A Strategic Planning Project Submitted Free Essay

Draft Counterterrorism Strategic Plan

 

INTRODUCTION

Background

NYPD Counterterrorism Bureau (CT) is one of the bureaus of The New York City Police Department (NYPD), which focuses on protecting New York City (NYC) citizens from international and domestic terrorism. NYPD is currently the biggest, while also being one of the oldest police departments in the United States of America. “The NYPD was established in 1845, and today is responsible for policing an 8.5-million-person city, by performing a wide variety of public safety, law enforcement, traffic management, counterterror, and emergency response roles” (NYPD, n.d.). The New York City Police Department includes Police Commissioner, Deputy Commissioners, and Chiefs of the departments in its structure. The current Police Commissioner is James P. O’Neill, current Deputy Commissioner of Intelligence & Counterterrorism department is John J. Miller and current Chief of Counterterrorism department is James Waters. Since the CT Bureau is a critically important department in the NYPD it continues developing its structure, and with Critical Response Command (CRC) being added relatively recently, the Counterterrorism Bureau consists of Critical Response Command, Counterterrorism Division, Joint Terrorist Task Force (JTTF), Domain Awareness System (DAM), Lower Manhattan Security Initiative (LMSI), Terrorism Threat Analysis Group and World Trade Center Command.

As it has been previously stated, The New York Police Department is one of the oldest and the largest police department in the United States, meaning that its legacy helps all of the branches with their existence. There is no doubt in the fact that NYPD provides all of its departments with the needed information, material and people in order to make sure that New York citizens are safe on all aspect. However, tragic incidents like a terrorist attack on September 11, 2001, have shown that there is always more to learn and there is always a room for improvement. In response to the infamous 911 attack, The New York Police Department launched the Counterterrorism Bureau, as well as improved its Intelligence department (Stewart, 2011). It is notable to mention that Intelligence and Counterterrorism are headed by the same Deputy Commissioner, John Miller, who “oversees both the Intelligence Bureau, which is responsible for intelligence collection and analysis; and the NYPD’s Counterterrorism Bureau operations, including the partnership with the FBI/NYPD Joint Terrorism Task Force, the first and largest of its kind in the nation” (NYPD, n.d.). The previous statement means that in order to be able to get the most out of their work, Counterterrorism Bureau has to engage all of the possible sources into their daily missions. Joining Intelligence and Counterterrorism Departments was particularly helpful in order to focus on “intelligence-based model of prevention rather than one based on prosecution” (Stewart, 2011).

New York City covers 468.484 square miles, with an approximate population of 8 million people.  Since the attack on September 11th, the New York City has suffered from 11 more terrorist attacks, with 4 of them have resulted in death. Terrorism is an international threat. “In the roughly 15 years since 9/11 and the start of the “global war on terror,” the world experienced more civil and terrorist violence” (Smith & Ziegler, 2017). However, New York City, and most importantly The Counterterrorism Bureau of the NYPD has a direct link to one of the deadliest and controversial cases of a terrorist attack. “Terrorism has become a great threat to many societies, including free, democratic societies, not least because they lead to unwelcome reactions in our own countries, such as curbing media freedom and increasing surveillance of the whole population by collecting big data” (Frey, 2018). In order to protect the NYC citizens from the threat of being under yet another terrorist attack, The Counterterrorism Bureau of the New York City Police Department has to create a strategic plan for the next years, in order to improve the work and reduce the amount of terrorist attacks.

Statement of the Problem

The Counterterrorism Bureau of the New York City Police Department is a relatively new branch in this organization. Being created after the attack on the September, 11th, it has existed for less than 20 years. Since the beginning of the bureau’s existence, it has been criticized for its methods with fighting terrorism. Multiple people from various organizations have been critical of the way that CT Bureau works. The examples of such organizations include civil liberties groups, who have been concerned over the security methods, members of the City Council, who have stated that their people have been unfairly monitored.

