title: Bathymetry and bottom sediments of Lake Vanda, Antarctica

authors: Nelson, Campbell S.

abstract: To assist in locating the best site for the Lake Vanda drill hole, the nature of the bottom surface sediments was studied for the purpose of constructing a general bathymetric map of the lake. A maximum depth of 68.6 m is recorded near the center of the western lobe of the lake. Lake bottom sediments sampled at 25 drill holes show two contrasting bottom sediment facies. Shallower than 60 m the environment is aerobic, consisting mainly of pale fawn and quartzofeldspathic sands, overlain by a layer of biological detritus containing algae, diatoms, fungal mycelia, bacteria, and terrigenous sand. Below 60 m the environment is anaerobic, the sediments consisting of sandy muds and muddy sands rich in finely disseminated organic matter. The bathymetric map is shown

text: Bathymetry and bottom sediments of Lake Vanda, Antarctica To assist in locating the best site for the Lake Vanda drill hole, the nature of the bottom surface sediments was studied for the purpose of constructing a general bathymetric map of the lake. A maximum depth of 68.6 m is recorded near the center of the western lobe of the lake. Lake bottom sediments sampled at 25 drill holes show two contrasting bottom sediment facies. Shallower than 60 m the environment is aerobic, consisting mainly of pale fawn and quartzofeldspathic sands, overlain by a layer of biological detritus containing algae, diatoms, fungal mycelia, bacteria, and terrigenous sand. Below 60 m the environment is anaerobic, the sediments consisting of sandy muds and muddy sands rich in finely disseminated organic matter. The bathymetric map is shown

year: 1972

title: Managerialism and the neoliberal university: Prospects for new forms of "open management" in higher education

authors: Peters, Michael A.

subjects: Contracting-out

abstract: The restructuring of state education systems in many OECD countries during the last two decades has involved a significant shift away from an emphasis on administration and policy to an emphasis on management. The "new managerialism" has drawn theoretically, on the one hand, on the model of corporate managerialism and private sector management styles, and, on public choice theory and new institutional economics (NIE), most notably, agency theory and transaction cost analysis, on the other. A specific constellation of these theories is sometimes called "New Public Management," which has been very influential in the United Kingdom, Australia, Canada and New Zealand. These theories and models have been used both as the legitimation for policies that redesigning state educational bureaucracies, educational institutions and even the public policy process. Most importantly, there has been a decentralization of management control away from the center to the individual institution through a "new contractualism" - often referred to as the "doctrine of self-management" - coupled with new accountability and competitive funding regimes. This shift has often been accompanied by a disaggregation of large state bureaucracies into autonomous agencies, a clarification of organizational objectives, and a separation between policy advice and policy implementation functions, together with a privatization of service and support functions through "contracting out". The "new managerialism" has also involved a shift from input controls to quantifiable output measures and performance targets, along with an emphasis on short-term performance contracts, especially for CEOs and senior managers. In the interests of so-called "productive efficiency," the provision of educational serviceshas been made contestable; and, in the interests of so-called allocative efficiency state education has been progressively marketized and privatized. In this paper I analyze the main underlying elements of this theoretical development that led to the establishment of the neoliberal university in the 1980s and 1990s before entertaining and reviewing claims that new public management is dead. At the end of the paper I focus on proposals for new forms of "the public" in higher education as a means of promoting "radical openness" consonant with the development of Web 2.0 technologies and new research infrastructures in the global knowledge economy.

text: Managerialism and the neoliberal university: Prospects for new forms of "open management" in higher education The restructuring of state education systems in many OECD countries during the last two decades has involved a significant shift away from an emphasis on administration and policy to an emphasis on management. The "new managerialism" has drawn theoretically, on the one hand, on the model of corporate managerialism and private sector management styles, and, on public choice theory and new institutional economics (NIE), most notably, agency theory and transaction cost analysis, on the other. A specific constellation of these theories is sometimes called "New Public Management," which has been very influential in the United Kingdom, Australia, Canada and New Zealand. These theories and models have been used both as the legitimation for policies that redesigning state educational bureaucracies, educational institutions and even the public policy process. Most importantly, there has been a decentralization of management control away from the center to the individual institution through a "new contractualism" - often referred to as the "doctrine of self-management" - coupled with new accountability and competitive funding regimes. This shift has often been accompanied by a disaggregation of large state bureaucracies into autonomous agencies, a clarification of organizational objectives, and a separation between policy advice and policy implementation functions, together with a privatization of service and support functions through "contracting out". The "new managerialism" has also involved a shift from input controls to quantifiable output measures and performance targets, along with an emphasis on short-term performance contracts, especially for CEOs and senior managers. In the interests of so-called "productive efficiency," the provision of educational serviceshas been made contestable; and, in the interests of so-called allocative efficiency state education has been progressively marketized and privatized. In this paper I analyze the main underlying elements of this theoretical development that led to the establishment of the neoliberal university in the 1980s and 1990s before entertaining and reviewing claims that new public management is dead. At the end of the paper I focus on proposals for new forms of "the public" in higher education as a means of promoting "radical openness" consonant with the development of Web 2.0 technologies and new research infrastructures in the global knowledge economy.

year: 2013

title: Maori perspectives of the environment: A review of resource use consent submissions made by iwi to Environment Waikato.

authors: Whangapirita, Laura

subjects: Maori

abstract: As part of our broader brief to gather, summarise, analyse and distribute information held by Environment Waikato on Maori and the environment, we reviewed and summarised iwi consent submissions made on various resource use consent applications. This report refers to values and beliefs sourced from iwi submissions held by Environment Waikato and are presented within a Maori values framework to highlight environmental perspectives of tangata whenua in the Waikato region.

text: Maori perspectives of the environment: A review of resource use consent submissions made by iwi to Environment Waikato. As part of our broader brief to gather, summarise, analyse and distribute information held by Environment Waikato on Maori and the environment, we reviewed and summarised iwi consent submissions made on various resource use consent applications. This report refers to values and beliefs sourced from iwi submissions held by Environment Waikato and are presented within a Maori values framework to highlight environmental perspectives of tangata whenua in the Waikato region.

year: 2003-11