A Taste of Honey Essay Example for Free

A Taste of Honey Essay A Taste of Honey is a kitchen sink drama, set in the late 1950s. It follows the volatile relationship of a mother and daughter, and the problems that they have to overcome. A Taste of Honey presents the harsh reality of what life was like for the working classes. The play explores a variety of controversial issues, which especially in the 1950s, only happened behind closed doors, and would have raised serious questions in society. In A Taste of Honey Helen is portrayed as a bad mother, she cares more about drink and men than her own child and there are several preferences to Helens alcoholism throughout the play. In a strict and traditional society, it would have been almost unforgivable for a teenage girl to have a child and raise it on her own as Jo ends up doing and Helen did before her. Racism also plays a factor in the play as the father of Jos unborn child was black and people felt very strongly about this sort of thing at this time, including Jos mother. A Taste of Honey shows an insight to the problems and strains that can be brought on by the above issues and those that the working class suffered. In the opening scene of A Taste of Honey you are introduced to Jo and Helens new flat. It is a run down, dingy, old place and is all that Helen can afford. The optimism that Helen carries is shown right away as when Helen first walks in she is optimistic about the situation by saying, Well! This is the place. Which shows she has quite an easy-going approach to life as long as she has the necessities in life. Jo then replies with, I dont like it, which straight away shows the conflict between the pair and how different their personalities are from one another. You can clearly see form the dialogue between the pair that Helen has never taken care of Jo properly, Jo: I dont owe you a thing, and Helen: Do you want me to carry you about? which is basically saying look after yourself. At this point Helen is already drinking and Jo says, You make me sick, in reference to her drinking, which shows that, she disapproves and that it sickens her. It also makes you ask the question, why does Helen drink? Jo also addresses her mum as Helen, this shows us that there is nothing maternal between the two and Jo obviously doesnt see her as a motherly figure. They also both talk to the audience in third person about one another saying things such as, Helen: Wouldnt she get on your nerves and Jo: Shed lose her head if it was loose, you cannot see an inch of respect between them and although some people dont always have a very good mother and daughter relationship there isnt a trace of any bonding or caring between them. However you do see Helen show a genuine interest in Jo when she sees how good her art work is, although as she stumbles upon it by mistake it shows the distance they have from one another as Jo has never shown her the work before and Jo is quite taken aback by the interest from her mother and says, Why are you so suddenly interested in me anyway? which reflects the lack of support that Jo has received. Though language, humor and sarcasm used between them you can see the lack of respect and their clear differences such as Helen being a lot more optimistic and wild to Jos more realistic and practical approach to life. You can see Helens wild side through her drinking problem, references to men, Handsome, long-legged creature just the way I like em, her outbursts of singing and the basic fact that she was obviously out doing her own thing when she should have been taking care of her daughter and not kicking her out of bed when she had male company! Also when Helen finds out that her daughter stole the bulbs she is happy and approves, this shows Helens true colours and how she goes about life; she doesnt mind taking things that arent hers as long as she gets what she wants. Helens life runs along the same lines as you only live once, as she lets nothing set her back and she also makes regular comments about death and doesnt look upon it as a big thing really. This contrasts to Jos comment in Act 2, scene 2 where she says, We dont ask for life, we have it thrust upon us. I think that Jos out look on life is that it is hard and unfair; she has always had to fight for her self as Helen has never been there for her, and so she doesnt expect the good things to happen in her life. Jo and Helens relationship about men in Act 1, scene 1 is also very strange, as Helen has clearly had many men in her life as when Peter is introduced Jo says in a very matter of fact way, Whats this one called? Jo doesnt seem to think of men as a necessary object in life and seems to think of men in a more romantic way than Helen and mentions love as well. However in Act 2, scene 2 she has Geoff and although she isnt linked to him in a romantic way at all she still likes the stability of a man looking after her in her life and would rather have a man than a woman present at the birth of her child. In Act 2, scene 2 where the birth of Jos child is looming, Helen isnt there but comes back before she has it and she shows a different approach towards Jo. Although she shows her true side by being nasty to Geof for no reason when she owes it to him to be nice as he has been taking care of her daughter, she does show genuine concern for Jo, How are you, love? and makes enquires about the birth and her pregnancy. She has also made an effort to buy things for the baby and seems to be a lot more motherly towards Jo now. This time round it is Helen making the effort to make the place look nice, and Jo doesnt seem to care about her living arrangements which is a mirror to the attitude of Helen in Act 1, scene 1. Helens effort that she puts into her relationship with Jo is much more motherly and dong things such as, stroking her hair, caring for her, also by saying things such as, well get morbid, this is showing a different side to Helen as in Act 1, scene 1, she is very open about death and talks about it on a regular basis. This is also ironic as she is usually the one that is being morbid, not Jo. Also by talking about the children outside shows a total change in character and you see the nice side of Helen. Whereas Jo seems to have turned more like her mum, by not really caring and expecting others to do things for her, such as Geof; although Jo is never nasty towards him. Although Jo and Helen dont get on with one another in Act 1, scene 1 and Act 2, scene 2 you can see the differences between them. In Act1, scene 1, Helen is very distant from Jo, which Delaney shows through the dialogue and language used between them. She also shows this through the use of talking in the third person, wouldnt she get on your nerves? However in Act 2, scene 2 she seems to be trying to come closer to her daughter, by taking an interest in her and just genuinely being more caring. You also see a change in character with Jo, who in Act 1, scene 1 Delaney portrays her as the parent, with her doing things such as cleaning, but by Act 2, scene 2 when she is about to become a mother herself she is more childlike, this can be shown through the stage directions of Jo throwing the pretend doll that Geof gets her because its the wrong colour. She acts like a spoilt child who comes across as ungrateful and shows no maturity in her at all. I think that in Act 2, scene 2 their relationship has progressed form Act 1, scene 1 as Helen is more of a mother figure towards Jo. However I dont think that they will have a good relationship, as Helen isnt very supporting when she finds out about the colour of the baby. When she is asked what shell do she replies, drown it, and she goes back to her old ways of drinking. This also suggests that she drinks to drown her sorrows. Also she leaves Jo on her own at a time that she needs her and there is some uncertainty about whether or not she is coming back. This sums up their relationship as one that is rocky and that there is no stability at all.

