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NORWEGIAN POLICE UNIVERSITY COLLEGE
The Police Leadership and Innovation Conference Manchester, 14th and 15th November 2011
The case: The Norwegian Police
Rune Glomseth
Norwegian Police University College
NORWEGIAN POLICE UNIVERSITY COLLEGE
Agenda: New Public Leadership: The Norwegian Police 2011-2012
1. Reforms, NPM NPL and The Norwegian Police
2. 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
3. The major leadership challenges for the police in Norway
NORWEGIAN POLICE UNIVERSITY COLLEGE
Trends of development in Norway the last thirty years
•General: Public Management reforms is usually thought of as means to 1. Produce cheaper public services2. Improving the quality of public services3. More efficient government4. Enhance political control
Norway•A strong restructurering of the public sector the last three decades
• Norway – ”the reluctant reformer”• Restructuring and focus on management and leadership• NPM have not been the one and only answer
• Still there are a strong demand for reforms in The Norwegian public sector • To develop the ability to innovate and change at all levels of government• And the four point above will continue, but the ideas from NPM are strongly questioned• Can post NPM or NPL give the answers?
19.04.23 • Side 3
NORWEGIAN POLICE UNIVERSITY COLLEGE
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
19.04.23 • Side 4
NORWEGIAN POLICE UNIVERSITY COLLEGE
The Norwegian Government Buildings before the explotion
19.04.23 • Side 5
NORWEGIAN POLICE UNIVERSITY COLLEGE
The car with the bomb placed near to the entrance
19.04.23 • Side 6
NORWEGIAN POLICE UNIVERSITY COLLEGE
Oslo (the bomb) and Utøya (the killings). Distance: approx 50 km
19.04.23 • Side 7
NORWEGIAN POLICE UNIVERSITY COLLEGE
Oslo; view of city, 30 minutes after the explotion of the bomb
19.04.23 • Side 8
NORWEGIAN POLICE UNIVERSITY COLLEGE
The Norwegian Government Buildings after the explotion
19.04.23 • Side 9
Oslo, 22th July 2011
NORWEGIAN POLICE UNIVERSITY COLLEGE
Terror in Norway – a turning point?
NORWEGIAN POLICE UNIVERSITY COLLEGE
Utøya – Police Photoes from the Investigation
19.04.23 • Side 11
69 killed and approx 60 casualties
NORWEGIAN POLICE UNIVERSITY COLLEGE
Utøya The Government Building
19.04.23 • Side 12
In total:
77 dead
250-255 injured
NORWEGIAN POLICE UNIVERSITY COLLEGE
This was a terrible situation and a tremendous challenge
Some questions
19.04.23 • Side 13
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?
NORWEGIAN POLICE UNIVERSITY COLLEGEThe investigation
19.04.23 • Side 14
Assistent SIO: Police Superintendent Egil Kulseth SIO: Police Superintendent John Roger Lund
NORWEGIAN POLICE UNIVERSITY COLLEGE
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
NORWEGIAN POLICE UNIVERSITY COLLEGE
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
NORWEGIAN POLICE UNIVERSITY COLLEGE
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 Department
This is a very strong signal
19.04.23 • Side 17
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
NORWEGIAN POLICE UNIVERSITY COLLEGE
The main challenges
19.04.23 • Side 18
Knowledge based policing
(1) Enhance security and safety(2) Fight crime by problemoriented policing
Public safety – improving police operational emergency in every police district
Restructering within the police districts changes and leading change building a good and common culture develop effective coordination systems
Further develop cooperation with local governments, the public, NGOs
NORWEGIAN POLICE UNIVERSITY COLLEGE
To summerise the challenges
(1) Internal organizational development within the police districts.
• That mean change the structure, make bigger units, develop the management processes, effective leadership. How can police leadership improve is a very important subject, see under.
(2) After the crucial events on July the 21th, there is very much focus and
leadership, organizing the police, operational competence, coordination of police and police emergency management
(3) To further develop cooperation with local governments, the public,
NGOs and others to prevent and fight crime and to ensure safety. How to develop partnerships to prevent crime and disorder.
This probably also mean a new professional police ledership role19.04.23 • Side 19
NORWEGIAN POLICE UNIVERSITY COLLEGE
The development of the police as an organization?
High
Inte
rna
l co
mp
lexi
ty
Low
LowExtern complexity
High
Police as asimple structure
Police as asimple structure
Police as a machine
bureaucracy
Police as a machine
bureaucracy
Police as a professional organization
Police as a professional organization
Police as a matrix-organi-sation
Police as a matrix-organi-sation
Networkpolice
Networkpolice
The new and modern police
The new and modern police
Rune Glomseth, 12.11.11
Exspert police
Exspert police
20
NORWEGIAN POLICE UNIVERSITY COLLEGE
Thank you
19.04.23 • Side 21