Workplace codes as tools for workers

Workers face tremendous challenges in their fight to organise, both in terms of personal risk and the sheer number of obstacles. Overcoming such challenges requires multiple strategies and broad‐ranging collaboration. In this article we begin by reviewing the repression that workers face. We then look at how voluntary workplace codes might help workers organise. Using the SA8000 standard as an example, we look at some of the elements that could be most useful in organising workers. Finally, we look at a collaborative project between the International Textile, Garment and Leather Workers' Federation and Social Accountability International to develop a training programme that not only helps workers understand how to use codes to their benefit but also builds on their current organising and education strategies.     

AN APPRAISAL OF AUSTRALIA'S DISASTER MANAGEMENT SYSTEM FOLLOWING THE ‘ASH WEDNESDAY’ BUSHFIRES IN VICTORIA, 1983*

Abstract: Australia's current disaster management system does not provide an appropriate interorganisational counter-disaster structure, nor does it ensure an efficient operational structure. Even when allowance is made for the inadequate funding provisions that characterise this area of public operations, the present disaster management system falls short of the degree of protection which society has come to expect. A recent appraisal, requested by the Victorian State Government, which considers the reorganisation of Victoria's “emergency services” fails to address many of the significant aspects that are at the heart of Victoria's and Australia's disaster management problems.     

When marketing models clash with democracy

The application of marketing models in political and public sector contexts is examined. The assumptions in marketing of positive outcomes of (i) rapid responses to consumer concerns, (ii) the extension of choice and customisation in product development, and (iii) the application of market research techniques are considered in turn. This analysis suggests that in the political context, responding rapidly to public opinion is not necessarily a sound reaction; extending choice and customisation of products may not best serve public welfare, and applying market research techniques may not provide for the best system for policy decisions. The features of liberal representative democracy, particularly the role of deliberation, informed assent and accountability, have been neglected. Speed of response has been emphasised to the cost of democratic filters and checks on public opinion; enhanced choice, enabled by mass customisation, presents problems of social fragmentation; and the application of market research is no substitute for political discourse and engagement. Copyright © 2003 Henry Stewart Publications     

Books in review

Her published work deals with citizenship and the administrative state. Her forthcoming books is Claiming Legitimacy: Feminism and Public Administration.     

Human Rights And Power

This paper is an initial attempt to link the concepts of human rights and power from a social constructionist perspective. It looks at aspects of the social history of natural and human rights and the relationship of this history to extant power relations. It suggests that conceptions of human rights have both challenged and sustained particular forms of power, thus playing a highly ambivalent role. The paper also examines and criticises the philosophical underpinnings of liberal and marxist approaches to the concept of human rights. In a concluding section it considers the possibility of constructing a power analysis which might provide a way of anchoring the concept of human rights in social practices.     

Stakeholder partnerships as collaborative policymaking: Evaluation criteria applied to watershed management in California and Washington

Public policymaking and implementation in the United States are increasingly handled through local, consensus‐seeking partnerships involving most affected stakeholders. This paper formalizes the concept of a stakeholder partnership, and proposes techniques for using interviews, surveys, and documents to measure each of six evaluation criteria. Then the criteria are applied to 44 watershed partnerships in California and Washington. The data suggest that each criterion makes a unique contribution to the overall evaluation, and together the criteria reflect a range of partnership goals—both short‐term and long‐term, substantive and instrumental. Success takes time—frequently about 48 months to achieve major milestones, such as formal agreements and implementation of restoration, education, or monitoring projects. Stakeholders perceive that their partnerships have been most effective at addressing local problems and at addressing serious problems—not just uncontroversial issues, as previously hypothesized. On the other hand, they perceive that partnerships have occasionally aggravated problems involving the economy, regulation, and threats to property rights. © 2002 by the Association for Public Policy Analysis and Management.