Know it Now | Page 3 of 65 | Australian Institute of Police Management

Operational Strategies to Build Police-Community Trust and Reduce Crime in Minority Communities: The Minneapolis Cedar-Riverside Exploratory Policing Study

Manly Wharf/Flickr

“The objective of this project was to test the idea that crime prevention and enforcement efforts of police departments are strengthened when the police actively strive to improve their relationship with the community by using every interaction as an opportunity to demonstrate civil, unbiased, fair, and respectful policing. Given the diversity and unique challenges of Cedar-Riverside, it is believed that if the concepts of procedural justice and legitimacy can be successfully implemented there, they can be applied in a broad range of other communities throughout the United States.”

Source: Police Executive Research Forum (2018). Available from this link (open access).

Beyond Triple Zero: towards a digital, proactive emergency response

Manly at dusk/Flickr

“Research by the Australian Communications and Media Authority shows that in Australia in 2017, around 70% of emergency calls came from mobile phones, with 14% of Australians making at least one call to Triple Zero (000) between January and June 2017. To dispatch the appropriate emergency services (Police, Fire or Ambulance), the emergency operator has to know the caller’s location with an appropriate level of accuracy. This can be problematic, especially in a situation of extreme distress, and when the caller is unfamiliar with their surroundings – for example, in a remote area or where a street number is not immediately visible.”

Source: Bongiovanni, I. (2018). The Conversation and available from this link (open access).

Performance Managing Risks in the NSW public sector: Risk culture and capability

Walking to Manly /Flickr

“Senior management communicates the importance of managing risk to their staff, and there are many examples of risk management being integrated into daily activities’, the Auditor-General said. We did find that three of the agencies we examined could strengthen their culture so that all employees feel comfortable speaking openly about risks. To support innovation, senior management could also do better at communicating to their staff the levels of risk they are willing to accept.”

Source: Audit Office of NSW and available from this link (open access).

Releasing Open Data on Hate Crimes: A Best Practices Guide for Law Enforcement Agencies

Manly Cove/Flickr

“Even though hate crimes are a particularly harmful classification of offenses, they are not well documented in the United States. Some state and local jurisdictions mandate data collection and reporting on hate crimes, and many nonprofits that serve targeted communities also track related information. A national coalition of journalists and civil rights groups recently launched a project called Documenting Hate, which consolidates verified media reports of both hate crimes and hate incidents. However, this information relies on media coverage, which may not be available for all occurrences of hate crime. As a result, the federal government is the authoritative clearinghouse for hate crime data.”

Source: Police Foundation and available from this link (open access).

Categories: Law Enforcement

Why Do We Undervalue Competent Management?

Manly sunrise/Flickr

“If you look at the data, it becomes clear that core management practices can’t be taken for granted. There are vast differences in how well companies execute basic tasks like setting targets and grooming talent, and those differences matter: Firms with strong managerial processes perform significantly better on high-level metrics such as productivity, profitability, growth, and longevity. In addition, the differences in the quality of those processes—and in performance—persist over time, suggesting that competent management is not easy to replicate.”

Source: Immelt, J. R. (2017). Harvard Business Review and available from the link (open access with personal registration).

The Changing Nature of Crime and Criminal Investigations


“The reality is that the science of criminal investigations is changing rapidly, and many law enforcement agencies are not prepared for the changes that are taking place. This report is a wake-up call for the policing profession. If we are to be successful in combating crime in the 21st century, agencies must have the training, tools, and skilled personnel to understand the changing nature of crime and to be resourceful in investigating new types of crime.”

Source:  Police Executive Research Forum (2018). Critical issues in policing series and available from this link (open access).

The Justice Project progress report


“The Justice Project is a comprehensive, national review into the state of access to justice in Australia. The Project focuses on justice barriers facing those with significant social and economic disadvantage, as well as identifying what is working to reduce those barriers. We want to take our access to justice crisis out of the realm of numbers and into the realm of lived experience by understanding how our most vulnerable people experience access to justice issues, and what needs to be done to deliver a fairer, more just system which delivers access to justice in Australia.”

Source: Law Council of Australia and available from this link (open access).


Leading for Change: A Blueprint for Cultural Diversity and Inclusive Leadership Revisited

Coral tree flower

“We have revisited the Leading for Change exercise for a number of reasons. Since Australia does not yet officially collect comprehensive data on cultural diversity within organisations and institutions, independent research is crucial to ensuring we know the state of play. We also believe it is important to highlight what leaders and organisations are doing to support cultural diversity and inclusion. We hope this report challenges readers to think deeply about cultural diversity. Ultimately, we hope it will be used by leaders and organisations as a blueprint for action – because our national success and prosperity depends on us getting the most from our multicultural talents.”

Source: Soutphommasane, T., Whitwell, G., Jordan, K., & Ivanov, P. (2018). Australian Human Rights Commission and available from this link (open access).

Rescue, Response, and Resilience: A Critical Incident Review of the Orlando Public Safety Response to the Attack on the Pulse Nightclub

Clouds and pine trees/Flickr

“On June 12, 2016, what began as an active shooter incident when a lone gunman entered the Pulse nightclub in Orlando, Florida, and began shooting innocent clubgoers transitioned into a barricaded suspect with hostages incident and ended as the deadliest terrorist attack on American soil since September 11, 2001. One hundred two innocent people had been shot: 53 injured and 49 killed. The decisions made and actions taken by the men and women of the Orlando Police Department (OPD) and Orlando’s other law enforcement agencies embody the bravery, strength, and professionalism of our nation’s law enforcement and public safety first responders as well as the strength of the Orlando community.”

Source: Police Foundation and available from this link (open access).

Making sense of evidence: A guide to using evidence in policy


“The handbook helps you take a structured approach to using evidence at every stage of the policy and programme development cycle. Whether you work for central or local government, or the community and voluntary sector, you’ll find advice to help you: understand different types and sources of evidence; know what you can learn from evidence; appraise evidence and rate its quality ; decide how to select and use evidence to the best effect; take into account different cultural values and knowledge systems; be transparent about how you’ve considered evidence in your policy development work.”

Source: Superu (NZ Govt) and available from this link (open access).