With more than 50 real-world cases, Clinical Cases in Obstetrics, Gynaecology and Women's Health 3e covers a range of obstetric and gynaecological problems likely to be encountered by busy junior doctors and general practitioners. Written by experienced obstetricians and gynaecologists and following the core medical school curricula in Australia, New Zealand and the United Kingdom, this pocket-sized book is an invaluable resource for medical students and clinicians. Each case presents a problem-based clinical learning scenario and then encourages readers to think about how they would take appropriate histories and examine, investigate and treat their patients. Using these techniques, students and early career doctors are guided through diagnosis and management of common and important conditions and complications. This learning is then reinforced with more than 100 multiple choice questions and answers for self-assessment. FEATURES *Problem-based learning scenarios encourage critical thinking and demonstrate effective pathways through consultation, investigation and treatment. *The 'whole woman' approach goes beyond clinical aspects to consider emotional, social and psychological aspects of care required. *Clinical Comments and Clinical Pearls reinforce key points and expand on important issues. NEW TO THIS EDITION *All cases revised with two NEW cases on contraception and menstrual bleeding *25 existing cases significantly revised *Focus on gender and ethnic diversity among patients and in personal situations *Updates on new treatment options *Over 100 multiple choice questions to reinforce learning from case studies

The field of sports development is becoming ever more professional, with the levels of expertise in planning and efficiency required of those working in private or national sports institutions higher than they have ever been. In response to this, strategic sports development has emerged as a means of applying business strategies to the context of sports development. Strategic Sports Development is the first book to directly address this important new field.

The book comprehensively explains the strategic concepts and techniques that sports students and practitioners across the UK and internationally need to understand. It includes:

• national and local case studies that appraise existing strategic management practice in sports development
• separate full introductions to sports development and business strategy
• a range of tasks and resources that encourage the reader to develop knowledge, skills and competencies through the application of theory to practical examples
• the application of strategic management principles to the development of sport and development through sport
• everything the reader needs to engage meaningfully with the relevant National Occupational Standards for the sport development profession.

Strategic Sports Development is designed to help students develop the practical skills needed to contribute to development strategy in a vocational context, and give practitioners the confidence and know-how to improve the strategic development of their sports organization. This book is essential reading for all students and practitioners of strategic sports development, and a valuable resource for students of sports management or development in general.

The field of sports development is becoming ever more professional, with the levels of expertise in planning and efficiency required of those working in private or national sports institutions higher than they have ever been. In response to this, strategic sports development has emerged as a means of applying business strategies to the context of sports development. Strategic Sports Development is the first book to directly address this important new field.

The book comprehensively explains the strategic concepts and techniques that sports students and practitioners across the UK and internationally need to understand. It includes:

national and local case studies that appraise existing strategic management practice in sports development

separate full introductions to sports development and business strategy

a range of tasks and resources that encourage the reader to develop knowledge, skills and competencies through the application of theory to practical examples

the application of strategic management principles to the development of sport and development through sport

everything the reader needs to engage meaningfully with the relevant National Occupational Standards for the sport development profession.

Strategic Sports Development is designed to help students develop the practical skills needed to contribute to development strategy in a vocational context, and give practitioners the confidence and know-how to improve the strategic development of their sports organization. This book is essential reading for all students and practitioners of strategic sports development, and a valuable resource for students of sports management or development in general.

Table of Contents

Chapter 1. Introduction Chapter 2. Internal Analysis Chapter 3. The External Environment Chapter 4. Making Strategic Choices in Sport Development Chapter 5. Strategic Performance Management 1: strategic implementation Chapter 6. Strategic Performance Management 2: evaluating strategic sport development Chapter 7. Strategic Partnerships Chapter 8. Politics, Policy and Sport Development Chapter 9. Strategic Leadership Chapter 10. A different ball game? In pursuit of greater strategic collaboration between sport-specific and community sport development Chapter 11. Towards a ‘Community Practice’ approach

The Australian High Court's 1992 Mabo decision was hailed as a turning point in relations with its Indigenous peoples as this was the first occasion when a claim to traditional connections to lands or waters was recognised by its legal system. Intense debate and activity ensued with Federal Parliament adopting a legislative framework to recognise native title and the Council for Aboriginal Reconciliation considering its broader constitutional implications. Dr Robson's work examines the conflicting conceptual languages that were voiced about relations with its Indigenous peoples. While the claims were articulated in a language that sought to protect the human and cultural rights of Indigenous people when considered by the High Court and Federal Parliament significant aspects were interpreted through a modern conceptual language that has its origins in the Western constitutional tradition. While the former language is guided by the conventions of mutual recognition, continuity and consent, the latter language is associated with the nation-state model and has struggled to give more than superficial recognition to cultural difference.