Posts Categorised: Performance Measurement

PEEL: Police leadership 2017

North Heady/Hardy

In PEEL 2017 (our annual all-force assessment), leadership was assessed at a force level as part of the efficiency and legitimacy reports (published in autumn 2017), and effectiveness reports (to be published in spring 2018). This report pulls together the findings on leadership from these inspections, and provides a national overview. Leadership, both as a skill and as a way of thinking, is important at every level of policing; it does not only apply at the most senior levels. Through our inspections, we assessed how forces develop and show good leadership throughout policing, not just whether senior members of the workforce are good leaders.

Source: Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Service (HMICFRS) and available from this link (open access).

Report on Government Services 2018

Sydney Skyline/M. Hardy

The annual Report on Government Services (RoGS) provides information on the equity, effectiveness and efficiency of government services in Australia. Two sections of interest to the public safety sector: Part C: Justice and Part D: Emergency Management

Source: Australia. Productivity Commission and available from this link (open access).

Why Performance Management Should Not Be Like Dieting

Cabbage Tree pool/Flickr

“This paper proposes lessons can be learnt from adopting the analogy of ‘dieting’. Short-term weight-loss practices can lead to a cyclical pattern that generates weight gain, rather than loss, in longer term. This occurs due to dieters following fads focused on short-term loss, rather than habitual modifications necessary for long-term weight change. This may explain why despite organisations pursuing the perfect employee performance management system (akin to dieting fads), they remain ineffective. We argue that compliance-based approaches encourage a short-term focus on completing the process (known pejoratively as ‘tick-and-flick’). However, where performance management is considered core business, more sustainable practices emerge.”

Source: Blackman, D., Buick, F., & O’Donnell, M. (2017). Australian Journal of Public Administration and available from this link (subscription journal).

Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance

North Head/Hardy

“Organizational learning has been shown to affect performance. This study offers a fine-grained view regarding different types of learning opportunities. Specifically, opportunities to learn from mistakes are examined. Using three separate samples, we first establish statistically reliable and unidimensional measures of both organizational learning and mistake tolerance.”

Source: Weinzimmer, L. G., & Esken, C. A. (2017).  The Journal of Applied Behavioral Science and available from this link (subscription journal)

Effectiveness of current policing-related mental health interventions in England and Wales and Crisis Intervention Teams as a future potential model: a systematic review

Surfing/Griffin

“In England and Wales, there are three commonly used but not necessarily commonly designed or operated, mental health interventions associated with policing, Liaison and Diversion, Street Triage and specialist staff embedded in Police Contact Control Rooms. A fourth US designed model, Crisis Intervention Teams (CITs), is now attracting some interest in England and Wales, and these four are to be considered in this review. A fifth intervention, Mental Health Courts, was trialed but has now been abandoned in England and Wales and so has been excluded, but remains in use elsewhere.”

Source: Kane, E., Evans, E., & Shokraneh, F. (2017).  BMC Systematic reviews, and available from this link (open access).

Evaluation flash cards : Embedding evaluative thinking in organizational culture

Fishing in Manly/Flickr

“Evaluative thinking becomes most meaningful when it is embedded in an organization’s culture. This means that people in the organization expect to engage with each other in clarifying key concepts, differentiating means and ends, thinking in terms of outcomes, examining the quality of evidence available about effectiveness, and supporting their opinions and judgments with evidence.”

Source:  Patton, M. (2017). Otto Bremer Trust and available from this link (open access).

Defining success in bushfire management: critical moments in the 2012-13 ACT bushfire season

Flora

Grevillea

“The 2012-13 Australian Capital Territory fire season saw no loss of life, no major property loss and minimal environmental damage. It was therefore successful according to the main aims of bushfire management. This outcome hinged on a few critical moments when, due to a combination of strategy and good fortune, things went right. This case study demonstrates how influential chance can be in determining the outcome of bushfires and this in turn begs the question: should agencies be held responsible for factors that are beyond human control? It is proposed that holding agencies responsible for outcomes that are not entirely within their control, acts to reduce community resilience because it implicitly removes the onus on individuals to take personal responsibility; a vital component for good outcomes.”

Source: Leavesley, A. (2017). Australian Journal of Emergency Management and available from this link (open access).

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

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Manly dawn/Griffin

“The Netherlands’ Ministry of Security and Justice has agreed on performance targets with the country’s police departments. Introducing the targets created a shift to controlling performance in team management focus. This empirical study of police teams in Utrecht in the Netherlands focuses on the influence of leadership style, gender and psychosocial team factors when teams are required to achieve agreed performance objectives.”

Source: Schaveling, J., Blaauw, S., & van Montfort, K. (2017). Journal of Police and Criminal Psychology, and available from this link (open access).

Police Reform Through Data-Driven Management

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Manly/Griffin

“Over a 2-year span, the New Orleans Police Department (NOPD) transformed from a department struggling to comply with its expansive federal consent decree to one exploring even broader reforms through a data-driven management approach. NOPD believes more than ever in the adage you manage what you measure.”

Source: Morgan, T. H. S., Murphy, D., & Horwitz, B. (2017).  Police Quarterly,and available from this link (subscription journal).

Using activity-based costing and simulation to reduce cost at a police communications centre

Coral Tree flower, Collins Beach

Coral Tree flower

“This study is based at a police force’s communications centre which undertakes a vital role in receiving and processing emergency and non-emergency telephone calls from the public and other agencies. The purpose of this paper is to evaluate a method for addressing the conflict between the need to reduce cost and the requirement to meet national standards in terms of a timely response to customer calls.”

Source: Greasley, A. & Smith, C. (2017). Policing: An International Journal of Police Strategies & Management, 40/2, and available from this link (subscription journal).