third Avenue, Condell Park NSW 2200. Tip-off: 4.00pm. Duration: 4 x 12 minutes fully timed. Result: Lost 87-122 Game 6 - Monday 29 September 2003 Teams: Wollongong Hawks vs SBS Stars. Venue: Shellharbour City Sports Stadium. Address: Croome Road Sporting Complex, Albion Park NSW 2527. Tip-off: 6.00pm. Duration: 4 x 12 minutes fully timed. Result: Lost 88-107 Top Scorers: Game 1 vs Australian Institute of Sport SBS Stars: Glover 24, Billingsley 17, Sin DH 15.
    [Show full text]
  • Comparing Competitive Balance in Australian Sports Leagues
    Sport Management Review, 2005, 8, 119–143 © 2005 SMAANZ Comparing CompetitiveCompetitive Balance in AustralianAustralian Sports Leagues: Does a Salary Cap and PlayerPlayer Draft Measure Up? Ross Booth Monash University In the period following the introduction by the Australian Football League (AFL) of the team salary cap in 1985 and the player draft at the end of 1986, within-season competitive balance (measured by the seasonal distribution of team win percentages) has increased. This paper continues the investigation into whether the improvement in competitive balance in the AFL can be attributed to these labour market changes by examining competitive balance outcomes and labour market changes in two other Australian sports leagues, the National Basketball League (NBL) and the National Rugby League (NRL). The measurement of competitive balance in this paper is extended to include a simple measure of between- season competitive balance, namely the distribution of championships/ premierships amongst teams/clubs. The evidence suggests that since 1985 within-season competitive balance, as measured by actual standard deviation/idealised standard deviation (ASD/ISD) ratios, has increased slightly in all three leagues. The NRL has been the most balanced and the NBL the least balanced, both pre- and post-1985. The distribution of championships/premierships is, in general, also more even in the post- 1985 period in all three leagues. The most signifi cant labour market change in both the NBL and the NRL post-1985 is their adoption of a team salary cap. Thus, the evidence on competitive balance is consistent with the view that the introduction of a team salary cap in all three leagues has improved competitive balance since 1985.
    [Show full text]
  • Professional Sport and Market Restrictions: Is the Player Points System in the Australian National Basketball League an Unfair Restraint of Trade?
    PROFESSIONAL SPORT AND MARKET RESTRICTIONS: IS THE PLAYER POINTS SYSTEM IN THE AUSTRALIAN NATIONAL BASKETBALL LEAGUE AN UNFAIR RESTRAINT OF TRADE? JACOB HOLMES∗ This article analyses the Australian National Basketball League’s ‘Player Points System’ to ascertain the real impact of the system on the sport, clubs and athletes. It argues that the system works against the best interests of the sport and is an unreasonable restraint on the trade of the athletes. Ultimately, this article calls for the Player Points System to be abandoned and replaced by a more effective system such as the Restricted Free Agency labour market restraint model that is used in the Australian Football League and American National Basketball Association. It concludes that this system could more adequately promote the best interests of the National Basketball League and the players without constituting an unreasonable restraint of trade. I Introduction ................................................................................................................................ 113 II Salary Caps ................................................................................................................................ 114 A Inadequacies of Salary Caps ........................................................................................... 115 III The Player Points System .......................................................................................................... 116 A Operation of the PPS .....................................................................................................
    [Show full text]
  • 2006•0122 Nuspt a Rep.Indd
    Annual Report 2005 www.newcastle.edu.au/sport NUSport Contents Managing The Forum Sports A report for the academic year March 2005 – March 2006, with and Aquatic Centre fi nancial reporting from 1 January 2005 – 31 December 2005. About NUSport 2 Introduction 3 Chair and General Manager’s Review 4 2005 Highlights 5 The NUSport Board 6 NUSport Committees and Life Members 7 Participation 8 Education 9 Facilities and Services 10 Programs and Activities 11 Athlete Development 12 Promotion and Publicity 16 Management/Our Business and Our Future 17 NUSport Clubs 18 Archery 19 Badminton 19 Baseball 20 Basketball 20 Boat 20 Cricket 21 Fencing 22 Gymsports 22 Hockey – Men’s 23 Hockey – Women’s 24 Jujutsu 24 Karate 24 Kendo 25 La Peña 25 Medieval Combat 25 Mountaineering 26 N.U.D.E.S. (Scuba Diving) 26 Rugby League 27 Rugby Union 28 Soccer – Men’s 28 Soccer – Women’s 29 Softball 30 Squash 30 Tae Kwon Do 31 Tennis 32 Ultimate Frisbee 32 Underwater Hockey 33 Volleyball 34 Waterpolo 34 Waterski and Wakeboard 35 NUSport Financials 36 Director’s Report 37 Newcastle University Sport ACN 096 090 372 Statement of Financial Performance 38 Statement of Financial Position 39 NUSport Annual Report 2005 1 About NUSport Introduction Our vision Our goals/objectives Guiding principles Newcastle University Sport (NUSport) is a non-profi t company, limited by guarantee, which initiates, develops, operates, manages and maintains sporting and recreational services, facilities and relationships To be the leading University To initiate, develop, operate and values for and in support of the University of Newcastle and its community.
