A Local-State Government Spatial Data Sharing Partnership

A Local-State Spatial Data Sharing Partnership Model to Facilitate SDI Development
The partnership model successfully described and assessed the multi-dimensional nature of
inter-jurisdictional data sharing initiatives. The model recognises the context of the
collaboration, the collaborative process and the outcomes of collaborative initiative.
Moreover, the model was used to effectively determine the strengths and weaknesses of
the partnerships and hence identify their success and sustainability.
The objectives of the research aim will now be reviewed and discussed.
8.2.1 Objective 1: Review Existing Theory and Practice
Existing research identified models and typologies which assist the understanding of the
motivations, mechanisms and outcomes for data sharing. However, a number of gaps in
the research were identified including a lack of evidence on the performance and operation
of formal data sharing initiatives, particularly in multi-jurisdictional environments. The
need for more quantitative evidence on partnership outcomes was also highlighted. The
investigation of collaboration theory and partnerships recognised the need to understand
not only the drivers for collaboration, but also the process of collaboration. These findings
had a significant influence on the developed model, which is “process centred” rather than
“outcome driven”. The model also incorporates the influences of the multi-jurisdictional
environments which impact on the partnership strategies, formulation, management and
governance.
8.2.2 Objective 2: Description and Classification of Existing
Local/State Government Spatial Data Sharing Partnerships
The qualitative assessments provided a detailed understanding of the motivations,
operation and issues relating to each of the state initiatives, with particular focus and
emphasis on why, how and what events triggered their initiation and development. The
research identified that the existing political and economic environments of at least two of
the state governments had a positive influence on the collaborative initiatives. One
significant conclusion from this finding is that partnership initiatives should not be put off
because of economic downturn or political change; on the contrary such circumstances
may actually assist in partnership establishment. The case studies identified limitations in
each of the partnership models including project management, performance management
and governance.
The collaborative initiatives also showed a direct linkage and correlation to the
development of the SDI at state level. Although this link always has been assumed to
exist, little previous work has attempted to map the determinants of collaboration and the
subsequent collaborative process to the contribution of SDI development.
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