TRENDS IN MODERN POLICING SYSTEMSPIERRE AEPLI

SENIOR CONSULTANT DCAF

FORMER CHIEF OF POLICE OF VAUD

AND

CHAIRMAN OF THE CHIEFS OF POLICE OF SWITZERLAND

PURPOSESTo describe changes in the environmentTo analyse their consequences for the security sectorTo identify the challenges for policing

Remarks

Expose of a general natureBased on the situation in EuropeBut the trends described are to be found in each country

THESISSecurity is the product of a systemThis system is challenged today by the changes in the environmentThe system has to find a new equilibrium All police have entered a difficult process of change

CHALLENGES FOR POLICE AUTHORITIESTo realize that change is unavoidableTo overcome lack of resourcesTo convince collaboratorsTo develop an adequate strategy for changeTo implement it with sufficient flexibility

THE SYSTEMIC APPROACH

THE SECURITY SYSTEMPoliceArmyBorderguardsPrivatesecurityDiplomaty POLITICAL, SOCIAL, ECONOMIC SYSTEMSINTERNATIONAL ENVIRONMENTINPUTSOUTPUTS

THRUPUTS DECISIONRESSOURCESINPUTSOUTPUTSINTELLIGENCECONTROL COMMUNICATIONENVIR0NNEMENTNEEDS, EXPECTATIONS, RISKSACTIONS, PRESTATIONSFEEDBACK

THE ENVIRONMENT

TWO OPPOSITE MOVMENTSGLOBALISATIONFRAGMENTATION19681989, 1991,2001

CONSEQUENCES AT THREE LEVELSA new international order with new threats

More fragmented societies with new tensions

More desoriented and frustrated individuals

EVOLUTION OF THREATSClassical military threats decrease

Increase of the risks caused by criminality and terrorism

From the threats on the State to those on the civil society

TODAYS CRIMINALITYDevelopment of the organized crimeIncrease of violence and urban violenceJuvenile crimeInternational gangs TerrorismViolent demonstrations

CONSEQUENCES FOR SECURITYLimits between external and inside security are blurring Actors of the system must enter reform processesNew interactions and relations between themThus roles, missions of actors as well as their interactions and the distribution of resources inside the system must be reviewed

CONSEQUENCES FOR POLICE

CHALLENGES FOR POLICETo address simultanely 3 types of criminalityInternational : organized crime, terrorismNational-regional: mobile crimeLocal : street violenceTo answer new threats and expectations from population as well as from collaboratorsTo police a society becoming multiculturalTo manage more efficiently because of diminishing resourcesTo conduct the process of change

WEAKNESSESHeavy, paramilitary structuresMore reactive than proactiveTackling cases and not problemsLimited cooperation with the outsideIntelligence conceptControls of processes and not of resultsStyles of mgmt

TOWARDS A NEW MODEL OF POLICING

SIX FUTURE TRENDS

3 DIMENSIONS, 3 AREAS, 3 LEVELSStructuresCollaborationsDoctrines Local Regional Supra regional ActorsInteractionsSystem

1. THE CUSTOMERS TRENDOutside customersFocus on service delivered Multicultarility being taken into accountCommunicationCollaboratorsNew expectationsSelection,career paths, trainingCommunicationSituational leadership

2. FOCUS ON KEY ACTIVITIESActivitiesPolice bound onlyWhich can be accomplished by othersExamplesForensicComputer specialistsGarageCompetencesIdentification of key competences for today and tomorrowAcquisition and training of these competences

3. COOPERATIONWITH THEPOLITICAL, JUDICIAL,ADMINISTRATIVEAUTHORITIESWITHIN THE ORGANIZATIONWITH THE POPULATIONWITH OTHER AGENCIES OFTHE SECURITY SYSTEMNATIONALY OR INTERNATIONALY

4. NEW ORGNIZATION FORMSDecentralization versus centralizationSystem of authority and competencesControl systemRelations with authoritiesSolutions have to be coherent withThe political structureThe strategyAll elements have to be coherentExamples: France, Belgium, Switzerland, BiH

A NEW SWISS STRUCTURE

5. OPERATIONAL DOCTRINESPREVENTIONREPRESSIONCommunity policing

Police de proximiteIntelligence ledpolicingZero tolerance

SWAT teamsA police must be organized to be able to conduct different operationalpolicies at the same time to combat different types of criminality

Coherence between elements must be reached, example of community policing where structures, delegation of power, training and communicationmust be adequate with this strategy

6. MANAGEMENTLack of resources New collaborators Conduct of change

More efficiencyMore flexibilityBetter formation

Key factorsSituational leadershipMgmt of changeTraining (importance of middle managers)

SPECIFIC PROBLEMS IN FORMER COMMUNIST COUNTRIESTo achieveDepolitisationDemilitarisationDecentralisationProfessionalisationTo overcome obstacles due to:Previous cultureManagment gapsLack of resourcesTo master international helpPoor coordination on the international sideLack of strategy on the receivers side

INTERNATIONAL COOPERATION ON THE EXAMPLE OF THE G8

THE EVENT8 G8 countries + other participantsConference in Evian, FranceArrival at Geneva airport and several delegations put up in LausanneDemonstrations in Lausanne and Geneva and not in FranceMain difficulties in Switzerland, all profits in France

GENERAL SITUATIONGENEVALAUSANNEEVIANAIG

PROBLEMS TO BE TACKLEDIntelligence conceptChain of commandClear in France: prfetVery complicated in Switzerland: three levels, different cantons, police, armyTo establish between both countries Resources Centralized and organic in FranceAd hoc in Switzerland with differences in equipment, training and methodsLegislationTreaties with France and Germany were differentCommunicationImmense pressure in Switzerland from the beginningConstant problem of managing media

SOLUTIONS

LESSONS LEARNED (some)One political body, one chief of operation, one budgetImportance of the assessment of situation If / then planning and reserveIntelligence: basis for decision-makingMedia mgmt is the key

CONCLUSIONSChanges in the environment lead to changes in the security systemIt is necessary to answer following questions:What is the business of securityWhere do we want to goHow Thus: how to manage the process of change

Scurit vue comme systme dont police est un des composants. Systme scurit partie dun ensemble plus vaste (syst pol, socit, environnement international). Changements affectent production des outputs et peuvent remettre en question lefficacit de la productionInputs: demandes, besoins, risques, supports / outputs prestations prv, prot, scurit et o publicsThruputs: stratgie, structures, autorit, gestion ressources, communication, contrleDonc input comprendre besoins, transformationefficacit et efficience, outputs rponses (performances, satisfaction, effectivit