DOCSLIB.ORG

Health Service Plan 2018-2028

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Health Service Plan 2018-2028 Health Service Plan 2018 – 2028 Townsville Hospital and Health Service (Townsville HHS) Health Service Plan 2018 - 2028 Published by the State of Queensland (Townsville Hospital and Health Service), January 2018 This document is licensed under a Creative Commons Attribution 4.0 Australia license. To view a copy of this license, visit creativecommons.org/licenses/by/4.0/au © State of Queensland (Townsville Hospital and Health Service) [2018] You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Townsville Hospital and Health Service). For more information contact: Strategy and Planning Unit Office of the Chief Executive, Townsville Hospital and Health Service PO Box 670, Townsville, QLD 4810 Health planning data presented within this document has been obtained and verified by the Queensland Department of Health, while population data was sourced from the Australian Bureau of Statistics. All data presented was accurate at the time of publication. Acknowledgment to Traditional Owners The Townsville Hospital and Health Service respectfully acknowledges the traditional custodians past, present and future of the land and sea which we service and declare the Townsville Hospital and Health Service commitment to reducing inequalities between Indigenous and non-Indigenous health outcomes in line with the Australian Government’s Closing the Gap initiative. This original artwork was produced for Queensland Health by Gilimbaa. Gilimbaa is an Indigenous creative agency. TOWNSVILLE HOSPITAL & HEALTH SERVICE Health Service Plan 2018 – 2028 Page 4 Contents 1. Foreword 6 2. Introduction and Overview 8 3. Townsville Hospital and Health Service 11 4. Managing demand for hospital services by changing models of care 21 5. Closing the gap in health outcomes for Aboriginal and Torres Strait Islander People 29 6. Making better use of Townsville HHS rural and remote services 35 7. Strengthening the tertiary referral role of Townsville Hospital 41 8. Working with the private hospital sector in Townsville 47 9. Priority planning actions for selected specialty services 51 10. Future requirements for capital infrastructure 57 Appendix A: Overnight bed projections Townsville HHS 60 Appendix B: Glossary of Terms 62 Message from the Board Chair As Chair of the Townsville Hospital and necessary strategies to meet the needs Health Service, I am proud of the public of patients and consumers that include health services we provide to our diverse Aboriginal and Torres Strait Islander northern Queensland communities across peoples, children, the frail aged, and the continuum of care. people living with mental illness and chronic disease. The Townsville HHS Health Service Plan 2018 - 2028 is the blueprint for how these Charting a 10-year course for any services will be delivered over the next organisation is a monumental task. I decade: articulating a vision for how we will thank the many staff who have taken meet the needs of our growing and ageing the time to tell their stories and the population. This is a vision we share with stakeholders and partners who have the stakeholders which have contributed shared their ideas about how we can work substantially to the development of this together to map a journey that will deliver plan through an extensive consultation and better access, care and treatment for the engagement process. communities we serve. A health service is enriched by stakeholder I am very pleased to endorse this plan engagement; ultimately it is this and am excited and optimistic about its engagement that helps create, develop and potential to deliver better health care nurture the services that deliver the right services for the individuals, families, and care at the right time in the right place. communities of our region. As a health service we are rich in diversity - diversity of population, demography, Mr Tony Mooney AM, B ED BA HONS, FAICD ethnicity and culture. This plan is reflective Chair of the challenges we face and the Townsville Hospital and Health Service TOWNSVILLE HOSPITAL & HEALTH SERVICE Health Service Plan 2018 – 2028 Page 6 Message from the Health Service Chief Executive I am delighted to contribute this Foreword to improve this access for our patients to the Townsville HHS Health Service Plan and communities. 