Pearls in Policing is a global think tank and conference for top law enforcement executives to discuss strategic challenges. Inspired by the Bilderberg conferences, it is held annually with 35 leaders who research pressing issues through working groups and presentations. In a small, informal setting, these leaders gain wisdom through intensive debate and the input of an International Action Learning Group to help position law enforcement for the future.
Promoting collaborative RD networks in morocco some elements for thoughtIlyas Azzioui
this presentation highlights some aspects related to innovation systems in development countries, dominant values and some prevalent misconceptions that should be taken into consideration when building a collaborative R&D Network in a developing country like Morocco.
This presentation by the Norway NCP was made during the Promoting Responsible Investment in Myanmar Conference (4 March 2014, Yangon) at the session the opportunities for RBC in Myanmar.
Find out more at http://mneguidelines.oecd.org/2014-conference-promoting-responsible-investment-myanmar.htm
Promoting collaborative RD networks in morocco some elements for thoughtIlyas Azzioui
this presentation highlights some aspects related to innovation systems in development countries, dominant values and some prevalent misconceptions that should be taken into consideration when building a collaborative R&D Network in a developing country like Morocco.
This presentation by the Norway NCP was made during the Promoting Responsible Investment in Myanmar Conference (4 March 2014, Yangon) at the session the opportunities for RBC in Myanmar.
Find out more at http://mneguidelines.oecd.org/2014-conference-promoting-responsible-investment-myanmar.htm
Public Governance Seminar - What works: Towards Evidence Informed Policy MakingOECD Governance
The objective of this seminar is to examine emerging national models for evidence-informed policy and to explore opportunities for international co-operation in the increasingly global movement to synthesis evidence on What Works in a range of policy interventions.
There is growing international interest in the use of a What Works approach and in building a global evidence-base for policy interventions.
This seminar asks the question: what would be the benefits of international co-operation and what practically could the OECD do to support this international agenda?
For more information see www.oecd.org/gov
Whistleblower Protection Seminar 16-17 June 2014 - AgendaOECD Governance
Whistleblowing is an essential element for safeguarding the public interest and for promoting a culture of public accountability and integrity. The majority of OECD countries have recently passed legislation protecting whistleblowers and yet, despite being high on the agenda, successful whistleblowing stories are rare. Therefore, it is time to re-visit whistleblower protection and reflect on what countries have learned in recent years and identify key conditions for providing even more effective protection for whistleblowers. More information on this meeting at http://www.oecd.org/gov/ethics/whistleblower-protection-seminar-june-2014.htm
Public Participation in International Waters ManagmentIwl Pcu
ELI is a non-profit public interest research, policy, and capacity-building organization.
ELI provides information services, advice, publications, training courses, seminars, research programs and policy recommendations to engage and empower environmental leaders the world over.
How European Civil Society Organisations Strive for their Development Effecti...Inka Pibilova
This brief provides a short overview of key global and European initiatives on Civil Society Organisations (CSOs) Development Effectiveness and mentions key challenges. Further, it shows concrete examples of how European CSOs have put the Istanbul Principles into practice since 2011. It serves as one of the inputs for the High Level Meeting in Mexico in April 2014, focusing on progress in development effectiveness since Busan. It will also serve as a basis for subsequent work on CSO development effectiveness in European NGO Confederation for Relief and Development - CONCORD and the CSO Partnership for Development Effectiveness (CPDE).
2017 Born Digital Legal Deposit Policies and PracticesFrederick Zarndt
In 2015, three of the authors (Zarndt, McCain, Carner) surveyed the born digital content legal deposit policies and practices in 18 different countries and presented the results of the survey at the 2015 International News Media Conference hosted by the National Library of Sweden in Stockholm, Sweden, April 2015.
As a first step, the authors reviewed previous surveys about legal deposit and digital preservation. The authors updated and streamlined the 2015 survey in order to assess progress in creating or improving national policies and in implementing practices for preserving born digital content. The current survey consists of as many as 20 questions; which questions are asked depends on the respondent’s previous answers.
More than 50 countries and states in Australia, Germany and USA, participated in the survey. The survey closed at the end of November 2017. The authors expect to repeat the survey periodically in order to assess progress in developing born digital legal policy and implementing the policy in practice.
The intelligence community has not always learned the lessons of i.docxcherry686017
The intelligence community has not always learned the lessons of its successes and failures.
