trends in modern policing systems pierre aepli senior consultant dcaf former chief of police of vaud...
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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
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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
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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
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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
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THE SYSTEMIC APPROACH
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THE SECURITY SYSTEM
Police
Army
Borderguards
Privatesecurity
Diplomaty
POLITICAL, SOCIAL, ECONOMIC SYSTEMS
INTERNATIONAL ENVIRONMENT
INPUTS
OUTPUTS
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THRUPUTS DECISION
RESSOURCESINPUTS OUTPUTS
INTELLIGENCE CONTROL
COMMUNICATION
ENVIR0NNEMENT
NEEDS, EXPECTATIONS, RISKS
ACTIONS, PRESTATIONS
FEEDBACK
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THE ENVIRONMENT
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GLOBALISATION
FRAGMENTATION
TWO OPPOSITE MOVMENTS
1968
1989, 1991,2001
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CONSEQUENCES AT THREE LEVELS
A new international order with new threats
More fragmented societies with new tensions
More desoriented and frustrated individuals
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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
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TODAY’S CRIMINALITY
Development of the organized crime Increase of violence and urban
violence Juvenile crime International gangs Terrorism Violent demonstrations
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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
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CONSEQUENCES FOR POLICE
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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
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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
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TOWARDS A NEW MODEL OF POLICING
Paramilitary structures Flattening of the structuresDemilitarization
Division of work ProcessesTask forces
Law enforcement Problems management
Information and decision centralization
Decentralization of decisionIntelligence system
Reaction Prevention
To manage current business To conduct the process of change
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SIX FUTURE TRENDS
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3 DIMENSIONS, 3 AREAS, 3 LEVELS
Structures
Collaborations
Doctrines
Local Regional Supra regional
Actors
Interactions
System
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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
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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
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3. COOPERATION
WITH THEPOLITICAL, JUDICIAL,
ADMINISTRATIVEAUTHORITIES
WITHIN THE ORGANIZATION
WITH THE POPULATION
WITH OTHER AGENCIES OFTHE SECURITY SYSTEM
NATIONALY OR INTERNATIONALY
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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
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A NEW SWISS STRUCTURE
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5. OPERATIONAL DOCTRINES
PREVENTION REPRESSION
Community policing
Police de proximite
Intelligence ledpolicing
Zero tolerance
SWAT teams
A 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
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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)
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SPECIFIC PROBLEMS IN FORMER 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
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INTERNATIONAL COOPERATION ON THE EXAMPLE OF THE G8
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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
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GENEVALAUSANNE
EVIAN
AIG
GENERAL SITUATION
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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
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SOLUTIONS
PROBLEMS SOLUTIONS
Command CODIR, coordination body for the planificationIntercantonal staff for operational preparationCantons’ police for operationsArmy
Intelligence Intelligence units from the army, the different police, the federal police
Resources IKAPOLGerman help
Legislation Specific agreement between France and Switzerland: costs, cooperation between air forces
Communication Rules, press centers, CODIR’s chairman
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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
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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