2018 - 2028 and honoured to champion it as a roadmap for building a stronger, I sincerely thank and acknowledge the more sustainable and more resilient support of the Townsville Hospital and health service into the future. Health Service Board in the development of this plan. I would also like to thank the Consultation with staff and other many staff - both clinical and non-clinical stakeholders has been key to the - who have provided invaluable insight creation of this plan. It reflects practical and ideas. strategies and actions to meet the important challenges of the future I feel confident in our future and the including an ageing population, the steadfast determination of all our staff to growing burden of chronic disease and work with stakeholders to create a health continuing challenges with Indigenous care system that is robust, inclusive, life expectancy and health status. innovative and compassionate. The Townsville HHS Health Service Plan I am proud to dedicate this plan to the 2018 - 2028 also supports a future where patients and communities of Townsville our health service works co-operatively and northern Queensland. with the private health care sector and neighbouring HHSs to deliver more joined-up health care to people where Dr Peter Bristow FRACP, FCICM, FRACMA, GSM, GAICD they live. Importantly, the plan identifies Health Service Chief Executive barriers to equity of access and strategies Townsville Hospital and Health Service TOWNSVILLE HOSPITAL & HEALTH SERVICE Health Service Plan 2018 – 2028 Page 7 2. Introduction and Overview The purpose of the Townsville Hospital health outcomes for Aboriginal and and Health Service (Townsville HHS) Torres Strait Islander peoples Health Service Plan (the Plan) is to clearly x Keep pace with (and ideally lead) articulate a vision for how clinical services technological change will be delivered in the future. The Plan identifies priority actions which will be x Build strong relationships between used to drive changes needed to provide facilities within Townsville HHS, safe and sustainable service models that with other HHSs and with private, meet the needs of both the Townsville government and non-government service HHS population and that of the broader providers across the care continuum. population of northern Queensland. In line with these principles, this Plan The Plan represents the outcome of a articulates five key directions for the future detailed and collaborative planning development of services. These are: process undertaken over the course of 12 x Managing demand for acute inpatient months underpinned by a comprehensive services through changing models of care stakeholder consultation process. There x Closing the gap in health outcomes for has been significant input into the process Aboriginal and Torres Strait Islander by the health care professionals who peoples provide services to the community and by those who use health services or have a x Making better use of rural and remote community interest in them. The Plan has services also been informed by comprehensive x Strengthening the role of The Townsville data analysis and scenario modelling that Hospital (TTH) as the tertiary referral envisages significant change to service type hospital for northern Queensland and location, and the model of care for the x Working closely with the private hospital delivery of services. sector in Townsville The Townsville HHS approach to planning for public sector health services is a flexible The implementation of the Plan will occur and staged process incorporating a number as phased process across a 10-year cycle of levels. The Plan sits under the umbrella from 2017 to 2027. The Plan will be used of the Townsville HHS Strategic Plan 2014 - to inform a number of other planning 2018 with a particular focus on the strategic processes including workforce, information pillar of providing safe, effective, efficient and communication technology (ICT) and and sustainable health services. operational plans. However, one of the other key uses of the information will be to inform The planning principles underpinning the the next phase of site master planning in a development of this Plan are: number of locations. x Deliver services as close as possible to home wherever possible, including Given the long time horizon needed for in people’s own homes, in community capital planning, high level infrastructure settings and local hospitals projections have been provided for a 20-year period to 2036 - 