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Diamantina Health Partners: integrating leadership in research, research translation, education and clinical care

Jennifer H Martin, David E Theile, Ken K Y Ho and Ian H Frazer
Med J Aust 2012; 196 (4): 237-239. || doi: 10.5694/mja11.11251

“When you have seen one AHSC, you have seen just one AHSC” — Academic Health Sciences Centre, National Task Force Final Report1

Australia’s health system is struggling to meet demand and expectations. Demand is driven by an increasing burden of chronic non-infectious disease associated with ageing.2 Expectations of cutting-edge care for all are set by the public and by government.3 Meeting these demands and expectations will be possible only with substantial effort in research and education as part of health service delivery. Separation of funding for research and education from the delivery of patient care diminishes the opportunity for mutually enhancing integration, and for expenditure efficiencies.4,5

  • Jennifer H Martin1
  • David E Theile2
  • Ken K Y Ho1,2
  • Ian H Frazer3

  • 1 University of Queensland, Brisbane, QLD.
  • 2 Princess Alexandra Hospital, Brisbane, QLD.
  • 3 Translational Research Institute, Brisbane, QLD.

Correspondence: j.martin4@uq.edu.au

Acknowledgements: 

We thank Ms Areti Gavrilidis and Ms Breeann Silvester for literature research and access to advice about international AHSCs; and Professor Ross Young, QUT Institute of Health and Biomedical Innovation and founding partner of the DHP team, for his leadership, support and expert manuscript suggestions. The original signatories to the Southside AHSC (a predecessor of the DHP) were Jennifer Martin, David Theile, Ian Frazer and Dr Richard Ashby, Chief Executive Officer of Princess Alexandra Hospital.

Competing interests:

No relevant disclosures.

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