What is more, the issue seems to trespass the racial topic. “Six New York state senators asked the state attorney general to investigate the possibility of “unlawful covert surveillance operations of the Muslim community” (Stewart, 2011). Preventing and fighting terrorism is a complex work, which requires many resources, and hence being such, it has created some of the challenges for the department, which focuses on fighting terrorism. According to Khalil (2009), the Counterterrorism Bureau of the NYPD has struggled with having a clear vision of where to “deploy its resources most effectively.” Apart from the internal challenges, there have been conflicts with some of the outer subjects. NYPD, and the department of CT, respectively, has had its disputes with the Federal Bureau of Investigation (FBI), mainly over jurisdictional manners. “The NYPD has also wrangled with the Department of Homeland Security over funding and lines of authority” (Khalil, 2009). Having the information that CT Bureau has been reported to have slightly aggressive approach to preventing and fighting terrorism in the New York City area, the reconsideration of methods has to be done, as well as looking through the work of the Bureau. It is essential to carefully analyze the work of the Counterterrorism Bureau, in order to understand which areas need the most reconstruction.

Operational Definitions

Counterterrorism – “activities and operations are taken to neutralize terrorists and their organizations and networks in order to render them incapable of using violence to instill Terms and Definitions 57 fear and coerce governments or societies to achieve their goals” (Joint Chiefs of Staff, 2018).

Critical Response Command (CRC) – “one of the Department’s first lines of defense against a terrorist-related attack” (NYPD, n.d.).

Domain Awareness System (DAS) – “powerful counterterrorism and policing tool jointly developed and built by the NYPD and Microsoft” (NYPD, n.d.).

Domestic terrorism – “perpetrated by individuals and groups inspired by or associated with primarily U.S.-based movements that espouse extremist ideologies of a political, religious, social, racial, or environmental nature” (FBI, n.d.).

Homeland Security – “the national effort to ensure a homeland that is safe, secure, and resilient against terrorism and other hazards where American interests, aspirations, and ways of life can thrive to the national effort to prevent terrorist attacks within the United States, reduce the vulnerability of the U.S. to terrorism, and minimize the damage from attacks that do occur” (Reese, 2013).

International terrorism – “perpetrated by individuals and groups inspired by or associated with designated foreign terrorist organizations or nations (state-sponsored)” (FBI, n.d.).

Joint Terrorist Task Force (JTTF) – “a multi-law enforcement agency that includes NYPD detectives and FBI special agents who investigate terrorism in the New York City metropolitan area and around the world” (NYPD, n.d.).

Lower Manhattan Security Initiative (LMSI) – “is designed to detect threats and perform pre-operational terrorist surveillance south of Canal Street in Lower Manhattan. LMSI combines an increased police presence with technology to accomplish its mission” (NYPD, n.d.).

The New York City Police Department (NYPD) – “is responsible for policing an 8.5-million-person city, by performing a wide variety of public safety, law enforcement, traffic management, counterterror, and emergency response roles” (NYPD, n.d.).

The NYPD Counterterrorism Bureau (CT) – “the city’s primary local resource to guard against the threat of international and domestic terrorism in New York City” (NYPD, n.d.).

Terrorism – “the unlawful use of violence or threat of violence, often motivated by religious, political, or other ideological beliefs, to instill fear and coerce governments or societies in pursuit of goals that are usually political” (Joint Chiefs of Staff, 2018).

Terrorism Threat Analysis Group – “performs strategic intelligence analysis and disseminates this information, both open-source and classified, to the appropriate recipients in the Department, the private sector, the U.S. intelligence community, and other law enforcement agencies” (NYPD, n.d.).

World Trade Center Command – “is responsible for the policing and security in the World Trade Center area” (NYPD, n.d.).

The Significance of the Study

Despite being a relatively young Bureau, Counterterrorism Bureau of the New York City Police Department is one of the most important ones in the Department. It has been created as a response to the tragic events, which happened in New York City on September 11th, which are considered to be a terrorist attack.  In less than 20 years of existence, there have been incidents of terrorism in New York City, which show that better work could have been done by the CT Bureau. What is more, apart from the evidence of the terrorist attacks that have not been prevented, there have been challenges, which the Bureau has faced, both internal and external. Some of the challenges are directly linked to the methodology, which is used to prevent and fight crime. It can be said that correct methodology is one of the most important parts of the Counterterrorism Bureau’s work, and with the right approach, the Bureau can make sure that the New York City is free of the fear of yet another terrorist attack.

