By Adrian Leigh, Tim Read and Nick Tilley

Much police work is incident-driven and officers frequently find themselves returning to deal with similar or related incidents they or their colleagues have faced in the past. The concept of Problem-Oriented Policing (POP) is about examining patterns of incident clusters to identify and tackle underlying problems within the community. The active involvement of the community and external agencies is often vital to the identification of problems and the development of strategies to solve them. The originator of the concept, Herman Goldstein, believes that the whole of the police service needs to be oriented to problems. The perceived benefits of POP include:

• a better-served public whose concerns are attended to at source;

• officers with enhanced job satisfaction from bringing the public real benefits; and,

• more manageable demands on the police because underlying problems are solved, reducing repeat calls.

Since POP was first proposed in 1979, it has been widely adopted in the United States. There have also been a number of efforts to implement it in England and Wales. Despite overlooking some elements of POP proposed by Goldstein, past initiatives have been labelled Problem-Oriented Policing because they have taken on board his most important tenet: that officers should tackle the root cause of related incidents, rather than repeatedly returning to them. Whilst forces have adopted a variety of approaches, most initiatives have been relatively small-scale and have affected only a small number of dedicated officers. All have recorded mixed success, although none has established a formal means by which to assess outcomes. In particular, none of the past POP initiatives in England and Wales has adopted a formal and systematic model linking incident identification and analysis with the construction of responses and subsequent assessment of the actions taken. At the time of writing, both Surrey and Thames Valley were intending to introduce POP on a much wider scale and in a form closer to that originally proposed by Goldstein.

London Home Office. Crime Detection and Prevention Series Paper 75. 1996. 72p.

By Colin Rogers

The Problem-Oriented Policing (or Partnership) approach is one that is used to underpin the current neighbourhood policing team approach in England and Wales. It relies upon a scientific approach which identifies problems and provides ethical and appropriate responses using the concepts of the Problem Analysis Triangle (PAT) and the SARA model. However, this approach has been in vogue since the mid and late 1990s and this article compares data from a current police service with that published in 1998. Comparison is made between this information to provide an indication of just how far the police have progressed in their use, application and understanding of the Problem-Oriented Partnership approach.

The Police Journal/2010, Volume 83/Issue 4. 6p.

David Weisburd

Problem-oriented policing has garnered a great deal of attention since it was first proposed by Herman Goldstein in 1979. The core of the model is a shift from police operating in a reactive, incident driven way (primarily responding to calls for service) to a model that requires the police to be proactive in identifying underlying problems that can be targeted to alleviate crime and disorder at their roots. Problem-oriented policing can be thought of as a process rather than a specific intervention. As such, problem-oriented policing can work independently or simultaneously with other modern policing innovations (hot spots policing, focused deterrence etc…) to address problems of crime and disorder. While the ability of problem-oriented policing to target an array of different issues makes it widely applicable, the plethora of different interventions that may qualify as problem-oriented policing make generalizing research on its effect difficult. The current study will provide an updated systematic review of the effectiveness of problem-oriented policing in reducing crime and disorder. An earlier Campbell review by three of the same authors covered studies published through 2006 (Weisburd, Telep, Hinkle & Eck, 2008; 2010); this updated review will add studies published from 2006 to 2018.

The Campbell Collaboration. 2019. 42p.

Gary Cordner, Elizabeth Biebel

Problem-oriented policing was first introduced in an article by Herman Goldstein in 1979. It was formally field-tested in the 1980s in Baltimore County (Cordner, 1986) and Newport News (Eck and Spelman, 1987), given a wider audience through an Atlantic Monthly magazine article in 1989 (Wilson and Kelling), and systematically described and explained in Goldstein's 1990 book. Today, it is widely regarded as the most analytical and intellectually challenging strategy in the police arsenal.

Questions linger, however, about the implementation and practicality of problemoriented policing (POP). The SARA process (scanning, analysis, response, assessment) for carrying out POP is analytically and creatively demanding, as well as time-consuming. Some observers question whether police have the knowledge and skill to implement the SARA process properly. Police officers often question whether they have the time to do so.

The research reported here carefully examined problem-oriented policing in practice by ordinary police officers in one agency - the San Diego, California Police Department. The objective was to discover and describe the reality of everyday, streetlevel POP as practiced by generalist patrol officers. San Diego was chosen because of its reputation as a national leader in problem-oriented policing.

