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TRENDS IN MODERN POLICING SYSTEMS

TRENDS IN MODERN POLICING SYSTEMS. PIERRE AEPLI SENIOR CONSULTANT DCAF FORMER CHIEF OF POLICE OF VAUD AND CHAIRMAN OF THE CHIEFS OF POLICE OF SWITZERLAND. PURPOSES. To describe changes in the environment To analyse their consequences for the security sector

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TRENDS IN MODERN POLICING SYSTEMS

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  1. TRENDS IN MODERN POLICING SYSTEMS PIERRE AEPLI SENIOR CONSULTANT DCAF FORMER CHIEF OF POLICE OF VAUD AND CHAIRMAN OF THE CHIEFS OF POLICE OF SWITZERLAND

  2. PURPOSES • To describe changes in the environment • To analyse their consequences for the security sector • To identify the challenges for policing • Remarks • Expose of a general nature • Based on the situation in Europe • But the trends described are to be found in each country

  3. THESIS • Security is the product of a system • This system is challenged today by the changes in the environment • The system has to find a new equilibrium • All police have entered a difficult process of change

  4. CHALLENGES FOR POLICE AUTHORITIES • To realize that change is unavoidable • To overcome lack of resources • To convince collaborators • To develop an adequate strategy for change • To implement it with sufficient flexibility

  5. THE SYSTEMIC APPROACH

  6. THE SECURITY SYSTEM INTERNATIONAL ENVIRONMENT POLITICAL, SOCIAL, ECONOMIC SYSTEMS Army Diplomaty Police INPUTS Private security OUTPUTS Border guards

  7. FEEDBACK NEEDS, EXPECTATIONS, RISKS ACTIONS, PRESTATIONS ENVIR0NNEMENT THRUPUTS DECISION RESSOURCES OUTPUTS INPUTS INTELLIGENCE CONTROL COMMUNICATION

  8. THE ENVIRONMENT

  9. TWO OPPOSITE MOVMENTS GLOBALISATION 1989, 1991, 2001 1968 FRAGMENTATION

  10. CONSEQUENCES AT THREE LEVELS • A new international order with new threats • More fragmented societies with new tensions • More desoriented and frustrated individuals

  11. EVOLUTION OF THREATS • Classical military threats decrease • Increase of the risks caused by criminality and terrorism • From the threats on the State to those on the civil society

  12. TODAY’S CRIMINALITY • Development of the organized crime • Increase of violence and urban violence • Juvenile crime • International gangs • Terrorism • Violent demonstrations

  13. CONSEQUENCES FOR SECURITY • Limits between external and inside security are blurring • Actors of the system must enter reform processes • New interactions and relations between them • Thus roles, missions of actors as well as their interactions and the distribution of resources inside the system must be reviewed

  14. CONSEQUENCES FOR POLICE

  15. CHALLENGES FOR POLICE • To address simultanely 3 types of criminality • International : organized crime, terrorism • National-regional: mobile crime • Local : street violence • To answer new threats and expectations from population as well as from collaborators • To police a society becoming multicultural • To manage more efficiently because of diminishing resources • To conduct the process of change

  16. WEAKNESSES • Heavy, paramilitary structures • More reactive than proactive • Tackling cases and not problems • Limited cooperation with the outside • Intelligence concept • Controls of processes and not of results • Styles of mgmt

  17. TOWARDS A NEW MODEL OF POLICING

  18. SIX FUTURE TRENDS

  19. 3 DIMENSIONS, 3 AREAS, 3 LEVELS Structures System Collaborations Interactions Actors Doctrines Local Regional Supra regional

  20. 1. THE CUSTOMERS TREND • Outside customers • Focus on service delivered • Multicultarility being taken into account • Communication • Collaborators • New expectations • Selection,career paths, training • Communication • Situational leadership

  21. 2. FOCUS ON KEY ACTIVITIES • Activities • Police bound only • Which can be accomplished by others • Examples • Forensic • Computer specialists • Garage • Competences • Identification of key competences for today and tomorrow • Acquisition and training of these competences

  22. 3. COOPERATION WITHIN THE ORGANIZATION WITH THE POLITICAL, JUDICIAL, ADMINISTRATIVE AUTHORITIES WITH THE POPULATION WITH OTHER AGENCIES OF THE SECURITY SYSTEM NATIONALY OR INTERNATIONALY

  23. 4. NEW ORGNIZATION FORMS • Decentralization versus centralization • System of authority and competences • Control system • Relations with authorities • Solutions have to be coherent with • The political structure • The strategy • All elements have to be coherent • Examples: France, Belgium, Switzerland, BiH

  24. A NEW SWISS STRUCTURE

  25. 5. OPERATIONAL DOCTRINES Zero tolerance SWAT teams Community policing Police de proximite Intelligence led policing REPRESSION PREVENTION A police must be organized to be able to conduct different operational policies 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 communication must be adequate with this strategy

  26. 6. MANAGEMENT • Lack of resources • New collaborators • Conduct of change • More efficiency • More flexibility • Better formation Key factors • Situational leadership • Mgmt of change • Training (importance of middle managers)

  27. SPECIFIC PROBLEMS INFORMER COMMUNIST COUNTRIES • To achieve • Depolitisation • Demilitarisation • Decentralisation • Professionalisation • To overcome obstacles due to: • Previous culture • Managment gaps • Lack of resources • To master international help • Poor coordination on the international side • Lack of strategy on the receiver’s side

  28. INTERNATIONAL COOPERATION ON THE EXAMPLE OF THE G8

  29. THE EVENT • 8 G8 countries + other participants • Conference in Evian, France • Arrival at Geneva airport and several delegations put up in Lausanne • Demonstrations in Lausanne and Geneva and not in France • Main difficulties in Switzerland, all profits in France

  30. GENERAL SITUATION EVIAN GENEVA LAUSANNE AIG

  31. PROBLEMS TO BE TACKLED • Intelligence concept • Chain of command • Clear in France: préfet • Very complicated in Switzerland: three levels, different cantons, police, army • To establish between both countries • Resources • Centralized and organic in France • Ad hoc in Switzerland with differences in equipment, training and methods • Legislation • Treaties with France and Germany were different • Communication • Immense pressure in Switzerland from the beginning • Constant problem of managing media

  32. SOLUTIONS

  33. LESSONS LEARNED (some) • One political body, one chief of operation, one budget • Importance of the assessment of situation • If / then planning and reserve • Intelligence: basis for decision-making • Media mgmt is the key

  34. CONCLUSIONS • Changes in the environment lead to changes in the security system • It is necessary to answer following questions: • What is the business of security • Where do we want to go • How • Thus: how to manage the process of change

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