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The following excerpt is from Canadian Policing in the 21st Century, by Robert Chrismas.
Criminal sophistication, advancements in technology, and changing societal demands have created continuously increasing challenges for frontline, middle management, and executive-level police officers. Terrorism, organized crime, Internet-based child exploitation and human trafficking, international fraud, and a host of other emerging criminal activities have redefined traditional boundaries and drawn policing into a new, borderless universe. Effective police work now requires interagency cooperation and information and resource sharing on an entirely new level.
Law enforcement agencies are undergoing fundamental shifts in strategy. Historically, the police have been largely reactive, responding to crime without being overly concerned about its root causes. Now, approaches that focus on preventing crime rather than just reacting to it are preferred. However, shifting strategies and redeploying resources that are already stretched thin can be difficult. In addition, police officers everywhere are attempting to ensure that their work is based on evidence and not merely past practices, which can also add to operational demands.
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In the past twenty years most Canadian police agencies have changed their names from “Force” to “Service” (Templeton 1998) in an attempt to cast off the traditional bunker mentality, wherein police forces worked in isolation from other service industries, in favour of an increased focus on partnerships with stakeholders and community resources. Today’s law enforcement issues are so broad and complex that no one agency can manage any of them in isolation.
Geographic boundaries and communication barriers are collapsing so rapidly and dramatically that we risk failing to recognize the impact of these changes and learning how to respond most effectively. With the evolution of the Internet and portable communication devices, the average citizen now has instant access to information that only senior government officials were privy to in the past. Technology is advancing so quickly that civil servants now risk becoming like the metaphorical frog in the pot of water which, because the water comes to a boil very gradually, is not aware of the need to take action. The fast pace of the modern work environment may distract us from realizing the full effects of continuous technological change in law enforcement and thus finding means to keep up with increasingly complex organized crime and ever-changing technology.
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