“In terms of governance, British policing seems to arise from a history of local traditions influenced more recently by centralist managerial demands. A creeping process of privatisation has led social scientists to argue that patterns of governance in British policing are changing in several directions. This has included the way police officers not only are challenged, but also challenge these changing modes of governance in terms of ethical codes of behaviour.”
Source: Westmarland, L. (2016). Global crime, 17(3-4), and available from this link (open access).
“Predictive analytics, although widely utilized in the private sector, still stir uncertainty and concern on the part of public sector leaders. Daily, however, some national or subnational government makes a dramatic breakthrough in how it delivers services as a result of collecting and analyzing data. This paper examines how officials can use properly analyzed historical data to look for patterns and trends to reorganize the way they deliver services, anticipate future events, and often even prevent potential problems.”
Source: Goldsmith, S., Crawford, S., Weinryb Grohsgal, B.(2016). Innovations in Public Service Delivery, issue no. 4. Available from this link (open access).
Winter sunrise swims/Flickr
“This story is part of a broader trend in the social sector where we are seeing an increasing focus on measuring the things that matter most — the outcomes of investments and activities that create social change. But measuring is only one half of the story. Real change comes through building a culture in both service delivery organisations and funders that understands how to use this data to manage to outcomes.”
Source: Faivel, S. & Andreyeva, K. (2016). SVA Quarterly and available from this link (open access).
Manly Harbour/M. Hardy
“In April 2015, the Secretary of PM&C commissioned an in-house study into how public sector data can be better used to achieve efficiencies for government, enable better service delivery and inform policy development, and be used by the private sector to innovate and create new products and business models. The study was an internal study focusing on APS practices with the aim of identifying current status and strategies for improving the use of and access to data.”
Source: Australia. Department of the Prime Minister and Cabinet and available from this link.
“The paper finds that the current Australian policy context prioritises integration and multi-sectoral responses to address the limitations of traditional service delivery and the negative consequences of fragmentation and disconnection. Despite the significant challenges to integrated responses, and the limited evidence base on effective responses (which is improving with a growing number of evaluation studies in Australia and internationally), the anecdotal and empirically derived potential benefits appear to outweigh the alternatives.”
Source: Breckenridge, J. (2015). ANROWS Landscapes no. 11 and available from this link.
Collins Beach, Manly
“Winning sites in the 2015 Best of the Web competition tend to use simple, high-image, low-text designs; prioritize accessibility and mobility; and start with a design philosophy that puts the user first.” All government sites are from USA.
Source: Wood, C. (2015). Government technology and available from this link.
In his first speech streamed live to the broader Australian Public Service, Digital Transformation Office CEO Paul Shetler shared his vision for a truly digital Australian government. He encourages us all to put the user first, to be agile, commit to continuous improvement and find ways to prioritise and fast track delivery of services.
Source: Shetler, P. (2015). Australia. Dept of Communications and available from this link. [Podcast 51 mins]
“This volume aims to shed light on how public service value is identified, managed, measured and reported. The concept of public value has been increasingly associated with the process of modernisation and in recent years the debate has shifted away from ‘what’ to ‘how’ public value is conceptualised and practiced. How the public sector can meet the communities’ expectations is particularly relevant in light of the Global Financial Crisis. At present, many governments are involved in reform aimed at improving the effectiveness, efficiency and economy of operations, and improving the quality of public services.”
Russo, S., Farneti, F., Guthrie, J., & Marcon, G. (2014) and available for AIPM staff and students from this link.
Collins Beach, Manly
“The research shows that the public sector sticks to its guns in maintaining a web-transmitted values discourse which forefronts goodwill towards its clients. It also shows that the public and private sectors take different approaches to goodwill.”
Source: Jørgensen, P. & Isaksson, M. (2015). , International Journal of Public Sector Management, 28/1, and available from this link.
“This performance management story is not one of brilliant technological architecture. It is a story of people and the way they work together. Performance analysts sit at the centre of performance management systems. They create feedback loops with a wide array of stakeholders, from those who deliver services on the ground to their boards of management. The role is founded on a deep understanding of the journey taken by clients, and the needs of the staff supporting them.”
Source: Tomkinson, E. (2015). Available from deliveringthepromise.org.