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Going Dutch ?

Presentation content

National Police Summit, August 2015

The

Netherlands

NPN Restructure &

leadership PPP & future

Presentation content

• The Netherlands / National Police of the Netherlands

• Managing organisation change and the restructure of the National Police of the Netherlands (NPN)

• Key leadership insights, learnings and recommendations from the NPN experience

• Leveraging public-private partnerships in crime prevention

and design

The Kingdom of the Netherlands

• Twelve provinces in N-W Europe

• Three islands in the Caribbean

• King William-Alexander

• Prime Minister Mark Rutte (Liberals)

• Population nearly 17 million

• 23rd most densely populated country

• 27% below sea level (60% of the population)

• 17th gross domestic product (GDP)

• Capital: Amsterdam

• World port: Rotterdam

• The Hague: government and ‘world’s legal capital’

(Europol, international courts)

5

The police in NL: serving two Masters (since 1945)

• The mayor. Authority in local matters concerning the maintenance of public order or the rendering of assistance in emergencies

• The public prosecutor. Authority in enforcing the criminal law or carrying out duties for justice authorities

• Local tripartite consultations

Society & Economy Aspects Anglo-Saxon principles Rhineland Principles

Role of the State Passive & powerless Active & powerful

Role of the Market Economic driver Employment & economic driver

Role of Civil Society Individual power Collective power

Economy Free market Market regulation

Market regulation Competition Collaboration

Ownership Market sector (privatization) Collective sector

Coordination principle Rules Shared values

Legislation Case / Common law Civil law

Tax policy Low taxes on high income High taxes on high income

Change ? Anglo-Saxon vs Rhineland model

The National Police of the Netherlands (NPN) • Organisation

• Restructure:

• Causes • Aims & indicated time path • Strategy & Challenges • Mid-term evaluation (July 2015) • Lessons learned

• Countries (area) 41.543 km² 8.514.877 km² • Ratio 1 205 • Population (2015) 16.920.115 23.631.968 • Ratio : 1 1,4

• Capacity police (2015) 63.000 fte 76.739 fte • Ratio : 1 1,22

• Police / population 1 : 268 1 : 308 • Organization police 1 organization / jurisdiction 8 organizations / 9 jurisdictions

• Law civil law (role PP / mayor) common law

Policing Netherlands vs Australia (some facts)

The National Police of the Netherlands (NPN) Causes restructure: • Previous system (26 independent regional units)

experienced increasing problems in coping with crime on national and international level

• Previous system unable to modernize and improve quality of operations support and facilities management (especially IT)

• Too much variation in quality of police service delivery • Growing perceived insecurity among Dutch population • Not efficient / effective enough (e.g. duplication)

The National Police of the Netherlands Aims :

• Better results, more safety

• A less complex governance

• More unity, a police that is “more up in arms”

• More efficiency (less overhead, economies of scale)

• Structurally 230 billion Euro gains p.a.

• More time for police work, more professionalism

The National Police of the Netherlands Design & development rules:

• One minister (Safety & Justice) • No change in authority • One chief of police • No change in operational strength (49.500 fte) • Structural savings target of 230 billion Euro p.a. • 25% less administrative burdens • From Day 1 at least the same operational results

Geographical changes

The National Police of the Netherlands

• Total number of police employees: 63.000 fte, of which 49.500

operational officers

• National Police accountable to the ministry of Security and Justice

1 Commissioner, 3 Dep. Commissioners

Commissioner’s Staff (250 fte)

Department for International Cooperation

10 Regional Police Units (Police Chiefs)

1 Central Police Unit

Police Service Centre

Police Academy

Operational fte’s

Non-operational fte’s

Total fte’s

Regional 45.168 1.601 46.769

National 4.634 266 4.900

PDC 6.199 6.199

Support Sr Exc 382 382

Total NPN 49.802 8.448 58.250

Managing the agenda for change

■ Central design

■ Changes that are uniformly applicable to

the whole of the police force

■ Managed in high-powered temporary

assistance structures to ensure priority and

timely delivery

■ ‘Top-down’

Central Programmes

■ Design by collective effort

■ Utilizing the ‘power of the collective’

■ Distribution of responsibility and workload

of the change programme

■ Aimed at achieving concrete results within

tight financial, time and quality frameworks

Collective Projects

■ Change by development

■ Learning and improvising

■ Changes that require knowledge and

efforts close to the shop floor

■ ‘Bottom-up’

Line

responsibility

■ Reorganisation

■ IT programme

■ Reducing administrative burden

programme

e.g. e.g. e.g.