2037. These x Make meaningful improvements in projections focus on the projected demand TOWNSVILLE HOSPITAL & HEALTH SERVICE Health Service Plan 2018 – 2028 Page 8 for overnight inpatient beds as they have major cost and planning implications for Townsville HHS. However, it must be noted that there will be additional requirements for ambulatory services, both hospital- based and those based in the community. Further detailed planning and development of models of service delivery will need to be undertaken in order to quantify the future demand for these ambulatory services. It is therefore critical to note that whilst implementation of the priority planning actions is ongoing, the infrastructure projections contained within the Plan
Load more

Recommended publications
  • Queensland Health
    Department of Health Acknowledgement of Country The Department of Health acknowledges the traditional custodians of the lands across the State of Queensland, Interpreter accessibility and pays our respects to the Elders past, present, and emerging. We value the culture, traditions and The Queensland Government is committed to providing contributions that the Aboriginal and Torres Strait Islander accessible services to Queenslanders from all culturally people have contributed to our communities, and and linguistically diverse backgrounds. If you have recognise our collective responsibility as government, difficulty in understanding the annual report, you can communities, and individuals to ensure equality, contact us on telephone (07) 3234 0111 or freecall recognition and advancement of Aboriginal and Torres 13 QGOV (13 74 68) and we will arrange an interpreter to Strait Islander Queenslanders in every aspect of our effectively communicate the report to you. society. www.qld.gov.au/languages Aboriginal and Torres Strait Islander people are advised that this publication may contain the names of deceased Copyright people. © The State of Queensland (Department of Health) 2020 Purpose Licence: The annual report provides detailed information about the This annual report is licensed by the State of Queensland Department of Health’s financial and non-financial (Department of Health) under a Creative Commons performance for 2019–20. It has been prepared in Attribution (CC BY) 4.0 International licence. accordance with the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009, and the annual report requirements for Queensland Government agencies. CC BY Licence Summary Statement: The annual report aligns to the Department of Health In essence, you are free to copy, communicate and adapt Strategic Plan 2019–2023 and the 2019–20 Service this annual report, as long as you attribute the work to the Delivery Statements.
    [Show full text]
  • COURSE GUIDE Semester One
    ABORIGINAL AND TORRES STRAIT ISLANDER COURSE GUIDE Semester One TAFE Queensland North Aboriginal and Torres Strait Islander Course Guide 2016 I Semester 1 1 TAFE Queensland North 2 tafenorth.edu.au I 1300 656 959 TAFE Queensland North Our Locations Atherton Ingham Maunds Road, Atherton Q 4883 74 Townsville Road, Ingham Q 4850 Phone 07 4095 6000 Phone 07 4776 8111 Bamaga Innisfail Sebasio Street, Bamaga Q 4876 45 Flying Fish Point Road, Innisfail Q 4860 Phone 07 4069 3214 Phone 07 4078 0222 Bowen Mareeba 98-158 Queens Road, Bowen Q 4806 39 Byrnes Street, Mareeba Q 4880 Phone 07 4720 4433 Phone 07 4092 9755 Burdekin Mount Isa Seventeenth Street, Home Hill Q 4806 165-179 Abel Smith Parade, Phone 07 4752 4288 Mount Isa Q 4825 Phone 07 4744 9999 Cairns Gatton, Newton, Eureka and Normanton Wilkinson Streets, Manunda Q 4870 Green Street, Normanton Q 4890 Phone 07 4042 2422 Phone 07 4745 2000 Cannonvale (The Whitsundays) Palm Island Shute Harbour Road, Cannonvale Q 4802 Beach Road, Palm Island Q 4816 Phone 07 4940 2777 Phone 07 4752 5400 Charters Towers Thursday Island 1-13 Macpherson Street, 19 Aplin Road, Thursday Island Q 4875 Charters Towers Q 4820 Phone 07 4212 1500 Phone 07 4788 2600 Townsville (Pimlico) Cloncurry Corner Hugh Street and Fulham Road, 35 Ramsay Street, Cloncurry Q 4824 Pimlico Q 4812 Phone 07 4742 2380 Phone 07 4750 5211 Great Barrier Reef International Townsville Trade Training Centre (Bohle) Marine College 763 Ingham Road, Bohle Q 4818 55-61 Tingira Street Portsmith, Phone 07 4759 7700 Cairns Q 4870 Phone 07 4041 9813 The materials presented in this publication are distributed by TAFE Queensland North as an information source only.
