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AVCC Members' Universities
australian universities g u i d e Published by the Saudi Arabian Cultural Mission Canberra - 2008 ABSTRACT The purpose of this publication is to inform the esteemed Ministry of Higher Education on the wide array of universities in Australia. While Australia is a new arena for Saudi students, it is also an exciting one as the potential for academic relationships are established and Australia is given exposure to Saudi culture and its expanding academic research in the Kingdom. This publication lists a map of Australia and the geographical spread of Saudi students. In addition, this is followed up by a table of the universities with most Saudi students in descending order. The format layout of the universities is designed to give a page-by-page brief yet detailed summary of the strengths of the universities in question and how the universities describe and project themselves. On the left is a column of the current university's vice-chancellor, chancellor, director of public relations, contact details, website and campus locations. It is the purpose of this publication to include all 38 universities in order to provide a comprehensive overview of the higher education sector in Australia. This certainly will help guide the Saudi Ministry of Higher Education and respective Saudi Universities in making decisions for the benefit of Saudi Arabia's higher education and its citizens studying abroad in Australia. The Cultural Affairs Department of the Saudi Arabian Cultural Mission wishes to thank the Australian Vice-Chancellors’ Committee, Universities Australia and all universities for their assistance and material in making this publication possible. -
4.0 Governance – Management and Structure
4.0 Governance – Management and structure 4.0 GOVERNANCE – MANAGEMENT AND STRUCTURE 4.1 Organisational structure Board Chair Chief Executive Board Internal Audit Community Executive Committee Board Clinical Advisory Councils Group Safety and Quality Committee Finance Committee Risk and Audit Committee Statutory Services Support Services Clinical Operations Professional Leads Chief Finance Officer Clinical Governance Medical Services Safety, Quality Executive Director, Operations and Risk Clinical Directorates Nursing and Midwifery Organisational Allied Health Development, Royal Brisbane and Women’s Hospital Strategy and Implementation The Prince Charles Hospital Caboolture and Kilcoy Hospitals Redcliffe Hospital Community, Indigenous and Subacute Service Mental Health Oral Health Medical Imaging Executive Director, Clinical Services Clinical Streams Heart and lung Medicine Surgery Critical Care Women’s and Children’s Cancer Care Research Metro North Hospital and Health Service 2015–16 Annual Report 31 4.0 Governance – Management and structure CBAG ensures community voice in health care Community Board Advisory Group Since its establishment, CBAG has achieved: (CBAG) members play an important role • Input into revision of Metro North’s Strategic Plan in ensuring consumers and members of and development of the Health Service Strategy the community have a voice in public and Putting people first strategy health matters. • Identified emergent community engagement priorities for Metro North and guided the revision Metro North Hospital and Health Service of the Consumer and Community Engagement established CBAG in 2013 to recognise and Strategy – Connecting for Health address the needs and involvement of our consumers and carers in the provision and • Guided the design and implementation of the improvement of health services. LINK (Leading Innovation through Networking and Knowledge sharing) partnership fund. -
Adc Leadership Retreat 27 – 29 August Building Resilience
ADC LEADERSHIP RETREAT 27 – 29 AUGUST BUILDING RESILIENCE Resilience theory, first introduced by Canadian ecologist C.S. ‘Buzz’ Holling in 1973, begins with two radical premises. The first is that the world is a complex system, where seemingly independent components often interact in subtle, important ways. The second is that the long-held assumption that systems respond to change in a linear, predictable fashion is simply wrong. From these premises the theory models what it calls ‘complex adaptive systems’, which are dynamic and self organising. Evidence increasingly shows that many systems historically assumed to be independent, to be stable and to exhibit predictable growth patterns are in fact better fitted to the ‘complex adaptive systems’ model. A key feature of complex adaptive systems is that they exist in one of a number of different equilibria and, in certain circumstances, switch between them very quickly. Studies of resilience focus on the tipping points between different states. They look at gradual stresses, such as climate change, as well as chance events—things like storms, fires, even stock market crashes—that can tip a system into equilibrium, from which it may be difficult to recover. How much shock can a system absorb before it transforms into something fundamentally different? How can we change a system to produce enduring positive change? These are the central questions resilience theory seeks to answer. Resilience theory gives us a framework for understanding the global crises of the past decade. It can also help us understand why we failed to see them coming and how we might predict them in the future. -
2019-2020 Annual Report Table of Contents
