Informal Network Administrative Approach/URBIS

Transcription

1 Informal Network Administrative Approach/URBIS Noël Klima, EUCPN Secretariat EUCPN Board Meeting II Cyprus Filoxenia Conference Centre, Nicosia, 6 December 2012 *** EUCPN Secretariat With financial support from the Prevention of and Fight against Crime Programme of the European Union European Commission Directorate-General Home Affairs

2 Content 1. Informal Network Administrative Approach a) The Network in brief b) Tasks c) focus d) EUCPN mentioned in the Work Programme draft e) Potential mutual reinforcement with the Informal Network Administrative Approach 2. URBIS Urban Security Management a) Aims of URBIS b) Results interim report Q1, Q2 c) Q3 and final reporting

3 Network in brief Informal Network Administrative Approach to prevent and fight organised crime (since 2011) Referring to Stockholm Programme (2010/C115/01) COMM Communication on Internal Security Strategy in Action: practical support to Member States by establishing a network of national contact points to develop best practices, and by sponsoring pilot projects on practical issues (16797/10 JAI 990) Basis initiatives: Handbook complementary approaches and actions to prevent and fight organised crime (HU) (Council Conclusions doc /11) Creation Informal Network of contact points for the administrative approach Supported by Europol s Platform for Experts (EPE) to facilitate and share knowlegde among MS

4 Tasks Promote the concept of administrative measures Assess possibilities to strengthen the exchange of information between administrative bodies and traditional law enforcement organisations of EU Member States, making use of existing instruments for international exchange of information and limitations stemming from national legislation Encourage sharing of best-practices Propose new initiatives in developing administrative measures Report, through the Presidency of the Council, on the conclusions of its meetings to COSI and the competent Council working party (GENVAL)

5 focus On EU policy cycle priorities, at least Trafficking in Human Beings (THB) and mobile criminal groups Implementing and best use of EPE functionalities, including information on the legislation, multidisciplinary mechanisms and best practices of the MS Starting the general outreach about administrative approach Examining the recommendations and best practices out of the final report of the 5 th round of mutual evaluation on financial crimes and financial investigations as adopted by the JHA Setting out a work programme (presented in COSI 2013)

6 EUCPN mentioned in Work Programme draft EUCPN is mentioned in the Work Programme draft (Organisation and Governance): The group consists of the 27 EU MS, Croatia as an observer, the Commission, the Council Secretariat. EUROPOL, EUROJUST, the European Parliament and the EUCPN are also been invited to the meetings of the network. Cooperation will be seeked with related networks, such as EUCPN. COMM stressed a clear link between the Networks and to further explore synergies

7 Potential mutual reinforcement with the Informal Network Administrative Approach Consultancy of EUCPN s Academic Network and Contact Points Reporting on Administrative Approach Network s activities in EUCPN newsletter and website Administrative Approach will be thematic topic in 2014 (activities planned by Secretariat such as toolbox for practitioners, thematic papers, expert workshops)

8 2. URBIS Urban Security Management a) Aims of project URBIS b) Results interim report Q1, Q2 Main security problems Responsible actors should be Needed expertise c) Q3 and final reporting

9 Aims of project URBIS Project URBIS: Urban Manager for Security, Safety and Crisis Management Project number: LLP IT-LEONARDO-LMP, Lifelong Learning Programme: Sub-programme Leonardo da Vinci of the Education, Audiovisual and Culture Executive Agency of the European Commission Recognise the state of the art in managing urban security Identify the need for the further professionalization of this role, specifically through higher educational qualifications Design a comparative programme of teaching and learning about managing urban security Test out this programme via a pilot course amongst current and prospective urban security managers Develop and disseminate personal and professional specifications for the emerging role of urban security management, including skills and competencies in multi- agency working Define criteria for the mutual recognition of education and training in urban security management across the European Union

10 Results interim report Q1, Q2 Q1:15 Participating Members: (BE, BG, CY, CZ, DK, EE, DE, HU, IE, IT, LV, LT, LU, NL, RO) Q2: 10 Participating Members (BE, BG, CY, CZ, DK, DE, IT, MT, NL, RO) Three core areas: The main problems, approaches, contexts and futures of urban security management. The actors responsible for urban security management. Expertise and education and training required to meet these responsibilities.

11 Main security problems High priority: incivility and anti-social behaviour; social exclusion and youth unemployment; property crime (burglary, theft, robbery); and violence against the person (including domestic violence) Approach: reducing social segregation, promoting social cohesion, reducing opportunities for criminal victimisation Contexts: (large) cities, EU territory, neighbourhoods Challenges: evaluations of what works, what doesn't and what's promising, security strategies devolved to local authorities, driven by research expertise about the causes of security problems

12 Responsible actors should be Local elected officials and local civil servants in strategic management: Actors and agencies from the commercial, NGO, voluntary spheres should be significantly involved in creating strategies Both local authorities and the central government in operational management: Formally binding and transparent partnerships/contracts/agreements between several stakeholders ; need to be to ensure decision-making powers are clearly allocated Appointed civil servants should have powers to put urban security management into practice An elected Mayor (or equivalent position) should be responsible for operationalizing urban security management but should also receive relevant training to carry out this role Urban security managers ought to be given formal powers to negotiate and compel both state and non-state agencies to comply with their operational leadership

13 Needed expertise Administrators: traditional law enforcement and reactive policing strategies (need for high spectrum of expertise, connection to science and research, knowledge of HRs and democratic process) Elected representatives: need for interest in evidencebased problem-solving and scientific evaluation and of the multi-dimensionality of urban security issues, reflect the needs of citizens Researchers: knowledge and skills in explaining both the causes and solution of the problems of crime and disorder, understanding wider trends in contemporary society, inter-disciplinary grounding in the social sciences

14 Q3 and final reporting 1. Third questionnaire was sent to the National Representatives (25/10/2012) 2. Until now six MS (BE, CZ, CY, DE, ES, RO) completed and one partly completed Q3 (IT), five started but did not indicate their country 3. Extended deadline 14 Dec 2012 to complete Q3 4. High response rate of EUCPN Members is important for final results, aim of Q3 is to validate the results from Q1, Q2 5. EUCPN one major expert group in this Delphi panel 6. Final report will be provided after the research

15 Informal Network Administrative Approach/URBIS EUCPN Board Meeting II Cyprus Filoxenia Conference Centre, Nicosia, 6 December 2012 *** EUCPN Secretariat With financial support from the Prevention of and Fight against Crime Programme of the European Union European Commission Directorate-General Home Affairs