The logisitics and supply chain of Dell

The logisitics and supply chain of Dell This is the era of globalisation which means that individuals are living in one world. There are no more limitations, and boundaries are diminishing in every possible ways. Moreover, trading worldwide has become very common now. This scenario leads us to have greater and detail knowledge on managing international operations and the supply chain. The subject tends to be much more complex than it may sound. Appropriate logistics and supply chain help companies to save huge amount of costs and generate greater revenue. In this report, I have analysed, applied academic modules and put my best effort to deliver the logistics and supply chain system of Dell Inc. Dell Inc. is one of the largest IT companies providing information technology and business related services, support and solutions worldwide with 100,300 employees. It was established in 1984 with only $1,000 capital in Texas, United States. The unique strategy of Dell to sell custom built PCs (Personal Computers) directly to customers, eliminating middlemen to enhance customers savings was practiced at the initial stage of its establishment by Michael Dell. However, as per the sources, the company now operates in four global business segments; Large Enterprise, Public, Small and Medium Business, and Consumer. The focus of this case study is the supply chain management practices of Dell. Dell has been following its unique direct build-to-order sales model for more than 20 years. Customers can plan their own configuration and place orders directly with the company via the phone or its Web site. Over the years, Dells supply chain efficiencies and direct sales gave it a competitive advantage. The nature of logistics and international trade: Globalisation or international trade has become a common ground for most traders now. It is a general rule for businesses to enhance their potential growth by increasing revenues and cutting down costs. In implementation of this rule, logistics plays an important role in any kind of business operating globally or locally. However, the proper management of logistics is even more crucial when it comes to international traders. In earlier period, logistics was only described as warehousing or trucks and sheds. However, warehousing is one of the fundamental components of logistics. The Chartered Institute of Logistics and Transport (CILT) in the UK define logistics as, Getting the right product to the right place in the right quantity at the right time, in the best condition and at an acceptable cost. The above definition makes us clear that logistics involve getting everything right in the process to meet customers requirements and expectations from beginning to the point of consumption. In general, 8R are followed in order to define and implement logistics. They are; right product, right place, right quantity, right time, right customer, right way, right cost, and right quality. Our Dell Global Logistics Teams aim to develop and sustain a global transportation and logistics network that uses the most efficient and effective means for us and our transportation providers to distribute our products to our customers. Our job is to get the right stuff, to the right place, at the right time. Furthermore, our Dell Logistics Teams must do this at the right cost. We continue to optimize transportation costs while improving quality and striving to exceed the service expectations of our customers. In fiscal year 2009, many dynamic changes within the Dell fulfillment model challenged our Dell Global Logistics Teams. During the past year, our Dell Logistics Teams continued to do the following: Optimize our inbound and outbound transportation networks, focusing on using the most efficient use of air, land and ocean modes of transportation Work green initiatives that demonstrate that we recognize our roles and responsibilities in being good stewards of the environment Collaborate with the best logistics and transportation providers, who are focused on providing our customers with timely and damage-free deliveries, and operate their businesses within the principles of environmental stewardship. Supply chain strategies: Supply chain strategies are the approaches related to logistics and supply chain that are influenced or related with the organisations strategy. Corporate strategy Business Unit Strategy Functional Strategy As discussed in Pascal Renet (2010), Supply Chain is one of the most crucial parts of an organisation and its strategy lies on aligning and developing it according to the nature of an organisation. The figure below demonstrates the alignment and development of supply chain strategy. Many Supply Chain strategies are formed by using the above mentioned variables. However, there are two principle strategies practiced widely in the real world situation. They are; lean and agile. Lean strategy has been a huge success from the early years of 1930. Its main aspect is to add value (which includes efficiency and effectiveness) at each stages and steps of the process and eliminate processes that do not contribute in value adding of the system, services or product. Some of the most popular processes used in lean strategy are; Just In Time (JIT), Pull based system, Make-To-Order (MTO). Agile strategy is practiced to effectively deal with uncertainties caused by various factors, which may include terrorism, natural calamities, demand system of the market and many more that vigorously affects a business environment. The main technique in agile strategy is mass customisation which follows the production philosophy known as principle of postponement. Leagile strategy is the combination of lean and agile strategies. Michael Dell (2007) states, As we continue to grow worldwide, it is important that we increase our ability, via the direct model, to manufacture close to our customer and fully integrate our supply chain into one global organization. This will allow us to drive for even greater excellence in quality, cycle time and delivered cost. We will innovate and adapt our supply chain model to help drive differentiated product design, manufacturing and distribution models. Directs Sales The direct model refers to the fact that Dell does not use the retails channel, but sells its PCs directly to customers through its website, Dell.com, as Figure 4 shows. This way the intermediary steps that may add time and cost are eliminated, and Dell is directly linked to its customers. Indirect Distribution Channel of the PC Industry Dells Direct Distribution Channel Areti Manataki (2007), In fact, Dell sells directly to all its customers, from home-PC users to the worlds largest corporations [54]. This way it creates a direct relationship with each individual customer, which turns out to be a great source of competitive advantage. As Michael Dell has stated, this direct relationship creates valuable information about the customer, thus Dell knows who the end users are, what they have bought from Dell and what their preferences are, a fact that allows Dell to offer add-on products and services, and stay, in general, closer to the customer [27]. As Lawton et al [29] suggest, this provides Dell with a wealth of marketing and product development information. Especially in the case of large customers, the above-mentioned direct relationship is upgraded to virtual integration. With the help of information technology and traditional face-to-face human contact, customers work with Dell as partners; this means that Dell is not going to be just their PC vendor anymore, but their IT department for PCs, as Michael Dell claims. There are two main facilities that bring Dell and its customers closer: Premier Pages and Platinum Councils. Premier Pages, now called Premier.Dell.com, are customised IT procurement and support sites for big clients, which let them decide and manage their purchases from Dell, thus leaving to salespeople a more consultative role. Premier.Dell.com represents a customised sales channel and as Dell has realised how beneficiary that is, it has increased the number of Premier Pages from 1000 in 1998 to 50,000 in 2000 [36]. Platinum Councils are regional meetings of Dells largest customers, where executives, salespeople and technicians discuss their experience with Dell and their needs and expectations from technology. Additionally, Dells Customer Experience Initiative, Dell Forums [55], the Direct2Dell blog [57] and the IdeaStorm [56] illustrate the importance that Dell places on its customer relationships. in the case of Dell, a computer is built only after a customer has placed an order; then lean manufacturing and just-in-time production take place. This means that once an order is placed, configuration details are sent to the manufacturing floor and the assembly begins; once the computer is built and the requested software is downloaded, it is shipped by a 3PL to the customer. The choice of a build-to-order and JIT manufacturing procedure has several advantages for Dell. First, the level of inventories is very small, leading to low inventory costs and faster response to demand changes for instance, when a new microprocessor comes out in the market, Dell can immediately order it from its suppliers, as there is no excess inventory to get rid of first. Also, it is common that customers pay for an order before Dell pays its suppliers for the products components, thus letting Dell operate on a negative cash conversion cycle [27]. Not to forget the fact that this way customized products are offered, and instead of guessing, Dell knows exactly what its customers want before producing it. What is special in the case of Dell is its relationship to its suppliers, which also facilitates its build-to-order model. Dell fully adopts the approach of the extended enterprise by viewing its suppliers as an integral part of doing business and a key factor for its success. The supplier effectively becomes our partner, as Michael Dell states [15]. Logistics service providers: Third Party Logistics Service Providers both at global levels and local levels form major partners to manage and offer Supply Chain services and the second major factor being the internet and IT technology which helps manage information and data ahead of or along with flow of materials