Police and gendarmerie reform in Belgium: from force to service 1
RIJKSWACHT Summary part 1 : the concept failure of the traditional methods the answer : community policing part 2 : the conditions for the management, organization, police officer part 3 : evolution in the Belgian gendarmerie: demilitarization part 4 : the new police 2
PENTECOSTPLAN 5 june1990 1980-90 gangsterism terrorism Parliamental enquiries Gangsterism and terrorism (1989-1990), Dutroux (1996-1997), Commission internal affairs (1996-1997). Gang of Nivelles (bis, 1997-1998), Ministerial circulars : Vertical Specialisation Pentagonal concertation plan: Improve security of the citizen. Increase democratic control Ameliorate management of the police. - demilitarisation gendarmerie 1991 3
ilure of the traditional police methods more of everything : policemen, automation, centralization, special units,... a lot of cities closed their beat offices central steering is emphasized, hierarchical arrangement, bureaucracy dominating role of the crime fighter the war on crime campaign arises 4
Crime fighting = Little impact more policemen = less crime,... arbitrary patrolling does not reduce crime one man patrols not less effective than pairs more patrols = shift to other neighborhood patrols hardly catch authors of offences rapid response => almost no arrests, no satisfaction offences mostly cleared up later problem solving considered to be social work expected task = real task => frustration gap between street-cop and management-cop 5
Investigators 6
conclusions : most of the police work is not lights and sirens stuff encounters between police and public are rare => stranger on stranger conventional methods => 7
he answer : community policing the philosophy for the manager orient the police externally participation of the population in the decision the philosophy for the organization 3 x D changed tasks for the police officer 8
The philosophy for the manager harmonious co-operation, orient the police externally commitment partnership, participation of the population in the decision common goals 9
he philosophy for the organization e 3 D s : De-centralization responsibilities =>low De-concentration spreading policemen linking to territory De-specialization development of skills => improvement of quality 10
Conditions for the organization cultural and structural factors utonomy, service, HRM, customer, entrepreneurship Leadership coaching 11 throne on a pyramid => follow look for welfare below
hanged tasks for the police officer community policing cop => out of isolation of motorized surveillance re-establish face to face contact look for creative solutions along with the population and partners relation based on mutual confidence community - policeman 12
Community Policing trigger in the Gendarmerie asons for the change evolution in the demand increased attention from political world gaps between gendarmerie-government-public too distant, bureaucratic, not democratic, reactive limited - decreasing budget 13
Main issues of the new policy definition of mission and strategy emands : clarify the goals participation in decision making local authorities + accountability no window dressing but tangible results nly public and authorities assess our job search for optimal efficiency 14
The mission statement 3 reasons : cooperation people => structured message orient the expectations of the environment the legal basis is too complex 15
The mission statement we will, as a general police service, contribute essentially to the public order, security and health, particularly by : - protecting, helping, and reassuring the citizens ; - preventing or stopping criminal offences or disturbances of the public order. 16
we will do this : The basic principles according to the expectations, concerns and feelings of insecurity of the citizens ; by a multi - agency - approach ; in a judicious and reliable way ; taking into account the international developments. 17
The shared values respect the individual rights and liberties of each citizen particularly by using our power in a strict minimal and judiciou way and have them respected; respect the democratic institutions by openly accounting for ou actions ; demonstrate impartiality, unprejudiced and integrity; being inspired by the will to serve, characterized by : a permanent availability ; continuous improvement ; the optimal use of the adequate resources ; openness of our actions ; promote a positive climate at work. 18
Basic police care giving advice to prevent actions to dissuade criminals activities to regulate when incidents occur crime investigation 19
External objectives improvement quality of service creation of new kinds of service customer orientation effectiveness of policing activities 20
Internal objectives collaboration and teamwork creativity and innovation resources to improve the quality of service lateral communication 21
Quality improvement projects start : group of 14 units horizontal network - facilitator - coordinator supported by a specific budget commitment <==> involvement goal : improve the service of the customer allowed to change existing rules 22
Quality improvement projects methodology : C R I M E C aracterise the situation R epair - ointment on the wound I nventory of the causes M easures to tackle the problem E valuation K I S S : Keep It Simple and Short 23