    [Show full text]
  • 2005•0231 AR Internal.Indd
    Annual Report 2004 Contents ■ Highlights 2004 ................................2 ■ Vice-Chancellor’s Message ................4 ■ Key Statistics .....................................7 ■ Organisation .....................................8 – Functions of the University – Organisational chart/lines of responsibility – Charter, Values, Mission ■ Corporate Governance ....................12 – Council – Senior Management – Committees – Legal Change – Risk Management – Recommendations of Ombudsman or Auditor General – Freedom of Information – Privacy ■ Teaching and Learning ....................26 ■ Research and Research Training .......36 ■ Our Students ...................................44 ■ Our Staff .........................................56 ■ Our Community ..............................66 ■ Organisational Performance ............72 The Honourable Carmel Tebbutt MLC – Performance Report for 2004 Minister for Education and Training – Environment New South Wales Parliament House – Waste Management Macquarie Street Sydney NSW 2001 – Energy Management – Promotion and Publications – Physical Infrastructure & Land Disposal ■ Diversity, Access and Equity .............80 28 February 2005 – Summary Information – Ethnic Affairs Priority Statement Dear Minister, ■ Donations ......................................82 On behalf of the Council of the University of Newcastle, we have the honour of ■ Financial Performance ....................86 transmitting to you, pursuant to section 10 and Commercial Activity of the Annual Reports (Statutory Bodies) Act – Controlled
    [Show full text]
  • Department of Economics Issn 1441-5429 Discussion
    DEPARTMENT OF ECONOMICS ISSN 1441-5429 DISCUSSION PAPER 02/05 COMPARING COMPETITIVE BALANCE IN AUSTRALIAN SPORTS LEAGUES, THE AFL, NBL AND NRL: DOES THE AFL’S TEAM SALARY CAP AND PLAYER DRAFT MEASURE UP? Ross Booth ABSTRACT In the period following the introduction by the Australian Football League (AFL) of the team salary cap in 1985 and the player draft at the end of 1986, within-season competitive balance (measured by the seasonal distribution of team win percents) has increased. This paper continues the investigation into whether the improvement in competitive balance in the AFL can be attributed to these labour market changes by examining competitive balance outcomes and labour market changes in two other Australian sports leagues, the National Basketball League (NBL) and the National Rugby League (NRL). The measurement of competitive balance in this paper is extended to include a simple measure of between-season competitive balance, namely the distribution of championships/premierships amongst teams/clubs. The evidence suggests that since 1985 within-season competitive balance (measured by ASD/ISD ratios) has increased slightly in all three leagues, and both pre- and post- 1985 the NRL has been the most balanced and the NBL the least balanced. The distribution of championships/premierships is, in general, also more even in the period post-1985 period in all three leagues. The most significant labour market change in both the NBL and the NRL post-1985 is their adoption of a team salary cap. Thus, the evidence on competitive balance is not inconsistent with 1 the view that the introduction of a team salary cap (at least) in all three leagues has improved competitive balance since 1985.
    [Show full text]
  • 2004 NFL Season Tuesday Morning Quarterbacks
    Tuesday Morning Quarterback Page 1 of 13 Dumbledore returns, plus cheerleaders from the future travel backward in time to save Star Trek! By Gregg Easterbrook Special to NFL.com (Aug. 10, 2004) -- Thank goodness it's about to end -- that long, lonely NFL offseason will conclude, and the nutty artificial universe of pro football resumes. Not a moment too soon! All the madness, the hype, the ill-tempered gentlemen slamming into each other, the scantily attired cheer-babes. I don't know about you, but I can't wait. In a moment, my annual review of offseason highlights -- actually, lowlights. But first, a Tuesday Morning Quarterback public-policy proposal: uniform amnesty. All NFL teams that have adopted garish new color schemes or monochrome looks, TMQ is proclaiming an amnesty. Return to your old uniforms, and no questions asked. For my money, the Bills, Bolts, Broncos, Cowboys, Falcons, Giants, Jets, Patriots, Seahawks and Titans went downhill with their uniform alterations; only the Bucs, Eagles and Rams look better in their revisionist duds than those that came before. The Cowboys: What, exactly, was wrong with preserving the look that won all those Super Bowls? The Giants: They switched to gray as an accent color, now there's a color that really pops, and made themselves the slowest-looking team in the league. The Seahawks: They look like they just fell into a pot of finger paints Tennessee: The old Oiler jerseys were sleek and glistening, the new shoulder-pads-squares thing makes Titans' players appear to be sewing mannequins escaped from a couturière.
    [Show full text]
  • NSECT 2003.Pdf
    NEWCASTLE SHOWGROUND & EXHIBITION CENTRE TRUST ANNUAL REPORT 2002/2003 Contents Presentation Letter .............................................. ... ............... ... .. ............. ....... ............... .. ... 1 Chairman's Report ... ... .. .. .... ........................................................... ...................... ............... 2 Point 1. Constitution .......... .. ........... ......................................... ............... .. ... ..... 3 Point 2. Charter .. .......... .. ............................ ... .................................... .... ....... ... 3 Point 3. Aims and Objectives .................................................................................... 3 Point 4. Management and Structure ................................................................................ 3 Point 5. Summary Review of Operations ................. .... .............. .. ... ..... ................... ...... 4-5 Point 6. Ethnic Affairs Action ............................................................................ 5 Point 7. Human Resources ............................................. ................................................ .. 5 Point 8. Other Associations ... .................... .............. ............ ............................... 5 Plan of Newcastle Showground ........................................................................................... 6 Management and Staff Structure as at 30/6/2003 ............................................................. 7 Trustees' Profiles as
    [Show full text]