“The Metropolitan Police is a critical component of London’s infrastructure and its continuing success as a global city. As resources are increasingly constrained, demands on the police are simultaneously becoming more complex. Headline crime figures which have been heading in a positive direction somewhat mask this reality.”
Painter, A., Schifferes, J. & Balaram, B. (2015). RSA Action and Research Centre and available from this link.
Blue Groper at Shelly Beach/Flickr
This book, is “divided into two parts, Methods which presents quick methods in nine chapters and is organized around the steps in the policy analysis process, and Cases which presents seven policy cases, ranging in degree of complexity, the text provides readers with the resources they need for effective policy planning and analysis. Quantitative and qualitative methods are systematically combined to address policy dilemmas and urban planning problems. Readers and analysts utilizing this text gain comprehensive skills and background needed to impact public policy.”
Source: Patton, C., Sawicki, D., & Clark, J. (2013). Available for AIPM staff and students from the ebooks collection.
“The economic downturn that began in 2008 led to massive cuts in spending targeted at managerial activities in the UK National Health Service (NHS). Although the appellation “manager” once conferred status in the NHS, managers have borne the brunt of reform and the term itself is in danger of falling into disrepute.”
Source: Bresnen, M., Hyde, P., Hodgson, D., Bailey, S., & Hassard, J. (2015). Leadership, and available for AIPM staff and students from this link.
Pacific Sea Nettle
“In this article, we give a short history of performance measures for policing. We then describe a project that is attempting to develop a standardized suite of performance measures that are well tested, reliable, inexpensive, and easy to use. Field-tests found that the producing this richer set of performance measures is feasible for a diverse set of police agencies.”
Source: Davis, R. C., Ortiz, C. W., Euler, S., & Kuykendall, L. (2015). Police Quarterly, and available for AIPM staff and students from this link.
“This article reports on a study outlining expectations on Swedish police leaders to function as ‘change agents’ during strategic change and organisational reform. In 2015, the Swedish police launched the reorganisation from 21 provincial police department into a single agency, which is one of the largest reorganisations of a public institution ever initiated in Sweden. Policing institutions, both in a Swedish context and internationally, are currently under pressure to change as they all face similar problems regarding issues such as effectiveness and public demand on availability and presence.”
Source: Haake, U., Rantatalo, O. & Lindberg, O. (2015). Policing and Society: An International Journal of Research and Policy, and available for AIPM staff and students from this link.
“There is no universal playbook, no uniform set of standards and little federal oversight to guide the million-plus workforce of the nation’s 18,000 state and local law enforcement agencies. But over the past five decades a fellowship of big-city police leaders has sought to fill the void by devising and applying policing strategies that are rooted in modern social science and driven by data. These leaders are, as a rule, well-educated, articulate, media-savvy, and not self-effacing.”
Weichselbaum, S. (2015). The Marshall Project and available from this link.
Manly at dusk/Flickr
“Interest in ethical leadership from academics and practitioners has grown enormously in recent years. This article addresses this literature through a framework that identifies three interlocking questions. First, who are ethical leaders and what are their characteristics? Second, how do ethical leaders do what they do? Third, why do leaders do as they do and what are the outcomes of ethical leadership?”
Source: Lawton, A. & Paez, I. (2015). Journal of Business Ethics, 130(3) and available for AIPM staff and students from this link.
Collins Beach, Manly
“A scoping study of Australian government agency training needs in the latter half of 2013 indicated that stakeholder agencies continue to have difficulty in identifying and developing individual skills to enable people to operate effectively in a high-pressure crisis environment that requires an integrated civil-military-police response. Agencies highlighted the need to develop a ‘whole-of-government’ set of skills for civil-military-police interaction that would complement agency specific skills.”
Source: Australian Civil-Military Centre (ACMC) and available from this link.
“Leading an evidence-based police agency is easier said than done. In policing, the rhetoric of being evidence-based far outstrips the reality. In this article, we examine the role of police leaders in fostering evidence-based agency reform, focusing on six broad themes.”
Source: Martin, P. & Mazzerolle, L. (2015). Policing, doi: 10.1093/police/pav031 and available for AIPM staff and students from this link.
North Head Wall/R.Read
It is not possible to solve a catastrophe, nor is it possible to avoid natural disaster events that produce them. But it is possible for us to better prepare for, respond to and recover from them, and to reduce their individual and collective impact. The purpose of this paper is to explain why we should approach catastrophic disasters more comprehensively; not from the perspective of spending significant amounts of extra time, money and resources to mitigate their effects, but to approach the problem differently by changing the way we think about them.
Source: Crosweller, M. (2015). Australian Journal of Emergency Management, 30(3), and available from this link.