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Background: Mental health problems are common among people with diabetes. However, evidence-based strategies for the prevention and early intervention of emotional problems in people with diabetes are lacking. Our aim is to assess the real-world effectiveness, cost-effectiveness, and implementation of a Low-Intensity mental health Support via a Telehealth Enabled Network (LISTEN), facilitated by diabetes health professionals (HPs). Methods: A hybrid type I effectiveness-implementation trial, including a two-arm parallel randomised controlled trial, alongside mixed methods process evaluation. Recruited primarily via the National Diabetes Services Scheme, Australian adults with diabetes (N = 454) will be eligible if they are experiencing elevated diabetes distress. Participants are randomised (1:1 ratio) to LISTEN—a brief, low-intensity mental health support program based on a problem-solving therapy framework and delivered via telehealth (intervention) or usual care (web-based resources about diabetes and emotional health). Data are collected via online assessments at baseline (T0), 8 weeks (T1) and 6 months (T2, primary endpoint) follow-up. The primary outcome is between-group differences in diabetes distress at T2. Secondary outcomes include the immediate (T1) and longer-term (T2) effect of the intervention on psychological distress, general emotional well-being, and coping self-efficacy. A within-trial economic evaluation will be conducted. Implementation outcomes will be assessed using mixed methods, according to the Reach, Effectiveness, Adoption, Implementation, and Maintenance (RE-AIM) framework. Data collection will include qualitative interviews and field notes. Discussion: It is anticipated that LISTEN will reduce diabetes distress among adults with diabetes. The pragmatic trial results will determine whether LISTEN is effective, cost-effective, and should be implemented at scale. Qualitative findings will be used to refine the intervention and implementation strategies as required. Trial registration: This trial has been registered with the Australian New Zealand Clinical Trials Registry (ACTRN: ACTRN12622000168752) on 1 February, 2022. [ABSTRACT FROM AUTHOR]

People with advanced breast cancer (ABC) in New Zealand (NZ) have a poorer five-year survival than their peers in other developed countries. Comparisons of ABC care in NZ with other countries suggest that NZ is sometimes out of line with international standards and that inequities exist within the NZ healthcare system. Our aim was to develop nationwide consensus guidelines for diagnosis and treatment of ABC that are uniquely suited for the NZ context and can be applied across the nation. We describe the process of creating, voting on, and disseminating the guidelines, and provide insight into how we can better optimize these processes for the NZ context in the future. The ABC5 ESO-ESMO consensus guidelines were used and adapted to the NZ clinical context. A panel of breast cancer clinicians voted on these guidelines using the same model of membership representation as ABC5. Overall consensus was equally high between ABC5 and ABC-NZ. Four NZ specific guidelines were introduced. The European-style panel discussion needs some adaptations for the NZ situation and a wider and more thorough consultation process, before voting begins, is preferred. The NZ Breast Special Interest Group has endorsed and agreed to take ownership of these and future guidelines and to facilitate the next iteration of the ABC-NZ guidelines meeting. The process was successful in creating the guidelines but can be improved in future meetings to streamline the process of creating and updating guidelines in the manner most suited to the NZ context and audience. • Advanced breast cancer (ABC) care in New Zealand is applied inconsistently across patients. It often fails to meet international standards. • ABC care could benefit from creation and implementation of NZ-specific guidelines. • ABC5 guidelines were adapted to fit NZ context and some new NZ-specific guidelines were created. These were voted on by a multidisciplinary panel, leading to 115 guidelines for ABC care in New Zealand. • We report our experience with the process and plans to implement the guidelines and assess their uptake and efficacy. [ABSTRACT FROM AUTHOR]

Background: Current international consensus is that 'early' referral to palliative care services improves cancer patient and family carer outcomes. In practice, however, these referrals are not routine. An approach which directly addresses identified barriers to early integration of palliative care is required. This protocol details a trial of a standardized model of early palliative care (Care Plus) introduced at key defined, disease-specific times or transition points in the illness for people with cancer. Introduced as a 'whole of system' practice change for identified advanced cancers, the key outcomes of interest are population health service use change. The aims of the study are to examine the effect of Care Plus implementation on (1) acute hospitalisation days in the last 3 months of life; (2) timeliness of access to palliative care; (3) quality and (4) costs of end of life care; and (5) the acceptability of services for people with advanced cancer.Methods: Multi-site stepped wedge implementation trial testing usual care (control) versus Care Plus (practice change). The design stipulates 'control' periods when usual care is observed, and the process of implementing Care Plus which includes phases of planning, engagement, practice change and evaluation. During the practice change phase, all patients with targeted advanced cancers reaching the transition point will, by default, receive Care Plus. Health service utilization and unit costs before and after implementation will be collated from hospital records, and state and national health service administrative datasets. Qualitative data from patients, consumers and clinicians before and after practice change will be gathered through interviews and focus groups.Discussion: The study outcomes will detail the impact and acceptability of the standardized integration of palliative care as a practice change, including recommendations for ongoing sustainability and broader implementation.Trial Registration: Australian New Zealand Clinical Trials Registry ACTRN 12619001703190 . Registered 04 December 2019. [ABSTRACT FROM AUTHOR]

Discusses the management strategies of several executives in New Zealand. Greg Muir, chief executive officer of The Warehouse; Michael Beard, managing director of Tranz Rail; John Goulter, managing director at Aukland International Airport. INSET: PAY PEANUTS...?.

