The Centre's Library and Resource Centre holds a wealth of domestic and international publications and newsletters, case materials and other information on corporate public affairs.
The polluter-pays principle: OECD analyses and recommendationsL
Organisation for Economic Co-Operation and Development
OCDE/GD(92)81 (Organisation for Economic Co-operation and Development, Paris, 1992)
A collection of OECD papers relevant to the Polluter-Pays Principle which was adopted in 1972 as an economic principle for allocating the costs of pollution control. Key headings include:- Council Acts - Explanatory Reports - Internalisation and the Polluter-Pays Principle in other OECD Council Acts and Declarations.
The Public Affairs Council, Annual Report 1992.L
Public Affairs Council (Public Affairs Council, Washington, D.C., 1992)
The annual report for 1992 of the Public Affairs Council covering such areas as - Operations - Finances - Membership Relations - Service Orientation - Task Forces - Innovations.
Visions for the 21st CenturyL
Moorcroft, Sheila (ed.) (Adamantine Press Ltd., London, 1992)
A collection of 21 essays by invited, international contributors who hope to inspire, challenge and empower the reader to think about and contribute to the future. Headings include:- The Future Without End - The Great Balancing Act - Dimensions of a New World Order - An Infernal Strategy Review - Our Shared Responsibility for Future Democracy - Everyone Has The Right to Participate in Creating the Future - The 21st Century from an Economic Perspective - The Second Scientific Revolution - Change, Trends, Uncertainties - The Intelligence Revolution Revisited - A Future from Within - Business to the Rescue - A Vision of Universal Education - Earth Might Be Fair.
An industrial approach: avoiding crises by proactive management of issuesL
Sampson, Ron (Unpublished)
Presentation to the IIR Conference, Sydney, March, 1991 on a preventive approach to crisis management from a private sector, industrial viewpoint. Headings include:- The Starting Point - The Next Step - Building Action on Principles - Proactive Identification of Issues ... and Proactive Planning to Address Them - The Challenges of our Times.
Appointing & training a media spokespersonL
Macnamara, Jim (Unpublished)
Presentation to the IIR Conference, Sydney, March 1991 on the need for organisations to appoint and train a media spokesperson. Crisis situations require trained media spokespersons. Headings include:- Understand the role of the Media - Have Media Spokespersons accessible to the media - Take a Strategic Approach to Interviews - Train your Spokespersons - Practice & Rehearse.
Consumer complaints and product recalls: opportunities to enhance your corporate image. Case study - The Tylenol* experience.L
Colbran, John R. (Unpublished.)
Presentation to the IIR Conference, Sydney, March 1991 on the Johnson & Johnson Tylenol crisis in 1982. An outline as to how the company by acting responsibly and in the public interest, could turn adversity into profit.
Crisis management - its importance and use to State RailL
A presentation to a conference in Sydney, March 1991 by NSW State Rail outlining their System Safety Plans for every line and region following several rail disasters.
Damage control - meeting PR’s greatest challengeL
Michelson, Rudi (Unpublished)
Presentation to the IIR Conference, Sydney, March, 1991 on the need for organisations to prepare for crisis. “Proactive preparation for crisis will cost you less than post event reaction”. The development of a plan is discussed, as is the identification of a crisis.
Developing an effective crisis management planL
Dyke, Bev. (Unpublished)
Presentation to the IIR Conference, Sydney, March 1991 on everyday crisis management such as - financial, boycotts, fraud, workforce accident, new health risks unveiled, corporate failure triggers, legislative abuse, extortion, false advertising, legal challenge, rumours, community protest and government regulation. Solutions are discussed including issues management and crisis strategy.
Ensuring staff support and loyalty in a crisisL
Moore, Jessie (Unpublished)
Presentation to the IIR Conference, Sydney, March, 1991 on the importance of staff loyalty in a crisis and ways to ensure that an organisation has that commitment at all times. Headings include :- How is the Corporate Philosophy Reflected in Crisis Management - How Does this Affect the Way a Crisis is Handled - Crisis Communication Strategies - Internal and External.
Lessons learnt from a Greenpeace raidL
Reis, Robert. (Unpublished)
Presentation to the IIR Conference, Sydney, March, 1991 on the effects of a Greenpeace raid on a company, and based on this experience the need for organisations to develop a crisis management plan. The public relations component of this plan contains four elements - Media Relations - Community Relations - Employee Relations - Government Relations - these aspects are fully discussed.
Making sure an issue does not become a crisisL
A presentation to the IIR Conference, Sydney, March 1991 on managing issues, positive and negative in order to promote a ‘good all round image’. Headings include: The Importance of a Good All Round Image; Monitoring; Ensuring Problems Don’t Arise; Planning for a Potential Failure; Tips on Surviving a Crisis.
Public relations and propagandaL
Anderson, Marjorie. (Unpublished)
Summary of a presentation to the IIR Conference, Sydney, March 1991 on the importance of communication on behalf of an organisation at the time of a crisis. Facts should be presented accurately and as early as possible to employees, the media and other stakeholders.
Re-establishing public confidence after a crisisL
Richards, Bill (Unpublished)
Presentation to the IIR Conference, Sydney, March, 1991 on ways to re-establish a company quickly and efficiently following a crisis. Headings include: Do You Pretend it Never Happened?; Regaining Public Confidence; Corporate Image.
St George - safeguarding your image when a competitor failsL
O’Rourke, W. (Unpublished)
Presentation to the IIR Conference, Sydney, March, 1991 on how the St George Building Society coped with a crisis situation, the collapse of a competitor and the need for a well planned communications response.
A belief in the basics: reflecting on three decades of Public Affairs Management at Caterpillar.L
DeHaan, Byron (Public Affairs Council, Washington, D.C., 1991)
A reflective appraisal of 32 years in public affairs management. Divided into ten subtopics - Organizing and Integrating the Public Affairs Function - Broadening the Public Affairs Base Through Involvement - Understanding the Political Processes - Focusing your Efforts .. and Focusing the Message - Need for Planned, Effective Communications - Making Better Use of Associations - Making Wiser Use of Contributions Dollars - Need for Useful Measurements of Public Affairs Activities - The Need to Change - Social Responsibility.
Accountability in public relationsL
Alexander, D. (Unpublished)
A presentation to the National Public Relations Institute Conference, Sydney 1991. An article highlighting the necessity for public relations professionals to be accountable and assess their results on a regular basis. Ways and means of doing this are discussed including a computer system of media analysis.
Dear You: a guide to forms of addressL
Hyslop, Robert (AGPS Press)
A guidance on how to address people effectively, particularly in letters, through the correct use of titles and honorifics.
Giving Australia: a quantitative exploration of the philanthropic sector of the Australian economy for the 1988-1989 financial year. Vol.1L
Reark Research P/L Pty. Ltd. (The Australian Association of Philanthropy, Melbourne, 1991)
This report attempts to analyse the patterns of philanthropic activity in Australia by individuals and the corporate sector. The report consists of four parts:- (1) Aims and methods, measuring philanthropy; (2) The givers, sources of contributions; (3) The receivers, destination categories; (4) Methodology - how the study was carried out.
Summary results of the 1991 National Study of the Evaluation and Measurement of Public Affairs ManagementL
Fleisher, C. (Faculty of Manag., Uni. of Calgary, Alberta, Canada, 1991.)
The results of a survey carried out to study the evaluation and measurement methods used by public affairs professionals to determine the success of their programmes.