U.S. Department of Justice.. 2003. 28p.

By Gloria Laycock

This guide is about embedding POP in your organisation. It is written primarily for senior officers and managers and is intended to complement a sister guide on problem-solving in practice. This guide is not a step-by-step manual - there is no single road to or recipe for implementing POP. Instead, what follows is a review of what is known about implementing and sustaining POP, with recommended resources provided at the end. The guide has three parts. The first part outlines the core features of POP. The second part makes the business case for POP as an operating model for contemporary policing. The third part discusses three conditions conducive to the successful implementation of POP – leadership, understanding and infrastructure – and provides examples of good and poor practice. The guide ends with a self-assessment tool to help you determine your organisation’s readiness for and progress in implementing POP.

London. College of Policing. 2020. 26p.

By Runnymede Trust

Summary ● New Home Office data and a government consultation has enabled the Runnymede Trust to explore the use of strip search by the police, and its impact on people of colour in the UK. ● Black people are subject to disproportionate rates of strip search across all police forces in England and Wales: ○ Black children are 6.5 times more likely than white children, and Black adults 4.7 times more likely than white adults, to be strip searched by police. ○ In London, Black children are 5.3 times more likely than white children, and Black adults 3.5 times more likely than white adults, to be strip searched by police. ○ Nearly half (47.7 per cent) of strip searches carried out on children in London are on Black children. ● The Metropolitan Police conducted around a third of strip searches in England and Wales in the year to March 2023. ● Evidence illustrates the disproportionate, racialised harm caused by strip searches. ● Instead of using heavy police powers such as strip search, and in the context of wider punitive policing and curtailment of rights, the Runnymede Trust calls for a societal reorientation to address the root causes of criminalised behaviour, to actually prevent harm.

London: The Runnymede Trust, 2024. 10p.

Michael S. Scott.

Abstract: Police agencies have, for the most part, not yet integrated the principles and methods of problem-oriented policing into their routine operations. This is so for several reasons. First, many police officials lack a complete understanding of the basic elements of problemoriented policing and how problem solving fits in the context of the whole police function. Second, the police have not yet adequately developed the skill sets and knowledge bases to support problemoriented policing. And third, the police have insufficient incentives to take problem-oriented policing seriously. This paper begins by articulating what full integration of problem-oriented policing into routine police operations might look like. It then presents one framework for integrating the principles and methods of problem-oriented policing into the whole police function. The paper then explores the particular skill sets and knowledge bases that will be essential to the practice of problem-oriented policing within police agencies and across the police profession. Finally, it explores the perspectives of those who critically evaluate police performance, and considers ways to modify those perspectives and expectations consistent with problem-oriented policing.

Crime Prevention Studies. Vol. 15. 2003. pp. 48-97

Michael S. Scott

In the last three decades, several concepts have been advanced to structure efforts to improve policing. Among them have been team policing, neighborhood policing, community policing, problem-oriented policing, and, most recently, quality-of-life policing. With much overlap, each concept, as reflected in its name, emphasizes a different need, relegating other commonly advocated reforms to a secondary role, shaped to support that need. This volume traces the efforts to implement problem-oriented policing.

The emphasis in problem-oriented policing is on directing attention to the broad range of problems the community expects the police to handle–the problems that constitute the business of the police–and on how police can be more effective in dealing with them. A layperson may think this focus elementary on first being introduced to it. Indeed, laypeople probably assume that police continually focus on the problems they are expected to handle. But within policing, this focus constitutes a radical shift in perspective.

Problem-oriented policing recognizes, at the outset, that police are expected to deal with an incredibly broad range of diverse community problems–not simply crime. It recognizes that the ultimate goal of the police is not simply to enforce the law, but to deal with problems effectively–ideally, by preventing them from occurring in the first place. It therefore plunges the police into an in-depth study of the specific problems they confront. It invites consideration of a wide range of alternatives, in addition to criminal law, for responding to each specific problem. Thus, problem-oriented policing draws the police away from the traditional preoccupation with creating an efficient organization; from the heavy investment in standard, generic operating procedures for responding to calls and preventing crime; and from heavy dependence on criminal law as the primary means for getting their job done. It looks to increased knowledge and thinking about the specific problems police confront as the driving force in fashioning police services.

This publication was supported through Grant #98CKWXK052 from the Office of Community-Oriented Policing Services, U.S. Department of Justice. The opinions expressed herein are the author's and do not necessarily represent the official position of the U.S. Department of Justice. October 2000. 46p.

