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It’s safe to say that the landscape of police recruitment has changed dramatically in recent years. In fact, what once was a stable and steady pipeline of candidates has transformed into a much more complex and challenging process. Police services across Ontario are grappling with issues such as declining applicant pools, heightened public scrutiny, competition with other sectors and changing expectations of recruits themselves. Addressing these challenges requires not only a
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 By the end of 2018 following a provincial election, the SOA was retracted, and in February of 20
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
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
Inside Owen Sound Police Service’s new emergency communications centre
I had trouble figuring out where to begin this year’s renewed version of the Police Leadership Program. The challenge was too many options. The leadership issues in policing today range all the way, for example, from community mental health to organizational budgeting to technical skill development.
Yet leadership effectiveness is, simply put, about people understanding people. It is a skillset that can be learned, and that depends quite simply on leaders investing in themselves. With social-scientific discoveries, self-awareness, and powers of observation and communication, leaders can pull others together around a common goal. Among others, the below three skill sets help to get you there:
Creating a workplace environment that is inclusive, respectful, and free from harassment and discrimination is an ongoing priority for ontario police services. However, services face systemic challenges in their efforts to prevent these negative behaviours, effectively address them, and change their culture.
Modern policing is complex. Whether mediating a dispute or managing a crisis, it’s a job that not only requires a deep understanding of the law and society, but also the ability to lead with confidence and compassion.
Under the leadership of Chief Jim MacSween, the executive leadership team at York Regional Police (YRP) established a mission to re-imagine leadership development within the organization. YRP knew that standardizing leadership principles and delivering them to all ranks of the organization would enrich the development of ethical and professional leaders.
As policing leaders, there are key elements to consider when it comes to developing outstanding organizations. Opening conference keynote presenter Tanya McCready of the Winterdance Dogsled Tour and author of Journey of 1000 Miles opened the conference with a timely message: time, dedication, trust, and practice are key elements to leadership, as well as ensuring that leaders know their team and where they thrive best.