Know it Now | Australian Institute of Police Management

Police perceptions of young people: a qualitative analysis


“Police views of young people inform the way they exercise discretion over this group. However, few studies have sought to formally document and examine police views of young people. The limited existing research is also mostly dated. This article begins to address this gap in the literature by presenting the results of semi-structured qualitative interviews with 41 police officers from Queensland, Australia. Stemming from a larger study of Police-Citizens Youth Clubs and using a grounded theory approach to data analysis, the article demonstrates the key ways in which police conceptualised young people.”

Source: Richards, K., Cross, C., & Dwyer, A. (2018). Police Practice and Research, and available from this link (subscription journal).

Contact is a stronger predictor of attitudes toward police than race: a state-of-the-art review

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“This scoping review thoroughly scanned research on race, contacts with police and attitudes toward police. An exploratory meta-analysis then assessed the strength of their associations and interaction in Canada and the USA. Key knowledge gaps and specific future research needs, synthetic and primary, were identified. The paper aims to discuss these issues.”

Source: Alberton, A. & Gorey, K. (2018). Policing: An International Journal of Police Strategies & Management, and available from this link (subscription journal).

Recipe for disaster: building policy on shaky ground

Native Daphne

“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).

Enhancing Learning in Emergency Services Organisational Work

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“The paper outlines key themes from the work-related learning literature and introduces a modified experiential learning framework to ground real-world experiences. Interviews were conducted with 18 emergency services practitioners. The findings provide examples of the broad challenges that agencies need to manage to enhance and sustain learning. These include shifting value from action post an event, to reflection, focusing on the bigger picture and allowing enough time to effectively embed new practices after an emergency.”

Source: Owen, C., Brooks, B., Curnin, S., & Bearman, C. (2018).  Australian Journal of Public Administration and available from this link (subscription journal).

Complexity and systemic organizational redirection

Water Dragon/M. Hardy

“The purpose of this paper is to assess the effects of officers’ perceptions of complexity in merging organizational change components (culture, mission, values, decentralization, policies and procedures, administrative reporting practices, weapons, contract, pay, benefits, patrol boundaries, equalization of workload, size of boundaries, communications, 10-codes, and car numbers) during a major metropolitan police department consolidation.”

Source: Reed, J. C., & Higgins, G. E. (2018). Policing: An International Journal of Police Strategies & Management, and available from this link (subscription journal).

Making the leap: A practical guide to inter-agency collaboration

Kangaroo Paw/PaperMonkey

“Government and community-sector agencies have an equal stake in producing better social services. Many novel policy ideas have come to government from the not-for-profit sector, and there is a long record of governments fostering community-sector innovation. Now, there is an increasing understanding that no single agency can address complex social problems on their own. This has brought about a new interest in how agencies can pool their complementary expertise to design and deliver more effective programs and services.”

Source: Thornton, D., Bryant, D. and Mallett, S. (2018). Melbourne: Brotherhood of St Laurence and ANZSOG. Available from this link (open access).

Leadership, life and legacy

Manly dawn/Griffin

“Prior to joining Qantas, Steve Jackson enjoyed a career with the Australian Federal Police spanning some 21 years during which time he played key command roles across a wide range of policing functions. Steve was the AFP’s operational commander for the Sydney 2000 Olympic Games and the AFP’s Field Commander during the joint AFP/Indonesian National Police investigation following the Bali bombings in 2002. Steve was awarded the Medal of the Order of Australia for his work in Indonesia. Between 1979 and 1982, Steve served as a Commissioned Officer in Royal Navy (UK). Steve Jackson has a long and distinguished history of service to his country. As he approaches the end of his working life, Steve is contemplating his legacy.”  Vale Steve Jackson 1960-2018.

Source:  Jackson, S. (2017). TEDxCanberra and available from this link (open access).

Categories: Leadership, Police

The success of failure: can we really build learning organisations in policing?

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Dr Victoria Herrington, AIPM,  gives the 45th James Smart Memorial Lecture at the Scottish International Policing Conference, December 2017.

Source: Scottish International Policing Conference, 2017 and available from  YouTube via this link. Length: 40 mins, (open access).

Categories: Leadership, Learning, Police

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).

Keeping us up at night: the big issues facing business leaders in 2018

Native daphne

“How can businesses take practical steps toward a culture of innovation in 2018? How far behind is Australia really in terms of cost competitiveness and what can be done to fix it? What has driven our energy crisis to date and is there any prospect of relief in the year ahead?”

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