The Guide reflects the requirements of the Public Governance, Performance and Accountability Act 2013 (PGPA Act) and includes: a discussion and associated examples that are designed to assist entities to achieve more informative financial reporting; and includes a discussion on some of the implications of a shared services environment on the preparation of an entity’s financial statements.
Source: Australian National Audit Office and available from this link.
Walking track/E. Grimm
The public value framework, with its call for more entrepreneurial activities by public managers, has attracted concern and criticism about its implicit breaching of the politics/administration dichotomy. This article explores the role of political astuteness not only in discerning and creating public value, but also in enabling public managers to be sensitive to the dichotomy. We employ a conceptual framework to identify the skills of political astuteness, and then articulate these in relation to identifying and generating public value. Drawing on a survey of 1,012 public managers in Australia, New Zealand, and the UK, and in-depth interviews with 42 of them, we examine the perceptions and capabilities of public managers in producing value for the public while traversing the line (or zone) between politics and administration.
Source: Hartley, J., Alford, J., Hughes, O., and Yates, S. (2015). Public Administration, 93/1, available on request for AIPM staff and students only.
This report presents data about natural disasters impacts (human and economic) at world scale for the last 20 years. The analyses focus on trends and patterns of impacts and how these vary regarding the income level or the geographical location. Based on the analyses, conclusions and action points were drawn to raise the awareness and frame the debate for the next steps that need to be done in Disaster Risk Reduction.
Source: Centre for Research on the Epidemiology of Disasters (CRED) and available from this link.
Manly Beach surfing/Flickr
There has been a great deal of work undertaken on employee performance management with the Australian Public Service (APS) over the last 4 years. The objective has been to focus upon achieving high performance rather than merely preventing poor performance. This refocus was adopted to reflect the increasing complexity of the work, a rise in the need for knowledge work, and escalations in the speed and frequency of change; all this within a context requiring a reduction in costs while still meeting the growing expectations of the public and government.
Source: West, D. & Blackman, D. (2015). Australian Journal of Public Administration, 74/1, and available for AIPM staff and students from this link.
Manly at dusk/Flickr
“The article notes that most large firms hold annual leadership summits for their top executives and discusses how to make these events more productive. Consideration is given to directing, designing, planning, and coordinating a summit, the pace and rhythm of summit sessions and the need for flexibility within them, improving communication between presenters and attendees, ensuring that the spread of ideas at a summit leads to later collaboration among attendees, materials to be provided to attendees, and ensuring the fulfillment of commitments made at a summit.”
Source: Frisch, B. (2015). Harvard Business Review, 93/3, and available for AIPM staff and students from this link.
The Manly Bower
The Guide reflects the requirements of the Public Governance, Performance and Accountability Act (PGPA Act) and PGPA Rule section 17 – Audit committee for Commonwealth entities. The Guide includes a discussion on: a range of functions and responsibilities that may be undertaken by the Audit Committee of a Commonwealth entity; shared committee arrangements; and sharing resources between entities. Part 3 of the Guide also includes a number of checklists and other material for use by committees and entity management.
Source: Australian National Audit Office and available from this link
“This article reports on interviews with police leaders about attitudes towards working with, and outsourcing functions to the private security sector. Amongst police leaders, both supportive and cautious attitudes were identified and three ‘ideal types’ of views emerged: sceptics, pragmatists and embracers.”
Source: Gill, M. (2015). Policing and Society: An International Journal of Research and Policy, 25/3,and available for AIPM staff and students from this link.
Police officer receptivity to empirical research and evidence-based policing is important to consider because officers are responsible for implementing approaches validated by research on the street.
Telep, C. (2014). Police Quarterly, 17/4, and available for AIPM staff and students from this link.
Clouds and pine trees/Flickr
Despite a growing literature examining the costs and benefits of increasing the number of police officers in a jurisdiction, the costs associated with specific tactics and approaches police departments can use to reduce crime in their jurisdictions remain largely unknown. This article contributes to this literature by generating policing cost estimates associated with implementing the Drug Market Intervention (DMI) in two cities.
Source: Burgdorf, J. (2014). Policing, doi: 10.1093/police/pau040 and available fro AIPM staff and students from this link.
The aims of this article were to: critically appraise the current body of displacement research; identify gaps in understanding; articulate an agenda for future research; and to consider the implications of the accumulated findings for practitioners, evaluators, and policy makers.
Source: Johnson, S., Guerette, R. & Bowers, K. (2014). Journal of Experimental Criminology, 10/4, and available from this link.