Does being self-employed, as opposed to being an employee, make a difference to how parents with young children can balance work and family demands? Does self-employment facilitate more equal gender divisions of labour? This article uses the Australian Time Use Survey to identify associations between self-employment and mothers' and fathers' time in paid work, domestic labour and childcare and when during the day they perform these activities. The time selfemployed mothers devote to each activity differs substantially from that of employee mothers, while fathers' time is relatively constant across employment types. Working from home is highly correlated with self-employment for mothers, implying the opportunity to be home-based is a pull factor in mothers becoming self-employed. Results suggest mothers use self-employment to combine earning and childcare whereas fathers prioritize paid work regardless of employment type. Self-employment is not associated with gender redistribution of paid and unpaid work, although it facilitates some rescheduling.

Cortis N. Overlooked and under‐served? Promoting service use and engagement among ‘hard‐to‐reach’ populations Social service providers strive to meet the needs of those most marginalised from society and from service systems. Yet many people who might benefit from available help consistently miss out. Using qualitative data, this study developed a repertoire of actions that organisations and service personnel can employ to improve participation and outcomes for groups who may be eligible for and may benefit from services, but whom service providers find difficult to identify, reach and engage. Semi‐structured interviews with service managers and coordinators of child, family and youth services in Australia attest to the diversity and context specificity of those who are deemed to be ‘hard‐to‐reach’. The research data highlight ways to improve reach and engagement in a managerialist context by refining organisational action in four strategic domains: overcoming access barriers, building client relationships, utilising networks and partnerships, and ensuring staff capacity and sustainability.

COVID-19 rapidly altered patterns of domestic and family violence, increasing the complexity of women’s needs, and presenting new barriers to service use. This article examines service responses in Australia, exploring practitioners' accounts of adapting service delivery models in the early months of the pandemic. Data from a qualitatively enriched online survey of practitioners (n = 100) show the ways services rapidly shifted to engage with clients via remote, technology-mediated modes, as physical distancing requirements triggered rapid expansion in the use of phone, email, video calls and messaging, and many face-to-face interventions temporarily ceased. Many practitioners and service managers found that remote service delivery improved accessibility and efficiency. Others expressed concerns about their capacity to assess risk without face-to-face contact, and were unsure whether new service modalities would meet the needs of all client groups and reflect best practice. Findings attest to practitioners' mixed experiences during this period of rapid service innovation and change, and underline the importance of monitoring emerging approaches to establish which service adaptations are effective for different groups of people, and to determine good practice for combining remote and face-to-face service options in the longer term.

Sport and recreation can help communities to build social inclusion and celebrate diversity. Yet some sport and recreation activities require conformity to social and cultural norms, risking suppressing difference and reinforcing inequality and exclusion. This paper explores these tensions by examining access and barriers to sport and recreation for a large group of Australian women: those from culturally diverse backgrounds. Qualitative data shows that while sport industry representatives justify catering primarily for a mainstream participant base, culturally diverse women identify barriers requiring strategic and targeted policy and program intervention. Implicating the spatial organisation of sport and recreation as sources of marginalisation, culturally diverse women highlight how access‐enhancing initiatives in public, commercial and community sport facilities can play key roles in promoting social inclusion.

Senior leaders are usually understood to be ideally positioned to drive the organizational changes needed to promote workplace gender equality. Yet seniority also influences leaders' values and attitudes, and how they interpret evidence of inequalities, determine organizational priorities, and design and implement remedies. This article examines leaders' perceptions of workplace gender equality using system justification theory to explain survey data from Australia's public sector (n = 2292). Multivariate analysis indicates that male and female leaders more positively rate the gender equality climate in their agencies, compared with lower-level staff, and that male leaders show most propensity to defend the status quo. Findings call into question the effectiveness of change strategies that rely on leadership and buy-in of those whose privilege is embedded in existing arrangements, and problematize dominant organizational approaches casting senior leaders as effective change agents for gender equality. The article helps to explain gendered power dynamics, which produce and sustain organizational inequalities and make workplace equality so hard to achieve, and points to ways to strengthen practical approaches to promote equality in organizations.

Despite decades of intervention to promote equal pay, the gender wage gap in Australia persists. A key explanation is that equal pay strategies have had limited capacity to address the subtle, historical undervaluation that keep wages low in highly feminized areas of employment, especially where care work is performed. In this article, we examine a recent attempt to address the undervaluation of care work through a test case of the expanded equal remuneration clause in the Fair Work Act 2009. A highly feminized area of employment, the social and community services industry proved a strategic context for the case. We discuss three significant aspects of the case: the recognition given to the undervaluation of care work; the divergent interests of non-government sector employers and business associations; and strong contestation over who should pay, arising from the government’s third-party role as purchaser of social and community services.

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2020 was a year like no other, with the COVID-19 virus upending life as we know it. When governments around the world imposed lockdown measures to curb