    [Show full text]
  • Queensland Water Directorate
    supporting ellearning splportunities Queensland Water Directorate Demonstrated progress report Funding - up to AUD$l00,000 Submitted September 2008 to the Industry Integration of E-learning business activity of the national training system's e-learning strategy, the Australian Flexible Learning Framework @ Commonwealth of Australia 2008 For more information about E-learning for Industry: Phone: (02) 6207 3262 Email: [email protected] Website: htt~://industrv.flexiblelearninq.net.au Mail: Canberra Institute of Technology Strategic and National Projects GPO Box 826 Canberra ACT 2601 DET RTI Application 340/5/1797 - File A - Document No. 566 of 991 TAFE Queensland - - * Queensland Government Industry integration of e-learning September 08 Progress Report qldwaterand TAFE Queensland 1. Business - provider partnerships numbers and growth In the past business - provider partnerships for trainiug in the water sector have been adhocand there has been little national coordination. Moreover, at the start of this project there were or~lytwo examples of a business - provider partnership for e-learning in the water industry in Australia. These were: a relationship between Wide Bay Water and Sunwater for water worker training and a preliminary arrangement between Wide Bay TAFE and Wide Bay Water to provide on-line training services to other Councils. The collaborative model of industry sector long-term funding has already (in the first three months) resulted in an increase in the number of relationships through two mechanisms. These are: new partnerships as a direct result of the project, and negotiation of partnerships with other RTOs through leverage provided by the project. Two new partnerships have arisen as a result of the industry funding.
    [Show full text]
  • DOH-DL 20/21-029 Page 1 of 19 RTI 1477/20
    RTI 1477/20 From: Jeannette Young To: CHO ESO Subject: FW: Follow Up Regarding Reopening of Queensland Border to the ACT Date: Monday, 7 December 2020 2:20:46 PM Attachments: image001.gif image001.gif image002.jpg image003.jpg image004.png image005.png image006.png image007.png image008.png image009.png Queensland Government Dr Jeannette Young PSM (07) MBBS (Sydney), MBA (Macq), DUni (Griffith), P s.73 DUni (QUT), FRACMA, FFPH, FCHSM(Hon) E [email protected] Chief Health Officer and W health.qld.gov.au Deputy Director-General Prevention Division A Floor 7, 33 Charlotte Street, Brisbane QLD 4000 Chief Medical Officer | Queensland Health campaign image Queensland Health acknowledges the Traditional Custodians of the land across Queensland, and pays respect to First Nations Elders past, present and future. From: Danielle Cohen < @ministerial.qld.gov.au> Sent: Thursday, 15 October 2020 7:43 PM To: Jeannette Young @health.qld.gov.au> Cc: CHO COVID <[email protected]> Subject: Fwd: Follow Up Regarding Reopening of Queensland Border to the ACT Hi Jeannette Passing this on to you as requested. For your consideration and action as required. Thanks Danielle Sent from my iPhone Begin forwarded message: From: Stephen Byron s.47(3 @canberraairport.com.au> Date: 15 October 2020)(b) at 7:20:08 pm AEST To: Danielle Cohen @ministerial.qld.gov.au>, Tim Linley @ministerial.qld.gov.au>, Greg Fowler @ministerial.qld.gov.au>, Denise Spinks @ministerial.qld.gov.au> Cc: BARR @act.gov.au>, Robert Graham @police.qld.gov.au> Subject: Fwd: Follow Up Regarding Reopening of Queensland Border to the ACT ല ലDear Danielle I would be grateful if you could pass the information below and this now onto your Chief Health officer for her consideration as part of her end of month review of border restrictions and hotspots.
