SEA 5000 Future Frigate Program: continuous shipbuilding under the spotlight

The Future Frigates Program SEA 5000 is the largest naval shipbuilding project in Australian history, the centrepiece of the continuous National Naval Shipbuilding Enterprise. This paper, by former Parliamentary Secretary for Defence David Feeney shows that Australia will be paying nearly double per frigate as compared to the contemporary US and UK Frigate programs. Even though the Strategic Update 2020 highlights Australia’s rapidly deteriorating strategic environment, Feeney shows the Government has deliberately structured the frigate program so that it delivers capability more slowly (extended to 2044) and at greater cost (an additional A$9.3 billion). He argues the key reason for this deliberate slow down in the construction rate of the frigates is to enable the “implementation of a stable, deliberate and continuous shipbuilding drumbeat” so as to “end the ‘boom and bust’ cycle of naval shipbuilding, delivering sovereign capability and certainty for industry.” The paper explores the challenges of shipbuilding, the policy tensions and trade offs, and offers suggestions for how to get SEA5000 back on track

An active, ontology-driven network service for Internet collaboration

Web portals have emerged as an important means of collaboration on the WWW, and the integration of ontologies promises to make them more accurate in how they serve users’ collaboration and information location requirements. However, web portals are essentially a centralised architecture resulting in difficulties supporting seamless roaming between portals and collaboration between groups supported on different portals. This paper proposes an alternative approach to collaboration over the web using ontologies that is de-centralised and exploits content-based networking. We argue that this approach promises a user-centric, timely, secure and location-independent mechanism, which is potentially more scaleable and universal than existing centralised portals

The European Commission\u27s Extraterritorial Jurisdiction Over Corporate Mergers

This article examines the concept and application of the European Merger Regulation as it applies to mergers, acquisitions, and joint ventures external to the European Union (the Union) and the European Economic Area (EEA). More specifically, the article . traces the development of the Merger Regulation and how its application developed into the legal vehicle for the European Commission (the Commission) to administer its authority over the clearance or prohibition of mergers beyond its territorial frontier. Part I addresses the historical concept of extraterritorial jurisdiction under the Merger Regulation. It considers the European Court of Justice\u27s approach to extraterritorial jurisdiction under Articles 81 and 82 of the Treaty Establishing the European Community, formerly Articles 85 and 86, and its application to the Merger Regulation. Part II reviews the Commission\u27s assessment of mergers between non-community enterprises. It concentrates on the Commission\u27s analysis of whether a proposed merger is compatible with the European Common Market. Part III considers the measures available to the European Commission to enforce its authority under the Merger Regulation, while Parts IV and V review the sensitive Boeing/McDonnell Douglas and General Electric/Honeywell merger cases, respectively. This article covers the law in effect as of December 31, 2001

Rates of adoption in a university course management system

This research focuses on diffusion of an education innovation in a large, traditional University. In March 1999, the Blackboard digital course management system was installed for enterprise-wide availability at Temple University, the 39th largest university in the United States. The web-enabled database of Temple Blackboard logs the adoption date, course ID, and course title for every Blackboard course, unobtrusively, twenty-four hours a day. Temple Blackboard serves as 4 digital approximation of the cumulative recorder pioneered by B. F. Skinner, recording more than 2800 course adoptions across 30 months, in real time. Temple Blackboard course records provide unprecedented quantity and quality of objective measures of innovation diffusion in a large education organization. The whole population of digital cumulative records may be analyzed, making statistical sampling optional. Digital cumulative recording of Temple Blackboard course adoption facilitates comparisons with other Temple course management systems, while reducing pro-innovation bias. Blackboard dates of adoption for Temple University as a whole, per college, per department, and per faculty may be visualized, compared, ranked, and analyzed, answering pressing questions about educational technology diffusion with precision and economy

Longitudinal Aging Study in India: Vision, Design, Implementation, and Some Early Results