Lowenthal (2012) suggests a couple of reasons for why this might be:
· First, intelligence consumers keep the intelligence community busy. Intelligence analysts and their managers rarely feel they have time to withdraw from their day-to-day work to assess the effectiveness of that work. We have already mentioned several times how analysts working in fast-paced, tactical environments are often hard-pressed managing their time to produce intelligence products, as it is, leaving little to no opportunity to learn from one’s mistakes or successes.
· Second, members of the intelligence community tend to treat their products in a take-it-or-leave-it manner. If a decision-maker chooses poorly based on a less than perfect intelligence product, then the fault falls to him or her for failing to make wise choices. Intelligence analysts take pride in their technical competence and have a tendency to resist being audited or having their work reviewed. As a consequence, self-reflection seems to occur as a reaction to a failure rather than as part of a standard operating procedure.
Intelligence Analysis: Process or Project?
We often seem to straddle the line between thinking about intelligence analysis as a process and as a project. Seeing it as a process allows us to take a more organic approach, emphasizing what Clark (2007) would call its ‘social nature’. Intelligence as a process gives primacy place to its character as a fluid, continuous activity underlying ongoing operations. It also allows us to fall into the trap of thinking that the way in which we work has no end point, excusing our professed inability to stop and assess the quality of our work. Many aspects of intelligence analysis, however, might benefit better from approaching it as a field of practice in which we manage projects.
The Project Management Institute defines a project as “a temporary endeavor undertaken to create a unique product, service, or result” (2008, p. 5). Projects are understood in contrast to processes, which are ongoing, repetitive efforts following an organization’s standard procedures. Projects are distinct from processes not only because projects result in something new, but because they involve the uncertainties of creating something new.
In criminal intelligence analysis, we already often deal with cases in our everyday lives that have specific starting points and specific ending points concluding with a specific product – hopefully a conviction in our case. Despite their resemblances, it would be fair to say that no two cases are exactly alike, which means every case results in ‘a unique product, service, or result’. When we think of cases as the result of finished projects, then we might think of criminal intelligence analysis – in so far as it contributes to cases – as projects themselves.
The Project Management Institute states that recording experiences should be a prio ...
Newsletter of Horizon 2020 and OECD Observatory of Public Sector Innovation | July 2016 | No. 1
News and Issues on Public Sector Innovation around the world and OPSI Horizon 2020 activities.
OPSI collects and analyses examples and shared experiences of public sector innovation to provide practical advice to countries on how to make innovations work.
RIDLs presentation at M25 / CILIP conference - London, 31/01/2014InformAll
A presentation on the current work programme for the Research Information and Digital Literacies Coalition (RIDLs), and initiative aimed at developing awareness of information literacy across different communities of interest in the realm of higher education and beyond. The presentation is at the conference entitled 'From the road less travelled to the information super highway: information literacy in the 21st Century', organised by the M25 consortium of London academic libraries and CILIP.
Intelligence Led Policing for Police Decision MakersDeborah Osborne
Intelligence-Led Policing for Decision-Makers Webinar
Audio is at http://www.blogtalkradio.com/Deborah-Osborne/2009/09/23/Intelligence-Led-Policing-for-Decision-Makers-Webinar
This webinar, designed for law enforcement managers, covers the following topics:
* Intelligence: what it is, what it is not, and what it can be
* The role of the decision-maker in the intelligence cycle
* Defining Intelligence-Led Policing and the 3 i's cycle
* The 7 stages of Intelligence-Led Policing
* Resources for learning more about Intelligence-Led Policing
From the road less travelled to the information super highway: information literacy in the 21st Century.
Friday, January 31st, 2014 at The British Library Conference Centre
A Pattern Language of Social Media in Public SecuritySebastian Denef
This report summarizes practices of social media use in public security. Our goal is to create an inventory of best practices, lessons-learned, and roles and responsibilities, to analyse specifically how social media is being used by police and other public security planners, within and outside Europe. By providing an overall description, we aim to spark discussions and provide a common language for social media use in the field of public security planning.
Using data from academic literature review, the review of blogs, books, existing best practice descriptions and expert knowledge this report compares social media practices. Inspired by Christopher Alexander’s work on ‘pattern languages’ for urban spaces and buildings, we analysed the data and looked for patterns. To further refine our findings, we presented the practice patterns to social media and security experts and interviewed them about their perspective and current practices.
