it relevant to current and potential members. The Justice for Janitors campaign was launched as the organizational spearhead of the SEIU's attempt to reinvigorate their membership; beginning in Denver, Colorado, in 1985. In addition to the Justice for Janitors campaign, according to Jennifer Jihye Chun, around the same time, the SEIU also engaged in campaigns for "home care workers" in Los Angeles. Chun says that "Through a combination of aggressive grassroots organizing strategies, a focused political action campaign, and mass worker mobilizations, SEIU organizers were able to sign up 15,000 workers." Working along the lines described above, the SEIU experienced huge growth in membership and a significant number of high-profile public victories for workers. (Though some proportion of the SEIU's membership growth has resulted from mergers, such as with 1199). The tactics and strategies of the SEIU and Justice for Janitors go beyond the organizing model which is, as has been described, an approach to local-level organizing and campaigning. It applies to a drive for the recruitment of members and leaders on the level of a firm or city. Other aspects of the SEIU's strategies are national or international. For instance, the drive to gain industry-wide coverage across a large geographical base – i.e., to organize janitors not only within one building but across a whole city, state and eventually all across the US – or the advocacy of union mergers. History in Australia After a wave of massive industrial unrest and unprecedented increases in wages and conditions during the 1970s, the union movement became restrained in their demands, and part of the official apparatus of government during the ALP-led, neo-corporatist, Accord period (1983–96). According to Bob Carter and Rae Cooper, the ALP and the ACTU formed the "Accord" by establishing a formal "relationship" with each other While unions had amalgamated prior to the Accord, and the Australian Council of Trade Unions had itself absorbed other lesser peak industrial councils, the accord period and the later enterprise bargaining period encouraged mergers into super unions. These super unions often obliterated previous small union identities and loyalties (on both the "left" and "right" of the trade union movement) and created unions with a relatively artificial internal culture. Often the largest union in the merger imposed its internal culture on the other divisions of the new union. Additionally, during the period of mergers, the traditional links between members, local organisers, industrial officers, branches