and goods. Dell has manufacturing facilities located in Austin-Texas, North Carolina, Miami, Florida that service US Markets. European Markets are serviced from its plants in Ireland and Poland. Asia and other sub continents are supported by its manufacturing facilities in Penang in Malaysia and Xiamen in China along with the latest factory setup in Chennai in India. South America is serviced from its Eldora do plant while the new plan in Brazil supports the African continent. One can imagine the complexities involved in designing procurement systems. Dell does not buy raw materials and components and maintain inventory. Dells vendors use third party service providers to setup logistics parks and distribution warehouses close to Dells plants and deliver materials just in time to the plant against an order for production which is triggers based on an order confirmed by the customer on the internet. Under procurement Logistics in this case, there are number of logistics service providers who play major part in ensuring smooth operations. Vendors are based out of Europe, Taiwan, China, Singapore, Hong Kong, Korea and Japan etc. Our Dell Logistics Teams continued to explore the use of every mode of transportation and sought opportunities to ship more freight using modes that offer greater reduction in fuel consumption and carbon emissions. Our regional teams examined the ability to upgrade the attach rates for freight that was best moved by sea instead of by air. Feasibility studies are planned for various transportation modes, such as rail from Asia to Europe, sea/air from Asia to Europe and rail network from China to South Asia. In Asia-Pacific/Japan (APJ), the optimal mode of transport is ocean shipment to countries such as Japan, Australia and New Zealand. Logistics Operations in Supply Chain Network (2011). Management Study Guide. http://www.managementstudyguide.com/logistics-operations-in-supply-chain-network.htm Procurement and outsourcing: Dell outsources its supply chain reinvention 14 JUNE 2010 Guy Clapperton As part of the reinvention of its business model, the computer maker handed the support and operation of its supply chain to a third party Dell was the hardware manufacturing success story of the 1990s, thanks to such innovative business practices as selling to customers directly and assembling devices to order. The past ten years, however, have seen Dell rather lose its edge to Apple in the consumer space and to Hewlett-Packard in business. That has prompted an attempted reinvention at the company. One of the most conspicuous facets of this has been Dells acquisition of ITservice provider Perot Systems in the second half of 2009. Just as significant, though rather less visible, has been the expansion of its global supply chain to include both retailers and so-called original design manufacturers, which sell complete devices for Dell to rebadge. This transformation placed a significant new burden on Dells supplier engagement processes, and the disparate systems that supported them. The company therefore decided to outsource these processes and systems to Inovis, a US-based business-to-business outsourcing provider. http://www.information-age.com/channels/it-services/features/1261013/dell-outsources-its-supply-chain-reinvention.thtml Inventory, warehousing and materials management: Transport planning: While the shipments are in transit, the freight forwarders electronically transfer shipment information and documentations to their overseas offices or agents at the destination and keep Dell and vendors informed of the status of shipments. Freight forwarders at the destination ports file advance shipment documents with customs and on arrival of cargo, complete customs formalities and custom cleared cargo is then transported to freight forwarders warehouse or customs bonded warehouse or to another designated third party warehouse which houses all inventories meant for Dell. The third party service provider who manages the inventories in his warehouse receives the cargo, unpacks the shipments from bulk skids to individual carton level and completes inbound formalities including up dating of inventories in its system and stocks the materials in designated rack locations. Both vendors and Dell are continuously kept informed of the data regarding shipments and stocks. The warehouse stocks inventories in the name of various vendors at SKU level. Most of the times these warehouses are situated adjacent to the plant or at close proximity. Upon receiving a production order from Dell, as per Bill of Material received through DELL ERP system, items are picked up, loaded into the supply cages and trays as per pre determined design and delivered to the plant after completing documentation and system entries to remove inventory from its system held in vendors name, invoice raised and physical delivery accompanied with documents completes the supply chain cycle of Ra w material supply. The revenue recognition happens when material is transferred out of the warehouse and its system and invoiced to Dell.

Draconian Internet Laws in Australia :: Argumentative Persuasive Topics

  Ã‚   The Internet is a revolutionary new medium that has provided people the world round a new medium of communication.   In "cyberspace" as the Internet has been nicknamed, everyone can have a voice and it is relatively easy for one person to reach a very large audience.   In addition to revolutionizing the way messages are broadcasted, cyberspace has also revolutionized peer-to-peer communication.   E-mail and instant messaging have become a very convenient method of communication for many people, oftentimes replacing the use of telephones and conventional postal mail.   However, the new methods of communication emerging on the Internet have also created a new communication medium for criminals.   Many criminals have found e-mail to be a safer method of communication as opposed to the telephone as it is impervious to wiretaps.   Instances of criminal use of cyberspace include espionage and drug trafficking.   Cyberspace has also led to the rise of a new form of cr ime - cybercrime.   Such crimes include child pornography and online stalking.      The Internet is an international medium, therefore, it cannot be regulated by any one government, however, as crimes committed using the Internet have serious ramifications within real world borders, it is necessary that governments of affected nations take safeguards to protect its citizens.   The way in which governments prevent crime on the Internet, however, has become a point of contention for many people.   For example, privacy advocates in the United States oppose the Federal Bureau of Investigation's implementation of "Carnivore" a program that reads all e-mail passing through mail servers on which it is installed.   They argue that while Carnivore's purpose is to intercept correspondence between criminals, it invades the privacy of all Internet users as it allows the FBI to monitor all e-mail that passes through a system1.   However, of all the nations implementing precautions to prevent cybercrime and crime committed with the aid of the Internet, Australia's are per haps the most draconian.      On November 25, 1999, the Australian Parliament passed laws permitting the Australian Security Intelligence Organisation (ASIO) - the counterpart to the United States Central Intelligence Agency (CIA) - to gain access to private computer systems and alter data for surveillance purposes without the knowledge of the owner of the computer.   It is important to note also that the ASIO is not subject to the Privacy Act of 1988.   This makes many Australian citizens uneasy that the government may now not only to monitor their actions on the Internet but also to compromise their computer systems.

Internet Pornography :: Cyberporn Research Papers

Internet Pornography Material that is reserved for adult use has been widely available to everyone via the Internet. Without any regulation the Internet has remained untouched until a few days ago when the president passed the Communications Decency Act. This law was put into effect to put an end to the problems that have derived from the Internet. The CDA makes it a crime to knowingly send "indecent" material that could be viewed by a minor over a computer online service or on the Internet computer network. To those people who are found guilty of this crime could face up to two years in prison and fines of as much as $250,000. Pornography is still available on then net but when this law is implemented its going to drastically change the Internet as a whole. The law makes it illegal to knowingly transmit obscene or indecent material to a minor. There are some protection to online service providers such as America Online, and Prodigy, whose systems are used for such transmissions. Controlling cyberporn has raised many first amendment questions when the government tries to regulate who controls the flow of that information. Many people seem to think that this is the best way to police the internet without restricting free speech. In my opinion the only reason why pornography on the Internet is such a big topic is because children are now learning to use computers at such a young age that they can find their way to these small group of sexually explicit sites. But in reality these pornographic related sites are only a very small fraction of the millions of sites out there on the world wide web. Their has been a large discussion of proposing a rating system. Their has been a rating system for violence, nudity, sex and language successful with video games and movies. Threw the Recreational Software Advisory Council, hundreds if not thousands of web sites and home pages could be rated and regulated. Their would be no problems with violating constitutional rights if this only leads to making sure that minors cannot get access to this type of information. But, as soon as the federal government decided to tell us what we can and cannot say over the Internet would be considered a violation of my first amendment rights to freedom of speech. One point brought up by author of the article I found in Editor & Publisher "If hard-core pornographic materials are illegal in the mainstream distribution channels, it should be also illegal on the Internet.

