| Summary: | 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.
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