2019-2020 Annual Report Table of Contents Chair’s Report 5 CEO’s Report 6 Board Members 8 Our Vision Organisation Structure 10 Working to ensure optimal health workforce to Health Workforce and Service Planning 12 enhance the health of Queensland communities. Health Workforce Needs Assessment 13 Our Purpose Overview of Key Workforce Issues 14 Conference Papers and Presentations 15 Creating sustainable health workforce solutions that meet the needs of remote, rural and Access 16 regional and Aboriginal and Torres Strait Islander Recruiting Health Professionals 17 communities. A Calling to Cooktown 18 Our Values Workforce Programs 19 Integrity Quality 20 We behave in an ethical and professional manner Health Workforce Scholarship Program 21 at all times showing respect and empathy. Professional Development (PD) Workshops 23 Commitment Sustainability 25 We enhance health services in remote and rural GROW Rural 26 Queensland communities. John Flynn Placement Program 27 Equity Joint Rural Health Club Weekend 28 We provide equal access to services based on prioritised need. Conference Bursaries and Sponsorship 29 QRMFN & RDAQ Conference Family Program 31 Acknowledgements Partnerships and Collaboration 32 Health Workforce Queensland acknowledges the RWAN and Consortium 33 traditional custodians of the land and sea where we live and work and pay our respects to Elders Workforce Projects 34 past, present and future. External Events Attended 35 Event Management Support 36 Financial Statements 37 Health Workforce Queensland would like to Statement of Profit or Loss 38 acknowledge the Australian Government Statement of Financial Position 39 Department of Health for their continued funding of our workforce programs for the 2019-2020 Independent Auditor’s Report 40 financial year. -
Metro North Hospital and Health Service ISSN: 2202-6258 © Metro North Hospital and Health Service 2020
Metro North Hospital and Health Service ISSN: 2202-6258 © Metro North Hospital and Health Service 2020 Metro North Hospital and Health Service Annual Report 2019–20 by the Metro North Hospital and Health Service is licensed under a Creative Commons Attribution 3.0 Australia licence. In essence, you are free to copy, communicate and adapt this Annual Report as long as you attribute the work to the Metro North Hospital and Health Service. To view the terms of this licence, visit: http://creativecommons.org/licenses/by/3.0/au. For permissions beyond the scope of this licence, contact [email protected]. To attribute this material, cite the Metro North Hospital and Health Service Annual Report 2019–20. Information about consultancies, overseas travel, and the Queensland language services policy is available at the Queensland Government Open Data website (qld.gov.au/data). Accessibility Public Availability Where possible, readers are encouraged to download the report online at: www. metronorth.health.qld.gov.au Where this is not possible, printed copies are available using one of the contact options below: Physical Address: Level 14, Block 7, RBWH Campus HERSTON Qld 4029 Postal Address: PO Box 150, RBWH Post Office, HERSTON Qld 4029 General Phone: 07 3646 8111 General Fax: 07 3647 9708 Office Hours: 9am to 5pm, Monday to Friday General E-mail: [email protected] Interpreter Services Statement Metro North Hospital and Health Service is committed to providing accessible services to the community from culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual report, please contact us on 07 3646 8111 and we will arrange an interpreter to communicate the report to you effectively. -
Notice of 2020
NOTICE OF ANNUAL GENERAL MEETING NORTH AND WEST REMOTE HEALTH LIMITED Notice is hereby given to the Members that the Annual General Meeting of North and West Remote Health Limited (“NWRH”) will be held in the Board Room at The Ville, Sir Leslie Theiss Drive, Townsville, QLD, 4810 on Tuesday 24 November, 2020 at 9am. Business to Address 1. Financial Report To receive and consider the financial report of the Company and the reports of the Directors and auditors for the year ended 30th June 2020. 2. Election of Directors To consider, and if thought fit, to pass the following resolutions as ordinary resolutions: 2.1 Ordinary Resolution 1 That Mr Phil Barwick, being a Director of the Company who retires by rotation under the Company’s Constitution, and being eligible, is re-elected as a Director of the Company. 2.2 Ordinary Resolution 2 That Mr Robert Stable, being a Director of the Company who retires by rotation under the Company’s Constitution, and being eligible, is re-elected as a Director of the Company. 2.3 Ordinary Resolution 3 That Mrs Annie Clarke, being a Director of the Company who retires by rotation under the Company’s Constitution, and being eligible, is re-elected as a Director of the Company. Members are referred to the explanatory memorandum and Director profiles accompanying and forming part of this notice of meeting. Proxy Votes: a) A member who is entitled to attend and cast a vote at the meeting is entitled to appoint a proxy. b) The proxy need not be a member of the Company. -
WEEKLY HANSARD Hansard Home Page: E-Mail: [email protected] Phone: (07) 3406 7314 Fax: (07) 3210 0182
PROOF ISSN 1322-0330 WEEKLY HANSARD Hansard Home Page: http://www.parliament.qld.gov.au/hansard/ E-mail: [email protected] Phone: (07) 3406 7314 Fax: (07) 3210 0182 51ST PARLIAMENT Subject CONTENTS Page Wednesday, 30 November 2005 PETITIONS ..................................................................................................................................................................................... 4463 AUDITOR-GENERAL’S REPORT .................................................................................................................................................. 4463 PAPERS ......................................................................................................................................................................................... 4463 MINISTERIAL STATEMENT .......................................................................................................................................................... 4463 Van Tuong Nguyen ............................................................................................................................................................ 4463 MINISTERIAL STATEMENT .......................................................................................................................................................... 4464 Queensland Economy ........................................................................................................................................................ 4464 MINISTERIAL STATEMENT .........................................................................................................................................................