It is obvious that all of the existing units of the CT Bureau have to be included in overlooking the Bureau’s methods and creating a strategic plan, which will improve the work and create a safe environment for the New York City citizens. Since Counterterrorism Bureau is closely linked to the Intelligence Department of the NYPD, the Intelligence department will also take part in some of the aspects of a plan. It is also vitally important to engage the people, who live in the city, as the Bureau’s main goal is to protect them.

Summary

There is a need to improve the work of the Counterterrorism Bureau the NYPD due to reported challenges, linked to the methods, which the Bureau uses. With the fact that the methods have been widely criticized, it is necessary for the county to begin looking at alternative ways to continue to protect and preserve the community of the New York City from the possible terrorist attacks. The strategic planning process will allow the Bureau to look at several alternatives and determine the risks as well as the benefits that they have to offer. The strategic plan will help to create a better vision of what has to be done. It will also allow understanding which methods are more suitable for the work that is being done within the Bureau.

CHAPTER TWO

Literature Review

Faced with being criticized and the relatively significant amount of terrorist attacks after the Counterterrorism division of the NYPD has been created, CT Bureau is looking for the alternative methods to prevent and fight terrorism in NYC, as well as to ensure citizens of their safety.  The purpose of this literature review is to look at pertinent information from a variety of sources to identify what can be done, in order to improve the situation in the CT Bureau of the NYPD.  The research question used for the purpose of this literature review will be, “What are the effective methods in fighting and preventing terrorism?”

Terrorism has been a problem for many years now. The terrorist attack on September 11 has marked the beginning of the Counterterrorism Bureau of the New York City Police Department, due to being the deadliest in the United States and being located in New York City. However, since a lot of time has passed, many things have changed, including the view on terrorism. Therefore, in order to understand the full scope of the possible methods of fighting terrorism, there is a need to look into all of the possible approaches. An article by Byman (2006) explores the issue of fighting terrorism under Bush’s government. Firstly, the author provides the reader with information, which shows the main objectives. They include destroying and disrupting al-Qa’ida and its affiliates, opposing “states that sponsor terrorists or offer them sanctuary,” preventing “terrorist groups from acquiring weapons of mass destruction,” and promoting democracy in the Middle East. It can be seen that some of the objectives are specific to the events that were relevant back then. However, some of them still relate to what the CT Bureau is trying to achieve. After exploring the U.S, Policy, Byman (2006) provides the reader with the theoretical material, which may help understand, which approach has to be used in fighting crime. Since this strategic plan focuses on finding the best approach for the Counterterrorism Bureau, this particular information is significant. Similar to the objectives, the proposed points of focus include some, which are only relevant to the events of that time. For example, “War of Ideas” and “Iraq” are the proposed approaches, which mainly focused on the “Muslim,” and particularly “Iraq” issue. Nowadays, terrorism has stopped being associated with Muslim people, at least in the minds of the majority.

Other approaches, however, can be useful in this strategic plan. The first approach, which the author offers, is “Intelligence.” It is notable to mention that author states that despite being a cliché, intelligence is useful in fighting terrorism, however “it needs nuance when applied in practice” (Byman, 2006). Another approach, which has a value in creating a strategic plan for the CT Bureau of NYPD is “Diplomacy.” Even though in the Byman’s work was rather focused on creating diplomatic relationships with Muslim countries, it is relevant for NYPD, and particularly the Counterterrorism Bureau, to have strong relationships with the organizations, with which it shares some of the missions. It has been previously mentioned that NYPD has had conflicts with FBI and Department of Homeland Security. Therefore, this particular approach is important.

