1. Learning from each other: developing police organisations within a European context Drazen Maravic, Bureau for Strategic Planning Ministry of Interior Republic of Serbia

2. International cooperation & learning from each other International operational police cooperation is daily present in tackling international organised crime Focus is on the crime that already happened, Response is based on traditional organisational setting,conditioned with past trends, priorities and needs Logistics and internal processes need to be aligned with today's assessments of future needs (security risks and threats)

3. Focus on the future Long term trends on drugs, crime, migration… Best usage of product of international organizations and actors (EUROPOL, INTERPOL, OSCE…) Strategic planning as a bridge between foresight and annual/mid-term planning Gap between operational (national) policing and developments/goals on the strategic and international level

4. International cooperation & learning from each other Organisational culture as a risk for learning and developing from each other Environmental factors (PESTEL) can support or prevent learning from each others There is a need for better communication (internal & external), Regular collection of knowledge (explicit and tacit) and its validation and sharing Collaborative work and exchange of good practices in daily work

5. Developing police organization in Serbia – learning from others Direct cooperation with a number of relevant institutions of the international community: EU, OSCE, Council of Europe, Danish Human Rights Institute, DCAF, UNODC… Major contributions came through bilateral channels: Germany, Sweden, Norway, USA, UK, Austria, Italy…. Looking what other countries in the region are doing in EU accession process Difficulties in receiving practical, applicable knowledge on how to do the reform

6. Developing police organization in Serbia – early beginnings In 2001 a comprehensive reform of the police was initiated, as a part of a larger reform of the state administration and of the society as a whole, with an aim to have: more democratic focus of the laws regulating police activity, orientated towards the rights of citizens and, consequently, more respectful of human rights; to be in line with standards, norms and guidelines that are applied in the developed nations of the European Union.

7. Developing police organization in Serbia – achievements Setting the legal and strategic framework for police reform. Redefining police identity from the regime’s coercion apparatus to a citizens’ service, and ‘Return of brain instead of force’ – i.e. strengthening the capacity of criminal investigation police as opposed to the period of Milosevic’s reign when the uniformed police were privileged, Opening towards the cooperation with international community,

8. Developing police organization in Serbia– experience Learning-by-doing, lack of know-how on change management Limited absorption capacity, frequent fluctuation of (skillful)people Questionable sustainability of reforms Limited understanding of how new public management refers to daily routines of police work Separation of operational policing and strategic goals/difficulties of performance management

9. Developing police organization in Serbia – European context Region is currently perceived by EU member states as a very unstable Source and transit route for crime and illegal immigrants. Issue became more important for the EU after Bulgaria’s and Romania’s accession. During negotiations Serbia can expect stricter conditionality even in the area of ‘soft Acquis’, such as “democratization of police”.

10. Developing police organization in Serbia – Regional context Similar background in EX-YU and similar security threats Same long term goals- EU membership, regional cooperation Individual (personal) contacts on various levels, but weak professional ties Limited institutionalization of existing real-life cooperation Good practice during negotiations on EU abolishment of visa regime

11. Strategic development of the police organization It is a relatively new concept for countries in (Southeast) Europe Need to enhance strategic management skills and knowledge among middle and senior managers in order to improve management practices that support strategic goals Future reform activities will require a holistic approach and organisation wide and in-depth efforts at various levels.

12. Some areas for potential cooperation, Operating within the professional, and regulatory framework; Research (scanning, brainstorming), Analysis (extrapolations, SWOT, expert panels), Anticipating (scenarios, Delphi), Planning Involvement of stakeholders and balancing of their needs; Achievement of strategic objectives and benchmarking; Impact of strategies and action plans on society; Management of knowledge, innovation and change Leadership in policing… Strategic development of the police organization

13. Way forward Establishing and supporting national/regional/international communities of practices Promoting joint work and collaboration Capturing and defusing existing (explicit and tacit) knowledge Enabling dialogue, particularly between inside and outside perspectives on police work Connecting people on professional level

14. Community of practice – European Network for Effective policing strategies …network of people who share a craft and/or a profession in developing strategies and public policies in policing …finding, sharing, transferring, and archiving knowledge, as well as making explicit "expertise", or tacit knowledge. …rich potential source of helpful information in the form of actual experiences; in other words, best practices. … can exist online, such as within discussion boards and newsgroups, or in real life, such as in a office, or elsewhere in the environment. Performing optimally in a job requires being able to convert theory into practice. Communities of practice help the individual bridge the gap between knowing what and knowing how.

15. Communities of practice as a tool for learning and organisational development Connect people who might not otherwise have the opportunity to interact Provide a shared context for people to communicate and share information, and experiences Enable dialogue to explore new possibilities, solve problems, and create new opportunities. Stimulate learning by serving as a vehicle for authentic communication, mentoring, coaching… Capture and diffuse existing knowledge to identify solutions to common problems and a process to collect and evaluate best practices. Introduce collaborative processes to groups and organizations as well as between organizations to encourage the free flow of ideas and exchange of information. Generate new knowledge to help people transform their practice to accommodate changes in needs and technologies.