Two models of infant welfare in the first half of the twentieth century: New Zealand and the USA

In New Zealand, as elsewhere in the Western world in the early twentieth century, maternal and infant health became a national concern and the task of organising health services was taken up by women in a voluntary capacity. In the USA this culminated in the Sheppard-Towner (Maternity and Infancy) Act of 1921. However, within a decade American paediatricians had assumed control of the services. By contrast, the services in New Zealand remained in the hands of a female-run voluntary organisation, the Plunket Society. From the foundation of the Society in 1907, health services for mothers and their infants became the site of territorial disputes between various health providers – the Health Department, the Plunket Society and paediatricians. This article explores why and how the Plunket Society managed to retain control of this important area of public health in the face of challenges by these other health providers. It will be argued that the reasons relate to the tenacity with which the ‘maternalists’ claimed the territory as their own, their informal access to channels of power, their public support, and their success in maintaining medical respectability through their own honorary and paid professional staff.     

Accountability In A 'Reinvented' Government

Whether 'reinvented' government implies worker empowerment, increased managerial discretion, or decentralization, it is widely thought to mean diminished accountability. A two-dimensional typology (based on clarity of goals and certainty of cause-effect knowledge) of decision-making processes and their associated organizational structures is compared to Romzek and Dubnick's typology of accountability relations. The article argues that accountability mechanisms can be matched to public problems and agency structures and that changes in perceptions concerning the nature of public problems is at the root of contemporary enthusiasm for non-hierarchical modes of organizing.     

Death for a Terrorist: Media Coverage of the McVeigh Execution as a Case Study in Interorganizational Partnering between the Public and Private Sectors

In June 2001, the Federal Bureau of Prisons helped to carry out the execution of Timothy McVeigh for his role in the infamous 1995 bombing of the Murrah Federal Building in Oklahoma City. The intense national and international media attention that the execution received was virtually unprecedented in the bureau's history, and it put the bureau in the difficult position of having to carry out two potentially conflicting responsibilities: facilitating coverage of the execution by hundreds of reporters, producers, and technicians, while maintaining the safety and security of the maximum security penitentiary in which the execution was held. Historically, the Bureau of Prisons has preferred to maintain a low media profile and had no experience managing a large-scale media event. This article examines how the bureau met this challenge by forming a partnership with the news media through the creation of a Media Advisory Group. It analyzes the goals, functions, and achievements of the Media Advisory Group by employing the Dawes model of interorganizational relationships.     

The Review of the APS: Is gender really on anyone's agenda?

As recently as 2016, the Australian Government stated its commitment to increasing gender equality in the Australian Public Service (APS) workforce. In May 2018, the Prime Minister announced a broad‐ranging Review of the APS, but gender equality was not mentioned in the Review Terms of Reference. An interim Review report was released in March 2019, which was also largely silent on gender issues. We examine the submissions to the Review to assess whether, and how, organisations have considered gender equality. We found an almost universal gender blindness in submissions and conclude that this may have contributed to the Review panel ignoring gender equality issues in their interim report. We further conclude that without a focus on gender equality within the Review and ensuing reforms, the APS gender equality strategy is rendered merely symbolic. We recommend the Review implement gender mainstreaming to ensure gender equality can progress in the APS.