Rune Glomseth Norwegian Police University College

1. The Police Leadership and Innovation Conference Manchester, 14th and 15th November 2011The case: The Norwegian Police Rune Glomseth Norwegian Police University College

2. Agenda: New Public Leadership: The Norwegian Police 2011-2012 • Reforms, NPM NPL and The Norwegian Police • 22th of July 2011 – the terroraction in Oslo and at Utøya (the island) • A turning point in the Norwgian society • A turning point for the police in Norway • The major leadership challenges for the police in Norway

3. Trends of development in Norway the last thirty years • General: Public Management reforms is usuallythoughtof as means to • Producecheaperpublic services • Improvingthequalityofpublic services • More efficientgovernment • Enhancepoliticalcontrol Norway • A strongrestructureringofthepublicsectorthe last threedecades • Norway – ”thereluctant reformer” • Restructuring and focusonmanagement and leadership • NPM have not beentheone and onlyanswer • Still thereare a strongdemand for reforms in The Norwegianpublicsector • To developtheability to innovate and change at all levelsofgovernment • And thefourpointabovewillcontinue, buttheideas from NPM arestronglyquestioned • Can post NPM or NPL givetheanswers?

4. Reforms in the Norwegian Police • The Police-reform 2000 – some points • Restructuring: from 54 to 27 policedistricts January the 1th 2001 and.. • More focus on management and leadership – professionalising police leadership • Developing performence indicators – scorecard and performance management • The Police reform has meant some improvements, but it has not met the demands for more quality and efficiency • The Police Result Reform 2010 – 2013 – some main points • Background: a wide analysis of the police in 2010 • Restructuring the police -fewer and bigger police districts – centralization • Restructering within every police district – fewer policestations and fewer departments • Centralization of some administrative tasks • More efficient police service • Better quality • Better coordination • More sustainable police districts • Improve interaction with the citizens and the neighbourhoods

5. The Norwegian Government Buildings before the explotion

6. The car with the bomb placed near to the entrance

7. Oslo (the bomb) and Utøya (the killings). Distance: approx 50 km

8. Oslo; view of city, 30 minutes after the explotion of the bomb

9. Oslo, 22th July 2011 The Norwegian Government Buildings after the explotion

10. Terror in Norway – a turning point?

11. Utøya – Police Photoes from the Investigation 69 killed and approx 60 casualties

12. In total: • 77 dead • 250-255 injured Utøya The Government Building

13. This was a terrible situation and a tremendous challengeSome questions • Was the police prepared to tacle a situation like this? • organized, educated, trained, equiped • How was the policeoperations coordenated? • How did the police cooperate with the army? • How did the police cooperate with paramedics and hospitals? • How can the police improve? • What can be done to prevent a terrorsituation like this to happend?

14. The investigation Assistent SIO: Police Superintendent Egil Kulseth SIO: Police Superintendent John Roger Lund

15. Challenges establishing the 22/7 Unit • Leadership and management • Organizing the investigation • Structure - projects • Communication • Personell – recruiting the best and a sufficient number • Resources, mamdate • Offices • Equipement • Media

16. The Investigation – some numbers • 145 CIDs working the Oslo-case • The investigation is organized as a project with 15 subprojects • The suspect interogation – until now approx 130 hours (medio nov 2011) • Approx 300 witneses • Information – approx tips 1500 • Videotape approx 55 000 hours from 185 cameras

17. Some reactions: - Considerable increase in budget to the police - The Minister of Justice left office November the 11th. - A new name From: The Justice- and Police Departementet To: The Justice and Emergency DepartmentThis is a very strong signal • Resourses for the investigation • Encrease in budget to The Norwegian Police Security • Service (PST) , • Encreased budget to the policehelicopter service • Encreased budget to the antiterrorpolice

18. The main challenges • Knowledgebasedpolicing • Enhancesecurity and safety • Fight crime by problemorientedpolicing • Public safety – improvingpoliceoperationalemergency in everypolicedistrict • Restructeringwithinthepolicedistricts • changes and leadingchange • building a good and commonculture • developeffectivecoordination systems • Furtherdevelopcooperationwithlocalgovernments, thepublic, NGOs

19. To summerise the challenges (1) Internalorganizationaldevelopmentwithinthepolicedistricts. • Thatmeanchangethestructure, make biggerunits, developthemanagementprocesses, effectiveleadership. Howcanpoliceleadershipimprove is a veryimportantsubject, see under. (2) AfterthecrucialeventsonJulythe 21th, there is verymuchfocus and leadership, organizingthepolice, operationalcompetence, coordinationofpolice and policeemergencymanagement (3) To furtherdevelopcooperationwithlocalgovernments, thepublic, NGOs and others to prevent and fight crime and to ensuresafety. How to developpartnerships to preventcrime and disorder. •  This probablyalsomean a newprofessionalpoliceledershiprole

20. High The development of the police as an organization? The new and modernpolice Police as a professional organization Exspertpolice Network police Internal complexity Police as a machine bureaucracy Police as a matrix-organi-sation Police as a simple structure Low Extern complexity Low High Rune Glomseth, 12.11.11

21. Thank you