Focuses on three companies in New Zealand that withstood the Asian economic crisis. Immuno Laboratories' development of additional products and enhancement of local customer base; Voice processing systems manufacturer Televox International's resorting to staff layoffs; Toiletry manufacturer Linden Leaves' offering of easier payment terms to distributors.

Takes a look at New Zealand companies that have successfully carried out the business strategies of United States-based business guru, Michael Treacy. Selection of a strategy based on one of three value disciplines; Clendon Feeney's utilization of computer systems to support its client intimacy strategy; Fisher & Paykel Industries Ltd.'s emphasis on product leadership.

Focuses on the rise in the practice of customization in the direct marketing campaigns of business enterprises in New Zealand. Business definition of customization; Challenges faced by direct marketers; Impact of electronic commerce on direct marketing; Examples of direct marketing campaigns of selected companies; Market reaction to the technologies adopted by direct marketers.

Examines the need for employers in New Zealand to choose a new insurer to handle their workers' compensation programs on or before July 1, 1999. Names of seven insurers from which the employers will choose; Description of services offered by the insurers; Factors in selecting insurers; Need for firms to think about the extent to which they want to fund their own risk. INSETS: What's new in workers' compensation?;How to keep the premium down;A pain in the pocket.

Focuses on ways by which businesses in New Zealand are reaching out to the community. Definitions of social responsibility; Dick Hubbard's establishment of the Businesses for Social Responsibility program; Merck Sharp & Dohme's donation of money and resources to a number of projects around its South Auckland base; Mainfreight's commitment to support education; Toyota New Zealand's assistance of schools and hospitals.

Reports on teleworking in New Zealand, in relation to its success and failure. Comments from Bevis England of the Work Raft company; Definition of teleworking; How many employees in New Zealand are teleworkers; Details on the Telecom company with reference to the promotion of teleworking. INSETS: Productivity plus--Telecom's success story;Getting started with teleworking.

Gives information relating to change management in New Zealand's business organisations. Reference to a survey by KPMG on change management in companies; Comments from Stephen Mockett, Morgan and Banks senior consultant in organisational effectiveness; Information on the occurrence of change; Importance of change management. INSET: Follow the leader.

Questions whether businesses in New Zealand are being unfairly treated financially by profit-hungry banks, or whether they were fundamental flaws in the way their are being managed. Statements from Countrywide Bank managing director David Wolfenden; Reference to KPMG's 1997 Financial Institutions Performance Survey; Statistical information representing the survey. INSETS: Advising the advisers, by Ashley Balls.;Preventing the problem, by Ashley Balls..

Looks at occupational health and safety issues in New Zealand. Threats to health and safety within the workplace which are less visibly harmful than operation of dangerous machinery, but are equally serious; Vague terminology of the Health and Safety in Employment Act; Advantages to employers of having effective health and safety policies and procedures in place; How New Zealand Post is handling health and safety. INSET: Ensuring employee health..

Features New Zealand companies that are relocating their businesses to Australia. Difficulty involved in crossing the Tasman to do business; Comments made by Tradenz chief executive officer, Fran Wilde, on how businesses can effectively target Australia; Information on the success of Fisher and Paykel in their share of the Australian whiteware market. INSET: Transtasman tips..

Reports on the driving force behind the growth in franchises cooperatives, buying groups and other owner-operator groupings in New Zealand. Number of businesses which are mistaken for cooperate empires; Clarification between a franchise and a co-operative; Information on Greeacres company. INSET: Doing it by the book..

Deals with the fight against the Resource Management Act by businesses in New Zealand. Perception of Act as being unworthy of intentions; Comments from Douglas Hudson, Auckland ferry company, Fullers managing director; Description of objections to Mobile Corporation's building of service station; Opposition by the forestry industry; Allegations of too much red tape to get jobs done. INSETS: Forests fired up.;The ideal world..

Focuses on the impact of diversification on business enterprises in New Zealand. Why companies opt for diversification; Why liquid resins manufacturer Nuplex Industries chose to diversify; Importance of market research when diversification is an option. INSET: Eastern promise..

Presents information on the microbreweries in New Zealand. Number of microbreweries as at January, 1997; Decrease in beer consumed by persons; Information on McCashin company; Comments from Carl Carrington, general manager of McCashin; Details on the Black Dog Brewery. INSET: Learning new tricks, by Adele Gautier..

Focuses on successful companies in New Zealand despite the downturn in the business environment. Cost control efforts; Need to define the market properly; Communication within the organization; Basic strategies underlying successful companies' operations; Economic conditions in New Zealand in the 1990s.

Assesses the performance of the software industry in New Zealand. Growth of the industry; Dependence on intellectual rather than natural or physical resources; Limitations of the New Zealand software market; International success of companies; Ability to export intellectual technology. INSET: Companies succeed in niche market..

Focuses on the common characteristics of chief executive officers (CEO) in New Zealand. Emphasis on getting the best person for the job; Academic achievement; Includes profiles on Corbans Wines CEO Noel Scanlan; Digital CEO Robyn West; National Mutual CEO Ross McEwan. INSET: So you want to be a CEO?..

Looks at venture capital for businesses in New Zealand. List of counties where a venture capital industry is established; Research conducted by Coopers and Lybrand in relation to the supply of capital for small company growth; Results of the findings; Comments from investment bank and adviser Orient Group managing director, Phillip Joe. INSET: Development capital more readily available..