    [Show full text]
  • Queensland Health Disaster and Emergency Incident Plan
    Queensland Health Queensland Health Disaster and Emergency Incident Plan QHDISPLAN, June 2019 Queensland Health Disaster and For more information contact: Emergency Incident Plan - Health Disaster Management Unit, QHDISPLAN, June 2019 Queensland Health, GPO Box 48, Published by the State of Queensland Brisbane QLD 4001 (Queensland Health), July 2019 email [email protected] ov.au phone (07) 3708 5221. This document is licensed under a Creative Commons Attribution 3.0 Australia licence. An electronic version of this document is To view a copy of this licence, visit available at creativecommons.org/licenses/by/3.0/au https://www.health.qld.gov.au/public- © State of Queensland (Queensland Health) 2019 health/disaster/management You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Queensland Health). Disclaimer: The content presented in this publication is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations or warranties about the accuracy, completeness or reliability of any information contained in this publication. The State of Queensland disclaims all responsibility and all liability (including without limitation for liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason reliance was placed on such information. Queensland Health Disaster and Emergency Incident Plan — QHDISPLAN, June 2019 Page 2 of 75 Authorisation statement The Queensland Health Disaster and Emergency Incident Plan (QHDISPLAN) is issued under the authority of the Director-General and is the functional health plan to support the Queensland State Disaster Management Plan.
    [Show full text]
  • Cultural Profiles for Health Care Providers
    Queensland Health CCoommmmuunniittyy PPrrooffiilleess for Health Care Providers Acknowledgments Community Profiles for Health Care Providers was produced for Queensland Health by Dr Samantha Abbato in 2011. Queensland Health would like to thank the following people who provided valuable feedback during development of the cultural profiles: x Dr Taher Forotan x Pastor John Ngatai x Dr Hay Thing x Ianeta Tuia x Vasanthy Sivanathan x Paul Khieu x Fazil Rostam x Lingling Holloway x Magdalena Kuyang x Somphan Vang x Abel SIbonyio x Phuong Nguyen x Azeb Mussie x Lemalu Felise x Nao Hirano x Faimalotoa John Pale x Surendra Prasad x Vaáaoao Alofipo x Mary Wellington x Charito Hassell x Rosina Randall © State of Queensland (Queensland Health) 2011. This document is licensed under a Creative Commons Attribution Non-Commercial 2.5 Australia licence. To view a copy of this licence, visit http://creativecommons.org/licenses/by-nc/2.5/au. You are free to copy, communicate and adapt the work for non-commercial purposes, as long as you attribute Queensland Health. For permissions beyond the scope of this licence contact: Intellectual Property Officer Queensland Health GPO Box 48 Brisbane Queensland 4001 email [email protected] phone 07 3234 1479 Suggested citation: Abbato, S. Community Profiles for Health Care Providers. Division of the Chief Health Officer, Queensland Health. Brisbane 2011. i www.health.qld.gov.au/multicultural Table of contents Acknowledgments............................................................................................................
    [Show full text]
  • State Government Budget Submission
    State Government Budget Submission townsvilleenterprise.com.au FOREWORD Townsville North Queensland encompasses five Supporting the Water and Energy priorities are a major regional centres: Townsville, Charters package of projects and policies that will drive new Towers, Burdekin, Palm Island and Hinchinbrook. job generation, create economic opportunity and The region contributes over $15.94B annually to encourage business and industry to invest. the Queensland economy and is home to nearly 240,000 people. Townsville itself is now Australia’s Townsville Enterprise is calling on the State 13th largest city and is acknowledged by State and Government to commit to the following: National Governments as the ‘Capital of Northern Australia’. The region has one of the most diverse Enabling Infrastructure economic bases in Australia and enjoys a stunning natural environment that provides tourism growth Sustainable North Queensland Energy Pricing and opportunities and an attractive lifestyle for its Infrastructure residents. Water Security for Townsville Key state and national policy documents highlight the critical importance of Townsville and North Port City Queensland as a driver of national economic growth and job creation. The signing of Australia’s Townsville Eastern Access Rail Corridor (TEARC) and first ever City Deal for Townsville is testament to the Mount Isa to Townsville Rail Connection the commitment of three levels of Government to drive economic growth, unlock potential for Townsville State Development Area the broader region and encourage business and industry development to help Townsville and North Destination Development Queensland become: Entertainment and Exhibition Centre the economic gateway to Asia and Northern Australia Drive IT NQ a global leader in tropical and marine research and State of Origin Bid innovation Townsville Concert Hall a prosperous and highly-liveable city for residents and visitors.