Since the primary goal of this literature review is to find the sources, which will be helpful in implementing the strategic plan, and there is a need to find the most suitable approaches of fighting terrorism, an article by Kikkas (2015) has significance to this review. In the paper, the author looks into the “alternative perceptiveness of terrorist emergence theory and policing strategies confrontation with human rights” (Kikkas, 2015). The paper includes thorough research of all of the most important aspects of terrorism and counterterrorism. The author dedicates a chapter of the paper to examining the nature of the terrorist groups. According to Kikkas (2015), “by arranging the methods and nature of terrorist organizations in the certain political system, the targeted nations policymakers can understand and predict economic- and financial instruments that would change terrorist activity.” While the majority of sources are focused on the practical solution of the problem, Kikkas offers some theoretical material, which focuses on understanding why terrorism happens in the first place, in order to predict its occurrence, and therefore, prevent it.

It is vital to talk about the approaches, which are useful and have been proven to be effective. However, since people have tried to fight terrorism for a long time, many methods have been introduced, and it is understandable that not all of them have been effective. Therefore, mentioning the ineffective methods helps to understand which of the approaches are not worth even considering implementing. Frey (2018) includes a comparison of the ineffective and alternative methods in counterterrorism strategies. While the main statement of the author is that deterrence as a method of fighting terrorism is ineffective, Frey (2018) provides some of the information about the benefits of this approach, explaining why this method exists in the first place. However, scholar offers methods, which have been considered more effective. “The first alternative proposes to use positive incentives to induce terrorists to leave their camp; the second alternative suggests a policy aiming at diffusing media attention to terrorists” (Frey, 2018). Similar to the previously mentioned author, Frey (2018) analyzes the behavior and psyche of a terrorist group, in order to understand the most effective way of preventing and eliminating terrorism. For example, depriving the terrorists of the media attention is suggested to be one of the ways of countering terrorism. “The benefits derived from having committed a terrorist act decrease for the responsible organization because the group does not capture public attention” (Frey, 2018). What is more, Frey (2018) offers the approaches, which are not violent, which is significant to the current study, as CT Bureau of the NYPD has been criticized of having rather aggressive attitude.

The process of fighting terrorism always seems to be the most important part of countering terrorism. However, as being a complicated procedure, it includes some of the factors, which are not always talked about. For example, according to the EU counter-terrorism strategy (2005), there are four main points: prevention, protection, pursuit, and response. It has been mentioned before that diplomacy is vital in countering terrorism. One of the key points, pursuit, states that “improving cooperation and information exchange between police and judicial authorities” (EUR-Lex, 2018) is vital in fighting terrorism, which, once again, confirms that NYPD has to build a stronger relationship with other organizations.

Continuing with the aspects that are not given enough attention, prevention, as it turns out, has not been taken care of. According to Green (2016), “Bush and Obama’s administrations made some attempts to confront extremist ideologies and narratives, but prevention has never received sustained attention and focus, nor has it had the desired effect.” The article suggests that new strategies are needed in the field of countering terrorism, which supports the initial objective of this study.

In order to create a strategic plan for the issue of terrorism, the field has to be thoroughly studied. Schuurman (2018) has conducted a study, which overlooks a vast body of research, regarding the issue of terrorism. In the article, the author explores “to what extent these issues have endured in the 2007–2016 period by constructing a database on all of the articles published in nine leading journals on terrorism” (Schuurman, 2018). Despite being a study, which provides a theoretical base, the paper has a strong research design, where the author provides dataset, explains the process of data collection and analysis, defines primary sources, explains the use of statistics and the inclusion of the criteria. The results of the study show that the field of research on terrorism continues to grow. For example, the number of articles, dedicated to the study of terrorism grew “up from 143 articles in 2007 to a yearly average of 367 between 2008 and 2016” (Schuurman, 2018), what is more, seven new journals in the field have been introduced.

Reflection

By evaluating the research listed above, it was hoped to gain a better understanding of as many methods of fighting terrorism as possible.  This understanding will help us proceed in evaluating the methods, which will help improve the work of the CT Bureau.  The objective of this review was to explore the methods of countering terrorism and find the ones, which are suitable for NYPD CT Bureau.  With the information obtained, the needed methods have been found.

Summary

The literature review proved very helpful to this project.  There is a vast body of research, regarding the methods of fighting terrorism.  Many of those were very successful and can be used in the implementation of the strategic plan.  What is more, the ineffective methods have been addressed.  The literature review gave credence to this research.  The CT Bureau of the NYPD is in need of the more effective approaches.  When chosen correctly, the methods will make sure to improve the work of the Counterterrorism Bureau.