■ Intelligence-led policing

■ Improved approach to high impact

crimes

■ Improving service delivery

■ Realisation of robust base teams

■ More operation-oriented leadership

■ Improved cooperation with partners

The National Police of the Netherlands Leadership, Strategy & Challenges • A careful balance between…

• Organisation design and organisation development • Hierarchical mode and cooperative mode • Central focus and local focus • Planning and learning

• Maximum involvement of employees • Milestone planning that allows for regional differences • First changes in culture: at the top of the organisation

The National Police of the Netherlands Leadership, Strategy & Challenges • New, uniform design of police organisation • Largest reorganisation ever in The Netherlands (approx. 63.000

people) • Centralisation of operations support and facilities management

(creation of Police Service Centre, approx. 7000 people) • Ambitious IT reform program • Efficiency gains: € 230 billn structurally • Change in organisational culture on all levels

The National Police of the Netherlands Mid term Evaluation (July 2015):

• Structure vs culture • Aims governance delayed / impact on organisation • In- & outside NPN (public) distress restructure • Stakeholders suggestions & support (Mayors / PP)

• Keywords: Connect, Built, Balance, Perform & Prioritise • Adjustment of restructure time path • Create more stability & trust for staff

The National Police of the Netherlands Summary:

• Organisation: • Benefits of one organisation (but we’re not there yet…) • ‘Drawing board’ vs ‘real world’

• Results: changing world = new expectations • Time path: expectations vs realisation • Arena:

• Many stakeholders • impact on external / internal processes

What’s Your Message? Always in motion is the future

Policing , Public Private Partnerships & the future • Policy, Leadership, Reform • Changing role & expectations of policing in a complex society • Our task is to translate & transform into collaborative actions by:

• Identifying & break up phenomenon • Identify & engage P P partners • Create solutions & obstacles • Monitor & improve

‘Manage police expectations’ (in- & externally !)

Policing, Public Private Partnerships & the future • ‘Going Dutch ? ‘ • TRIPLE HELIX approach • Book of Crime • Predictive Policing

• Pre-requisites ANY cooperation:

• TRUST (from Need to Know into Dare to Share) • RESPECT & • understanding of each others business (role & interests)

‘Going Dutch’, paper by Julie Ayling ANU Similarities Australia / the Netherlands (comparing approaches to prevent organised crime)

• Both are liberal parliamentary democracies

• Both rank high on UN Human Development Index

• Both rank high on Transparency … Corruption Perceptions Index

• Both are multicultural countries integrated immigrants with relatively high degree of

success

• Both have many organised crime problems in common

• But … their responses to those problems have been quite distinct

Comparing approaches to prevent organised crime Paper Julie Ayling

• Crime prevention approach: not primarily aimed at the perpetrators of organised

crime but rather at the various circumstances that facilitate organised crime;

• Criminal groups will need to use public services and facilities; but ‘underworld’ cannot flourish when deprived of oxygen by the ‘upper world’;

• Public administration should not facilitate organised crime;

• The responsibility for combating organised crime lies with the administrative authorities, not just criminal justice agencies.

Going Dutch ? The Dutch approach to prevent organised crime

Triple Helix Approach: Synergy as result of collaboration

Government

Higher Education

Businesses

Based on cooperation of three parties: Government: exercising legislative control Education: ‘production’ of new knowledge Entrepreneurs: generating economic growth and prosperity

Government

Higher Education

Businesses

Government – Education: Knowledge infrastructure Government – Businesses: Political economy Education – Businesses: Innovation Government / Businesses / Education: Emerging conditions for knowledge-based economy

Triple Helix Approach: Synergy as result of collaboration

• A ‘network – commitment – synergy’ based methodology (INCLUSIVE) • On-line mind-map to visualize & to keep up-to-date • Not a planning / control tool !

“If we can’t write the book, we’re not in business !”

Predictive Policing Improved information – Broader scope of scenario’s – Better decisions !

Summary presentation • Focus on differences or similarities ? • Influences from ‘third parties’ on policing • ‘Our’ picture is just a part of the bigger picture (as are ‘our’ actions !) • Dare to Share ! • PPP: Creating & maintaining Strategic Alliances (and not just ‘Friends with benefits’ !) • (a bit off) the Rhineland model in Australia ?

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Going Dutch ? CAN-KLPD@minbuza.nl