Training and education of the Norwegian Police Incident ... · Norwegian Police Incident Management...

Training and education of the Norwegian Police IncidentManagement Staff

Associate professor Linda Hoel, NPUCAssociate professorBjørn Barland, NPUC

Todays focus

Program Police incident management staff

NORWEGIAN POLICE UNIVERSITY COLLEGE

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Police Directory

NPUC

Present main findings from the evaluation; «“Major changes sneak up on you, silently, as if on cat’s paws”

Today’s presentation


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1. The background for a program in «Police Incident Management Staff”

2. How is the Norwegian emergency preparedness organized

3. The program «Police Incident Management Staff»

4. Result

5. The challenges of IM staff as staff members experiences it

6. Conclusions – what’s the potential of the training and education of IM staff management

Incident management staff (IM staff) work


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Efficiently manage and coordinate the resources held by the police district

Support the district chief of police's leadership in terms of decision making.

The programme


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General proficiency: - Expanded understanding of one's role in staff work in

general, and staff functions in particular.

- Increased preparedness to handle unwanted or extraordinary incidents.

Background for the program


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• In Norway the police “are the central actor of the civilian societies' emergency preparedness against big accidents, natural catastrophe and terror attack” (White paper, (st. meld. 42, 2004 – 2005, s. 6).

• 22. July 2011: The biggest terror attack – took place in two different police districts (one big and one small) • Bomb in the Government building• Utøya shooting

The Police operation at 22 July, 2011


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• The criticize!

• «The resources that didn’t find each other»

• Vacation time and to few officers in the control rooms

• Preparedness plans were not followed

• The communication system failed

• The transition from line management to IM staff management

Levels of command emergency preparedness apparatus

National level

Political: The Government

Strategic: Ministry of justice

Operational: National Police Directorate

Tactical: Police

District

- Police district

- Chief of police: Strat.

- IM Staff: Opr.

- Incident commanderTact.

Emergency preparedness organization

Control room

Control room supervisor

IM Staff Chief of IM Staff

P1: Head of personnel

P2: Head of intelligence

P3: Head of operations

P4: Head of logistics

P5: Head of public relation

P6: Head of legal affairs

P7: Head of assignment- related function

Advisers, SAR teams, Liaisons


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The evaluation


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The evaluation of the Staff and Leadership Development Programme has a two-part mandate:

- Firstly, the report will evaluate to what extent the programme has reached its objectives.

- Secondly, the evaluation wishes to investigate to what degree participants of the programme receive a lasting education. By ‘lasting education’ we mean internalised behavioural change in the areas on which the programme focuses.

The police incident staff managmentprogram


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• 2 years - program• Chief of IM Staff – «the teacher» of the IM staff; • E-learning and work assignments for IM staff and

control room supervisors


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• Day 1: • Starts with the police District IM staff, Control

room supervisors, incident Commander, at Stavern, JKØ.

• Prepared in all aspect of IM staff management, especially situation perception


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• Day 2: Table top exercise together with national police and civilian resources (Delta, bomb squat, healthcare, civil safety organizations etc.)


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• GAP- analyze: Purpose to find the gap between the present competence and preferred competence.

• Evaluation of the IM staff by the IM staff functions present competence and preferred competence.

The main learning factors

E-LEARNING


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CHIEF OF IM STAFF EXERCISE GAP – ANALYZE

Same structure and content as PEPS 1

Lectures are given as e-learning

Individual and groupwork

Responsible for facilitating and implementation of the program

Assess the memberswork in e-learning

Approve theprogram

JKØ Table – top Own police district Gain understanding

of the role(function) and IM staff mandate

Training structurestaff meeting;

Cooperation withthe police Resources

Evaluation beforeand after theexercises

Particular evaluation marks developed by The instructors/ mentors

Program evaluation

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Main goal for the evaluation: To what extent has the program achieved the aims?Has the program achieved durable change in IM staff work?

Method: In-depth interviews (N=30) of police officers in 5 police district (District chief of Police, Chief IM staff, P2, P3, and Control room supervisor).

Participant observation of national exercises (Gemini and TYR), Exercise Nord, Exercise JKØ

Main findings

All members experienced the program have improved their understanding skills and competence to exercise IM staff work

«We now understand things we before would be ignorant of, or did not understand; what is our mandate, that we are a reinforcement to the control room, we are divided in functions and every one have develop a better understanding of their roles. We have got a better structure, we work together in a better way, and we have develop some new work methods that we earlier did not see. We work more efficient now, we have become a much better IM staff»


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«Training» IM staff meetings

“The difference that made a difference”: evaluation strongly point out the importance of «training» IM staff meeting:

Distinct understanding of the meaning of different roles in the IM staff.

The staff functions get a clarification around organize responsibility and tasks

The head of function get the necessity of effective workings process and methods to focus management and organize work in “own function»

IM staff meeting gave the opportunity to clarify and use already known procedures meant for flow in communication, decision making and crisisCommunications .

The Chief of staff experienced a greater legitimacy and authority in staff meetings – feeling more secure of his own role and responsibility in managingthe meetings


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Key factor to the success

The program instructors’ supervision and guidelines thorough out the whole period; close relation between the NPUC (instructors) and the police districts

Experiential learning – among the individual, the IM staff and between the police districts


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Discussion


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To some extent this kind of program answer to some pieces for the cortices after the attack in 2011 “resources that did not cooperate”

- Organizing, use of resources in an effective way,

- understand and correct use of planning work,

- correct use of information in the right functions (maps, boards, logs)

- The program has also give the police a wake up call when it comes to disposethe resources and crew.


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This kind of program has a mission when it comes to train specific IM staff. It will in an adjust form be continued!!

- What about the “substitutes” in Long lasting incidents?

- Do we also need a education or a program training the police in the “limbo stage” the period from the crisis is a fact to the IM staff is operative?

Everything is uncertain? Who is in charge?What kind of situation are we going in to

Thank you for your attention


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IM staff challenges according to:

DCP


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CHIEF IM STAFF P3/P2 CONTROL ROOM

Difficult to set an intention for the operation

Think more operational than strategic

Staff meetings chaotic, with no direction

«Put the fingers in the pie»

Not working together

«One hand does not know what the other does»

Lack skills in “PO”

Not part of the IM staff

Decision making takes too long -bypassed

Expeditions not followed up

Training and education of the Norwegian Police Incident ... · Norwegian Police Incident Management...

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