Aims: To explore Australian healthcare providers' perspectives on factors that influence disclosure and domestic violence screening through the lens of Heise's (1998) integrated ecological framework.

Design: This paper reports the findings that were part of a sequential mixed methods study with survey data informing interview questions. Participants for interviews were recruited after expressing an interest after completing surveys, as well as via snowball sampling.

Methods: Semi-structured interviews were undertaken in 2017 with 12 practicing healthcare providers delivering care to women in the perinatal period in Greater Western Sydney, NSW, Australia. Data were analysed using Braun and Clarke's (2006) six-step thematic approach.

Findings: The findings were framed within Heise's integrated ecological framework under four main themes. The main themes were ‘Ontogenic: Factors preventing women from disclosing’; ‘Microsystem: Factors preventing healthcare providers from asking’; ‘Exosystem: Organizational structures not conducive to screening’; and ‘Macrosystem: Cultural attitudes and socioeconomic influences affecting screening’.

Conclusion: Organizational policies are needed for better systems of reminding healthcare providers to enquire for domestic and family violence and mandating this within their practices. Mandatory domestic and family violence education and training that is suitable for the time constraints and learning needs of the healthcare provider is recommended for all healthcare providers caring for perinatal women. Further research is needed in addressing culturally specific barriers for healthcare providers to enquire about domestic and family violence in a culturally appropriate way.

Public and Patient Engagement and Involvement in Research (PPEI): No Patient or Public Contribution was embedded into the research reported in this paper as this research was specifically exploring healthcare providers’ perspectives on domestic violence screening within their own practice experience.

Spatial remoteness in the sense of great distances between population centres and limited access to public services is an on-going problem in Australian local government, where there exist large, sparsely populated regions dominated by the ’tyranny of distance’. From a public policy perspective, it is important to understand the impact of remoteness on local authorities. Accordingly, in this paper, we estimate the relationship between remoteness and financial sustainability using a 2014–2018 sample of Australian local governments. In general, we find only limited empirical evidence for a relationship between geographical remoteness and financial sustainability as we have proxied it.

The Early Years Learning Framework for Australia V2.0 (EYLF; AGDE, 2022) guides education and care for children aged from birth to five years. This second version of the EYLF draws attention to children’s executive functions (EFs). However, the impact of the inclusion of EFs on pedagogy with children aged under three years has received little research attention. We reveal fine-grained interactional phenomena within a mother-infant dyad interaction and demonstrate how the mother’s conversational turns facilitate the three-month-old infant’s autonomous participation and sustained attention throughout a collaborative, co-constructed interaction. We highlight the sequential organisation of turns, carefully orchestrated by the mother, that creates opportunities for the infant to contribute to the back-and-forth interaction. We propose that early childhood educators could purposefully replicate some of the highlighted adult interactions in their talk-ininteraction with infants, as these create opportunities for infants to achieve sustained attention that may facilitate the emergence of EFs.

Sustainability has increasingly become a strategic focus of businesses that intend to remain profitable and pertinent in the contemporary operating environment. A Sustainable Business Strategy (SBS) advances the profitability and sustainable development nexus and is concerned with two key priorities: a) ensuring the viability and competitive edge of the business itself (inward focus) and b) contributing towards broader economic, environmental, and social well-being (outward focus). Achieving these two-pronged priorities warrants businesses to ensure alignment between strategic position, strategic choice, and strategic implementation.