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Tourism is an important part of the Queensland economy, contributing 7.3% to the state’s GDP, and alongside agriculture, resources, and construction, is part of the state’s “four-pillar economy.” Tourism and Events Queensland is the state’s peak tourism organization, a quasi-governmental body with responsibility for destination marketing and management, and more recently, organizing major events including the 2018 Commonwealth Games. This case explores the roles, responsibilities, and governance challenges of Tourism and Events Queensland, providing insights to regional cooperation, destination marketing, and policy and planning.

Among the newly developing metadata standards for the World Wide Web, Dublin Core Metadata Element Set (Dublin Core) is the pioneer in simple content description. There are various methods to deploy Dublin Core metadata, such as embedding it within a resource, linking it to a resource, or storing it in a database. This paper presents case studies of the deployment of Dublin Core at two significantly different institutions in Queensland, Australia. It aims to share experiences and ideas with those who are interested in deploying Dublin Core metadata. The two institutions are: State Library of Queensland, which demonstrates simple embedded metadata with minimum IT support; and Education Queensland, which utilizes a more complex metadata implementation within an Oracle database. Education Queensland also supplies its metadata to Education Network of Australia (EdNA), which collects metadata from all major Australian educational agencies and acts as an educational gateway.

The purpose of the paper is to explore how the national, state and organisational health policies in Australia support the implementation of person-centred care in managing chronic care conditions.

A qualitative content analysis was performed regarding the national, state and organisational Queensland Health policies using Elo and Kyngas' (2008) framework.

Although the person-centred care as an approach is well articulated in health policies, there is still no definitive measure or approach to embedding it into operational services. Complex funding structures and competing priorities of the governments and the health organisations carry the risk that person-centred care as an approach gets lost in translation. Three themes emerged: the patient versus the government; health care delivery versus the political agenda; and health care organisational processes versus the patient.

Given that person-centred care is the recommended approach for responding to chronic health conditions, further empirical research is required to evaluate how programs designed to deliver person-centred care achieve that objective in practice.

This research highlights the complex environment in which the person-centred approach is implemented. Short-term programmes created specifically to focus on person-centred care require the right organisational infrastructure, support and direction. This review demonstrates the need for alignment of policies related to chronic disease management at the broader organisational level.

Given the introduction of the nurse navigator program to take up a person-centred care approach, the review of the recent policies was undertaken to understand how they support this initiative.

The purpose of this paper is to investigate the quality of management practices of public hospitals in the Australian healthcare system, specifically those in the state-managed health systems of Queensland and New South Wales (NSW). Further, the authors assess the management practices of Queensland and NSW public hospitals jointly and globally benchmark against those in the health systems of seven other countries, namely, USA, UK, Sweden, France, Germany, Italy and Canada.

In this study, the authors adapt the unique and globally deployed Bloom et al. (2009) survey instrument that uses a “double blind, double scored” methodology and an interview-based scoring grid to measure and internationally benchmark the management practices in Queensland and NSW public hospitals based on 21 management dimensions across four broad areas of management – operations, performance monitoring, targets and people management.

The findings reveal the areas of strength and potential areas of improvement in the Queensland and NSW Health hospital management practices when compared with public hospitals in seven countries, namely, USA, UK, Sweden, France, Germany, Italy and Canada. Together, Queensland and NSW Health hospitals perform best in operations management followed by performance monitoring. While target management presents scope for improvement, people management is the sphere where these Australian hospitals lag the most.

This paper is of interest to both hospital administrators and health care policy-makers aiming to lift management quality at the hospital level as well as at the institutional level, as a vehicle to consistently deliver sustainable high-quality health services.

This study provides the first internationally comparable robust measure of management capability in Australian public hospitals, where hospitals are run independently by the state-run healthcare systems. Additionally, this research study contributes to the empirical evidence base on the quality of management practices in the Australian public healthcare systems of Queensland and NSW.