As a result, we identified 74 practice patterns that describe and structure the use of social media for public security. The patterns are structured in three groups, describing how (1) law enforcement agencies (LEAs), such as the police, (2) citizens and (3) criminals are using social media and impact public security. With 50 patterns, the focus of our work is on group (1), the LEAs.
Public Governance Seminar - What works: Towards Evidence Informed Policy MakingOECD Governance
The objective of this seminar is to examine emerging national models for evidence-informed policy and to explore opportunities for international co-operation in the increasingly global movement to synthesis evidence on What Works in a range of policy interventions.
There is growing international interest in the use of a What Works approach and in building a global evidence-base for policy interventions.
This seminar asks the question: what would be the benefits of international co-operation and what practically could the OECD do to support this international agenda?
For more information see www.oecd.org/gov
Whistleblower Protection Seminar 16-17 June 2014 - AgendaOECD Governance
Whistleblowing is an essential element for safeguarding the public interest and for promoting a culture of public accountability and integrity. The majority of OECD countries have recently passed legislation protecting whistleblowers and yet, despite being high on the agenda, successful whistleblowing stories are rare. Therefore, it is time to re-visit whistleblower protection and reflect on what countries have learned in recent years and identify key conditions for providing even more effective protection for whistleblowers. More information on this meeting at http://www.oecd.org/gov/ethics/whistleblower-protection-seminar-june-2014.htm
Public Participation in International Waters ManagmentIwl Pcu
ELI is a non-profit public interest research, policy, and capacity-building organization.
ELI provides information services, advice, publications, training courses, seminars, research programs and policy recommendations to engage and empower environmental leaders the world over.
How European Civil Society Organisations Strive for their Development Effecti...Inka Pibilova
This brief provides a short overview of key global and European initiatives on Civil Society Organisations (CSOs) Development Effectiveness and mentions key challenges. Further, it shows concrete examples of how European CSOs have put the Istanbul Principles into practice since 2011. It serves as one of the inputs for the High Level Meeting in Mexico in April 2014, focusing on progress in development effectiveness since Busan. It will also serve as a basis for subsequent work on CSO development effectiveness in European NGO Confederation for Relief and Development - CONCORD and the CSO Partnership for Development Effectiveness (CPDE).
2017 Born Digital Legal Deposit Policies and PracticesFrederick Zarndt
In 2015, three of the authors (Zarndt, McCain, Carner) surveyed the born digital content legal deposit policies and practices in 18 different countries and presented the results of the survey at the 2015 International News Media Conference hosted by the National Library of Sweden in Stockholm, Sweden, April 2015.
As a first step, the authors reviewed previous surveys about legal deposit and digital preservation. The authors updated and streamlined the 2015 survey in order to assess progress in creating or improving national policies and in implementing practices for preserving born digital content. The current survey consists of as many as 20 questions; which questions are asked depends on the respondent’s previous answers.
More than 50 countries and states in Australia, Germany and USA, participated in the survey. The survey closed at the end of November 2017. The authors expect to repeat the survey periodically in order to assess progress in developing born digital legal policy and implementing the policy in practice.
The intelligence community has not always learned the lessons of i.docxcherry686017
The intelligence community has not always learned the lessons of its successes and failures.
Lowenthal (2012) suggests a couple of reasons for why this might be:
· First, intelligence consumers keep the intelligence community busy. Intelligence analysts and their managers rarely feel they have time to withdraw from their day-to-day work to assess the effectiveness of that work. We have already mentioned several times how analysts working in fast-paced, tactical environments are often hard-pressed managing their time to produce intelligence products, as it is, leaving little to no opportunity to learn from one’s mistakes or successes.
· Second, members of the intelligence community tend to treat their products in a take-it-or-leave-it manner. If a decision-maker chooses poorly based on a less than perfect intelligence product, then the fault falls to him or her for failing to make wise choices. Intelligence analysts take pride in their technical competence and have a tendency to resist being audited or having their work reviewed. As a consequence, self-reflection seems to occur as a reaction to a failure rather than as part of a standard operating procedure.
Intelligence Analysis: Process or Project?
We often seem to straddle the line between thinking about intelligence analysis as a process and as a project. Seeing it as a process allows us to take a more organic approach, emphasizing what Clark (2007) would call its ‘social nature’. Intelligence as a process gives primacy place to its character as a fluid, continuous activity underlying ongoing operations. It also allows us to fall into the trap of thinking that the way in which we work has no end point, excusing our professed inability to stop and assess the quality of our work. Many aspects of intelligence analysis, however, might benefit better from approaching it as a field of practice in which we manage projects.