Quentin Tarantino :: essays research papers

Social workers play a vital role in many aspects of our society, from the court system to the correctional facilities in which they work. The lives of the incarcerated clients, in addition to those who have been released, and the members of our society as a whole can contribute something to society. According to California’s Occupational Guide â€Å"correctional Social Workers work with juvenile or adult offenders to determine and correct the causes of anti-social behavior. They may work with youth groups or gangs. They conduct pre-hearing and pre-sentencing investigations and present social histories to the courts. Parolees and probationers readjust to society† (California Occupational Guide, On-line). The social worker that works in a correctional institute has an immense responsibility which includes rehabilitation, and the prevention of recidivism of each client.   Ã‚  Ã‚  Ã‚  Ã‚  The development of social workers originated early as specific organizations of society that noticed underprivileged people needed assistance with their problems and did so by addressing their needs in various ways. As The Columbia Electronic Encyclopedia states â€Å"The development of Social work as a profession out of the early efforts of churches and philanthropic groups to relieve the effects of poverty, to bring the comforts of religion to the poor, to promote temperance and encourage thrift , to care for children, the sick, and the aged, and to correct the delinquent†(2003). The early efforts of these groups gave the poverty-stricken community a voice to be heard and aided society by recognizing that there was a social problem that needed to be addressed in serving these urgent needs. In 1874 the National Conference of Charities and Correction (now called the National Conference on Social Welfare) was organized in the United States.   Ã‚  Ã‚  Ã‚  Ã‚  The evolution of the independent sector, now known as social work, from the broad category of the social sciences was a gradual process which began in the late nineteenth century. Public relief and private philanthropic efforts remained largely matters of local and state concern until after 1930, when the federal government entered the field of social work on a large scale to cope with the effects of the great depression (2003). The government became more aware of the need for social workers to have their own programs to attend to the needs of society’s less fortunate. In addition, three authors Miller, Hollis and Taylor respectively stated, â€Å"In these early years, those who saw themselves as â€Å"social workers† were often intimately involved with the criminal justice system and with juveniles sentenced to reform schools and youth facilities at the times.

An Analysis of Advertisement Essay

In the Hunter/Gatherer section of Omnivore’s Dilemma, Pollan talks about what it takes to accomplish the task of developing a meal on his own; consequently, the people of today’s society are so used to the abundance of food that they have no idea what all is involved in establishing a full meal. Americans take this great abundance of food for granted, which causes an increased craving for more. This is where the world of advertisement has been the strongest. One of the easiest ways to reach people is through their food; therefore, major food industries try to lure people in at all costs just to buy their products. The Fast food industry is the ringleader of all this trickery. They try their best to make people believe that their food is the best on the market, and in this process they hide several of their flaws with a beautiful or very appealing advertisement. The creation of an advertisement has been broken down into a specific science where the creator of the advertisement can specifically pinpoint the targeted audience’s interests. The advertisement of industrial foods has become a major weakness in the American culture; consequently, the factors of this weakness come from the inability for omnivores to make the right decision on what to eat, whether or not the food is good for them, the lack of courtesy for others and themselves, and the failure to see through the pretty colors and the attractive facade advertisements display. One example of this corruption of food culture can be viewed in a simple Carl’s Jr. ad. In this advertisement, there is depicted a hamburger and few lines of text, but the simplicity of this ad is what makes it all the more deceiving. The creator of this ad uses several pictorial techniques in order to captivate anyone that may see it. First of all, the colors in the hamburger are brilliant and eye-catching such as: the perfect golden color of the sesame seed bun; the bright yellow of the cheese between two layers of perfectly charbroiled beef patties; the vibrant red of the ketchup; and the perfectly fresh look of the tomatoes, onions, and lettuce. This ad rives its viewers to believe that this hamburger is ideal and seems almost tangible. As though the brilliant colors of the hamburger was not enough, the creator of this ad uses a black background in order to illuminate all the hamburger’s superlative attributes. As the ad is further examined, the three line of white, bolded text is inescapable, especially on the black background. Another way the advertiser att racts the viewer is through the positioning of the ad on the poster, billboard, etc. Here in this particular ad, the picture has almost perfect axial balance. This means that the main focus of the ad, the burger, is the central item of the whole ad, and this is definitely the first thing the advertiser wants his viewers to see. Another thing about the orientation of the picture is almost looks three-dimensional. The advertiser does this so that the viewer can get as close to the burger without smelling it or tasting it as possible. The next biggest thing on the advertisement is the catchy phrase that is in a special font and size that is the next thing that catches the eye. The ambience in the Carl’s Jr. dvertisement is that of a bold hunger and also casually crude. This mood is set not only by the picture but also by what the words imply. The phrase printed on the ad, â€Å" She’ll tell you size doesn’t matter. She’s lying† is an old joke that is crude and degrading for women. Here, in an underlying way, women are itemized and they are seen as some kind of prize instead of a human being. Not only does th e text degrade women but also men. It degrades men in that the creator of this advertisement thinks that all men walk around thinking about sex all the time. Unfortunately, this is probably true, and it is a pretty â€Å"low blow† to take advantage of such a serious weakness. Pollan states that one of the omnivore’s frequently asked question is â€Å"What should we do for dinner† (1). When searching for the answer, people will seek it anywhere, and sadly, many fall into the vulgarity of this ad. Pollan explains this notion when he says, â€Å"When you can eat just about anything nature has to offer, deciding what you should eat will inevitably stir anxiety, especially when some of the potential foods on offer are liable to kill you† (3). Although a hamburger may not kill someone, the insinuation of sex in the ad can drag people down to the nasty greasy level of the burger. Although this ad is crude and misleading, the creator of it uses pathos, ethos and logos very well in order to reach a future consumer. The pathos, or emotion, that the advertiser sets through his ad is that of sex and pride. Both of these are not actually stated in the ad, but these are the emotions that take place when the ad is comprehended. The creator of this ad has a certain target, and that target is any man over the age of thirteen. He uses their greatest weakness, their sex drive, to lure them I to wanting one of those burgers. This use of sexual reference is a very good example of logos because the creator uses the tactic of testing men’s pride. A great amount of a man’s pride comes from his sexual endowments. Here in this article those endowments are being tested from the standpoint of almost saying, â€Å"Are you man enough to eat this burger? † The ethos of this ad though is low. Usually it is not right to take advantage of someone’s greatest weakness, which is done here to men. But, because of the ongoing battle between fast food chains today, it is important to take advantage of any weakness the consumer may have in order to win their business. The role of this Carl’s Jr. advertisement is an excellent example of how the world views food and the lack of respect for it. The statement made in the text is a crude, humorous, cliche joke that has been a little over used. The advertiser shows not only his level of maturity, but also the maturity of the consumers that fall for this trick. It is not just what the words say on the ad that makes it wrong, but what the words imply. This underlying reference towards sex is probably the lowest advertisers could reach to appeal to their targeted consumers. Where in a hamburger does someone get sexual aspirations? There is nothing sexy or in any way appealing of someone eating a giant, messy hamburger. For people to be satisfied in their food because it is advertised in this way is absurd and disrespectful not only to the food itself, but also the people who prepared it. In this particular Carl’s Jr. ad, all that is shown is the glorious end product of a long line of â€Å"dirty work†, and the middleman who did that work is forgotten. If people had to go back to the days when the meal had to provided without the help industry, there would be a whole new level of respect for those who work to produce those foods. The hunter/ gatherer group was allowed to see a small portion of what steps it takes to get a meal on the table from the very beginning. The greatest dilemma that they faced was finding enough food, and in the beginning, having food at all. Although this was a great obstacle, it also gave the group a sense of accomplishment when they had conquered the task producing a complete meal without the help of anything but nature. This way of life is how people had to do it before there were any industrial food chains. It has almost become a lost art. Pollan explains this when he says, â€Å"Now there are some people (though not all that many of them anymore) for whom such a radically self-made meal exists firmly in the realm of possibility. I am not one of them† (277). He uses himself as an example of this loss of culture and heritage. In this advertisement of the Carl’s Jr. Super Star with cheese, many things can be taken from the simple picture of the burger and the text. The fast food industry has ruined people because they have all the food they need at a quick cheap price, and unfortunately this has caused people to take the life necessity of food for granted. People have perverted the food industry with their lack of respect for food and themselves through the food they eat and the way that food is sometimes advertised. Industrial food chains make their ads look so perfect and tasty, but unfortunately, the real thing is nowhere near what is advertised. Fast food is a trick that everyone is falling for. This quick food blinds people to the hard work it takes to get the meal from the field to the table.

