Celebrating 25 Years of Transformative Police Leadership: The OACP and Rotman School’s Enduring Partnership

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Hate crimes have been on the rise in recent years, fueling widespread concern about their impact on individuals, communities, and social standards. These offenses, which often target individuals or groups based on race, religion, ethnicity, sexual orientation, or other protected characteristics, are distinct from acts of terrorism, even though they may share similar elements of violence and intimidation.

Automated Licence Plate Recognition (ALPR) technology is a transformative innovation for policing, helping to track stolen vehicles, locate missing persons, and enforce driving laws. But as its use expands to include other purposes, so does the responsibility to ensure ALPR programs are well-managed, privacy-protective, and trusted by the public.

As someone who has worked closely with many police officers for more than two decades and spent five years engaged in doctoral research on what makes police officers “tick,” I have often found that officers find it difficult to talk about personal mental health and addiction issues. I attribute much of that to the deeply engrained police culture that demands “toughness” in the face of what cops deal with “on the job”.

Shiftwork makes people tired in a way that few things can. Police members and other first responders, who work to promote the safety and well-being of those around them, are well aware of this. However, physical exhaustion is not the only type of fatigue. The emotional load of seeing and experiencing tragedies repeatedly can have long term impacts, including on the ability to feel compassionate.

What is strategic management and why is it important? Strategic management is the execution of a plan; it is dynamic, continuous, and involves the coordination of resources across an organization. Done well, it means a plan made an impact towards things that matter and did so efficiently.

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Inside Owen Sound Police Service’s new emergency communications centre

The way we measure crime in Canada is flawed. Traditional police metrics focus on counting criminal and non-criminal occurrences, equating volume with public safety. This approach provides a one-dimensional view of a multidimensional issue. Crime volume measurements are susceptible to both internal and external influences, leading to skewed data. Sherman (2020) notes that police efforts concentrated on a specific concern, or private resources dedicated to loss prevention can

The unique nature of police work sets it apart from other organizations. Today, police services face a wide array of challenges, including optimizing resource allocation, streamlining operations and addressing growing demands for transparency and accountability (McIntyre et al., 2023). Rapid societal changes have heightened the need for more agile, integrated and aligned approaches to managing police resources and initiatives. Traditional strategic planning often lacks specif

Nobody said modernizing policing legislation in Ontario was going to be easy. The province’s Future of Policing Advisory Committee (FPAC) was established in 2013 to develop a plan for the effective, efficient and sustainable delivering of police services. The FPAC informed the Strategy for a Safer Ontario, and this ultimately led to the 2018 passage of the Safer Ontario Act (SOA). By the end of 2018 following a provincial election, the SOA was retracted, and in February of 20