The Project Management Institute defines a project as “a temporary endeavor undertaken to create a unique product, service, or result” (2008, p. 5). Projects are understood in contrast to processes, which are ongoing, repetitive efforts following an organization’s standard procedures. Projects are distinct from processes not only because projects result in something new, but because they involve the uncertainties of creating something new.
In criminal intelligence analysis, we already often deal with cases in our everyday lives that have specific starting points and specific ending points concluding with a specific product – hopefully a conviction in our case. Despite their resemblances, it would be fair to say that no two cases are exactly alike, which means every case results in ‘a unique product, service, or result’. When we think of cases as the result of finished projects, then we might think of criminal intelligence analysis – in so far as it contributes to cases – as projects themselves.
The Project Management Institute states that recording experiences should be a prio ...
Newsletter of Horizon 2020 and OECD Observatory of Public Sector Innovation | July 2016 | No. 1
News and Issues on Public Sector Innovation around the world and OPSI Horizon 2020 activities.
OPSI collects and analyses examples and shared experiences of public sector innovation to provide practical advice to countries on how to make innovations work.
RIDLs presentation at M25 / CILIP conference - London, 31/01/2014InformAll
A presentation on the current work programme for the Research Information and Digital Literacies Coalition (RIDLs), and initiative aimed at developing awareness of information literacy across different communities of interest in the realm of higher education and beyond. The presentation is at the conference entitled 'From the road less travelled to the information super highway: information literacy in the 21st Century', organised by the M25 consortium of London academic libraries and CILIP.
Intelligence Led Policing for Police Decision MakersDeborah Osborne
Intelligence-Led Policing for Decision-Makers Webinar
Audio is at http://www.blogtalkradio.com/Deborah-Osborne/2009/09/23/Intelligence-Led-Policing-for-Decision-Makers-Webinar
This webinar, designed for law enforcement managers, covers the following topics:
* Intelligence: what it is, what it is not, and what it can be
* The role of the decision-maker in the intelligence cycle
* Defining Intelligence-Led Policing and the 3 i's cycle
* The 7 stages of Intelligence-Led Policing
* Resources for learning more about Intelligence-Led Policing
From the road less travelled to the information super highway: information literacy in the 21st Century.
Friday, January 31st, 2014 at The British Library Conference Centre
A Pattern Language of Social Media in Public SecuritySebastian Denef
This report summarizes practices of social media use in public security. Our goal is to create an inventory of best practices, lessons-learned, and roles and responsibilities, to analyse specifically how social media is being used by police and other public security planners, within and outside Europe. By providing an overall description, we aim to spark discussions and provide a common language for social media use in the field of public security planning.
Using data from academic literature review, the review of blogs, books, existing best practice descriptions and expert knowledge this report compares social media practices. Inspired by Christopher Alexander’s work on ‘pattern languages’ for urban spaces and buildings, we analysed the data and looked for patterns. To further refine our findings, we presented the practice patterns to social media and security experts and interviewed them about their perspective and current practices.
As a result, we identified 74 practice patterns that describe and structure the use of social media for public security. The patterns are structured in three groups, describing how (1) law enforcement agencies (LEAs), such as the police, (2) citizens and (3) criminals are using social media and impact public security. With 50 patterns, the focus of our work is on group (1), the LEAs.
WINDING UP of COMPANY, Modes of DissolutionKHURRAMWALI
Winding up, also known as liquidation, refers to the legal and financial process of dissolving a company. It involves ceasing operations, selling assets, settling debts, and ultimately removing the company from the official business registry.
Here's a breakdown of the key aspects of winding up:
Reasons for Winding Up:
Insolvency: This is the most common reason, where the company cannot pay its debts. Creditors may initiate a compulsory winding up to recover their dues.
Voluntary Closure: The owners may decide to close the company due to reasons like reaching business goals, facing losses, or merging with another company.
Deadlock: If shareholders or directors cannot agree on how to run the company, a court may order a winding up.
Types of Winding Up:
Voluntary Winding Up: This is initiated by the company's shareholders through a resolution passed by a majority vote. There are two main types:
Members' Voluntary Winding Up: The company is solvent (has enough assets to pay off its debts) and shareholders will receive any remaining assets after debts are settled.