CHAPTER THREE

STRATEGIC PLAN

Introduction

“Strategic planning is a systematic process for drawing a vision for a community’s future” (Gordon, 2005).  It is a never-ending process assessing the best outcomes of environmental forces. Mostly the plan helps the Counterterrorism Bureau of the New York City Police Department successfully prevent and fight terrorism in the New York City.  This strategic plan has been formulated due to Counterterrorism Bureau of the New York City Police Department being criticized for the methods, which are being used during their work.

Restatement of the Problem

It has been decided that the primary goal of the current strategic planning is to examine the possible methods of fighting terrorism and to choose the suitable one, in order to improve the work of the Counterterrorism Bureau in the New York City Police Department. September 11th has been marked as one of the most tragic days in the history of the United States. On this day, an event, which is considered to be a terrorist attack, has taken the lives of more than 6 thousand people and therefore considered to be the deadliest terrorist act. After such an event, the government had to introduce a group, which would focus only on creating an environment, which is safe from terrorism. Since the attack happened in New York City, it was relevant to create the organization, based In NYC. This way, a Counterterrorism Bureau in the New York City Police Department has been created. “The Counter-Terrorism Bureau was founded in 2002 with analytical and collection responsibilities similar to those of the Intelligence Division but involving the training, coordination, and response of police units” (Stewart, 2011). The government could not afford to let people undergo another terrorist attack. Therefore, fast and severe actions had to be taken. However, despite the quick creation of the government to the 9/11 attacks, 11 of the terrorist acts have taken place in NYC, which means that there are flaws in the work of the CT Bureau.

Apart from lack of terrorism prevention success, the New York City Police Department, Counterterrorism Bureau included, has been criticized over the years. Some of the main concerns have been regarding the methods, which the CT Bureau uses. Some of them have been considered aggressive, unjustified, and even ineffective. If the complaints keep happening, NYPD can lose its reputation as the organization, which protects the citizens of the New York City. “As soon as the NYPD is seen as a dangerous presence in a neighborhood rather than a protective asset, it will lose access to the intelligence that is so important in preventing terrorist attacks” (Stewart, 2011).

Therefore, since there are significant flaws in the working process of the Counterterrorism Bureaus of the New York City Police Department, a strategic plan is vital in order to improve the work of the Bureau. Since the main flaw seems to be regarding the methods, which the CT Bureau uses, the strategic plan focuses on exploring the existing methods and finding the suitable one.

Mission Statement

The primary objective of the current strategic plan is to make sure that the Bureau moves towards the right direction and protects the NYC citizens from the possible terrorist attacks. In order to do so, the right approach in fighting and preventing terrorism will be chosen during the implementation of this strategic plan.

Vision Statement

Counterterrorism Bureau of the New York City Police Department is one of the city’s leading organizations, which provides people, living in NYC with security. Therefore, making sure that there is no terrorist threat in the New York City area is the primary purpose of the CT Bureau. The current strategic plan will help in the process of making sure that the primary goal of the organization is achieved.

 

 

Strategic Plan Description

It is crucial to begin the process by announcing and promoting the process for strategic planning.  There is a need to promote the process by involving key elected and appointed officials and informing local government managers to foster a community-wide understanding of and support for the plan. It will be essential to identify who the active members will be from each of the major stakeholder groups and select them to represent each of the identified groups. The most critical step is to identify a facilitator for the entire process to help keep things on task and in line during discussions.  There is a need to rally support from the community by engaging all stakeholders and providing information about the process and the expected outcomes.  After that, the process can be moved into the strategic planning and laying the groundwork by collecting all relevant data and statistics.  Once this has been established, one can begin the plan by moving into creating the vision and mission statements as well as the goals, objectives, and tactics.

The strategic plan begins with the vision and allows the creators of the plan to set the tone for the entire process and the plan itself.  “The mission statement identifies the local government’s role in pursuing the community’s vision” (Gordon, 2005).  The main mission of the Counterterrorism Bureau of the NYPD is to review “possible terrorist targets” and develop “innovative, forward-thinking policies and procedures to guard against attacks, training first responders and specialized units and developing intelligence capabilities for detecting and preventing terrorist attacks” (NYPD, n.d.).

