No description available.

There is no universally applicable privatisation model, and each country needs to adopt an approach which takes account of its local context. This study devises an appropriate design and implementation procedure for the privatization of Indonesia's state enterprises by developing a Corporate Performance Measurement model and an Asset Topography. / Thesis (PhD)--University of South Australia, 2008.

Thesis (MProjMgmt)--University of South Australia, 2002.

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The problem being investigated is the historical situation relating to two independent MPs holding the balance of power in the Australian House of Representatives in 1940 and 1941. The two MPs, Arthur Coles and Alex Wilson, supported the conservative Menzies and Fadden governments before shifting their support (on October 3 1941) to the Labor Party led by Curtin. The procedure followed is the examination, in the form of a historical narrative, of primary evidence in private papers (such as Coles???s), analysis of Hansard (CPD), local and metropolitan newspapers. Also examined are references to the two independents in secondary literature. The key focus of interest will be the idea that chance or serendipity played a major role in achieving all the key outcomes which many Australians (and historians like Hasluck) often otherwise depict as the triumph of good sense within a supposedly non-problematic twoparty political system which self-selected the best possible leadership during time of war. Coles took over the seat of a popular Cabinet minister who had died in an air disaster. Coles???s and Wilson???s holding the balance of power was another extreme aberration, as no House of Representatives from 1906 to 1940, and none since, has not had either of the two party blocs (Labor and anti-Labor) without a majority. Hasluck, the most influential historian of Australian politics during the 1939-1945 war, viewed the fact of Coles???s and Wilson???s serendipity as evidence, in itself, of their wider historical, ideological and political irrelevance. The general results obtained by pursuing a critical historical narrative approach is that a strong counter-argument has been developed that suggests that Hasluck (and wider historical memory) has insufficiently valued as historical factors Coles???s and Wilson???s ideological aims. Coles was a representative of business progressivism and Wilson of agrarian socialism. The major conclusion reached is that Coles???s and Wilson???s wider aims led them to adopt the tactic of timing their shift to Labor so as to maximize their ideological influence on the Labor administration that would result whenever they decided to exercise their entirely serendipitously attained balance of power.

vii, 551 leaves : maps, tables, fold map in end pocket ; 30 cm. / Title page, contents and abstract only. The complete thesis in print form is available from the University Library. / Thesis (Ph.D.)--University of Adelaide, Dept. of Politics, 1977

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No description available.

Geographical Information Systems (GIS) are proving difficult to both define and effectively implement in Victorian Local Government. Current innovation diffusion theory, and emerging GIS and IS implementation theory are used to develop a framework for the implementation of either a new GIS, or for improving a currently ineffective GIS. The thesis describes a method of practically redefining GIS in the Local Government environment and then applying diffusion principles during the implementation of GIS. The first area of new investigation in the thesis is the approach to defining the GIS requirements of Local Government. In this thesis, GIS in Local Government is defined by starting with the business requirements and then letting them define the high level technical and functional requirements. This obtains a different answer from the traditional approach of assuming that current generic high level technical and functional definitions of GIS are correct, and that implementation is a selection and fine tuning process. The new approach is based mainly on the “productional perspective”; developed in recent theoretical GIS diffusion studies. The major difference is that GIS implementation in Local Government does not necessarily include the requirement for the design and construction of a specific GIS database. The GIS simply consists of graphical maps that spatially index and read existing non spatial databases within the Local Government IS environment. (For complete abstract open document)

In recent years there has been increasing interest in improving the quality of policy through building the policy capacity of public sector institutions. To date, however, there has been little evidence on which to base capacity building interventions. This thesis presents a study of policy process and policy capacity in the Department of Human Services (DHS) in the Australian State of Victoria. Policy capacity was defined as the organisational infrastructure that supports effective policy development and implementation (including individual competencies). The study drew on the health policy, public policy and public administration literature. Data collection methods involved (i) individual in-depth interviews with policy workers in four policy-oriented organisational units of DHS to explore the policy process and policy capacity, and (ii) a focus group and individual interviews with experienced policy workers to explore potential capacity building strategies. Findings indicate that building policy capacity requires attention to four domains: building and managing a policy-competent workforce; developing formal processes and guidelines for strengthening the policy process; strengthening organisational culture and policy leadership; and strengthening structures and relationships to support policy capacity. Building capacity also involves negotiating tensions between policy capacity and two other elements of governing capacity (administrative capacity and state capacity). The appropriate choice of capacity building strategies depends on context and contingency, including the specifics of particular policies, times and settings. Accordingly, the thesis concludes that a focus on developing policy leadership at the middle and senior levels would be a strategic approach to building policy capacity. Policy leadership involves local level judgement, mentorship, initiative and responsibility, and the ability to mobilise organisational resources to build policy capacity.