“This report tallies the successes and failures of the post-earthquake recovery effort, so we can learn from both to do better next time. The most important way in which government can do better in the next disaster is by providing greater regulatory and policy certainty. Some of that requires better contingency planning before the event. We concur with the auditor-general that a recovery agency should have access to necessary “off the shelf” internal control and operational functions from Day 1. It should not have to develop them from scratch when the urgent and pressing needs are its external activities. Similarly, councils can incorporate disaster contingencies in their longterm plans.”
Source: Wilkinson, B., & Crampton, E.(2018). The New Zealand Initiative and available from this link (open access).
“This is a preliminary report of a continuing study. These results show the complex interplay between communities, governments, and community sector organisations in disaster recovery, and the varying expectations and experiences of those involved. These initial findings show potential to influence policies, processes and systems across governments and communities, and better support community-led recovery.”
Source: Owen, C. (2018). Australian Journal of Emergency Management and available from this link (open access).
“The policing of vulnerability has been under close scrutiny for over 30 years, with an increasing array of government and non-government services contributing their own areas of expertise to assist in solving these ‘wicked’ issues. Yet, the burgeoning lists of who constitutes a vulnerable person, and the haphazard and localised development of strategies, have left little room for policy and practice transfer across vulnerability attributes, let alone jurisdictions.”
Howes, L. M., Bartkowiak-Théron, I., & Asquith, N. L. (2017). In Policing Encounters with Vulnerability (pp. 89-117). Chapter available on request for AIPM students.
“To ensure public inquiries can lead to real change, the report calls for: government to systematically explain how it is responding to inquiry recommendations ; select committees to examine annual progress updates from government on the state of implementation ; public inquiries to publish interim reports in the months, rather than years, after events ; expert witnesses to be involved in developing the recommendations of inquiries.”
Source: Norris, E. & Shepheard, M. (2017). UK Institute for Government and available from this link (open access).
“Since the 1990s, ‘joined-up government,’ ‘whole-of-government,’ and ‘horizontal governance’ approaches have emerged in many industrialized countries, resulting in the devolution of government functions to diverse policy networks. From these shifts, complex systems of networked actors have emerged, involved in designing, implementation, and influencing policy.”
Source: Carey, G., Landvogt, K., & Corrie, T. (2017). Australian Journal of Public Administration and available from this link (subscription journal).
“This paper addresses shortcomings in the scholarship about ‘wicked problems’, and suggests ways of tackling them. Firstly, accounts of these problems tend to ‘totalise’, regarding them as intractable masses of complexity, so conflict-prone and/or intractable that they defy definition and solution. By contrast, we put forward a more nuanced analysis, arguing that complex problems vary in the extent of their wickedness, via such dimensions as their cognitive complexity or the diversity and irreconcilability of the actors or institutions involved. We propose a typology of different forms of wicked problems.”
Source: Alford, J., & Head, B. W. (2017). Policy and Society, and available from this link (open access).
“Some researchers suggest that police professionals see little value in adopting evidence based approaches to tackle policing challenges. To examine this issue, 586 Canadian police professionals were surveyed. We explore responses to one particular question, which caused 353 respondents to reflect on whether they think their agencies enact evidence based policing (EBP) principles in daily operations; specifically, the principles of targeting, testing, and tracking the implementation of new policing strategies.”
Source: Huey, L., Blaskovits, B., Bennell, C., Kalyal, H. J., & Walker, T. (2017). Police Practice and Research, and available from this link (subscription journal).
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).
“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).
“Governments are increasingly adopting online platforms to engage the public and allow a broad and diverse group of citizens to participate in the planning of government policies. To understand the role of crowds in the online public policy process, we analyse participant contributions over time in two crowd-based policy processes, the Future Melbourne wiki and the Open Government Dialogue.”
Source: Liu, H. K. (2017). Australian Journal of Public Administration, 76(1), and available from this link (open access).