Creditors' Voluntary Winding Up: The company is insolvent and creditors will be prioritized in receiving payment from the sale of assets.
Compulsory Winding Up: This is initiated by a court order, typically at the request of creditors, government agencies, or even by the company itself if it's insolvent.
Process of Winding Up:
Appointment of Liquidator: A qualified professional is appointed to oversee the winding-up process. They are responsible for selling assets, paying off debts, and distributing any remaining funds.
Cease Trading: The company stops its regular business operations.
Notification of Creditors: Creditors are informed about the winding up and invited to submit their claims.
Sale of Assets: The company's assets are sold to generate cash to pay off creditors.
Payment of Debts: Creditors are paid according to a set order of priority, with secured creditors receiving payment before unsecured creditors.
Distribution to Shareholders: If there are any remaining funds after all debts are settled, they are distributed to shareholders according to their ownership stake.
Dissolution: Once all claims are settled and distributions made, the company is officially dissolved and removed from the business register.
Impact of Winding Up:
Employees: Employees will likely lose their jobs during the winding-up process.
Creditors: Creditors may not recover their debts in full, especially if the company is insolvent.
Shareholders: Shareholders may not receive any payout if the company's debts exceed its assets.
Winding up is a complex legal and financial process that can have significant consequences for all parties involved. It's important to seek professional legal and financial advice when considering winding up a company.
How to Obtain Permanent Residency in the NetherlandsBridgeWest.eu
You can rely on our assistance if you are ready to apply for permanent residency. Find out more at: https://immigration-netherlands.com/obtain-a-permanent-residence-permit-in-the-netherlands/.
In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
The committee’s focus was on ensuring the safety and security of individuals, communities, and the nation as a whole. Throughout its deliberations, the committee aimed to uphold constitutional values such as justice, dignity, and the intrinsic value of each individual. Their goal was to recommend amendments to the criminal laws that align with these values and priorities.
Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
ALL EYES ON RAFAH BUT WHY Explain more.pdf46adnanshahzad
All eyes on Rafah: But why?. The Rafah border crossing, a crucial point between Egypt and the Gaza Strip, often finds itself at the center of global attention. As we explore the significance of Rafah, we’ll uncover why all eyes are on Rafah and the complexities surrounding this pivotal region.
INTRODUCTION
What makes Rafah so significant that it captures global attention? The phrase ‘All eyes are on Rafah’ resonates not just with those in the region but with people worldwide who recognize its strategic, humanitarian, and political importance. In this guide, we will delve into the factors that make Rafah a focal point for international interest, examining its historical context, humanitarian challenges, and political dimensions.
A "File Trademark" is a legal term referring to the registration of a unique symbol, logo, or name used to identify and distinguish products or services. This process provides legal protection, granting exclusive rights to the trademark owner, and helps prevent unauthorized use by competitors.
Visit Now: https://www.tumblr.com/trademark-quick/751620857551634432/ensure-legal-protection-file-your-trademark-with?source=share
1. Top-level executives in the field of law enforcement are confronted with a growing number of
significant challenges every day. These challenges and emerging issues can no longer be dealt
with on a national basis and require an international platform to develop effective strategies to
best position law enforcement for the future.
The need for senior law enforcement executives throughout the world to research new ideas,
realities, risks, threats and opportunities in order to face challenges resulted in the launch of a
unique initiative in 2007 called Pearls in Policing. This first Pearls in Policing conference was
held in The Hague, the City of Peace, Justice and Security.
The Pearls in Policing conferences were inspired by the international Bilderberg conferences.
A number of Bilderberg characteristics are applied to the Pearls conferences:
Pearls in Policing is a global think tank where top executives in law enforcement meet to discuss the strategic and personal challenges of
their organisations. In a small and informal setting, these law enforcement leaders are provided the opportunity to truly focus on the future
of their profession. Wisdom is gained, amongst others by the input of the International Action Learning Group (IALG,
also known as the Pearl Fishers), intensive debate, working group input and peer to peer consultation.
Characteristics of Pearls in Policing:
• A recognisable conference agenda.
• One year in the Netherlands, the next in a participating guest nation.
• The Chatham House Rule applies.
• Participants are also speakers.
• Interventions last a maximum of 7 minutes.
• No media. At the end, a detailed conference report will be published.
