“The South Australia End to End 90-Day Trial: facilitating quicker justice through timely evidence processing, is a collaborative approach between South Australia Police and Forensic Science South Australia. This trial applied evidence-based policing principles, a law enforcement philosophy that uses research undertaken with scientific processes to inform law-enforcement decision-making. The results demonstrate how a review of processes and the removal of non-value adding activities can improve service delivery while not exhausting those ‘finite resources’.”
Source: Brown, C. M., Clark, Y., Julian, R., & Kelty, S. (2018). Police Practice and Research, and available from this link (subscription journal)
“Was 2017 really the “worst year ever,” as some would have us believe? In his analysis of recent data on homicide, war, poverty, pollution and more, psychologist Steven Pinker finds that we’re doing better now in every one of them when compared with 30 years ago. But progress isn’t inevitable, and it doesn’t mean everything gets better for everyone all the time, Pinker says. Instead, progress is problem-solving, and we should look at things like climate change and nuclear war as problems to be solved, not apocalypses in waiting.”
Source: Pinker, S. (2018). TED talks and available from this link (open access).
The book, The better angels of our nature : a history of violence and humanity/Pinker available from AIPM Library.
“The current study systematically reviews the growing literature on public value measurement to identify, evaluate, and synthesise available measures. Through a qualitative synthesis of the themes present in published measures, we identify four key components for measuring public value that appear to be important across a range of policy and national contexts. Our review identifies a promising framework that could be used to structure a comprehensive measure of public value and, in doing so, provides a means to progress theoretical development and testing of the public value approach.”
Source: Faulkner, N., & Kaufman, S. (2018). Australian Journal of Public Administration, and available from this link (open access).
“The purpose of this paper is to present the results of a test in a policing context of a performance assessment tool that is based on a “public values” approach. The Capability, Importance, and Value (CIV) Tool allows police organizations to examine the roles their members carry out to determine whether they are being capably done, are important, and deliver value to stakeholders.”
Source: Caputo, T., McIntyre, M. L., Wang, L. M. Y., & Hodgkinson, T. K. (2018). Policing: An International Journal of Police Strategies & Management, 41(1), and available from this link (subscription journal).
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).
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).
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).
“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)
“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).
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).