How environmental threats are influencing federal and state governments Essay

Executive Summary Introduction Environmental threats are influencing federal and state governments including other agencies such as universities to investigate how other social and governance aspects can be incorporated into the sustainability framework. Little critical inquiry exists on this topic and a paradigm shift is attempting to integrate and use Indigenous knowledge to inform contemporary environmental policy decisions and management solutions. Binthi Wambal Aboriginal Corporation’s case study is an example of how complex this topic is. Context Paradigm shifts are taking into consideration Traditional Ecological Knowledge (TEK) to be incorporated into sustainability frameworks in a context where little critical analysis has taken place. Much of this participatory approach is a new methodology used to work with Indigenous groups highlighting the uniqueness and complexities of incorporating these governance structures within legislative frameworks including the ethical considerations and mistrust towards governments. Report Reviews Reviews of 3 authoritative sources pertaining to Indigenous governance and sustainability show that there is a dichotomy between western science and Traditional Ecological Knowledge and that recommendations need to be taken into account for improved management. Case Study and Recommendations: Binthi Wambal Aboriginal Corporation (BWAC) Operating as a small organisation in a remote region, BWAC have the ability to manage their affairs but are under-resourced and does not receive an income to manage the issues and problems that are affecting their objectives to achieve their aims. This section addresses the issues and problems experienced by BWAC and what they would have to change to manage these problems. Conclusion The review of governance issues and indicators of knowledge integration  across the types supports that Indigenous governance and Indigenous-driven co-governance are important factors towards the integration of IEK and western science for sustainability of social-ecological systems. This report highlights that there are challenges towards achieving sustainability highlighting recommendations to take into consideration as evidenced with BWAC’s experience. Introduction This report reviews three authoritative journals pertaining to Aboriginal environmental, governance and social aspects of sustainability to analyse the roles of values and culture on understanding of attitudes towards behaviours relevant to sustainability and business. First, an overview of the context reviewing the general literature on values, culture and sustainability pertaining will be provided. Next, recommendations to link cultural value systems and sustainability to improve relationships to modern governance, local council, various agencies and researchers for improved co-management systems will be analysed. The case study of Binthi Wambal Aboriginal Corporation (BWAC) as an enterprise will be presented to highlight the complexities of this issue and describe a set of recommendations to change how the enterprise can manage cultural differences in sustainability strategies. This case study illustrates the dilemmas and difficulties to achieve a consensus of cross-cultural work to local co-manager efforts to translate across knowledge systems and the knowledge-action divide. Environmental threats are influencing federal and state government including other agencies such as universities to investigate how other social and governance aspects can be incorporated into the sustainability framework. Little critical inquiry exists on this topic and a paradigm shift is attempting to integrate and use Indigenous Knowledge (IK) to inform contemporary environmental policy decisions and management solutions. How can the interactions between scientific and Indigenous Knowledge (IK) systems be effectively negotiated for the joint management of social-ecological systems? This is an important question because on Indigenous lands where co-management efforts respond to pressing conservation agendas the contribution of scientific knowledge and IK is required to better under stand and manage complex social-ecological systems. The integration of Indigenous Ecological Knowledge (IEK) and western science  to promote cultural diversity in the management of social-ecological system sustainability offers opportunities for Indigenous peoples to engage with many decentralised approaches to environmental management. Within this context it is important to understand how organisations plan to sustain the whole system so that everyone can benefit for the generations to come. Factors such as the adaptive co-management context, the intrinsic characteristics of the natural resources, and the governance systems affect the diverse processes of combining IEK and western science. Scholars of planning have debated and empirically tested that protected areas therefore provide a context in which many of the ideas and concepts are different. The sharing the burden of management responsibilities have emerged as a potential new paradigm in natural resource planning with developing cooperative relationships with local stakeholde rs. Context The marginalisation and dispossession of Indigenous peoples in Australia, until recent decades, is also attributed to the establishment of protected areas. Participation of Indigenous people in recent conservation planning and country management has enabled them to develop and refine governance and policy frameworks to recognise protected areas as part of Indigenous land and sea country. The co-management of terrestrial protected areas and the declaration and management of Indigenous protected areas is an arena that Australian is internationally pioneering. Further policy and protocol development has not progressed uniformly across Australia due to; Achievement of practical, meaningful social and environmental benefits through conservation agreements and activities. Implications of native title determinations over protected areas; Recognition of Indigenous peoples’ rights and interests in marine protected area management; This process has provided scope for recommendations for improvements to enhance the recognition, respect and rights of Traditional Owners as protected area co-managers for better social dimensions and responsibility. Across existing cooperative planning models improved partnerships and communications are needed to enable Indigenous and non- Indigenous collaborators to share ways of enabling country-based planning and management to assist in species and landscape conservation. Hill’s (2006)  framework and table highlight the polar approaches to managements based on the Kuku Yalangi case study in the Wet Tropics World Heritage Area (Appendix A). The conservation management literature in recent years has highlighted that co-management of parks and protected areas is important. Based on the experience of park managers struggling to integrate the protected area with the socioeconomic fabric of the surrounding region has supported the rationale for this approach to protected area management. This rich experience informs calls for co-management however, the theoretical rationale for an explanation of co-management, have been slow in realisation. Aspects, Issues and Problems Four issues are identified for the incorporation of Indigenous value systems and how different cultures influence the social dimension, responsibility and modern governance. The process of interrelation has affected not only the articulation of Aboriginal identities, but also implicates the importance of local cosmologies The practice of cultural differences, beliefs and values that reflects to individual behaviours represent their identity and organization The local community are themselves deeply affected by the growing saturation forms of knowledge, practice and values including socio cultural through colonial interference Modern governance and legislation affect traditional beliefs and cultures learned from ancestors Issue 1: Interrelations and implications of Aboriginal identities It is recommended that support be provided to Traditional Owners to continue their practices to incorporate their beliefs, values and culture, to sustain the community relationships and the social dimensions of each group of agency and government sector. It is important to assist them to build their capacity to ensure that these practices will be passed onto the next generational to encourage more sustainability in social and environmental aspects in the future. The action needs to be delivered with respect to maintain the social dimension of the communities for improved governance. Issue 2: Cultural differences, beliefs and values Again it is recommended that respect be shown to individual or organisations in order to achieve a sustainable environment or relationship. Good governance and leadership can deliver the social equity to achieve each individual or organisation goals or projects. Their information is thousands of years old and should be given the respect it deserves. Issue 3: Introduced influences The effects of colonialism has affected many Indigenous societies creating a wedge and feelings of mistrust and caution with imparting Traditional Knowledge without compensation or recognition. It is