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 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

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

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

THE SYSTEMIC APPROACH

THE SECURITY SYSTEM

Police

Army

Borderguards

Privatesecurity

Diplomaty

POLITICAL, SOCIAL, ECONOMIC SYSTEMS

INTERNATIONAL ENVIRONMENT

INPUTS

OUTPUTS

THRUPUTS DECISION

RESSOURCESINPUTS OUTPUTS

INTELLIGENCE CONTROL

COMMUNICATION

ENVIR0NNEMENT

NEEDS, EXPECTATIONS, RISKS

ACTIONS, PRESTATIONS

FEEDBACK

THE ENVIRONMENT

GLOBALISATION

FRAGMENTATION

TWO OPPOSITE MOVMENTS

1968

1989, 1991,2001

CONSEQUENCES AT THREE LEVELS

A new international order with new threats

More fragmented societies with new tensions

More desoriented and frustrated individuals

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

TODAY’S CRIMINALITY

Development of the organized crime Increase of violence and urban

violence Juvenile crime International gangs Terrorism Violent demonstrations

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

CONSEQUENCES FOR POLICE

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

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

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

SIX FUTURE TRENDS

3 DIMENSIONS, 3 AREAS, 3 LEVELS

Structures

Collaborations

Doctrines

Local Regional Supra regional

Actors

Interactions

System

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

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

3. COOPERATION

WITH THEPOLITICAL, JUDICIAL,

ADMINISTRATIVEAUTHORITIES

WITHIN THE ORGANIZATION

WITH THE POPULATION

WITH OTHER AGENCIES OFTHE SECURITY SYSTEM

NATIONALY OR INTERNATIONALY

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

A NEW SWISS STRUCTURE

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

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)

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

INTERNATIONAL COOPERATION ON THE EXAMPLE OF THE G8

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

GENEVALAUSANNE

EVIAN

AIG

GENERAL SITUATION

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

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

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

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