Strategic Commissioning in the UK: Service Improvement Cycle or Just Going Round in Circles?

This article explores the drivers of the development of strategic commissioning over the last two decades, its limitations, and the implications of its rapid spread. It suggests that the differences between government departments have allowed scope for local variations, which have been exploited by local government, leaving room for more innovation than would have been possible under an entirely ‘joined-up’ government agenda. The forms taken by this new approach to strategic commissioning were consistent with continual pressure from central government to find ways of promoting externalisation of public services. Although this underlying drive was often resisted, particularly at local level, but always re-emerged. The article ends by exploring the implications of this analysis for public services in the era of fiscal austerity under the new UK Coalition government.     

International Sanitation Management and Performance Measurement: Taking Out the Trash

Internationally, sanitation management has been a critical area of contention, especially in recent years with tightening budgets and resource reductions to public services. Our article reviews the management strategies, actions, and developments that have led to sanitation incidents of piling trash and public health concerns. These incidents will be reviewed from a public management perspective underscoring the role of performance measurement and management. The key influences associated with the varying cases are discussed. Both the negative and positive factors of international cases of sanitation management are reviewed.     

Education,Internet Use,and Confidence in the Police: Testing the “Informed Citizen” Thesis in the Philippines

Asian Journal of Criminology - We applied the “informed citizen” thesis to public confidence in the police in the Philippines—a topic that has surprisingly received little...     

‘You will be responsible to the GOC’. Stovepiping and the problem of divergent intelligence gathering networks in Northern Ireland, 1969–1975

From the beginning of Northern Ireland’s Troubles, two different strands of British intelligence were developed in Northern Ireland that failed to effectively cooperate or coordinate their efforts with one another. Though central government was aware (and often opposed) the lack of singular control over intelligence in the province, they were unable to wrest control of security intelligence from the hands of the Army and Special Branch. This problem, meant that a Security intelligence ‘stovepipe’ emerged and that this stovepipe operated without reference (and at times in opposition) to policy initiatives also being pursued by the UK government at the time.     

Examining the Mediating Effect of Self-Efficacy on Approval of Aggression and Proactive Aggression

Proactive aggression (PA) is goal-directed, hostile social behavior that has been linked to detrimental outcomes. It has been theorized that adolescents who believe aggression is a normal and acceptable social response (approval of aggression) are more likely to show PA. Confidence in one’s ability to behave aggressively (self-efficacy about aggression) is understood to mediate this relationship. A mixed-gender sample of 860 Australian, 12–14 year old adolescents was used to investigate gender differences and the mediating effect of self-efficacy for aggression on the relationship between approval of aggression and PA. As hypothesized, approval of aggression, self-efficacy, and PA demonstrated significant positive relationships, with males also scoring significantly higher on these three variables than females. Furthermore, self-efficacy was found to significantly and partially mediate the relationship between approval of aggression and proactive aggression for both genders. Implications for the understanding and prevention of aggressive behavior in adolescents are discussed.