India is poised to experience a dramatic rise in its aging population in coming decades, yet comprehensive research and effective policy to confront this transition are lacking. According to projections constructed by the United Nations Population Division, the share of Indians aged 60 and over will increase from 8% today to 19% by 2050 (representing 323 million people, more than the entire US population in 2011). This demographic shift will pose significant challenges. India’s traditional reliance on private family networks to provide older people with care, companionship, and financial support will be stressed not only by the increasing number of aging Indians who rely on it, but also by changing household dynamics and patterns of spatial mobility among younger family members. The Longitudinal Aging Study in India (LASI) is intended to inform the design and expansion of a new generation of institutions – public and private – for the care and support of India’s population of older people by providing comprehensive data to the scientific and policy community. LASI is an evidence base for analyzing the (1) health, (2) economic and financial resources, and (3) living arrangements and social connections of older Indians. It enhances opportunities for cross-national analysis by adding India to the growing number of countries with harmonized data on their older populations. LASI surveys will be carried out every two years, providing longitudinal data to support research and policy development. This paper provides an overview of the conception and content of the 2010 LASI pilot survey that was conducted in four states: Punjab, Rajasthan, Karnataka, and Kerala. We highlight key aspects of the field work, such as response rates and interview duration, and discuss the breadth and quality of the economic, health, and social data collected. We pay close attention to the cultural and geographic diversity LASI is able to capture, and bring to light interesting patterns in, and relationships among, measures of health, social connectedness, labor force participation, and hardship among the elderly.aging, longitudinal, India

We Had the Experience but Missed the Meaning: Capacity Building Using Student Diary Pro to Enhance the Mobility Experience

The mobility experience is not confined to the sphere of upward social and economic mobility but, in equal measure, to geographical, linguistic and cultural mobility as a function of the public role of the university. Effects of mobility can be registered in terms of their impact on the university directly, the impact of such mobility on society generally, and its impact on those who participate in mobility opportunities in particular. The paper begins with a general overview of ideas and intentions underpinning mobility which in turn inform and are informed by policy considerations in a European Union context. Since mobility is essentially a developmental experience for students the paper discusses ideas which underpin their use of Student Diary Pro to tract their learning development by measuring their learning against agreed competencies. In the third section of this paper, the authors make observations based on samples drawn from student entries in Student Diary Pro while abroad

The ostrich sticks its head in the sand and thinks itself safe

Australia is entering the most challenging security environment since the end of World War II. While ‘protecting the Rules Based Global Order’ were central features of the Defence White Paper 2016 (DWP2016) and Foreign Policy White Paper 2017, strategists and defence planners already believe that the old order is gone, and the world is transitioning into a new, and more dangerous era. The new Morrison Coalition Government, facing a difficult election in mid-2019 and confronting the challenge of minority status in the Parliament, is unlikely to change any of Australia’s existing foreign policy and defence settings. But time is not Australia’s friend. We are in relative decline. Twenty-five years ago the Australian economy was the same size as China’s, bigger than India’s and bigger than all of the ASEAN nations combined. Today, China’s economy is five times bigger than ours. The pace of change means Australia needs to make important, hard choices concerning its future now. This will be the daunting reality that will confront a Shorten Labor Government, should the Australian Labor Party win the next Federal election. The Prime Minister, together with Penny Wong in Foreign Affairs and Richard Marles in Defence, will largely shoulder the task of navigating Australia forward in the world with a clear-eyed vision of our national interests and the actions required to secure them. To achieve security in this era, this paper identifies the need for an Australian Grand Strategy. One which will consider and coordinate the actions we can take, as a status quo medium power, to support the RBGO and secure Australia’s economic, strategic and diplomatic national interests

Panel 13 How Will Mega-Packages Change the Shape of Computing and Organizations?

SAP and other enterprise resource planning packages are rapidly penetrating many corporate environments. These packages are already dominant in several industries, e.g., petrochemicals, semiconductors, personal computers, and consumer products, and they are entering several other industries such as financial services, health care, and the public sector. These “mega- packages” have the potential of helping organizations achieve higher levels of cross-functional and cross-geography integration than ever before. They also present technological, project management, and organizational change challenges that have never been faced by most organizations