To follow crime methods, the police must constantly acquire different and newer technologies.  The Panel considers that this new reality has led to a significant increase in the demand for police resources. Police chiefs from the east coast to Canada`s west coast have seen the extent to which mental health problems and social disorders run through modern policing. Law enforcement has become the social and psychological health services of the first instance. The commission heard that 70% to 80% of the calls the police receive today are not crime-related.  1.82 We found that some clauses of the agreements may not be available in all municipalities. For example, the time that can concentrate the efforts of an assigned peace officer in a given community depends on one or the other department in that community. Of the 115 First Nations that had ctAs in 2004, only 24 had a police service or office on the reserve. In these 24 municipalities, we found that 85 per cent of the assigned peace officers came from telephone calls in the community. In contrast, only 46% of the assigned peace officers came from telephone calls in non-divisional communities. The requirement to allow 80% of the time of a peace officer assigned to communities without detachment may be impossible given the existing infrastructure. KPMG`s services have also been used by Staffordshire Police in the United Kingdom, where police management has been reorganized by checking each task. This review went beyond traditional consultation and outsourcing of private sector resources: it brought added value by effectively developing audit capacity within the police service, allowing it to continue its evaluation work in the future in order to avoid future reliance on consultants.
 To address this problem, Canada`s police forces have focused on determining the actual capabilities needed to perform certain policing functions.  The Committee heard that the Police Council has developed competency profiles that provide standards for tasks related to different police positions, ultimately improving the efficiency of human resource management and better targeting training needs.  1.16 The definition of priorities is important because it forms, among other things, the basis for decisions on the allocation of resources, the choice between programs and the location of departments.