A Local-State Government Spatial Data Sharing Partnership

Chapter 5 – Results of Partnership Case Studies at State Government Level
the DSE and individual local governments. The review consisted of on-site interviews
with 71 LGAs, DSE staff, MAV, the data maintainer, other state agencies and users.
The review identified several key findings which were presented in a series of reports to
DSE, MAV, local governments and the Victorian Spatial Council. The review highlighted
the importance of PIP to Victoria’s spatial information infrastructure, but identified that
the program did not have a clear strategic direction, particularly in relation to other spatial
and information initiatives across government. It also found that the need for a single
authoritative lands records base was essential if other DSE initiatives were to be effective
(Alexander Tomlinson P/L 2006).
The review reported that the PIP had achieved significant improvements in the accuracy
and integrity of both local and state government property databases, but it was evident that
the initiative was losing momentum, and a range of processes should be re-engineered to
improve their effectiveness. During the review several LGAs indicated a preference for
legislation to support the exchange of information between local and state government.
Council officers believed that having legislation in place would enable them to lobby more
effectively for resourcing as the process would then become a core function of the
organisation.
5.2.8 Case Summary
The case study of the Property Information Project in Victoria has revealed a number of
important aspects of data sharing partnerships, and the project, in particular. Firstly, the
environment that existed when the project was initiated in 1997 was considered to be
conducive to collaboration due to limitations on staff and resources at both state and local
government levels. The lack of a cohesive state-wide mapbase and the growing demand
for this dataset to support other initiates was also a key motivator. Secondly, the data
share arrangements were initially well funded and managed, particularly during the
negotiation and establishment phase. This provided a strong platform to build
relationships with LGAs. Financial incentives and an equitable approach to the sharing of
data sets instilled a high level of trust between the State Government and the LGAs.
The operational and maintenance phase of the program identified the need for continued
relationship management and communication. The continuing process of maintenance has
shown that resourcing demands of this phase are high and were perhaps under-estimated.
The value of performance measurement to the project was not identified in the initial
stages of the project, but is now implemented as part of the project management processes.
The issue of governance, inclusiveness and transparency of the data share arrangements
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