Aiden Sidebottom (University College London) Karen Bullock (Surrey University) Rachel Armitage (University of Huddersfield) Matt Ashby (University College London) Caitlin Clemmow (University College London) Stuart Kirby (Crime Insights Limited) Gloria Laycock (University College London) Nick Tilley (University College London).

‘Problem-oriented policing’ (POP) is an approach for improving police effectiveness. In the United Kingdom (UK), it is also referred to as ‘problem-oriented partnerships’ or ‘problem-solving policing’. Problem-solving policing calls for the police to focus not on individual incidents but on problems - defined as recurrent clusters of related incidents that affect the community. It advocates a structured process whereby the police (1) systematically identify persistent problems, (2) undertake in-depth analysis to determine the conditions giving rise to these problems, (3) devise and implement tailored responses and (4) work out if the chosen responses were effective. At its simplest, POP outlines a method for dealing with localised problems. In its most general sense, it outlines an approach for how the police operate.

Problem-solving has been widely adopted by police forces in the UK and internationally. Successive reviews, case studies and experiments have shown POP to be an effective way of reducing crime and disorder. Yet despite extensive evidence demonstrating the effectiveness of problem-solving, research also identifies recurrent challenges both in the implementation and practice of a problem-oriented approach. Consequently, POP has not become a persistent feature of policing in the UK.

College of Policing. NPCC. 2019. 89p.

By Nick Tilley

Herman฀Goldstein’s฀(1979,฀1990)฀vision฀of฀problem-oriented฀policing฀(POP)฀has฀not฀ been฀difficult฀to฀sell,฀at฀least฀in฀principle,฀and฀in฀the฀30฀years฀since฀he฀first฀mooted฀ it฀many฀scholars฀and฀police฀agencies฀have฀bought฀into฀it.฀POP฀promises฀a฀move฀ away฀from฀managerial฀priorities,฀standardized฀(and฀often฀ineffective)฀ways฀of฀working,฀and฀law฀ enforcement฀as฀an฀end฀in฀itself.฀It฀focuses฀instead฀on฀relevant฀community฀concerns,฀the฀openminded฀pursuit฀of฀ethical฀and฀effective฀solutions฀to฀recurrent฀problems,฀and฀attention฀to฀results฀ to฀learn฀better฀how฀to฀deal฀with฀similar฀problems฀in฀the฀future.฀It฀also฀suggests฀an฀efficient฀and฀ effective฀way฀of฀handling฀heavy฀demands฀on฀police฀time,฀by฀resolving฀problems฀rather฀than฀ simply฀by฀responding฀to฀them฀incident฀by฀incident.฀

American฀Society฀of฀Criminology. Criminology฀&฀Public฀Policy฀•฀Volume฀9฀•฀Issue฀1. 13p.

DIAS, TALITA DE SOUZA; HAKMEH, JOYCE; MESSMER, MARION

From the document: "Many states are becoming more interested in nuclear energy as a means to help achieve environmental goals, economic development and energy security. A declaration by 25 countries - including the US, the UK and Canada - during the COP28 UN [28th Conference of Parties to the United Nations] Climate Change Conference in December 2023 exemplified this trend, announcing an ambition to triple nuclear energy capacity by 2050 as part of efforts to achieve net zero greenhouse gas emissions and limit global warming. The commitment emphasized not only the potential role of nuclear energy in supporting sustainable development but also the consequent importance of maintaining safety, sustainability, security and non-proliferation standards in the civil nuclear industry. As growth in the use of nuclear energy would imply that more nuclear power plants will come into operation, considerations of safety and security in the civil nuclear industry - including around cybersecurity, the specific subject of this paper - are likely to become more critical than ever. Since Russia's full-scale invasion of Ukraine in February 2022, there has been a notable shift in many Western countries' energy security strategies. [...] This surge in interest can be attributed in part to nuclear energy's reliability, resilience and low carbon footprint. [...] However, any expansion of nuclear capabilities also brings new challenges, particularly in cybersecurity. Cyber operations targeting civil nuclear systems have been reported worldwide. Such operations pose significant risks, with potential harms including information theft, equipment malfunction, disruption of energy supplies, environmental damage and health impacts. The risks are prevalent both in peacetime and during conflicts."

ROYAL INSTITUTE OF INTERNATIONAL AFFAIRS. JUL, 2024.

