Infrastructure Engineering - Research Publications

Permanent URI for this collection

Search Results

Now showing 1 - 2 of 2
  • Item
    Thumbnail Image
    SDI governance bridging the gap between people and geospatial resources
    Box, Paul ; RAJABIFARD, ABBAS ( 2009)
    Organisational arrangements have long been recognised as a critical enabler and fundamental component of Spatial Data Infrastructure (SDI). More recently, the term “governance” has become increasingly used to refer to aspects of institutional frameworks that support SDI. However, given the polysemous nature of the term and the evolving nature of approaches to implementing SDI, it not clear exactly what is meant by the term “SDI governance” and thus the scope, nature and challenges of governance are not well understood. Through an exploration of concepts and model of governance in a variety of contexts, a conceptual model of SDI governance is being developed. An investigation of practical realities of governance in four Australian SDI initiatives has been used to inform the development of this model. This paper provides an overview of the concepts of governance, presents some key findings from the Australian SDI cases studies; and describes an initial conceptual model of governance.
  • Item
    Thumbnail Image
    A strategy framework to facilitate spatially enabled Victoria
    Thomas, Elizabeth ; Hedberg, Ollie ; THOMPSON, BRUCE ; RAJABIFARD, ABBAS ( 2009)
    Spatial Information is at a critical turning point in its development. More people are using it for a wider range of purposes, including social networking; technology is changing the way we communicate with each other; there are new ways of thinking about ‘location’; and big corporate players are entering the market and are starting to drive standards. At the same time, all levels of government, business and the community face significant challenges in producing and using products and services in environmentally and socially sustainable ways. Spatial information has an integral part to play in developing solutions to these challenges. But this cannot be achieved without a clear strategy and a framework that harnesses everyone’s skills and expertise. Victoria is fast being recognised as a leader in many aspects of State SDI development in Australia and internationally. The Victorian Spatial Council – which is the peak body that provides a coordinated approach to policy and development and management of spatial information – has recently painted the emerging landscape for spatial information in Victoria. Through the Victorian Spatial Information Strategy 2008-2010 it highlights some of the changes occurring in spatial information and technology and the key challenges they pose, and sets the broad themes for facilitating the whole spatial information community’s participation in that landscape. VSIS is a basis for delivering spatially enabled Victoria. At the same time, it considers that spatial information should be seen as part of the wider information resource created by and available to society. It presents a challenging agenda and the strategic framework it sets out lays the foundation for fulfilling the promises that are held out by the developments it describes. This paper aims to present and discuss VSIS, its development process and its role in connecting all levels of government, the private sector, utilities, academia, the professions and a wider community from a spatial data perspective. The paper starts with a discussion on the importance of having a spatial information framework in the context of spatially enabled society and then discusses the central role VSIS plays in facilitating the spatially enabled vision in Victoria. The paper then highlights a range of activities and processes to be undertaken across all disciplines and sectors to facilitate framework development. This includes aspects of design, creation, governance and processes involved in developing an enabling platform, and the overall relations between different challenges to facilitate spatial data activities. The results and lessons learned from the development of the strategy can be used and applied in other jurisdictions, at both national and global levels.