“Every local government group working on a strategic plan needs to carry out an environmental scan that considers the various environments that make an impact on the jurisdiction” (Gordon, 2005).  The external environment is the formal jurisdiction and the surrounding areas.  Since terrorism is not a local NYC problem, there is a need to look into outside organizations and their approaches towards the same issue. CT Bureau is already working extremely closely with the Intelligence Division. It is even stated that “differences between the two units are mainly bureaucratic and they work closely together” (Stewart, 2011).

While the mutual help and work of the organizations are highly essential in order to achieve the primary goal, the engagement of the local communities plays an equally vital part. It has been previously mentioned that NYPD has been criticized for having aggressive methods towards the people. Therefore, the inclusion of the local communities might even be the top priority, in order not to lose the authority.

The internal environment is the local government itself on a local, state, and regional level.  In the New York City Police Department, three people in authority are ultimately responsible for things on a city level: police commissioner, deputy commissioner, and chief.  All aspects of the strategic plan have to be presented to these three people before moving forward.  It is essential to have the support of all three leaders before moving forward with the planning and implementation process.

The overall goal of the strategic plan is to provide a terrorism-dree environment for all of the New York City citizens.  This can be obtained through numerous objectives and tactics over the life of the plan.  By designing a strategic plan, the citizens of NYC can be assured that when they walk down their city’s streets, they are protected by the local police and they are not going to be involved in the terrorist attack.  While implementing the plan, it is useful to begin by trying to gain public and government support for the plan.  It is essential to get as many stakeholders as possible on board with the plan so that they too can assist in marketing the plan to the public.  The plan can only be successful with the support of both the governmental constituents and the citizens who live and work in New York City.  This can be achieved by mailing out informational flyers, offering an opinion survey, and holding several community meetings where questions can be asked as well as answered.  In addition, it would be helpful to develop and air community service announcements on TV and Radio. Developing an interactive website would also be helpful for people to visit so they can view the progress of the plan as well as provide feedback.  Once support has been established for the plan, then it is essential to move into the logistics of the funding of the project. There is a need to create a group of people, who will be able to dedicate their time in order to achieve the goal of the plan. Therefore, the funding is necessary to provide them with the needed resources. Once funding has been established then the planning moves on to determine a timeline for implementing the new methodology for the CT Bureau. In the beginning, there is a need to have a thorough examination of the existing body of research, regarding the methods of countering terrorism. During this part, a team of people will make sure to review most of the literature. Then, it is essential to compare the current methodology to the one, which is included in the found resources. In the case of the current methods being found ineffective, they will be marked as the ones, which need to be replaced. Continuing with the topic of the research on approaches, the team has to decide on the most effective ones, in order to start implementing them. Once the methods have been chosen, the Bureau will start acting, according to the methods, which has been selected. The changes that are to be done in the work of the CT Bureau are theoretical. Therefore, it will take more time, as the people, working at the Bureau will have to obtain new information. One of the significant changes that have to be done is the mutual work with organizations, as well as local people. First, there is a need to meet with the representatives of the government organizations, such as the Federal Bureau of Investigation, or the Department of Homeland Security and state CT Bureau’s vision and mission. There is a need to let them know that only while working side-to-side, all of the goals, set by all of the organizations, will be achieved. During the meeting, it is also important for all of the organizations to share their knowledge, understand which of the goals are shared, and create a mutual trust in partners.

As with any plan, it is essential to have a contingency plan in place, in case any emergency or unexpected events happen.  The most important thing is to remember that no one meets the deadlines, or accomplishes all of the set goals 100 percent of the time. Especially if the methodology is being changed, while some of the practical changes can be done without the noticeable change in the organization’s work, if the theoretical base is being changed, it takes some time to get used to working in accordance to it. That does not mean that one will not succeed, it means that there is a need to overlook the goals, go through the documentation and try again.  If an organization does not meet a deadline, then it will be necessary to make adjustments to the remainder of the plan to accommodate the setback.  While the plan is unfolding, it will be necessary to be sure that the people are slowly getting used to the new methods.  Therefore, it will be essential to keep a list of all of the changes and go through them now and then to check. There might be a situation, where a specific objective is achieved slower than the others, and vice versa. In such case, there will be a need to meet with the team, and discuss what is done wrong, and what can be changed, in order for everything to function equally correct.

