Strange bedfellows: Green Hill Fort, archaeology and tourism

Green Hill Fort, Thursday Islalld was constructed between 1891-1893 to defend the Australian colonies against a feared Russian invasion. It retained an operational role until the 1920.'1 and played a minor role in World /t'ar 2. From 1954 to 1993 the site, but not the facilities, was used as a weather station. More recently it has been home ofthe Ton-es Strait Historical Society and Museum Association museum. It is a major attraction during the tourist season and an important local icon. For archaeologists it has sign~ficance as a relatively intact nineteenth-century military installation. Two 'Centenary of Federation' grants have proVided the impetus to undertake conservation and presentation works involving various task -spec~fic, archaeological activities. At the management level archaeologists play the lead role in the project. The project has demonstrated the value oJarchaeology and tourism joining forces. The danger ofa 'theme park 'presentation has been avoided. Technical accuracy and careful site planning has ensured a high degree ofaccuracy is retained. Provided these qualities can be assured then, it is argued, there is an opportunity for archaeology to be a majOl; long-term beneficiary. But to achieve that, the discipline must move from being entrenched in its academic mould and become Jar more receptive to the broader needs ofthe twentyfirst century.

Managing strategic challenges in community sector organisations

Like those in other sectors, managers in community-based organisations face an uncertain and challenging future. Research and writing about the community sector (non-government, notjor-profit, or third seclOr) has canvassed a wide range of issues. A selective review of the recent literature reveals the breadth of research interest in the challenges facing community sector managers. While some reflection on the implications for managers of current economic and social policy contexts is crucial for this sector, research effort needs to be focused on understanding how third sector managers construe their current strategic challenges and the strategies they use to address them A small sample ofmanagers working in a regional area in South East Queensland was asked to identify current strategic concerns related to the future viability of their organisations. The key issues raised by managers are compared with the issues raised in the research literature. Results -to date indicate that managers' concerns are reflected in the research literature, but that managers are also concemed about the current trends in social policy towards collaboration, amalgamation, and pannership. Implications of these findings for managers operating in this sector are discussed.