By Lawrence S. Jones

Cargo Security Focus: The book, titled "Cargo Security: A Nuts andBolts Approach" by Lawrence S. Jones, R.I.C., is dedicated to combating cargo theft through management and procedural strategies.

Comprehensive Coverage: It covers various aspects of cargo security,including employee roles, cargo protection basics, warehouse and docksecurity, packaging, transportation hazards, and the involvement oforganized crime in cargo theft.

Practical Guidelines: The book provides practical checklists, securitymeasures, and detailed procedures for securing cargo across differenttransportation modes such as motor carriers, marine cargo, air cargo,and rail cargo.

Management's Role: Emphasizes the critical role of management in implementing effective controls and procedures to minimize cargo theft and loss, highlighting the importance of a coordinated effort among all parties involved in the transportation chain. The document serves as a guide for business executives, security directors, consultants, and law enforcement personnel to implement security practices effectively.

Butterworth Publishes, 1983, 379 pages

By Jonathan E. Turner

The book begins by defining money laundering and explaining its process, which includes placement, layering, and integration.It discusses how money laundering is a global criminal business, with a focus on profit rather than the crime itself.The text highlights the global nature of money laundering and the challenges in combating it due to diverse legal and regulatory environments. It reviews the efforts to establish comprehensive anti-money laundering (AML) systems, particularly in financial institutions, and sets the stage for understanding the complexities and motivations behind money laundering activities.

John Wiley & Sons, May 4, 2011, 204 pages

By Michael Craig Budden

Shoplifting Impact: The document discusses the significant financial impact of shoplifting on U.S. retailers, amounting to tens of billions of dollars annually

Legal Challenges: Retailers face legal challenges when detaining shoplifting suspects, with increasing lawsuits for wrongful apprehension and detention

Merchant Protection: The text outlines merchant protection statutes and the importance of lawful detention and reasonable force in preventing shoplifting.

Practical Advice: It provides practical advice for retail executives on how to prevent shoplifting without facing legal repercussions.

The document emphasizes the balance between protecting retail property and respecting legal boundaries to avoid civil liability.

Bloomsbury Academic, 1999, 164 pages

By the Board of the Police Commissioner’s Subcommittee to Define Defunding Police.

