A Local-State Government Spatial Data Sharing Partnership

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A Local-State Spatial Data Sharing Partnership Model to Facilitate SDI Development activities. The Tasmanian case study provided a good example of a jurisdiction that encouraged and promoted collaborative activities to improve the delivery of government services. The model illustrates how the institutional or organisational environment interacts with the wider jurisdictional environment. This component of the model is discussed in detail in 7.3.1. The collaborative process component consists of six main elements namely: partnership strategy and formulation, governance partnership management, business rules and responsibilities, data exchange and maintenance, and performance monitoring. This component of the model is discussed in detail in 7.3.2. The outcomes component is an important measure of the effectiveness of the partnership and facilitates a number of outcomes including SDI development. Each of these components is important and must interact with other components for the partnership to operate effectively. The details of each of these components are now discussed. This component of the model is discussed in detail in 7.3.3. 7.3.1 Contextual Factors Institutional and Jurisdictional Relationship Developing an understanding of the relationship between the jurisdictional and the institutional environments can assist in the partnership development process. Figure 7.4 illustrates this relationship graphically by showing how the model interfaces dynamically at both an institutional and a jurisdictional level. The jurisdictional environment reflects the economic, social and environmental policies of the ruling government. Political environments are dynamic and the policies developed impact on individual agencies or departments in terms of resources, legal framework and mission. Jurisdictional Environment Political, Economic, Social, Environmental, Geographical and Legal Dynamic 202 Institutional Environment Business needs, Policy, Legal, Resources, Goals, Leadership, communication, ICT, Standards, people Figure 7.4 Jurisdictional and institutional relationships Partnerships may be promoted at a relatively high political level, but eventually operate within an institutional or organisational framework. Therefore, government agencies are influenced by the current political policies which are operationalised through organisational policies in line with the agency’s core function and mission. Often government policy and the agency’s mission conflict, as politicians attempt to implement
203 Chapter 7 – Model Development and Discussion new initiatives which may be incompatible with the agency’s administrative responsibilities. Therefore, it is essential to understand these environments when developing the initial partnership strategy and to limit the impact of sudden political change. Jurisdictional Environment The prevailing jurisdictional environment can impact on the development of collaborative initiatives both positively and negatively in nature. It has been clearly demonstrated by a range of authors (Child et al. 2005; Gray 1985; Mulford & Rogers 1982) that resource scarcity and turbulent environments often result in the initiation of co-operative activities. The overarching jurisdictional or political environment, including the economic, social, legal, environmental and geographical contexts, can result in policies which influence collaboration either across agencies within a jurisdiction or in the case of this research between different levels of government. The prevailing economic situation impacts on government budgets and priorities. Budgets and priorities affect public sector staffing levels and the ability of government to support the development and maintenance of physical and information infrastructures. The legislative framework can facilitate the processes of collaboration between two jurisdictional levels through appropriate legislative reforms. For example, in Australia, local government authorities are established under State Government legislation, much of which was enacted during the middle of last century. At this time the process of information exchange was not envisaged, so this legislative framework may require modification to account for the new ICT environment. New legislation could compel local government to exchange information and hence empower and legitimise the data sharing. This framework would then simplify the drafting of formal partnership agreements through reference to this legislation. However, care should be exercised in the use of such legislative dictates. To achieve the social and environmental goals of government, jurisdictions often implement policies which encourage collaborative initiatives. A good example is catchment management partnerships which are formed between government, private industry and local communities to facilitate sustainable catchment management. These partnerships involve cooperation of government agencies which provide funding and policy guidance, and local community participants, who initiate and undertake catchment management activities. Similarly, social strategies to improve the delivery of services such as health and education often require a collaborative multi-agency approach to deliver
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A Local-State Government Spatial Da
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Abstract In the past decade efforts
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Acknowledgements Completion of a Ph
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Table of Contents DECLARATION .....
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APPENDIX 5 - INTER-STATE DIFFERENCE
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FIGURE 6.7 USE OF WEB MAPPING .....
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List of Acronyms ACT AUSTRALIAN CAP
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Operational Definitions The followi
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1 Chapter 1 Introduction Chapter 1
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1.1 Background to Research 3 Chapte
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5 Chapter 1 - Introduction is havin
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7 Chapter 1 - Introduction enforcem
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9 Chapter 1 - Introduction The rese
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11 Chapter 1 - Introduction organis
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13 Chapter 1 - Introduction three c
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15 Chapter 2 - Spatial Data and SDI
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2.1 Introduction 17 Chapter 2 - Spa
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2.2.6 Property Information as a Fun
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Chapter 3 - Collaboration, Partners
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3.1 Introduction Chapter 3 - Collab
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Dimensions Actors Lower ranking mem
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91 Chapter 4 - Research Design and
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4.1 Introduction 93 Chapter 4 - Res
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Chapter 5 - Results of Partnership
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5.1 Introduction Chapter 5 - Result
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Employees '000s 500.0 450.0 400.0 3
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Data Exchange Process Chapter 5 - R
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5.3.6 Key Outcomes Chapter 5 - Resu
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Employees '000s 60.0 50.0 40.0 30.0
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Page 169 and 170: Chapter 5 - Results of Partnership
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Page 199 and 200: % of LGAs For Each State 60.0% 40.0
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Page 215 and 216: 7.1 Introduction 197 Chapter 7 - Mo
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Page 225 and 226: Partnership Management Partnership
Page 227 and 228: Performance Monitoring 209 Chapter
Page 233 and 234: 7.4.4 Assessment of the Outcome Com
Page 235 and 236: SDI Component - Standards Access Ne
Page 241 and 242: 223 Conclusions and Implications 8
Page 243 and 244: 8.1 Introduction 225 Conclusions an
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Page 251 and 252: References 233 References Reference
Page 253 and 254: 235 References Cameron, D 2001, 'Th
Page 255 and 256: 237 References Department of Foreig
Page 257 and 258: 239 References Hesse, WJ & Williams
Page 259 and 260: 241 References Masser, I 2002, Repo
Page 261 and 262: 243 References Onsrud, HJ & Rushton
Page 263 and 264: Tashakkori, A & Teddlie, C (eds) 20
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Page 267 and 268: Appendix 1 - Publications Relating
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Appendix 2 - Semi Structured Interv
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Appendix 2 - Semi Structured Interv
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Appendix 3 257 Appendix 3 - Local G
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259 Appendix 3 - Local Government Q
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Part 1 - Your Organisation 261 Appe
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Q4e: The costs to acquire State gov
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Part 6 - About People 267 Appendix
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Appendix4 - Open Ended Questionnair
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54 Provision of Aerial photos at a
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APPENDIX 5 293 Appendix 5 - Inter-S
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ANOVA ANALYSIS 295 Appendix 5 - Int
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297 Appendix 5 - Inter-State Differ
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Kruskal Wallis Test Statistics(a,b)
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APPENDIX 6 FACTOR ANALYSIS 301 Appe
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Communalities 303 Appendix 6 - Fact
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305 Component Matrix(a) Component A
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APPENDIX 7 307 Appendix 7 - Correla
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Size_Index Org_support Ext_access_p
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APPENDIX 8 311 Appendix 8 - Multipl
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Variables Entered/Removed(b) Model
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