recommended that Indigenous people be provided with support for capacity building, governance, Intellectual Property rights and access to their country without exploitation. Issue 4: The influences of modern governance and legislation Indigenous people perceive current legislations, especially the Native Title Act 1993, as very racist that supports colonial practices to ‘conquer and divide’ and therefore are very reluctant to partake in government conservation strategies. Financial support to deliver the projects is minimum and not guaranteed to be on-going. Green washing by the governments is also another contributing factor affecting Indigenous participation. The land is very sacred and central to Indigenous people and the environmental schemes offered by governments are p erceived as a ‘carrot on a stick’ to coax people in to provide information for management plans to destroy the land for mining activities. Land Councils are funded by governments to administer these ineffective schemes without any accountability. Bohnet’s (2009) application of socio-logical planning framework on a holistic landscape in the Tully-Murray basin to test its transferability and effectiveness for knowledge integration in a water quality improvement planning context in the Great Barrier Reef proved to be challenging that achieved rewarding results. The acknowledgment that social and ecological knowledge is a key issue and research priorities in landscape ecology is supported by Bohnet (2009:1) who states that â€Å"further research into the roles of responsibilities of multi-stakeholder for knowledge integration in developing and managing sustainable land- and sea-scapes is recommended†. Figure 1: Bohnet’s (2009) Flow of the adaption and operationalisation of the socio-logical framework for sustainable landscape planning to water quality improvement planning in the Tully–Murray Basin Report Reviews We present a typology of Indigenous governance in environmental management derived through report review of 3 Australian journals, and consider its implications for the integration of IEK with western science. Our analytical framework is underpinned by sociological and rational choice institutionalism and which are differentiated by these three points: (1) Active participation, incorporating participatory planning, engagement with organizations, and coordination approaches; (2) Indigenous engagement, Indigenous development and capacity building for intercultural purpose, incorporating purposes of environmental management; (3) Sharing power, incorporating decision making, defining rules, resource values and property rights. We attempt to find solutions that are associated to Indigenous-driven co-governance; Indigenous governed collaborations; and agency governance; agency-driven co-governance. We draw on the notion of boundary work to examine how interaction at the boundaries of scien tific and IK systems can be managed effectively as a contribution to co-management. The case study of Binthi Wambal Aboriginal Corporation (BWAC) illustrates the work necessary for local co-managers to meld scientific and IK systems ensuring that management decisions are informed by the translation of knowledge. Attributes for effective implementing planning in this case include: (1) Translating the issues and problems and taking into consideration BWAC’s recommendations and objectives for participation in agenda setting and joint knowledge production. (2) Taking into consideration the recommendations presented in the reviews to broker interactions between knowledge systems that are supported by co-governance arrangements to ensure that boundary work remains accountable, and the production of collaboratively built boundary objects. (3) Providing BWAC with support to develop their capacity for improved business planning, governance, on-country planning and strategic planning. (4) Working directly with the organisation rather than Cape York Land Council and Bal kanu. This will ensure integrity and that correct information is provided at the same time providing BWAC with the capacity towards self-determination. Szabo and Smyth’s (2003) summary of the background to the establishment of Indigenous Protected Areas (IPA) in Australia of the legal and policy innovations on which they are based shows that  environmental and cultural benefits are inseparable. IPAs are managed and owned by Indigenous peoples and developed collaboratively with federal, state and territory conservation agencies in accordance with IUCN categories that forms part of Australia’s national system of protected areas. Szabo and Smyth (2003:7) through workshopping found that benefits included: Getting Traditional Owners back on country, often after long absences; Involving school children in IPA field trips, transferring knowledge between generations and strengthening languages; Re-establishing traditional burning practices, maintaining waterholes and reducing feral animal impacts; Providing training and employment in managing country; Promoting renewed interest about caring for the country. They also write (2003:8); â€Å"In addition to these formal joint management arrangements, most Australian states and territories have provision for some Indigenous involvement throughout their protected area systems. This might involve, for example, a commitment to consultation with Indigenous people, an Indigenous representative on an advisory committee, some employment or responsibility for Indigenous heritage protection. Indigenous people have consistently expressed the view that such arrangements do not adequately recognise their status as traditional landowners and they are seeking more meaningful involvement, especially at the decision and policy-making level. One feature that is common to all co-management arrangements is the lack of opportunity for Indigenous groups to decide whether or not they wanted their traditional lands to become protected areas.† Table 1(Szabo and Smyth 2003:9) shows a comparison of the main features of IPAs with co-managed protected areas in Australia. Table 1: Comparative features of Indigenous Protected Areas and co-managed national parks in Australia 1. Altman, J.C. ‘Sustainable Development Options on Aboriginal Land: The Hybrid Economy in the Twenty-First Century’. CAEPR Discussion Paper No. 226, 2001. Challenges to broaden the notion of the economy and development to  include the customary economy: Altman’s objectives in this journal is clearly defined and summarised to highlight that there are challenges to understanding the dichotomy of Indigenous and Non-Indigenous sustainability. Working for the Bawinanga Aboriginal Corporation in central Arnhem Land he proposes a model to converge his social science work with a number of biological scientists based at the Australian Research Council ARC Key Centre for Tropical Wildlife Management at the Northern Territory University. He argues that to achieve this required a paradigm shift in ideological positions and notions of development that are entrenched in the market mentality that do not accommodate cross-cultural and sustainability issues. He successfully outlines the economic development problems that are faced by this periphery group describing the hybrid economy consisting of market, state and customary components that politicians, policy makers and Indigenous people and their representative organisations do not fully understand. These are the key immediate challenges that he raises for this shortfalling as cited from page 16: The first is to understand the nature of the economy, plan for sustainability, and nurture the hybrid economy in ways that mesh with Indigenous values. The second is to shift the political debate to ensure a recognition of customary contributions provided by Indigenous people to regional and national economies and industries, and ensure appropriate financial underwriting by those who benefit, Finally, market opportunities in many remote localities are rare, so when new opportunities arise they must be quickly harnessed by Indigenous interests. It is imperative that newly emerging property righ ts (e.g. in tradeable carbon credits) are commercially realised not alienated as in the past. Overall, the article is concise, however it should be understood in a pioneering context. In summing up the concepts, argument and method used to show his evidence served its purpose to shed light on this topic to contribute positive approaches to combine Indigenous and Non-Indigenous sustainability. His explanation to show that Indigenous contributions are quantified and should be recognised in mainstream economies was achieved. His arguments provides an alternative pathway to improve the inadequate analytical approaches that fail to ask how develop based on market engagement be delivered to communities that are extremely remote from  locational and cultural markets. In its context his suggested framework to understand the hybrid economy through hybrid analytical and intellectual combination of science, social science and Indigenous Knowledge systems is plausible and partially relevant to BWAC. 2. Smith, B. A Complex Balance: Mediating Sustainable Development Cape York Peninsula. The Drawing Board: An Australian Review of Public Affairs, 2003. Recognising differences and compromising between Indigenous and non-Indigenous ways: Smith accomplishes his objective