Q.: On November 10, 1976, the CPC officially opened its doors to provide training to all police services in Canada, and a number of foreign police officers, with a particular interest in addressing the growing threat of national and transnational organized crime. How has this mandate evolved?

 

A.: Until recently, the College’s mandate from government had remained unchanged since it was established in the early 1970s. During that same period, however, the context and nature of both criminality and policing have evolved dramatically. Quite simply, the CPC mandate focused on the public police versus the broader policing community, and was therefore not responsive to the needs of the contemporary policing community – particularly in the area of Financial Crime investigations. Perhaps the best way to illustrate the impact is to think for a moment about areas of financial crime – let’s say a major fraud.  Years ago, an individual or organization victimized in a major fraud would come straight to the public police. Today there is a multitude of private and public sector players involved in combating financial crime and it is likely that several of these players will be involved in the investigation at some point through the course of its duration.  It is a matter of public interest that the College would act as a facilitator by encouraging integration between police, bank, accredited private investigators, and investigators from other government departments. Bringing these private and public partners together to learn and share techniques, interests and approaches is key to working toward our common goal of keeping communities safe. 

 

We have worked with the RCMP and Treasury Board Secretariat on enhancing the mandate, something that was accomplished this past year.  This enhancement will enable the integration of some private sector investigators (e.g., bank investigators) into our programs – particularly in the area of financial crime investigations.  

 

Q.: The CPC is introducing a new corporate image (new logo, new web site). Can you tell us how and why this decision came about?

 

A.: The new logo, part of a College re-branding strategy, aligns with our future direction and mandate.  The re-branding discussions really began in earnest following the May 2010 CPC Advisory Board meeting.  Over the past few years, the Board has worked closely with CPC management in shaping the College’s future in support of policing in Canada and abroad.  It was in that context that the Board raised the matter of re-branding, starting with that most visible symbol, the logo.  The Board felt that the existing logo was outdated and not representative of the brand the College wants to convey moving forward as a leading edge 21st century learning institution.  

 

Q.: Why is this change important to you and the CPC?  

 

A.: I am quite fond of the new logo.  It was selected after a considerable consultation process and is much more reflective in my view of the modern, learning organization that the Canadian Police College emulates. The symbols of a modern police learning institution – the Canadian maple leaf rising over the police badge profile and the book of knowledge – are all there!  In my own view, the new logo also reflects a good balance between the policing profession (as illustrated by the badge) and knowledge and learning (as depicted with the open book).

The new logo is just one part of our ongoing effort to improve our engagement to clients.  We will soon unveil an improved web-site.  The rollout of our social media strategy will follow shortly thereafter.  

 

I have to say though, that while logos and websites are important, they are only as good as the people who make up the institution.  What I am most proud of at the College is the quality of our people – and their focus on our clients.  That is a hallmark of what we want to be recognized by our clients for– our commitment to their learning experience – and for those staying at the College, to their on-site experience.  

 

Q.: The CPC is also undergoing other innovative changes, which include adding on-line courses to its curriculum and implementing social media in the near future. What is the importance of these tools in the world of advanced and specialized police training?

 

A.: Adapting to the evolving needs of our client organizations means that we must continue to find ways to reduce their costs while ensuring the highest caliber of learning.  Two key areas of focus for us in this regard involve the implementation of more blended learning solutions into our courses while taking more courses closer to our clients.

 

On the blended learning front, we continue to re-design the delivery of a number of our courses to use e-learning methods as part of the course delivery.  This way, course participants can complete certain aspects of a course (e.g., theory or specific skills) in advance of attending the course.  This saves time and money – both valuable resources in today’s economy.  

 

We have also in the past two years been offering more of our courses in different areas of the country.  Our western campus – at Chilliwack, BC – is certainly one significant part of that, but in addition we have taken certain courses to Halifax, the Greater Toronto Area and Calgary, among other locations.  Once again, we are striving to be as responsive to our clients’ needs as possible.

 

Q.: As Canada’s national police college, the CPC has distinguished itself a pillar of higher learning in advanced/specialized training to police services in the country and abroad. What is the way ahead for the CPC to ensure that it remains at the forefront of emerging needs and trends of policing?

 

A.: It’s back to the stuff I always talk about – keeping up with the evolving context for policing and the changing nature of criminality in an increasingly borderless society, all while ensuring we meet or exceed our client expectations.  We have made some excellent progress in this regard and everyone at the College should be justifiably proud of those accomplishments.  The challenge for us is that there is much more to be done.  The good news is that we have a few years of solid experience of change behind us – there is nothing like experience to propel more changes.  

 

More specifically and in response to policing sector needs, the near to medium term will see us focusing considerable attention on our leadership development and knowledge & research functions.  Of course improvements to infrastructure will also get a lot of attention as we deal with ageing buildings and the need for improved technologies to support programming.  

 

The College is in my view well positioned for the future – we have a great team, a solid client focus perspective, and tremendous partners whose interests are aligned to support the continued professionalization of policing in Canada.