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:
1. Reforms, NPM
The Norwegian Police 2011-2012
NPL and The Norwegian Police
2. 22th of July 2011 – the terroraction in Oslo and at Utøya (the island)
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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
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Trends of development in Norway the last thirty years
• General: Public Management reforms is usually thought of as means to
1.
2.
3.
4.
Produce cheaper public services
Improving the quality of public services
More efficient government
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
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•
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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?
09.04.2015 • Side 3
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Reforms in the Norwegian Police
• The Police-reform 2000 – some points
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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
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•
•
•
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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
09.04.2015 • Side 4
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The Norwegian Government Buildings before the explotion
09.04.2015 • Side 5
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The car with the bomb placed near to the entrance
09.04.2015 • Side 6
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Oslo (the bomb) and Utøya (the killings).
Distance: approx 50 km
09.04.2015 • Side 7
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Oslo; view of city,
30 minutes after the explotion of the bomb
09.04.2015 • Side 8
Oslo, 22th July 2011
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The Norwegian Government Buildings after the
explotion
09.04.2015 • Side 9
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Terror in Norway – a turning point?
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Utøya – Police Photoes from the Investigation
69 killed and approx 60 casualties
09.04.2015 • Side 11
In total:
 77 dead
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 250-255 injured
Utøya
The Government Building
09.04.2015 • Side 12
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This was a terrible situation and a tremendous
challenge
Some questions
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?
09.04.2015 • Side 13
The investigation
Assistent SIO: Police Superintendent Egil Kulseth
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SIO: Police Superintendent John Roger Lund
09.04.2015 • Side 14
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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
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The Investigation – some numbers

145 CIDs working the Oslo-case

The investigation is organized as a project with 15 subprojects
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The suspect interogation – until now approx 130 hours
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Approx 300 witneses
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Information – approx tips 1500
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Videotape approx 55 000 hours from 185 cameras
(medio nov 2011)
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Some reactions:
- Considerable increase in budget to the police
- The Minister of Justice left office
November the 11th.
-
A new name
 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
From: The Justice- and Police Departementet
To: The Justice and Emergency Department
This is a very strong signal
09.04.2015 • Side 17
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The main challenges

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
09.04.2015 • Side 18
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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 role
09.04.2015 • Side 19
The development of the police as
an organization?
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High
Internal complexity
The new and modern
police
Police as a
professional
organization
Exspert
police
Police as a
machine
bureaucracy
Network
police
Police as a
matrixorganisation
Police as a
simple structure
Low
Extern complexity
Low
High
Rune Glomseth, 12.11.11
20
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Thank you
09.04.2015 • Side 21