    [Show full text]
  • Advice on Queensland Health's Governance Framework
    June 2019 Advice on Queensland Health’s governance framework JIM MCGOWAN AM DR PRADEEP PHILIP PROFESSOR ANNE TIERNAN NOT GOVERNMENT POLICY Recommendations and findings ............................................................................................. i Recommendations............................................................................................................. x Introduction ........................................................................................................................... 1 Background ........................................................................................................................... 2 Queensland Health’s governance structure .................................................................... 3 Reviews of the system ................................................................................................... 4 Meeting future challenges .............................................................................................. 5 From federation to network governance: design principles for the system’s evolution ........... 6 An intelligent centre ....................................................................................................... 8 Resetting the conversation to embed networked governance and system thinking ............... 8 Background .................................................................................................................... 8 Consultation feedback...................................................................................................
    [Show full text]
  • Health Legislation Amendment Bill 2019
    Health Legislation Amendment Bill 2019 Report No. 32, 56th Parliament Health, Communities, Disability Services and Domestic and Family Violence Prevention Committee February 2020 Health, Communities, Disability Services and Domestic and Family Violence Prevention Committee Chair Mr Aaron Harper MP, Member for Thuringowa Deputy Chair Mr Mark McArdle MP, Member for Caloundra Members Mr Martin Hunt MP, Member for Nicklin Mr Michael Berkman MP, Member for Maiwar Mr Barry O’Rourke MP, Member for Rockhampton Ms Joan Pease MP, Member for Lytton* Committee Secretariat Telephone +61 7 3553 6626 Fax +61 7 3553 6699 Email [email protected] Technical Scrutiny +61 7 3553 6601 Secretariat Committee Web Page www.parliament.qld.gov.au/Health Acknowledgements The committee acknowledges the assistance provided by Queensland Health. * In accordance with SO 202, Ms Jess Pugh MP, Member for Mount Ommaney, was appointed to the committee for the public hearing and public briefing held on 7 February 2020 as a substitute member for Ms Pease MP who was unable to attend. Health Legislation Amendment Bill 2019 Contents Abbreviations iii Chair’s foreword v Recommendations vi 1 Introduction 1 1.1 Role of the committee 1 1.2 Inquiry process 1 1.3 Policy objectives of the Bill 2 1.4 Consultation on the Bill 3 1.5 Consultation for the conversion therapy provisions 3 1.6 Estimated cost for government implementation 5 1.7 Should the Bill be passed? 5 2 Examination of the Bill 6 2.1 Strengthening commitment to health equity for Aboriginal people and Torres Strait
    [Show full text]
  • An Analysis of the Failed Employee Voice System at the Bundaberg Hospital
    Fatal consequences: an analysis of the failed employee voice system at the Bundaberg Hospital Author Wilkinson, Adrian, Townsend, Keith, Graham, Tina, Muurlink, Olav Published 2015 Journal Title Asia Pacific Journal of Human Resources Version Accepted Manuscript (AM) DOI https://doi.org/10.1111/1744-7941.12061 Copyright Statement © 2015 Australian Human Resources Institute. This is the peer reviewed version of the following article: Fatal consequences: an analysis of the failed employee voice system at the Bundaberg Hospital, Asia Pacific Journal of Human Resources, Volume 53, Issue 3, pages 265–280, 2015 which has been published in final form at http://dx.doi.org/10.1111/1744-7941.12061. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html) Downloaded from http://hdl.handle.net/10072/157963 Griffith Research Online https://research-repository.griffith.edu.au Fatal Consequences: An analysis of the failed employee voice system at the Bundaberg Hospital ABSTRACT In this paper we discuss the failure of the employee voice system at the Bundaberg Base Hospital (BBH) in Australia. Surgeon Jayant Patel who was arrested over the deaths of patients on whom he operated when he was the Director of Surgery at the Hospital. Our interest is in the reasons the established employee voice mechanisms failed when employees attempted to bring to the attention of managers serious issues. Our data is based on an analysis of the sworn testimonies of participants who participated in two inquiries concerning these events. An analysis of the events with a particular focus on the failings of the voice system is presented.