• There is always a link with (action) learning via the International
Action Learning Group (IALG).
• A small, efficient secretariat in The Hague safeguards continuity.
2. What does Pearls in Policing comprise?
Pearls in Policing consists of five standard components:
1. The annual conference
2. The International Action Learning Group (IALG)
3. The academic forum
4. Working groups
5. Peer-to-peer consultations
1)The annual conference
The Pearls in Policing conference is held annually during the second weekend in June.
Throughout the conference, delegates are invited to participate in various work group presen-
tations, peer to peer consultations and small group discussions. During the conference aca-
demics and participants of the International Action Learning Group (IALG) are provided the
opportunity to present their research findings. The duration of the conference is two and a half
days and the meeting is attended by a maximum of 35 participants. The responsibility of hos-
ting the Pearls in Policing conference is alternated annually between the Netherlands and one
of the participating guest nations.
The themes of the Pearls in Policing conferences
• 2007 -The Hague,The Netherlands
The first Pearls conference in 2007 started with the theme ‘The Impact of Globalisa-
tion on Security’.
• 2008 -The Hague,The Netherlands
The conference ‘Policing the Future or Future Policing’ in 2008 introduced the con-
cept of global thinking, a seemingly new concept for many people. Using the illicit
trade in small arms as an example, the powerlessness of the police and legal system
on the international playing field were illustrated. It was established that top executi-
ves had little idea what was happening, let alone what a suitable response might be.
• 2009 -The Hague,The Netherlands
This response was the theme of the second conference: ‘Bridging the Gap’. Work
groups studied issues relating to identity, ‘mapping’ of international cooperation and
took part in spontaneous, extra sessions where they discussed the lessons learned
with regard to tackling terrorism.
• 2010 - Sydney, Australia
In 2010, the theme was ‘Navigating the Way Ahead’. What determines your legitima-
cy and how do you ensure that citizens and authorities continue to have faith in you?
A topical issue for many delegates.
• 2011 -The Hague,The Netherlands
‘Charting the Course of Change’ was the central theme. Social media and new tech-
nology are influencing policing, and it became clear that police leaders need to work
closer and more efficiently with other (policing) partners with regard to security. And
isn’t the ‘nature of policing’ changing too?
• 2012 – Singapore, Singapore
In 2012, the chosen theme was ‘Policing for a Safer World’. In times of economic cri-
sis, is there a need for new professionalism? The necessity for a collective approach
to cyber crime was addressed, as well as the desire to achieve a joint ‘discipline of
learning’.
• 2013 – Amsterdam,The Netherlands
The theme for the Pearls in Policing conference 2013 was ‘Sustainable Leadership in
a Changing World’. How can police leaders tackle policing challenges, not only short-
term, but also in a way that is sustainable over the long-term?
• 2014 – San Francisco, USA
‘A New Police, a New Generation’: What are the needs of modern policing and how
to best position the next generation of police leaders to meet those needs?
• 2015 – Copenhagen, Denmark
The 9th Pearls in Policing conference will be held from 13-17 June 2015 in Copen-
hagen, Denmark. The 2015 conference theme will be: ‘Shaping Innovation through
Partnerships’.
Pearls in Policing
3. 2)The International Pearl Fishers Action Learning Group (IALG)
The IALG is the only existing executive leadership programme in the world. The max. 20
participants spend a year working on an assignment which has been formulated during the pre-
vious year’s Pearls in Policing conference. The IALG programme is based on action learning:
research, work and learning at the same time. The findings are presented each year during the
Pearls in Policing conference. The IALG is organised by a consortium in which the Australian
Federal Police (AFP), the host country of the Pearls annual conference and the Pearls Curato-
rium in the Netherlands participate.
The IALG assignments:
2006 - 2007:
Scour the world for inspiring police work and individuals (“the Pearls”), ignoring
anything self-evident.
Assignment giver: Pearls Curatorium (the Pearls board)
2007 - 2008:
What is the focus of police leaders in order to address the globalisation of crime,
while preserving public safety at local level.
Assignment giver: Commissioner Mick Keelty, Australian Federal Police (AFP)
2008 - 2009:
Explore the landscape of future public policing, taking into consideration the 2020
scenarios presented by the 2007-2008 IALG.
