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Real Time, Intelligence - Led Operations: Making Collaborative Policing Work

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Real Time, Intelligence - Led Operations: Making Collaborative Policing Work REAL TIME, INTELLIGENCE - LED OPERATIONS: MAKING COLLABORATIVE POLICING WORK By John Byers A thesis submitted in partial fulfillment of the requirements for the degree of MASTER OF ARTS In LEADERSHIP DEGREE We accept this thesis as conforming to the required standard ________________________________________ Eileen Piggot-Irvine, PhD, Faculty Supervisor _________________________________________ Tony Williams, PhD, External Reviewer _________________________________________ Niels Agger-Gupta, PhD, Committee Chair ROYAL ROADS UNIVERSITY May 2013 © John Byers, 2013 Intelligence-Led Policing 2 ABSTRACT Currently responsible for policing over one million citizens, the Calgary Police Service (CPS) has earned its reputation as a progressive law enforcement organization in part by focusing on the early recognition and acknowledgement of evolving crime trends. To maintain essential public trust CPS remains attuned to the constant shifting of legal and moral public accountability, an issue highlighted by judicial inquiries that have illustrated a consistent lack of police interagency cooperation. Since police are restricted by geographic jurisdictional boundaries, the answer to inter - jurisdictional challenges appears to be the timely sharing of intelligence, something the CPS has proposed through its newly developed Real Time Operations Centre (RTOC). This study investigated the question of how CPS might best develop an Alberta law - enforcement collaborative based upon the paradigm of a central real - time operations centre (RTOC), feasibility of this model, and potential challenges to its implementation. This study conducted qualitative action research with the leaders of all major law enforcement organizations in the Province of Alberta. Research data generated by one - on - one interviews with each participant was thematically analyzed to produce knowledge sufficient to plant the seeds of change for both organizational transformation and future inquiry. Study findings suggest it will be incumbent upon police leaders to create and develop the organizational social awareness necessary to enhance and leverage social capital essential to inter - agency cooperation and collaboration. Identifying positive aspects of a strong organizational culture will create a culture of well - being able to address crucial communication issues and the critical alignment of resources. Intelligence-Led Policing 3 ACKNOWLEDGEMENTS “The empires of the future are the empires of the mind” (Winston Churchill, 1874 - 1965) My personal thesis journey began two years ago as an adventure that had waited too long and finished too soon. During that time I’ve indulged in the literature of those intellectuals and scholars that toiled to provide their wisdom before us, and I am forever in their debt for sharing their vast knowledge and the insight it has inspired. I acknowledge and thank the faculty advisors of the Royal Roads Masters of Leadership program for introducing me to this knowledge, I thank them and the fellow members of my cohort for helping me make sense of it all. My thesis study could not have succeeded without the willing participation of the law enforcement leaders of Alberta, and I find myself indebted to each and every one of them. Proving themselves leaders of their organizations and communities, I find myself comforted by the character of those who lead us and of the caliber of these individuals to whom we entrust our security. I acknowledge the confidence James Hardy showed as my organizational sponsor, and I’m forever grateful for the tremendous support and encouragement of Holly and Grant, my advisory “team”. I am thankful for the support and eternal wisdom of my supervisor Eileen Piggot-Irvine as a continuous inspiration to my writing, and grateful to Tony Williams for his measured judgment in keeping my delivery “between the lines”. Finally, I thank Lisa for her support and the sacrifices she’s made over the past two years. Her quiet patience made my learning possible as she silently tolerated my self - indulgence, and I am delighted to be able to tell her that she can finally have her kitchen table back. Intelligence-Led Policing 4 TABLE OF CONTENTS ABSTRACT .................................................................................................................................... 1 ACKNOWLEDGEMENTS ............................................................................................................ 3 TABLE OF CONTENTS ................................................................................................................ 4 LIST OF FIGURES ........................................................................................................................ 6 CHAPTER ONE: FOCUS AND FRAMING ................................................................................. 7 Significance of the Inquiry .......................................................................................................... 9 Organizational Context ............................................................................................................. 10 Systems Analysis of the Inquiry ............................................................................................... 12 CHAPTER TWO: LITERATURE REVIEW ............................................................................... 16 Defining Collaboration ............................................................................................................. 17 Communication ......................................................................................................................... 20 Real Time, Intelligence - Led Collaborative Policing .............................................................. 23 Leadership and Collaboration ................................................................................................... 25 Organizational Culture .............................................................................................................. 27 Leadership and Culture ............................................................................................................. 31 Trust .......................................................................................................................................... 35 Chapter Summary ..................................................................................................................... 36 CHAPTER THREE: INQUIRY APPROACH AND METHODOLOGY ................................... 37 Research Approach ................................................................................................................... 37 Project Participants ................................................................................................................... 40 Inquiry Methodology ................................................................................................................ 43 Data collection tools ............................................................................................................. 43 Study conduct........................................................................................................................ 45 Data analysis ......................................................................................................................... 48 Ethical Issues ............................................................................................................................ 50 Chapter Summary ..................................................................................................................... 51 CHAPTER FOUR: ACTION INQUIRY PROJECT RESULTS AND CONCLUSIONS ........... 53 Overview of Study Findings ..................................................................................................... 55 Refined Study Findings............................................................................................................. 74 Inclusiveness and cooperation .............................................................................................. 76 Resource management .......................................................................................................... 77 Study Conclusions .................................................................................................................... 78 Scope and Limitations of the Inquiry........................................................................................ 87 Chapter Summary ..................................................................................................................... 89 CHAPTER FIVE: INQUIRY IMPLICATIONS .......................................................................... 90 Study Recommendations .......................................................................................................... 90 Organizational Implications .................................................................................................... 100 Implementation Process .......................................................................................................... 101 Information ......................................................................................................................... 101 Consultation ........................................................................................................................ 101 Discussion ........................................................................................................................... 102 Involvement
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