The Evolution of the Temporary Protection Visa Regime in Australia
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Abstract While the Temporary Protection Visa (TPV) regime was formally introduced in October 1999 by the Howard Government, the concept of temporary protection was not totally alien to the Australian humanitarian landscape. Earlier examples reflected a standard use of temporary protection as a complementary or interim protection mechanism, offering short‐term group‐based protection where individual assessment under the 1951 Convention was both impractical and untimely. This paper focuses on the wider and more controversial changes in the use of temporary protection mechanisms that were to follow with the introduction of the TPV in 1999, which offered substitute protection for individually assessed Convention refugees who had arrived onshore without valid travel documents. It examines the history and evolution of the TPV policy regime from 1999 to the announcement of its abolition in 2008, arguing that the introduction and subsequent development of the policy may be understood as a product of a conservative, exclusionist political climate in Australia, following the unprecedented impact of the populist One Nation party in 1998, and later, the impact of September 11th. It also examines later amendments to the regime as a response to growing domestic disquiet about the impacts of the policy, and the abolition of the TPV policy under a new Australian government elected in late 2007.Keywords:
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This article is about interim leadership in academic settings, specifically at the level of dean of an educational program in nursing. The interim administrator is often an invisible actor in the history of a school or department. However, they are key players in maintaining stability, facilitating change, and providing a transitional pathway for the new, permanent leader. An essential theme is that interim administrators do real work that has consequences, and make real contributions to institutional history and continuity. This article provides guidance to those considering or serving in interim positions. Guidelines are suggested for the stages of evaluating and serving in interim positions: assessing the request to serve, making a decision about accepting an interim position, negotiating an interim position, and acting out the interim position, using the analogy of a theatrical play and guideposts for actors.
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The key ethical issues involved in developing policies for interim reports and interim analyses are considered. Then the twin topics of the appropriate contents of interim reports and the components of an appropriate interim analysis are discussed. Finally, suggested policies are offered.
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Most organisations are aware of interim management as a concept, but many are unclear as to exactly what interim management is, what it can do for their business, and how to find a good interim manager. This article outlines the basic principles of interim management, and answers some frequently-asked questions.
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Colleges and universities across the country are in the midst of unprecedented changes as the higher education enterprise is undergoing significant shifts and is subjected to rapid fluctuations. It is within this highly complex environment that interim administrators are often called upon to lead for various reasons. Planned or unexpected transitions of current personnel, failed searches, and internal complications brought on by politically induced circumstances require that those in interim capacities provide stability and leadership.
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Accounting Standards Codification (ASC) 270, Interim Reporting, contains one subtopic: ASC 270-10, Overall, that provides guidance on accounting and disclosure issues for reporting on periods less than one year; and minimum disclosure requirements for interim reporting for publicly traded companies. This chapter discusses issues applicable to both public and nonpublic reporting entities. It also describes issues applicable only to publicly traded companies. The usefulness of interim reports rests on the relationship to annual reports. The integral view is evident in how the Codification treats costs incurred in interim periods. Most costs and expenses are recognized in interim periods as incurred. However, a cost that clearly benefits more than one interim period is allocated among the periods benefited. Costs and expenses subject to year-end determination, such as discretionary bonuses and profit-sharing contributions, are assigned to interim periods in a reasonable and consistent manner to the extent they can be reasonably estimated.
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Abstract Interim directorships are an important, but little investigated, aspect of museum management. This study of 52 interim directorships in the United States provides baseline parameters of the experience: how long it lasts, who is selected to serve, and how the experience affects their careers. One-fifth of the interim appointees assume the directorship in their museums, including nearly one-half of those who actively sought the position and one-fifth leave the institution shortly after their interim experience. Interim directorships appear to be an indicator of future museum appointments, as one-third of the interim appointees went on to regular directorship appointments later in their careers. This paper argues that the appointment of internal candidates as interim directors significantly alters the social ecology of the museum. It also discusses the ethical issues represented by the appointment of interim directors and suggests areas for further research.
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Interim directorships are an important, but little investigated, aspect of museum management. This study of 52 interim directorships in the United States provides baseline parameters of the experience: how long it lasts, who is selected to serve, and how the experience affects their careers. One-fifth of the interim appointees assume the directorship in their museums, including nearly one-half of those who actively sought the position and one-fifth leave the institution shortly after their interim experience. Interim directorships appear to be an indicator of future museum appointments, as one-third of the interim appointees went on to regular directorship appointments later in their careers. This paper argues that the appointment of internal candidates as interim directors significantly alters the social ecology of the museum. It also discusses the ethical issues represented by the appointment of interim directors and suggests areas for further research.
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