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The purpose of this paper is to compare the self‐reported attitudes toward Aboriginal policing of officers in isolated/remote communities with those from accessible Aboriginal communities.

Survey results are reported for 294 officers working in Aboriginal communities throughout Canada.

Officers working in remote jurisdictions tended to be younger, better educated, and had less policing experience than those working in non‐isolated Aboriginal communities. Social problems in these remote communities were thought to be more serious than those reported by officers working in accessible Aboriginal communities. Despite these demographic and contextual differences, self‐reported attitudes toward Aboriginal policing were generally similar, although officers working in isolated communities tended to report more conservative views on enforcement.

The generalizability of the results is limited by the modest (40.7 percent) response rate, and the fact that officers working in Aboriginal agencies were less likely to participate than those working for national or provincial police services.

The results suggest that more effective recruiting, training, and retention strategies should be developed for officers working in Aboriginal communities.

This is the first comprehensive study of the perceptions of officers toward Aboriginal policing. While the police in isolated communities represent a small proportion of all law enforcement officers, their insight sheds light on this often misunderstood and under‐researched aspect of law enforcement.

The purpose of this paper is to compare the community level factors associated with police strength and operational costs in Aboriginal police services from four different geographic zones, including remote communities inaccessible by road[1].

Analysis of variance was used to determine whether there was a statistically significant difference in per capita policing costs, the officer to resident ratio, an index of community well-being and crime severity in 236 rural and remote Canadian communities.

The authors found that places that were geographically inaccessible or further from urban areas had rates of police-reported crime several times the national average and low levels of community well-being. Consistent with those results, the per capita costs of policing were many times greater than the national average, in part due to higher officer to resident ratios.

These results are from rural Canada and might not be generalizable to other nations.

Given the complex needs of these communities, these findings reinforce the importance of delivering full-time professional police services in rural and remote communities. Short duration or temporary postings may reduce police legitimacy as residents may perceive that their rural or Aboriginal status makes them less valued than city dwellers. As a result, agencies should prioritize the retention of experienced officers in these communities.

These findings validate the observations of officers about the challenges that must be overcome in policing these distinctive communities. This information can be used to inform future studies of rural and remote policing.

The purpose of this paper is to explore determining factors that account for variation in public satisfaction with the local police in Saskatoon, Saskatchewan, Canada.

An integrated method was used to gather the data for this study, including official survey data conducted by Insightrix, and interviews with citizens in Saskatoon.

This research found that demographic factors including age, race (in this study, Aboriginal status in particular), education, and income, perception of neighborhood safety, citizen-police interaction, and learning about crime from news media all have impact on public attitudes toward the police, to different degrees. The gap or distance between the police and the Aboriginal community was highlighted as a major factor.

Further research should be done to compare statistical patterns in other same-level cities in Canada.

This paper indicates that Saskatoon Police Service in the future should provide a more structured avenue for citizen participation in establishing safe neighborhoods, more structured cultural sensitivity training, and create a wider channel through which community residents with various social backgrounds can demand some measure of accountability for police work in their area.

The paper is of value to law enforcement policy-makers and academic researchers with interest in policing and police-community relationship.

Addresses the need for leaders in organizations to deal with the complexities of intercultural relationships through the process of training and cultural immersion. Specifically, the focus of the research report is on the building of positive relationships and attitudes between young police constables, largely from an Anglo‐Celtic, white Australian background and people from an Australian Aboriginal community, called Cherbourg, in the state of Queensland. Presents the project as one small but successful organizational attempt to bring about organizational culture change. Discusses the difficulties and complexities of endeavouring to change attitudes which have been affected by contemporary, mainstream negative stereotypes of Aboriginal Australians. Documents the project’s curriculum innovation, evaluation by external university‐based consultants, analyses and reflections about organizational culture change. Concludes that people in other organizations may benefit from similar initiatives; that there is a lot more to be done and studied about bringing about organizational cultural changes in the Queensland Police Services and, indeed, other service organizations through training and cultural immersion innovations such as the Cherbourg Project.

Police legitimacy has emerged as a core concept in the study of twenty-first century policing. The purpose of this paper is to contribute new knowledge by examining the dynamics surrounding policing legitimacy in a high demand environment in Northern Canada.

A case study approach was used to explore the historical and contemporary factors that contributed to the challenges surrounding the police-First Nations relations, how these challenges affected public confidence in, and trust of, the police, and how the communities, police, and government took action to address these issues.

The findings reveal that it is possible for the police, First Nations, and government in high demand environments to implement reforms and to create the foundation for police-community collaboration. The development of relationships based on trust and a continuing dialogue is important components in building police legitimacy.

The study was conducted in one northern jurisdiction. The findings may apply to other jurisdictions where the police are involved in policing indigenous peoples.

The case study provides insight into the processes required to fundamentally alter the police-First Nations relations, to improve police service delivery in high demand environments, and to ensure that reforms are sustained.

Police legitimacy has been examined primarily in urban environments where police services have considerable capacities and there re-extensive networks of support from various agencies and organizations. The dynamics of policing in northern communities are appreciably different and present challenges as well as opportunities for improving police legitimacy.

The purpose of this study is to investigate the presence of quality assurance, risk management, and audit practices at the municipal, provincial and federal levels of law enforcement in Canada. Based on open‐ended interviews and surveys with management of law enforcement agencies, the study attempts to determine the extent to which these practices are in place, the structure of managing these functions, including the tools that are used to do so and the role of these functions within the organization.

The survey was sent to 104 police services, which are represented in the Canadian Association of Chiefs of Police. A total of 30 people responded on behalf of 23 police agencies. The survey was supplemented with in‐depth interviews with selected police services.

There was a high level of consensus around the reasons for undertaking these processes and the rankings were also remarkably consistent. The way in which risks are defined varies from organization to organization but some common patterns emerge. The top risks are those associated with the external environment (80.77 per cent) and operational risks (76.92 per cent).

The study confirmed the challenges associated with establishing rigorous professional standards, while balancing the interests of different stakeholders in the development and application of the process.