A Local-State Government Spatial Data Sharing Partnership

3.1 Introduction
Chapter 3 – Collaboration, Partnerships and the Government Environment
The development of SDI relies heavily on both intra- and inter-jurisdiction cooperation
and the establishment of partnerships (Grant & Williamson 2003; Warnest 2005; Wehn de
Montalvo 2001). The foundation for cooperation often begins as an informal relationship
between individuals before being established more formally through individual
organisational units and the organisations as a whole. In the case of inter-jurisdictional
cooperation, the basis for the cooperation may be driven by a range of political imperatives
or government policies.
Chapter Two examined the historical development in the spatial information industry in
Australia, the concept and development of SDI, and the theory and developments in the
sharing of spatial information. The theory and models of spatial data sharing emphasised
the importance of developing an improved understanding at the organisational level of the
motivations and barriers for organisational cooperation. The term collaboration will be
used throughout this chapter to better describe cooperative efforts which facilitate spatial
data sharing partnerships.
This chapter explores the concepts of collaboration within an organisational context to
understand the behaviour, the stages of development and the differing models of
collaboration. Partnerships as a mechanism to formalise collaboration will also be
examined to understand their purpose, structure and operation. Finally, the role and
function of the government jurisdictions will be reviewed to understand the historical
intergovernmental relationships and the influences they have on partnership development
and operation.
3.2 Collaboration
Information and communication technology has dramatically lowered the transaction cost
of collaborating and it is increasingly clear that isolationism is no longer a viable option
for many organisations (Lank 2006). The changing structure of national and state
government agencies in Australia resulting from downsizing and out sourcing of many
production functions, has created more tightly resourced government environments and
hence a change of attitude with respect to collaboration. As identified by Schermerhorn
(1975, p. 848) “Organisations will seek out or be receptive to inter-organisational co-
operation when faced with situations of resource scarcity or performance distress”.
Strategic alliances and other forms of inter-organisational co-operation have grown
dramatically since the mid 1980s and are now one of the most important new
organisational forms (Child et al. 2005).
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