title: A robust semantics hides fewer errors

authors: Reeves, Steve

subjects: computer science

abstract: In this paper we explore how formal models are interpreted and to what degree meaning is captured in the formal semantics and to what degree it remains in the informal interpretation of the semantics. By applying a robust approach to the definition of refinement and semantics, favoured by the event-based community, to state-based theory we are able to move some aspects from the informal interpretation into the formal semantics.

text: A robust semantics hides fewer errors In this paper we explore how formal models are interpreted and to what degree meaning is captured in the formal semantics and to what degree it remains in the informal interpretation of the semantics. By applying a robust approach to the definition of refinement and semantics, favoured by the event-based community, to state-based theory we are able to move some aspects from the informal interpretation into the formal semantics.

year: 2009

title: Edward Gallagher: a Te Aroha coach proprietor

authors: Hart, Philip

abstract: Edward Gallagher, who arrived in New Zealand at the age of two in 1844, fought as a cavalryman against Maori in the Waikato and Bay of Plenty. His subsequent career was primarily based around horses, having pioneer coaching and cartage businesses in Thames, Ohinemuri, and Te Aroha. When living in Thames he invested in local mines and even did some mining. For several years he also farmed at Puriri. After moving to Te Aroha, his coaches ran to Waiorongomai and elsewhere, profitably. He also did some carting and became a farmer (at Te Aroha West). His investments in Waiorongomai and Stoney Creek mines probably brought him no profit.
Gallagher was very active in assisting the development of the Te Aroha district, being elected to several committees and becoming chairman of the town board and later the second mayor. His erratic and abrasive behaviour in his dealings with colleagues on these bodies was notable. In politics he was a strong supporter of the Liberal Party and of the rights of the Irish, but in practice he could be as oppressive as any Irish landlord. He was an important member of the community, but a flawed one.

text: Edward Gallagher: a Te Aroha coach proprietor Edward Gallagher, who arrived in New Zealand at the age of two in 1844, fought as a cavalryman against Maori in the Waikato and Bay of Plenty. His subsequent career was primarily based around horses, having pioneer coaching and cartage businesses in Thames, Ohinemuri, and Te Aroha. When living in Thames he invested in local mines and even did some mining. For several years he also farmed at Puriri. After moving to Te Aroha, his coaches ran to Waiorongomai and elsewhere, profitably. He also did some carting and became a farmer (at Te Aroha West). His investments in Waiorongomai and Stoney Creek mines probably brought him no profit.
Gallagher was very active in assisting the development of the Te Aroha district, being elected to several committees and becoming chairman of the town board and later the second mayor. His erratic and abrasive behaviour in his dealings with colleagues on these bodies was notable. In politics he was a strong supporter of the Liberal Party and of the rights of the Irish, but in practice he could be as oppressive as any Irish landlord. He was an important member of the community, but a flawed one.

year: 2016

title: lnteragency collaboration in youth justice: Creating change through action research

authors: Atkinson, Melanie

abstract: This thesis describes a community psychology intervention in the Hamilton youth justice sector from September 2001 through to August 2004. I initiated the project with a Maori social service provider, Maatua Whangai, to address poor communication, gaps in service provision, and a lack of coordination and leadership in the sector. Drawing on an action research methodology the purpose of the project was to create better outcomes for youth offenders and their families by using an interagency approach to increase collaboration, coordination and the effectiveness of service delivery.
 My role became one of project manager and researcher. Representatives from the key agencies in the wider youth justice sector became participants and together we embarked on a journey of transformation. The group we formed, initially known as the 'Hamilton Youth Justice Collaboration', became the Hamilton Youth Offending Team (YOT), following the establishment of YOTs nationally by the Ministry of Justice in 2002. 
This thesis details the development of the Hamilton YOT, focusing on its purposes, methods, process, relationships and outcomes. The ten initiatives planned and implemented by the YOT are also discussed. Some of these initiatives addressed system-wide issues. Others targeted the way services were delivered by the statutory youth justice agencies. The final group of initiatives aimed to improve the knowledge of services for young people and also established services or programme to fill gaps in services. 
Collaborative initiatives tend to generate multiple purposes and goals aimed at multiple levels of the situation. Thus an ecological and systems approach was used to analyse the impact of the YOT's activities. This allowed for larger units of analysis at the instrumental, structural, relational and cultural dimensions of the environment. 
In the first instance this project created a group of agencies to provide oversight and leadership for the sector. This growth in capacity for analysing problems, devising solutions, and mobilising the required resources, allowed for the various initiatives to be implemented. YOT members spoke positively about the changes that had been made and there was a perception that the quality of service delivery had increased. The outcome evaluation that was conducted confirmed the assumption that improving communication and coordination of services, aligning service delivery with good practice, and increasing the capacity of services would equate to improved outcomes. In addition to the positive impacts on 'clients', the introduction of norms and practices that focused on cooperation and the increased opportunities for joint work, connectedness and mutual support, produced positive changes in the relational environment. 
While the extent to which interagency collaboration improved is considered, there is a strong focus on what was learned about the process of collaboration. The roles of the researcher and the participation by YOT members are also examined. The thesis ends with a reflection on the project as a whole, considering the major findings the study has made in the areas of action research, evaluation and collaboration.

text: lnteragency collaboration in youth justice: Creating change through action research This thesis describes a community psychology intervention in the Hamilton youth justice sector from September 2001 through to August 2004. I initiated the project with a Maori social service provider, Maatua Whangai, to address poor communication, gaps in service provision, and a lack of coordination and leadership in the sector. Drawing on an action research methodology the purpose of the project was to create better outcomes for youth offenders and their families by using an interagency approach to increase collaboration, coordination and the effectiveness of service delivery.
 My role became one of project manager and researcher. Representatives from the key agencies in the wider youth justice sector became participants and together we embarked on a journey of transformation. The group we formed, initially known as the 'Hamilton Youth Justice Collaboration', became the Hamilton Youth Offending Team (YOT), following the establishment of YOTs nationally by the Ministry of Justice in 2002. 
This thesis details the development of the Hamilton YOT, focusing on its purposes, methods, process, relationships and outcomes. The ten initiatives planned and implemented by the YOT are also discussed. Some of these initiatives addressed system-wide issues. Others targeted the way services were delivered by the statutory youth justice agencies. The final group of initiatives aimed to improve the knowledge of services for young people and also established services or programme to fill gaps in services. 
Collaborative initiatives tend to generate multiple purposes and goals aimed at multiple levels of the situation. Thus an ecological and systems approach was used to analyse the impact of the YOT's activities. This allowed for larger units of analysis at the instrumental, structural, relational and cultural dimensions of the environment. 
In the first instance this project created a group of agencies to provide oversight and leadership for the sector. This growth in capacity for analysing problems, devising solutions, and mobilising the required resources, allowed for the various initiatives to be implemented. YOT members spoke positively about the changes that had been made and there was a perception that the quality of service delivery had increased. The outcome evaluation that was conducted confirmed the assumption that improving communication and coordination of services, aligning service delivery with good practice, and increasing the capacity of services would equate to improved outcomes. In addition to the positive impacts on 'clients', the introduction of norms and practices that focused on cooperation and the increased opportunities for joint work, connectedness and mutual support, produced positive changes in the relational environment. 
While the extent to which interagency collaboration improved is considered, there is a strong focus on what was learned about the process of collaboration. The roles of the researcher and the participation by YOT members are also examined. The thesis ends with a reflection on the project as a whole, considering the major findings the study has made in the areas of action research, evaluation and collaboration.

year: 2006