Know it Now | Page 5 of 59 | Australian Institute of Police Management

Policing 2026 Evidence Review

Native Daphne

“The specially commissioned papers collected together to form this Evidence Review have been written by a group of international policing experts with extensive experience as academic researchers, senior practitioners and policy makers. The strategic importance of this evidence review is that it embodies an evidence-based approach to policing, which values the role of research, science, evaluation and analysis to inform decision making within police organisations.”

Source: Scottish Institute of Policing Research and available from this link (open access).

Categories: Police, Research

Reviewing high-risk and high-consequence decisions: finding a safer way


“This paper critiques the adversarial processes used in inquiries following significant natural hazard events, in particular bushfires. Shortcomings identified with current practices suggest post-event inquiries should adopt restorative practices rather than traditional adversarial procedures. Restorative justice is a concept established in the area of criminal law. It is argued that the use of restorative practices could assist in formulating inquiries that would assist all parties to collectively resolve how to deal with a aftermath of the disaster and deal with its implications for the future. Restorative practices would enable a focus on both short- and long-term recovery.”

Source: Eburn, M., & Dovers, S. (2017). Australian Journal of Emergency Management, and available from this link (open access).

National Counter-Terrorism Plan


“Australia’s National Counter-Terrorism Plan outlines the arrangements, governance and operational responsibilities of Australian governments and agencies engaged in countering terrorism. It sits below and complements Australia’s Counter-Terrorism Strategy and sets the framework for preventative activities, the response to, investigation of, and recovery from, terrorist acts and the preparations to support these activities.”

Source: Australian National Security and available from this link (open access).

Information systems architecture for fire emergency response

Rocks and tree/PaperMonkey

“There has been a lack of meaningful information systems architecture, which comprehensively conceptualise the essential components and functionality of an information system for fire emergency response addressing needs of different job roles. The purpose of this paper is to propose a comprehensive information systems architecture which would best support four of the key firefighter job roles.”

Source: Prasanna, R.,Yang, L., King, M. & Higgin, J. (2017). Journal of Enterprise Information Management, and available from this link (subscription journal).

Healthy organizational culture – healthy employees? Effectiveness of organizational culture on perceived health of German police officers


“The purpose of this study was to examine the effects on individual perceived health of the factors organizational culture, working conditions, physical and mental health, and presenteeism, as moderated by lifestyle factors. A detailed comparison was made between the uniformed police division and the criminal investigation department to explore their perceptions of the supportiveness of their subcultures, working conditions and perceived health.”

Source: Jablonowski, L. (2017).  International Journal of Police Science & Management, and available from this link (subscription journal).

Co-Production of Public Services in Australia: The Roles of Government Organisations and Co-Producers


“This article adds to the emerging empirical literature on citizen co-production. Based on a telephone survey of 1000 Australian adults, it replicates a five-country European study focusing on three policy domains: neighbourhood safety, environment, and health. It shows that individually performed and closely reciprocal activities with high levels of private value are performed the most often, whereas group activities producing mainly public value are the least performed.”

Source: Alford, J., & Yates, S. (2016).  Australian Journal of Public Administration, and available from this link (subscription journal)

State of the Service Report 2016-17

Manly early morning surf boat/M. Hardy

“The recently published 2016-17 State of the Service Report reveals that the APS is well positioned to embrace the changes and challenges of the future of work. Some significant changes are on the horizon, while others are already here. To respond to these changes and challenges, the APS is ensuring that people with the right skills are employed in the right way, in the right job at the right time. We are a diverse workforce and working towards levels of representation that mirror broader Australian society. We engage in innovative and collaborative activities and are seeking to better manage the performance of our people. Many of us have taken up flexible working arrangements.”

Source: Australian Public Service Commission and available from this link (open access).

To Sound Like a Leader, Think About What You Say, and How and When You Say It


“Whether you are an associate manager or a senior executive, what you say, how you say it, when you say it, to whom you say it, and whether you say it in the proper context are critical components for tapping into your full strategic leadership potential. If you want to establish credibility and influence people, particularly when interacting with other executives or senior leadership, it’s important to be concise and let individuals know clearly what role you want them to play in the conversation. It’s also important to demystify the content of any message you deliver by avoiding jargon and being a person of few — but effective — words.”

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

Innovative work behaviour in knowledge-intensive public sector organizations: the case of supervisors in the Netherlands fire services


“Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context.”

Source: Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017).  The International Journal of Human Resource Management, and available from this link (open access).

Missing persons: Who is at risk?

Trees and clouds/Flickr

“In 2008 the Australian Institute of Criminology (AIC) released a comprehensive study on missing persons in Australia, which presented national data on at-risk groups and identified best practice related to prevention, early intervention, referral processes and support services. This report followed an earlier AIC study that examined the incidence and impact of missing person events. The current study, commissioned by the National Missing Persons Coordination Centre (NMPCC) of the Australian Federal Police, updates missing person statistics and describes the extent to which known risk factors correlate with categories of missing persons.”

Source: Bricknall, S. (2017). Australian Institute of Criminology Research report and available from this link (open access).

Categories: Law Enforcement