to describe a sustainable development project in a remote rural Aboriginal community. He empirically examines through his field work in central Cape York Peninsula (1996 – 2003) the differences and ongoing compromises between forms of social and political and economic organisations of Indigenous and non-Indigenous ways. His methodology effectively demonstrates that development intervention is likely to fail when it is not appreciative of differences between Indigenous and Non-Indigenous ideals and ways of doing things to improve human living conditions. He illustrates that impacts such as colonialism and post-colonial impacts and policies such as ‘self-determination’ and welfare dependencies have co ntributed to the problems affecting good governance. Shifts in recent policy and research of engagement with economic, social, political and environment considerations were flawed and flagged ‘traditional Indigenous values’ affecting development. On page 101 he writes; â€Å"this lack of engagement with Indigenous ideals and ways of doing things pervades Australia’s mainstream Indigenous discourse†. Whereas the â€Å"mainstream discourse, more obviously ‘material’ poverty and social problems take priority over ‘cultural’ or symbolic dimensions of Indigenous life and of the relationship between Indigenous and non-Indigenous populations†. He develops his arguments based on authoritative sources to support that intervention of external agencies would be more effective when they work with rather than against local values and practices. To support his argument he draws on his fieldwork to examine how a contemporary remote Aboriginal community is pursuing ‘sustainable development’ and how ‘cultural’ dimensions shape and constrain the community’s efforts. Incorporated into his ethnographical approach a historical analysis showed innovative approaches that explained the corporation’s successes to involve the articulation of different cultural domains – ‘mainstream’ or ‘Western’ and local Indigenous  life-worlds – in its day-to-day operations, involving divergent aspirations and values. Aspirations included an emphasis on decentralisation and outstation development, land rights, the resourcing of activities on traditional lands, and town-based economic development, employment and training opportunities. Based on his observations, for Aboriginal autonomy to be successful the social and cultural dimensions of development projects need to be taken into consideration. Again, this paper has to be appreciated in the context that it was written as it is slightly outdated and based on evidence when the movement towards Indigenous sustainable development was in the trailing stages. 3. Smith, B. ‘We Got Our Own Management’: Local Knowledge, Government and Development in Cape York Peninsula, 2005. Indigenous perspectives of governance in Cape York Peninsula: Again Smith relies on his fieldwork in Coen to examine the growing interrelationship of local knowledge and projects of government amongst Indigenous Australians. He relies on ethnographical material to highlight the tensions and complexities of land and natural resource management involving traditional owners. In analysing the ways in which the concept of management he demonstrates the growing interrelation of originally distinct indigenous and exogenous systems that has affected the articulation of Aboriginal identities and implicated in the current importance of local cosmologies. He cleverly entices the reader by telling a story of a meeting about the Hendra virus threats and transferred from flying foxes to horses and humans between local traditional owners and Queensland Parks and Wildlife Service (QPWS) Scientist. In particular he relates how Traditional Owner’s version of cosmology that the flying foxes come from the mouth of the rainbow serpent did not agree with the scientist who told them that ‘they flew up from Ravenshoe.’ His statement on page 6 conjures up this extremity â€Å"for these men and women, the articulation of Aboriginal world views, including those closely tied to local cosmologies, has provided a key means of asserting not only what they regard as fundamental differences between Aboriginal life-worlds and those social and cultural fields to which these external agencies are fundamentally orientated; but also the necessary primacy of Aboriginal cosmologies and linked forms of social organisation in determining the character of local ‘governance’ projects and ‘natural resource management.† Firstly, he  sufficiently provides an overview of the governance of Cape York Peninsula by providing a historical analysis of the township and ties in an analysis of Indigenous ‘conceptualisation of the innate’. Next, his overview of the development of Indigenous involvement in natural resource management demonstrates the problems associated with negotiating within this framework. He proficiently articulates the views and concerns of his participants and provides evidence that they were not happy with outside organisations based in Cairns working on their business as they felt that their ownership was taken away from them. He writes â€Å"the sense of localisation insists on the necessity if Aboriginal people representing themselves and the country with which they have personal ties. It further discriminates between forms of knowledge, decision making and practice held to be indigenous to a particular area and the people tied to that area under ‘Murri [Aborigina l] law’, and those forms regarded as exogenous.† To achieve his overall objective Smith ties in the work and structure of Chuulangu Aboriginal Corporation situated on the Wenlock River and run by David Claudie who has been very successful in incorporating both Indigenous and Western approaches to cultural and natural resource management as evidenced on their web page: www.kaanjugaachi.com.au This document is very relevant to BWAC as aspirations and difficulties experienced with outside organisations are very similar to Chuulangu Aboriginal Corporation. Smith’s account of governance in Cape York Peninsula is a very plausible and relevant document that policy makers, politicians and researchers should read to grasp an understanding to guide socio-ecological methodologies for better social dimensions and social responsibility in delivering projects. The Cape York experiences shares similarities with other Indigenous organisations wanting to achieve the same goals, however, their issues and problems are uniquely different outsid e this region. Case Study and Recommendations: Binthi Wambal Aboriginal Corporation (BWAC) Background Binthi Wambal Aboriginal Corporation (Indigenous Corporation Number ICN 4055) is an Indigenous Organisation that is registered with the Office of the Register of Indigenous Organisations as prescribed by the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (CATSI Act). As outlined in the Rule Book the objectives the corporation aims to achieve are: Return  to their traditional land; Re-establish their spiritual connection with the land; Work their land in both the ancient way of the Aboriginal, and in the modern way of cattle and crops; Facilitate the training and education of the corporation members and their families; and Establish self-sufficiency towards the future for the next generation. Binthi country is situated approximately 40 kilometres north of Cooktown on the McIvor River and comprises mixed tenure arrangements within the Guugu Yimithirr Nation (Appendix B). This corporation also manages the protection of the cultural sites within their territory and is aspiring towards self-sufficiency to develop their outstation. They are also very interested in participating in cultural tourism business to share and showcase their culture and country. Aspects or Issues and Problems Operating as a small organisation in a remote region, BWAC is under-resourced and does not receive an income to manage the issues and problems that are affecting their objectives to achieve their aims. Binthi people would like to develop strategies and management plans to protect their cultural and natural values that are increasingly affected by mining and pastoralism. With the associated problems of the current economic climate BWAC are keen to address these problems to assist them with funding opportunities and compliancy with the CATSI Act. In 1994 the Indigenous Land Corporation purchased Mt Baird Station for Binthi Traditional Owners and this did not include further support to develop or maintain the property. The rates to the Cook Shire Council are an issue as BWAC cannot afford to pay and Hope Vale Aboriginal Council have paid the outstanding amounts and are currently leasing the property for a 10 year period. BWAC also hold lease titles within the Deeds of Grants in Trust (D OGIT) land which is currently managed by a defunct organisation called the Congress of Clans set up and operated by the Cape York Land Council (CYLC) and Balkanu. The government transferred the title to this organisation in 2012 including over $7 million dollars in ex-gratia money of frozen royalty funds from Cape Flattery Silica Mines and which has been misappropriated by CYLC and Balkanu. This is  currently a very controversial issue and a major concern to all the Traditional Owner Groups within this boundary, as it impinges upon their rights and access to their country. An