Executive Summary In Chapter 1, we discuss the genesis of the Subcommittee and elaborate on some of the substantive arguments that shape debates around defunding. We discuss the policy lenses we have used to produce this report, which include a health and disability lens, an Africentric lens, and an Indigenous and Mi’kmaw-led models. Chapter 2 In Chapter 2, we provide background regarding: 1. policing in HRM; 2. approaches to public safety in the HRM; and 3. the history of the movement to “defund the police” in the HRM. We explain how the police are governed, identify that our per capita spending on the HRP exceeds many other cities’ spending, and discuss how the police spend their time based on data they provided us and from Statistics Canada. Chapter 3A In Chapter 3(a), we provide the results of our public survey and our online consultation session. 2351 responses were received to the Subcommittee’s online survey, 19 individuals provided presentations, and 8 organizations provided written submissions. 56.8% of participants in our survey (1308) indicated support for the idea of defunding the police, while 43.2% of respondents (996) did not. Support for defunding was much higher amongst women and gender diverse folks than amongst men. Chapter 3B Chapter 3(b) details the results from a submission from the National Police Federation (“NPF”), which is the union that represents the RCMP around Canada. Two report authors then had a followup meeting with representatives from the NPF. While the NPF takes a strong stance against defunding, there are nonetheless shared areas of agreement and concern about the inadequate funding of social services; the use of police to fill roles that could more appropriately filled by service providers; the need for increased diversion from criminal systems for those experiencing mental health crises; and the complex problem of the police responses to unhoused people. We discuss these commonalities as well as important differences of opinion. Chapter 4 In Chapter 4, we lay out the “framework” for this report’s definition of defunding in Halifax Regional Municipality as a foundation for the rest of the report. We conclude, based on our research and consultation, that there are four “pillars” of defunding: 1. Reforms to police practices, oversight, and accountability; 2. Reforms aimed at “detasking” police and “retasking” more appropriate community service providers; 3. Legislative, regulatory, and policy reforms intended to promote community safety; and 4. Financial reforms aimed at tying police budgets to clear performance metrics and encouraging public participation in municipal budgeting, with the ultimate intention of decreasing budgetary allocations to police and increasing allocations to community-based social services. Chapter 5 In Chapter 5, we discuss reforms to police practices, oversight and accountability. Rather than recommend that the police do more training, we stress the need to evaluate existing training to see whether it’s actually working and also examine  how decisions regarding training are made. We recommend a full-scale review of all lethal and non-lethal use of force options available to police, with the aim of reducing use of force and disarming some officers (such as community response officers). We recommend that police policies be available to the public. We argue the Board is failing to adequately govern the police and make recommendations to improve this situation. We recommend that the Board abandon plans to implement body cams and push for meaningful accountability by advocating for progressive changes to the provincial Police Act. Chapter 6 In Chapter 6, we define what detasking is, then recommend that the city consider options to either partially or fully detask: 1. responding to incidents involving unhoused persons; 2. responding to incidents involving young persons; 3. responding to incidents of gender-based and intimate-partner violence; 4. responding to overdoses; and 5. responding to noise complaints. Chapter 6A In Chapter 6(a), we discuss the Mobile Mental Health Crisis Team in HRM, which pairs police and clinical staff, then overview different approaches Canadian and American municipalities are taking to move toward civilian led mental health crisis response. We recommend that Regional Council, in cooperation with the Police Board, divert the majority of crisis calls to non-police-involved teams. Chapter 6B In Chapter 6(b), we discuss different approaches municipalities are taking to remove police from the enforcement of motor vehicle offences and otherwise promote safety on the road. We recommend that the city continue to invest in public transit and traffic calming measures, advocate for the province to reduce the speed limit in residential area from 50 to 40 kilometers per hour, develop a civilian team to enforce motor vehicle offences and traffic-related bylaws and handle road closures for street events and protests and parades, and invest in speed and red light cameras. Chapter 6C In Chapter 6(c), we overview third party reporting programs around Canada, which allow those who have been impacted by sexual violence to report the assault to a non-police community organization. We recommend that the HRM create a third party reporting program and address funding gaps in sexual assault prevention and response services in the municipality through the creation of a grant program. Chapter 7 In Chapter 7, we focus our recommendations to go beyond policing and towards broader social reforms. We focus primarily on mental health and substance use services, affordable housing, and promoting public engagement in municipal budgeting. We recommend that the HRM convene a working group to provide advice on developing a health- and social equity-based approach to drug decriminalization and also establish a grant program for registered non-profit or charitable organizations in order to promote access to mental health and substance use services. In terms of housing, we recommend that HRM uses a human-rights based-approach in developing its strategy to affordable housing and homelessness, and that the Municipality also significantly increase its investment in affordable housing in line with other jurisdictions in the region. In terms of the budget, we recommend that HRM align their per capita spending on the HRP ($393 in 2020) with other peer cities such as London, Ontario ($272 in 2020), and tie the approval of the annual budget to performance metrics. Finally, we recommend that the city establish participatory budgeting processes to let the public decide how to redistribute funds taken from the police budget    

Halifax, NS, CA: The Commission, 2024. 218p.

By Jeremy M. Wilson, Clifford A. Grammich

Police officer recruitment and selection are challenging, yet vitally important contributors to police accountability and establishing a trusted relationship with the community. To help police leaders make informed decisions, researchers at Michigan State University reviewed existing literature and compiled this guide to current resources on law enforcement staffing. The guide presents summaries of publications describing innovative strategies and rigorously tested recruitment and selection tactics in a format that is concise and accessible. All information is cross tabulated on an easy-to-read table that allows readers to easily identify resources (and the specific page numbers within the resource) that address fourteen relevant themes such as mentorship, outreach to schools, and focus on various underrepresented groups. This work supports a comprehensive commitment by the U.S. Department of Justice to provide resources for the field to help police leaders meet the challenges of recruitment and staffing, as indicated by the 2023 publication of Recruitment and Retention for the Modern Law Enforcement Agency

Washington, DC: Office of Community Oriented Policing Services., 2023. 32p.

By Scott Decker, Sean Verano and Jack Greene.