This history of the politics of moves towards school‐based management in Queensland education is located within a broader historical and political analysis of such moves across Australia since the Karmel Report. This paper specifically focuses in on developments in Queensland. The Queensland analysis traces the moves from Labor’s Focus on Schools through the Coalition’s Leading Schools and the most recent Labor rearticulation in the document Future Directions for School‐based Management in Queensland State Schools. The analysis demonstrates that the concept of school‐based management has no stipulative meaning, but rather is a contested concept. More generally, the paper provides an account and analysis of new forms of governance in educational systems and the tension between centralising and decentralising tendencies as school‐based management is adopted in order to address a number of competing policy objectives.

In conducting a literature review of “state significance” and its meaning in the Australian context, this paper examines the relevant legislative framework under which it operates, with a focus on Queensland. In the process a number of examples in relation to large infrastructure projects are provided. The purpose of the paper is to identify any gaps or issues in relation to state significant projects – particularly that related to definitional matters – and to investigate the consequences of any discretion this gap provides to government, including any impact on their decision‐making.

This paper examines the impact of relevant legislative instruments. The Australian state of Queensland is used as a case study example, highlighting – in the case of a declared “significant project” – streamlined environmental impact assessment processes that potentially circumvent certain legislative planning provisions. By way of contrast, smaller, extractive resource projects considered to be of State or regional significance may be designated a “Key Resource Area”, however they remain subject to normal assessment processes under the Integrated Development Assessment System, vegetation management codes, and other regulations.

This paper argues for a streamlining of the assessment process in order to minimise constraints acting on state development, in concert with a tightening and clarification of “state significance” definitions – without abrogation of state to federal jurisdiction. The existence of a strategic threat to the delivery of an already over‐stretched infrastructure program is also questioned.

The various meanings of “state significance”, especially in Queensland, and the ramifications for development projects in that state are explored. Various challenges are thus presented to public policy makers.

Presents a case study of the emergence and early stages of implementation of Queensland Education Department′s policy for devolution of responsibility to State Schools. Has four major purposes: to clarify the rhetoric by which the Department has developed and promoted its devolution policy; critically to examine the efficacy of the policy when it is “played out”, in “reality”, at the “school face”; to explore possible positive outcomes of the policy, potential impediments (within the Department and school community), and prerequisites to effective implementation; and to consider what is needed in pre‐service teacher education to enable future teachers readily to function in a school‐based organizational context. The “message” which emerges from these considerations is that stakeholders at all levels need to be vigilant observers, watching for inconsistencies as they develop, between the rhetoric and the reality of devolution policy in practice – in particular, “regression” towards centralized, bureaucratic control. Proposes an approach to a safeguard mechanism which could be applied at regular intervals. Poses questions at two levels: at the system level and at the level of the community at large.

Over the past decade, the Queensland wine industry has experienced a greater percentage growth than the Australian national average. The aim of the research undertaken for this article is to identify specific national and international strategies that have allowed the industry to achieve this level of growth.

The study involved a quantitative survey of all Queensland wineries at the time (n=101), using a five‐point Likert‐scaled questionnaire with questions developed from the literature, together with a small‐scale qualitative survey involving in‐depth interviews of winery managers and industry leaders.

The findings indicated that key strategies in the domestic sector included a focus on cellar door sales combined with establishing links with the tourism industry, together with an incremental expansion of domestic markets. For the international sector, additional strategies included targeting familiar, psychically‐close and niche markets in the initial stages of exporting, as well as taking advantage of firm‐specific strengths and managerial competencies.

Not previously regarded as a major wine producing region of Australia, the Queensland wine industry has received limited attention in the literature, particularly the reasons for its rapid growth in recent years. The article helps to identify the strategies used by wineries in growing the industry.

By applying a futures approach to ageing of the population, Queensland has the opportunity to plan for changing aspirations of all of society – working to achieve identified preferred outcomes for society, rather than planning for problems or just for a specific target group. Queensland 2020: A State for All Ages is a project that aims to encourage whole‐of‐government and community debate on the structural ageing of the population and the interconnected needs of all generations. It focuses on government planning frameworks and aims to generate a transformational shift in how government, business and community organisations view the ageing of the population. To focus community debate and inform government planning, the project identified four key areas and commissioned academic stimulus papers to address these issues from an intergenerational perspective. These four areas were a futures focus; an ageing perspective; a youth perspective; and a human service planning perspective.