“This paper presents the NHP as a successful example of a national collaboration of public bodies with a common goal. The partnership’s organization and scientific approach is discussed alongside a review of activities and deliverables developed to help realize the NHP’s vision: ‘To be the UK’s trusted voice for natural hazards advice’. The NHP has overcome collaborative challenges of multi-organizational, geographically dispersed working by building common ground, respect and trust.”
Source: Hemingway, R., & Gunawan, O. (2017). International Journal of Disaster Risk Reduction and available from this link (open access).
“The multidimensional complexities associated with the criminal justice response to human trafficking are well documented. The transient and subversive nature of human trafficking as organised crime and the large number of multidisciplinary role-players involved in coordinating cross jurisdictional efforts to prevent, investigate and prosecute such cases, contribute to this complex undertaking. Complex systems theory suggests that a complex social problem such as human trafficking cannot be approached by using a linear or simplified lens, and requires a holistic perspective on the complex interactions between actors, and emergent behaviour in both the criminal justice system and the human trafficking system that it seeks to combat.”
Source: van der Watt, M., & van der Westhuizen, A. (2017). Police Practice and Research, and available from this link (subscription journal).
NSW Police horses/Flickr
“Something profound is changing our concept of trust, says Rachel Botsman. While we used to place our trust in institutions like governments and banks, today we increasingly rely on others, often strangers, on platforms like Airbnb and Uber and through technologies like the blockchain. This new era of trust could bring with it a more transparent, inclusive and accountable society — if we get it right. Who do you trust?”
Source: Botsman, R. (2016). TED talk (17:05 minutes) and available from this link (open access).
“Over the past 15 years, we have studied collaboration in hundreds of teams, in settings as varied as professional services, oil and gas, high tech, and consumer goods. By carefully observing people during various stages of project-driven work, we have learned a tremendous amount about multi-teaming. In this article we discuss why it is so prevalent in today’s economy, examine the key problems that crop up for organizational and team leaders, and provide recommendations for how to solve them.”
Source: Mortensen, M & Gardner, H. (2017). Harvard Business Review, and available form this link (open access, with personal registration).
“Public management and administration researchers need to integrate the scholarship on collaboration through systems thinking. How do we define collaboration? How do we distinguish among the categories of collaborative public management (CPM), collaborative governance (CG), and networks? How do systems and institutional context shape collaboration in these categories?”
Source: Amsler, L. B., & O’Leary, R. (2017). International Journal of Public Sector Management, and available from this link (subscription journal).
“This blueprint offers practical lessons for launching data sharing, integration, and analysis projects that can better inform crime prevention and reduction strategies, with a focus on spatial analysis. It addresses the major challenges those engaged in data sharing projects will encounter and describes strategies to overcome those challenges. The blueprint also serves as a guide on the spatial-statistical methods that can facilitate cross-sector analysis; new trends in the technology, culture, and practice of data sharing; and the potential for future interagency and cross-jurisdictional data sharing and analyses to inform public safety strategies.”
Source: La Vigne, N. (2017). Urban Institute and available from this link (open access).
“It summarises the findings of the evaluation of the Multiagency Investigation and Support Team (MIST), which involves the co-location of a Child Abuse Squad team (WA Police), police and Child Protection and Family Support specialist child interviewers, a CPFS worker, Child and Family Advocates, and therapeutic support services to work as part of an integrated team in Armadale, Western Australia.”
Source: Bromfield, L., & Herbert, J. (2017). Australian Centre for Child Protection and available from this link (open access).
“When operating in multiteam settings, it is important that goals are cohesive between team members, especially in high-stakes, risky, and uncertain environments. This study explored goal consistency during a multiteam emergency response simulation. A total of n = 50 commanders from the UK Police Services, Fire and Rescue Services, and Ambulance Services took part in a simulated terrorism exercise, who were split into n = 13 teams.”
Source: Power, N., & Alison, L. (2017). Journal of occupational and organizational psychology, 90(1), and available from this link (open access).
“This study aims to investigate how boundary work is carried out at the incident site during exercises with police, ambulance and rescue services, and how boundary awareness is developed based on this boundary work. Collaboration in emergency work is challenging on many levels. The unforeseen and temporary nature of incidents presents basic challenges. Another important challenge is boundaries between specialised and autonomous emergency service organisations. Knowledge on how exercises are performed to increase the individuals’ and organisations’ preparedness for future joint-response work is relatively limited.”
Source: Andersson, A., & Lindström, B. (2017). Journal of Workplace Learning, 29(4), and available from this link (subscription journal).
“It is well established in the public management literature that boundary spanners – people or groups that work across departments or sectors – are critical to the success of whole of government and joined-up working. In studying recent unprecedented change to central government agencies in the Australian context, our research identified that intra-departmental boundary spanners also play a critical role in the functioning of government departments, particularly during restructuring.”
Source: Carey, G., Buick, F., Pescud, M., & Malbon, E. (2017). Australian Journal of Public Administration, 76(2), and available from this link (subscription journal).