1. Sør-Trøndelag politidistrikt Implementation of Knowledge-Based Management in Norwegian Police Toralf Pedersen Deputy Chief of Police Vilnius 29.3.07

2. Sør-Trøndelag politidistrikt Task  Implementation of knowledge-based management in Norwegian police  My talk is made up of two parts: 1. ”Knowledge-based management” – definition and basis for implementation 2. Organisational challenges

3. Sør-Trøndelag politidistrikt Knowledge-based policing  Knowledge is the basis for our activities  Systematic and methodical collection and processing of information and knowledge  Intelligence and analyses are central  Knowledge is the basis for strategies and responses  Goal: Prevent and reduce crime  Exchange of knowledge and cooperation with other social actors

4. Sør-Trøndelag politidistrikt Production of knowledge 1.Systematic use of analysis and intelligence as the basis for strategic decisions and operational response 2.Better use of the ”tacit knowledge” of crime 3.Use the knowledge of external collaborators 4. Use of professional knowledge/research

5. Sør-Trøndelag politidistrikt Intelligence Investigation Prosecution Criminal action Place Response Operational decisions Traditional policing: ”Catch the thief” Enforcement OffenderVictim Strategic decisions ANALYSIS

6. Sør-Trøndelag politidistrikt THE ANALYSIS FUNCTION  Analysis is both a precondition and the basis for knowledge- based policing.  Purpose: Be a supportive function for the administration in strategic and operational decisions.  Up-to-date, accurate and relevant knowledge which supports the decision process  The analysis function can give advice to the administration on the choice of evaluation methods and standards of measurement.  We have experienced that it is important to have someone with a background in social sciences in the analysis unit in addition to analysist recruited from the police.

7. Sør-Trøndelag politidistrikt PROCESS MODEL ORDER ANALYSIS FUNCTION DECISION BASIS FOR DECISION EVALUATION MANAGEMENT RESPONSE 1 2 3 4 5

8. Sør-Trøndelag politidistrikt Organisational challenges  Management  Strategic management  Competence  Response  Evaluation  Culture  Structure  Co-operation  Information

9. Sør-Trøndelag politidistrikt The administration  Ability and willingness to develop strategies and think in a long-term perspective.  The administration should define the goals.  The administration has the role of ordering analyses, both in strategic and operational terms.  The administration should prioritise responses and follow up in terms of effectiveness and results.

10. Sør-Trøndelag politidistrikt The administration  The administration should have a holistic/social perspective on police activity and involve external interests/other problem owners.  Develop a culture in the entire organisation where development and improvement are in focus.  Be clear in relation to the role and responsability of leaders at all levels.

11. Sør-Trøndelag politidistrikt Competence  Competence building in knowledge-based management  Four seminars in cooperation with the Norwegian Police Directorate Strategic management Influencing the culture Coordination Relation building  The seminars will be adjusted to local conditions.  Goal: Create understaning for long-term and strategic management. Give the leaders knowledge (recipes/tools) to manage their organisation in a knowledge-based way.

12. Sør-Trøndelag politidistrikt RESPONSES  Should involve external interests/other problem owners.  Should be directed at preventing, reducing and solving crime.  The responses should be clearly defined and their effectiveness should be measurable.  The best responses are those which are devised by our staff. They know the challenges best!!!

13. Sør-Trøndelag politidistrikt EVALUATION  Should lead from the defined goals. Effectiveness: - What is the result? - Did we achieve the goal? - Consequences of the effort? - Need for new responses? The process: - Was the effort carried through as planned? - Did we choose an appropriate method/process? - Did we have the right basis for decision? - Did we choose the right strategy?

14. Sør-Trøndelag politidistrikt Coordination  Acknowledgment: We cannot fight crime on our own.  Coordination involves:  Regular meetings between the police and local authorities  Regular meetings between the Chief of Police and the county council  Regular meetings between the police and state departments  The Chief of Police has a council against racism and discrimination Participates in meetings of immigrant organisations  Work closely with other police districts, the Norwegian Police Directorate and KRIPOS  Purpose: Develop goals and responses through cooperation.

15. Sør-Trøndelag politidistrikt Organisational structure  Experience: Knowledge is not hierarchical and challenges our ”linear” organisation  The structure of linear organisations:  Distribution of tasks, priorities and distribution of resources to the line officers.  The goals should be achieved by the line officers and reported to the Chief of Police.  Challenge: The leaders want to achieve ”own” goals instead of coordinating.  Response: Carry through meetings/processes where the leaders must think holistically and in terms of goal achievement for the entire organisaton and not only for their own unit. They must understand that everyone must play against the same goal!!!

16. Sør-Trøndelag politidistrikt Culture  Our culture is to ”catch the thief”  We are good at investigation  We hunt ”prey” in the big drug cases  Investigation is status and yields reward Response:  We will continue to be good at investigation and ”catching the thief”, but:  We have to reward and give credit to those who prevent crime through working knowledge-based.  Raise the competence of doing knowledge-based work  Raise the status of knowledge-based work  Set short-term goals – this is motivating

17. Sør-Trøndelag politidistrikt Communication – information flow  Use new technology to influence the culture  Implement a new national intelligence system ”Indicia”  Arena for sharing knowledge  Conscious use of Intranet/Internet to bring to light the ”good stories”  Improve our use of new technology as an arena of innovation.  Develop Internet/Intranet into a ”meeting place” for all staff and break down divides and barriers Create arenas for learning