Norwegian Police Directorate: Implementing Problem-Oriented PolicingThe Norwegian Police Directorate, within the Norwegian Ministry of Justice was established in 2001 to develop and coordinate the central, regional and local organization of the police, helping to create an efficient and accountable police service for Norwegians. The Directorate works systematically to improve police strategies and methods by increasing knowledge about prevention and skills in how to best integrate this knowledge into its operations.
The main objective of the Norwegian police is to reduce crime and increase feelings of safety. The Norwegian Police Directorate works to ensure that the police use their available resources in the most expedient and effective way possible, by using strategies and measures that are related to their responsibilities, competence, and abilities. This also means that choices must be made regarding the tasks and roles of the police in crime prevention.
Within the Directorate, the Analysis and Crime Prevention Section works to develop and promote the use of knowledge-based policing and strategic management within the police, contributes to the development of good crime prevention methods, and raises general understanding of the importance of research and analyses in these processes. Similar to other police services, the Analysis Section stresses the importance of establishing a connection between intelligence and analysis, and crime prevention and operational work.
Implementation of Problem-Oriented Policing (POP), Norway
In recent years, targeted efforts have been made to implement Problem-Oriented Policing (POP) in the Norwegian police service. In 1997, The Norwegian Police University College began to teach its final-year students this policing philosophy. The University College also has courses for senior police-officers which includes courses on POP. In 2006, the College will introduce a Masters Programme for police recruits, with Intelligence-led Policing and POP as essential topics on the curriculum.
In 2002, the Norwegian Police Directorate initiated the implemented POP as the principal method for crime prevention in the Norwegian police, and published its Strategic plan for preventive policing 2002–2005. The main objective for 2005 is that all police districts will be familiar with, and work in accordance with the principles of problem-oriented policing.
To help achieve this goal, the Police Directorate has organised seminars on POP for top-level management in all police districts, and also carries out leadership-training using POP principles. In order to test out POP in practice, the Directorate has initiated a series of pilot projects in a number of police districts.
Since 2003, the number of police districts introducing POP has continued to grow, and most of the 27 police districts are currently running POP-processes, although some are more advanced than others. Many of the projects have targeted violence and disorder in city centres, and in small towns, as well as car thefts.
While the general results suggest that it is much easier to reduce car theft than reduce violence and disorder, the results from the pilot projects overall are very promising. For example, while projects targeting violence and disorder indicated an increase in reported violence during the first phase of the project, after two years, the violent crime rate was lower than at the start of the project.
The measures that contributed to the reduction were a combination of a methodical approach combined with active use of public information, and interaction with people and external agencies. The common goal was to prevent repeated offences.
The implementation process has given both the Directorate and the police districts much experience and new knowledge, especially on 1) improving crime prevention strategies and methods, and in outlining 2) future challenges for making POP an overall working method for the police.
Future challenges
An overall crime prevention strategy must be included in the activity plans of all police districts, and should be an essential part of the administrative process within the Norwegian Police Directorate. Good measurable indicators and evaluation methods must be developed to secure efficient activity in police districts, and a good administrative process.
Effective policing depends on an involvement of all employees in the crime prevention strategy and the operational measures. All police districts must have the expertise and the capacity to cover both internal tasks and tasks that need to be dealt with in co-operation with others.
Managers at all levels must understand and accept the depth of change and the time required to implement POP as a general working method and to support and exhibit leadership at all levels in implementing, institutionalizing and maintaining the momentum of POP. Their competence must be strengthened locally, especially in relation to intelligence led policing.
Implementation of the plan is based on the need for both police managers and other police employees, to be trained in POP. It is also necessary to build up expertise and specific skills foe different stages of problem analysis. The Norwegian Police University College is responsible for making this kind of training available, but it is also necessary for police districts to initiate training at a local level. It is particularly important that managers at all levels are trained and have a positive attitude to POP. Upgrading and refresher courses are suggested for both managers and employees with responsibility for co-ordination in the crime prevention field.
The general mind-set must change from the use of reactive police methods toward using proactive measures in a strategic context. So far knowledge has been based on local experiments with small-scale projects and limited resources. These experiences must lead to a strategic plan for how each district is going to fight crime and work together and be more information-based to address and cooperate with all those involved. The focus must change from the traditional operative-/tactical/case- or person-oriented intelligence, toward a problem-oriented and strategic use of information as a basis for management and better use of police resources.
Article submitted by: Erling Børstad and Paal Christian Balchen, Assistant Chief of police, section for Analysis and Crime Prevention.
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