    [Show full text]
  • Ap2 Final 16.2.17
    PALASZCZUK’S SECOND YEAR AN OVERVIEW OF 2016 ANN SCOTT HOWARD GUILLE ROGER SCOTT with cartoons by SEAN LEAHY Foreword This publication1 is the fifth in a series of Queensland political chronicles published by the TJRyan Foundation since 2012. The first two focussed on Parliament.2 They were written after the Liberal National Party had won a landslide victory and the Australian Labor Party was left with a tiny minority, led by Annastacia Palaszczuk. The third, Queensland 2014: Political Battleground,3 published in January 2015, was completed shortly before the LNP lost office in January 2015. In it we used military metaphors and the language which typified the final year of the Newman Government. The fourth, Palaszczuk’s First Year: a Political Juggling Act,4 covered the first year of the ALP minority government. The book had a cartoon by Sean Leahy on its cover which used circus metaphors to portray 2015 as a year of political balancing acts. It focussed on a single year, starting with the accession to power of the Palaszczuk Government in mid-February 2015. Given the parochial focus of our books we draw on a limited range of sources. The TJRyan Foundation website provides a repository for online sources including our own Research Reports on a range of Queensland policy areas, and papers catalogued by policy topic, as well as Queensland political history.5 A number of these reports give the historical background to the current study, particularly the anthology of contributions The Newman Years: Rise, Decline and Fall.6 Electronic links have been provided to open online sources, notably the ABC News, Brisbane Times, The Guardian, and The Conversation.
    [Show full text]
  • TAFE QUEENSLAND APPRENTICE and TRAINEE GUIDE TAFE QUEENSLAND BRISBANE TAFE QUEENSLAND NORTH 1300 614 471 RTO No
    TAFE QUEENSLAND APPRENTICE AND TRAINEE GUIDE TAFE QUEENSLAND BRISBANE TAFE QUEENSLAND NORTH 1300 614 471 RTO No. 0275 1300 656 959 RTO No. 0542 [email protected] [email protected] Alexandra Hills Loganlea Atherton Cairns Ingham Townsville Bracken Ridge Mt Gravatt Bamaga Charters Towers Mount Isa The Whitsundays Caboolture Redcliffe Bowen Cloncurry Normanton Thursday Island Grovely South Bank Burdekin Innisfail Palm Island TAFE QUEENSLAND EAST COAST TAFE QUEENSLAND SKILLSTECH 1300 656 188 RTO No. 0418 1800 654 477 RTO No. 31396 Apprenticeships&[email protected] [email protected] Bundaberg Maroochydore Mooloolaba Acacia Ridge Bracken Ridge Gympie Maryborough Nambour Alexandra Hills Eagle Farm Hervey Bay TAFE QUEENSLAND GOLD COAST TAFE QUEENSLAND SOUTH WEST 07 5581 8300 RTO No. 0083 1300 914 754 RTO No. 0526 [email protected] [email protected] Ashmore Coolangatta Chinchilla Ipswich Roma Warwick Coomera Southport Dalby Kingaroy Springfield Coomera Marine Inala Nurunderi Toowoomba 1 | APPRENTICE AND TRAINEE GUIDE CONTENTS TRAINING LIFECYCLE ...................................................................... 4 ACKNOWLEDGMENT OF PREVIOUS TRAINING OR EXPERIENCE ........................................................... 13 TRAINING OBLIGATIONS .................................................................. 5 CREDIT TRANSFER/NATIONAL RECOGNITION .............................. 13 SUPERVISING REGISTERED TRAINING
    [Show full text]