Repair Welke maatregelen om probleem niet te laten verergeren? Welke maatregelen leveren een tijdswinst op? Waaruit putten: persoonlijke ervaring ervaring van andere collega s (literatuur, documentatie) successen van andere (politiediensten) Inventory causes Op welke vragen willen we een antwoord om de hoofdoorzaken van het probleem te kennen? wie is er bij het probleem betrokken en hoe? wat gebeurt er juist? wanneer? hoe? wanneer? waarom gebeurt het en in welke omstandigheden? Wat is de huidige werkwijze? Hoe lossen we nu het probleem op? Wat zijn de actuele normen en standaarden Wat veroorzaakt het probleem? Wat bestendigt het probleem? Wat belet dat het probleem verholpen wordt? Wat willen we bereiken: de SO-SMART-doelstellingen Caracterise Caracteriseren van de toestand Symptomen van kloof tussen huidige en gewenste toestand Problematisch? verwachtingen van de klant aantal incidenten of incidenten die met elkaar verband houden bezorgdheid van anderen Summiere analyse van (deel)problemen: aard en omvang van het probleem, impact, partnership, integrale aanpak,... Afbakening van het doel van het project Evaluation Implementatie Wie doet wat tegen wanneer? Hoe invoeren? Indicatoren voor succes? Is het resultaat dat beoogd werd bereikt? Neveneffecten? Hoe is aanpak verlopen? Volledig ingeburgerd? Hoe bestendigen? Wat kostte de aanpak? Borgen CRIME Measures tackle problem Zoektocht naar mogelijke oplossingen Op welke sleutelvragen wil je zeker een antwoord hebben? Zoeken naar mogelijke oplossingen op korte, middellange en lange termijn? Ideeën ter verbetering en/of vernieuwing: Heropfrissen en actualiseren van bestaande werkwijzen? Alternatieven, combinaties, partnership, multi-disciplinair Onderzoeken en keuze van de mogelijke oplossingen Evidente oplossingen Te testen oplossingen Actieplan Verslag van de geteste oplossingen 24
Quality improvement projects phase two : pilot units tackle second project second wave of units start a project + incorporating new elements of first wave oil stain : approved recommendations results : 90 improvements by 14 pilot units cultural breakthrough problem solving 25
Quality improvement projects 996 : phase three start project in 33 units that were left implementation of continuous improvement improvements of pilot units consolidated manuals : best practices + standards 26
From quality to process 997 : policy development in consultation with authorities and the population => priorities every basic police unit develops policy plan tackles at least one insecurity phenomenon by means of a project population and authorities are involved by regular consultations, meetings... 27
Conclusion concept suits environment and change process combination advantages of community policing improvement of service from reactive symptom approach to proactive problem solving working on quality projects cultural change customer satisfaction image of the police improved South African Police adopted 28
The new police 29
Situation before Three police forces: - municipal police - gendarmerie - judicial police Increasing attempts of co-ordination as an answer to the war between the police services Material support for the 3 police forces to increase the operationality 30
The causes Failure of the pentagonal consultation as a co-ordinating instrument Vertical division of tasks leads to more competition Police authorities do not take their responsibilities in the field of steering the policy of the police The Belgian political appointment system The lack of scientific police 31
The immediate cause The case Dutroux shows a lack of steering by the judicial authorities Co-ordination and c-operation between the 3 police forces Committee of experts formulates a political not acceptable proposition No consensus between political parties nor in parliament about new police Initiative of the government: one national police + the municipal polices 32
The flashpoint Escape of Dutroux Opposition joins majority: Octopus Belgian compromise: - separation between administrative and judicial police matters - more responsibility for the politic authorities - steering of the policy by security plans - integral basic police care produced by autonomous police areas - respect for the democratic municipal institute - federal police: specialization, and subsidiary support - integrated functioning by a functional liaison between federal and local police - principle of minimal equal level of service 33
The new police the federal police 01/01/01 196 local police areas 01/01/02 functional liaison local - federal 34
The federal police specialised tasks super local tasks support for local police and police authorities subsidiary support national police board national police plan: 4 years 35
The local police 196 police areas: autonomy(framework) + standards control: parliament, auth, insp Basic police care community policing public order and judicial police Local security board Local security plan: 4 years coordination national plan 36
Basic principles new police 1 police: public order police + judicial police Integrated system: functional liaison local federal level More responsibility for the police authorities Important democratic role of the municipalities Strategic steering by security plans Autonomy of the zones community policing: Local police Federal police: specialization, (subsidiary) support Principle minimal service 37 One statute
before 2001 2001 COUNTRY HQ & INSP Federal Police PROVINCE Group DISTRICT District Dirco Dirju ZONE Brigade 196 Local Polices GEMEENTE Brigade 589 38
NTEGRATED POLICE structured on 2 levels FEDERAL 1 police specialized tasks and support Dirco juricial court district DirJu PZ (196) 1 municipality LOCAL 1 police service per area Basic police care Some federal missions multiple municipaliti 39
questions? 40