illegal and fraudulent process occurred whereby the traditional owners were not negotiated with and the rightful owners of Cape Flattery did not receive their monies. As the signatures were obtained fraudulently the protection of cultural and natural heritage for all involved is at stake. Finally, the community has two tiers of bureaucracy to deal with, including Local Government Authorities and the welfare reform imposed without free and prior informed consent. Partnerships and Cape York Institute that promote this are associated with Cape York Land Council and Balkanu and whose members and affiliates have been the perpetrators of violence that members of BWAC and the community have tolerated for many years. Ironically, they receive millions of dollars of funding from the government to roll out this program with Local Commissioners who all have criminal histories and no qualifications. Recommendations Issue 1: Governance and strategic business planning It is a priority that viable strategic business plans are developed to raise BWAC to a level to be competitive and eligible for funding opportunities to improve administration and governance matters. Regular meetings and reporting are required for compliancy with the CATSI Act and audit purposes. Funding opportunities to employ a Project Officer to oversee this is a positive outcome that will alleviate the pressures of these issues at hand. These are to be developed initially to then set in place recommendations to be implemented. In doing so, it is important that the business drivers be refined to enhance product quality, cost image and passion to make a difference. The vision and objectives may have to be revisited, so that it is short and realistic in an ever changing environment. The current position will also have to be reconsidered and bought into context, so that gap analysis can be undertake to develop strategies are developed in an action plan for every strategy for implemen tation and review so that they can be improved. Binthi Wambal, Chuulangu and Dingaal Warra are all working towards the same vision and to do so will also involve exposing Balkanu and Cape York Land Council for corruption and fraud. It is  recommended that these organisations and others support each other and it is expected that the strategic business planning process to take one year to thoroughly complete. Issue 2: Rates for freehold property and tenure associated to Deeds of Grant in Trust lands To overcome the issue to generate income BWAC must develop employment and training strategies in conjunction with viable crop and harvest economy, or other suggested ideas. In addition, partnerships with other stakeholders, such as Indigenous organisations, Local Government and government agencies, are recommended as the most practical way for support and to further advance financial problems. It is also recommended that legal advice be obtained on the tenure related problems for counteraction to High Court proceedings and the Human Rights Commission and the International United Nations Committees for breaches of human rights issues. The same applies to challenging the Welfare Reform Policies currently in place. Financial assistance for initiation start-up of $250, 000 is required to undertake this task and strategies developed to ensure that these outcomes are achievable. Approximately $10, 000 per annum is required for rate payments. The rates will be an ongoing issue and it is expected that the tenure issue can take approximately 1- 2 years to resolve. In the interim, whilst Hope Vale Council is managing the property BWAC can provide support. Within eight years BWAC can be resourced to be able to manage the property. Issue 3: Mining Threats It is necessary that BWAC develop a Cultural Heritage Management Plan as prescribed by the Aboriginal Cultural Heritage Act 2003 (Appendix C) and exercise their right to negotiate with mining companies, as specified in section 29 of the Native Title Act 1993. This is beneficial so that agreements can be reached for the protection of cultural sites. Extensive mapping of the sites have occurred and entered onto the state database, however, as the Native Title are a mess BWAC have lost their right to Balkanu and Cape York Land Council to negotiate any matters to their cultural heritage or funding opportunities for land and sea planning matters. These three pressing issues are affecting BWAC ability to function and the implication of the problems impinges on the development of their aspirations and poses perceived threats that require a gap analysis to  devise strategies for an Action Plan for implementation and review. In addition to these dilemmas there are advantages to including IEK into socio-logical framework for sustainable landscape planning equation contributing towards a holistic and inclusive approach for improved social dimensions and social responsibility without Cape York Land Council involvement. Conclusion In consideration of these issues and recommendation it is envisioned that BWAC can overcome these issues to implement their plans to achieve outcomes with the following objectives: Take a leading role in the community on issues such as climate change and sustainability. Ensure that strategic objectives of BWAC are relevant to the local, state and national business community and government. To raise the character and status and advance the interests of BWAC and those engaged therein. Establish and maintain a focused portfolio of activities of activities including research, provision of training, government and executive development programs, consultancy and other entrepreneurial initiatives. Ensure that BWAC delivers quality in all of its endeavours. Establish an agreed and acceptable system of performance review. Maintain a comprehensive knowledge of the external resources to optimise ongoing and future funding. Ensure that BWAC uses an appropriate and regular system of external and internal communication To maintain contact and communicate with the governments of the Commonwealth of Australia and of its States and Territories and with local and municipal governing bodies and other public and private organisations on matters of concern to BWAC and to the wider community. To increase the confidence of the community in the development of BWAC projects and to ensure transparent accountability. To promote honourable practice and integrity to ensure the success of future projects. From our review of governance issues and indicators of knowledge integration across the types, we support that Indigenous governance and Indigenous-driven co-governance are important factors towards the integration of IEK and western science for sustainability of social-ecological systems. Distinct Indigenous cultural purposes  underpinning IEK, and benefits knowledge integration can be sustained by supporting Indigenous governance without, or with only a limited requirement for power sharing. We conclude by promoting the reports reviewed be regarded as authoritative on the topic to test its general effectiveness in guiding practitioners and researchers to develop robust governance for Indigenous knowledge integration of periphery groups in environmental management. References Altman, J.C. (2001), ‘Sustainable Development Options on Aboriginal Land: The Hybrid Economy in the Twenty-First Century’. CAEPR Discussion Paper No. 226, Centre for Aboriginal Economic Policy Research (CAEPR), Australian National University, Canberra [Online], Available: https://digitalcollections.anu.edu.au/bitstream/1885/40104/2/2001_DP226.pdf Bohnet, I.C. (2009), Integrating Social and Ecological Knowledge for Planning Sustainable Land and Sea Scapes: Experiences from the Great Barrier Reef Region, Australia. Research Article, Landscape Ecology, DOI 10.1007/s10980-010-9504-z, Available: http://link.springer.com/article/10.1007/s10980-010-9504-z#page-1 Hill, R. (2006), The Effectiveness of Agreements and Protocols to Bridge Between Indigenous and Non-Indigenous Toolboxes for Protected Area Management: As Case Study from the Wet Tropics of Queensland, Society & Natural Resources, 19:7, 577-599, Available: http://www.tandfonline.com/doi/abs/10.1080/08941920600742310#.Uo wc1-Kn6Ts Smith, B. (2003), A Complex Balance: Mediating Sustainable Development Cape York Peninsula. The Drawing Board: An Australian Review of Public Affairs, Volume 4, Number 2: November 2003, 99-115, School of Economics and Political Science, University of Sydney. Available: http://www.australianreview.net/journal/v4/n2/smith.pdf http://caepr.anu.edu.au/StaffProfiles/Benjamin-Smith Smith, B. (2005), ‘We Got Our Own Management’: Local Knowledge, Government and Development in Cape York Peninsula. Australian Aboriginal Studies, 2005/2, Australian National University, Canberra. Szabo, S. & Smyth, D. (2003), Indigenous Protected Areas in Australia. In, Jaireth, H. and D. Smyth (Eds), Innovative Governance: Indigenous Peoples, Local Communities and Protected Areas, pp 145-164. IUCN-sponsored by publication, published by Ane Books, New Delhi. Available: http://www.sbconsultants.com.au/index.php/reports-and-publications-mainmenu-41 Appendix A: Hill’s Conceptual framework for bridging two management toolboxes Kuku Yalangi versus Wet Tropics World Heritage Area Appendix B: Guugu Yimithirr Map Appendix C: Cultural Heritage Study & Cultural Heritage Management Flow Chart