Assignment giver: Commissioner William Elliott, Royal Canadian Mounted Police
(RCMP)
2009 - 2010:
How can the police improve its legitimacy and build on the faith of the public? Take
into account the dark sides of police organisations, the relationship between top law
enforcement executives and politicians and the focus on public concerns and media
relations.
Assignment giver: Chief Bill Blair, Toronto Police Service
2010 - 2011:
Examine the evolving nature of social media and associated new technologies; the
implications on crime and public safety/security and the associated challenges and
opportunities for police to respond strategically; and make recommendations for the
future.
Assignment giver: Professor Jürgen Stock, Vice President Bundeskriminalamt (BKA)
2011 - 2012:
What is the real value of the police, and how can the new professionalism maximise
this value? The influence of the global crisis is a deciding factor here.
Assignment giver: Commissioner Andy Tsang, Hong Kong Police Force
2012 - 2013:
Establish the key functional and leadership competencies (both in a
National and international scope) that will be essential for the future senior lea-
dership of policing and law enforcement organisations, drawing up a framework for
assessing how such leadership can be developed and systematically sustained.
Assignment giver: Commissioner Ng Joo Hee, Singapore Police Force
2013 - 2014:
The IALG has been presented with three near-future scenarios (10 years from now)
based on the global trends identified by the Joint Global Vision working group in
2013. The IALG is challenged to put themselves in the place of their leadership and
consider the human, rather than technical, requirements of police to handle these
scenarios, and how police will fit into the whole-of-community response in the
future. Furthermore, the IALG has been tasked with looking at the problem from not
only a response perspective, but also prevention and managing the aftermath.
Assignment giver: Commissioner Andrew Scipione, New South Wales Police
2014 - 2015:
How do you create a police organisation with the culture and conditions that foster
innovation through partnerships?
Assignment giver: Associate Deputy Director Kevin Perkins, Federal Bureau of
Investigation (FBI)
Pearls in Policing
4. 3)The academic forum
A limited group of international renowned academics also focus on the same assignment
carried out by the IALG and present their insights during the conference and take part in
interactive work sessions around the current year’s theme. The findings of the academics are
incorporated in the annual Pearls conference report.
4) Working groups
Each year, the conference results in multiple topics which require further international ana-
lysis and research. Three of these topics are assigned there and then to so called ‘’working
groups’’. These working groups consist of a work group driver and several co-drivers, all
selected from the conference delegates. The work groups do research on the specific assigned
topics and present their findings at the following conference.
Pearls working groups 2008 – 2015
2008:
• The police leadership of the future.
• Universal values and standards of ‘glocal’ police care.
• The international trade in small and light arms.
2009:
• Map forms of international police cooperation.
• Identity.
• Redefine brand ‘police’.
2010:
• New media.
• Organisational change.
• From mapping to organising worldwide, international cooperation.
2011:
• Identify possibilities to improve services using new professionalism.
• Explore opportunities for cooperation in the globalised world.
2012:
• Investigate innovation options in law enforcement and give shape to the
‘discipline of learning’.
• Develop a strategy for cooperation in the field of cyber crime and improving public
private ventures at national and international level.
• Explore the worldwide conceptual framework for law enforcement in the social
media.
2013:
• Joint global vision on law enforcement.
• Co-creation with non-traditional partners.
• Measurement of effectiveness.
2014:
• Police versus policing in an ever-changing world.
• From big data to smart policing.
2015:
• Vision on international policing cooperation.
• Meeting future needs.
5) Peer-to-peer consultation
A few participants present the group with an individual professional dilemma. Each year, this
dilemma is presented in a different work form. For instance in the past, by way of a “Socratic
dialogue”, by presenting the group with a “wicked problem” or by ‘storytelling’. The dilem-
mas are discussed in small discussion groups, in which the delegates consider various angles of
the problem and provide the presenter with ideas and possible directions in thinking.
Pearls in Policing
5. Participants
The conference is intended for top executives in law enforcement who are nominated by the
Pearls in Policing Board of Advisors and selected by the Pearls Curatorium. The selection
process (by invitation only) takes into account professional experience leadership qualities
and innovative characteristics. Criteria are: geography, demography, gender and national,
regional or international jurisdictions. The official language of the conference is English.
Contact
Pearls in Policing Secretariat
Juliana van Stolberglaan 4-10
2595 CL Den Haag
Tel: +31 (0)88 1699010
E-mail: info@pearlsinpolicing.com
Website: www.pearlsinpolicing.com
Pearls in Policing