Despite their rich theoretical and practical importance, criminologists have paid scant attention to the patterns of crime and the responses to crime during exceptional events. Throughout the world large-scale political, social, economic, cultural, and sporting events have become commonplace. Natural disasters such as as blackouts, hurricanes, tornadoes, and tsunamis present similar opportunities. Such events often tax the capacities of jurisdictions to provide safety and security in response to the exceptional to event, asas well asas toto meet thethe "“routine”routine" public safety needs. This article examines “routine” crime as measured by calls for police "routine" as by for service, official crime reports, and police arrests in Salt Lake City before, during, and after the 2002 Olympic Games. The analyses the suggest that while a rather benign demographic among attendees and the presence of large numbers of social control agents might have been expected to decrease calls for police service for minor crime, it actually increased in Salt Lake during this period. The it in Salt this implications of these findings are considered for theories of routine activities, as well as systems capacity.

Journal of Criminal Justice. 32. (2007) 89-101.

DREXEL, BILL; WITHERS, CALEB

From the document: "Since ChatGPT [Chat Generative Pre-Trained Transformer] was launched in November 2022, artificial intelligence (AI) systems have captured public imagination across the globe. ChatGPT's record-breaking speed of adoption--logging 100 million users in just two months--gave an unprecedented number of individuals direct, tangible experience with the capabilities of today's state-of-the-art AI systems. More than any other AI system to date, ChatGPT and subsequent competitor large language models (LLMs) have awakened societies to the promise of AI technologies to revolutionize industries, cultures, and political life. [...] This report aims to help policymakers understand catastrophic AI risks and their relevance to national security in three ways. First, it attempts to further clarify AI's catastrophic risks and distinguish them from other threats such as existential risks that have featured prominently in public discourse. Second, the report explains why catastrophic risks associated with AI development merit close attention from U.S. national security practitioners in the years ahead. Finally, it presents a framework of AI safety dimensions that contribute to catastrophic risks."

CENTER FOR A NEW AMERICAN SECURITY. JUN, 2024.

By UNODC

The FIFA World Cup and the Olympic Games are landmark events on the sporting calendar – historic competitions that are embraced around the world and that showcase the power of sport as an inspiring, unifying force. It is important that they are celebrated, and that they are protected from corruption. Corruption poses a serious threat to sport, putting at risk its capacity to positively contribute to society and lives. Since the Italian football team of Rossi and Zoff triumphed in Madrid and American sprinter Carl Lewis ran into the history books in Los Angeles, sport has undergone far reaching changes. Globalization, a huge influx of money at the top level of professional sport, the rapid growth of legal and illegal betting and marked technological advances have transformed the way sport is played and consumed. These factors have also had a major impact on corruption in sport, both in terms of its scale and its forms. These evolutions have made sports more vulnerable to corruption. Governments, organizations and other stakeholders are taking steps to better protect sport, but in many ways this journey is only in its early stages. This is why, since 2017, the UNODC Programme on Safeguarding Sport from Corruption and Economic Crime has been supporting governments, sports organizations and other stakeholders in their efforts to protect sports against corruption in its many forms. At the forefront of this work is the use of the only legally binding universal anti-corruption instrument – the United Nations Convention against Corruption. One of the areas in which this work is focused is major sports events. The exposure of corruption surrounding these types of events in recent times needs little reiteration, but it is a reminder of the work to be done and of the importance of strengthening the fight against corruption in sport. This is why detecting and preventing corruption in relation to the FIFA World Cup 2026 and the 2028 Summer Olympic Games, preparation for which is getting under way in Canada, Mexico and the United States of America, is critical. First and foremost, these competitions are blue-ribbon events, the integrity of which must be fully protected, but they also represent a timely opportunity to showcase how this anti corruption action can be delivered. They are a chance to demonstrate how UNODC and its partners, and how greater international, regional, national and local cooperation between government authorities, sports organizations, anti corruption agencies and other key stakeholders, can help combat corruption linked to major sports events, and in sport in general. This is the focus of the present report – an examination of the corruption-related risks faced by the FIFA World Cup 2026 and the 2028 Summer Olympic Games in Los Angeles and the presentation of a clear road map of how these threats can be met, so that these events, and future ones, are better safeguarded against corruption and that their capacity to bring people together, to forge new relationships and create lasting legacies remains undiminished.

Tenth session of the Conference of the States Parties to the United Nations Convention against Corruption, held in Atlanta, Georgia, United States of America.. 2024. 28p.

Perrin, Benjamin

This report considers the upcoming 2010 Olympics in Vancouver in the context of Canada's human trafficking response to date, and makes recommendations to ensure that this event is not a flashpoint for human trafficking.

Calgary: Future Group, 2007. 24p.