To be sure that the team stays on track with the strategic plan, it will be necessary to assess the plan on a weekly basis, in the beginning, at least.  The meetings will have to be held every Monday morning to be sure that everyone has been accomplishing the tasks they were assigned.  At that time the team will be able to determine if they will be able to meet the deadlines that have been set up.  If it is determined that a certain task cannot be finished in the allotted time, then it will be necessary to estimate a new deadline and then adjust the rest of the deadlines accordingly.  If the team feels that meeting weekly does not allow them enough time to fully finish the tasks then the meetings will be moved to bi-weekly until the team gets to the final stage of the plan which is implementation and evaluation.  At that point in time, it will be necessary only to meet monthly as there will be a need to allow enough time for people to get settled into the new job.  Obviously, if problems arise when the team will have to meet and deal with them immediately, however, once the staff is in place the meetings will be held monthly

 

Summary

The strategic plan that has been presented in this paper will allow the Counterterrorism Bureau of the New York City Police Department to change their methodology that has been criticized by many people, including government organizations,  for a better, and more effective one.  Due to the fact that NYPD was known for having conflicts with FBI and Department of Homeland Security, one of the main objectives was to create strong diplomatic relationships with the mentioned organizations. What is more, a stronger bond with the New York City local communities has to be created, as these people are the ones, whom CY Bureau should focus on. As a result, the methodology, which has been criticized, will be changed, as well as new relationships created.

The current strategic plan has vital importance for the Counterterrorism Bureau of the New York City Police Department. CT Bureau is a relatively new branch within the NYPD. Hence, it has not yet developed a sustainable set of methods, which are proved to be effective. Therefore, it is relevant to change the methods, especially since they have been hugely criticized by the organizations, such as City Council.

CHAPTER FOUR

CONCLUSION

This strategic plan helped me to realize the need for a change in the methodology, which is currently being used in the Counterterrorism Bureau within the New York City Police Department.  The steps involved allowed me to gather very pertinent information that I may have not otherwise considered.  I was able to determine that the CT Bureau of the NYPD has been created as a response to the events, which happened on September 11th. Before that, no separate division within NYPD was focused on fighting and preventing terrorism. What is more, I was able to find out that Intelligence and Counterterrorism divisions work exceptionally closely with each other, meaning that fighting terrorism involves a lot of theory, apart from direct actions.  Much of the information that I attempted to gather on the specific agency was met with resistance.  There is a lack of records, which show the documentation of the CT Bureau of the NYPD. I was unable to find any concrete methodological information in the Counterterrorism Bureau as a whole and had to rely on what I have found in the articles, not written by the people, who work, or are somehow related to the NYPD.

I believe this strategic plan can be executed and successful within the New York City.  With the support of the leading authority, in this case, police commissioner, deputy commissioner, and chief, as well as with the support from the community, there will be enough resources to implement this strategic plan successfully. Since the issue of terrorism is extremely important, there is no doubt that the plan will be supported. There might be some resistance from the employees of the CT Bureau since changing methodology is a complex and time-consuming process. However, this strategic plan has a vast body of information, which provides all of the needed information about the methods, which are going to be used, instead of the old ones.

 

 

RECOMMENDATION

For the plan to move forward, it is necessary to begin to gain the support of the stakeholders and government officials.  It will be necessary for the liaison as well as members of the planning committee to attend as many community forums and meetings as possible to get the word out about the plan.  If the crowd seems hesitant, then it will be necessary to bring in spokespeople from other stations that were successful in changing the methodology in the field of homeland security.  These spokespeople can show how beneficial the reconsideration of the methodology can be, and how it has helped an organization set more explicit goals, more direct missions, and bright visions. It is essential for this first step to be completed prior to moving forward because gaining support will allow the committee to begin implementing the various phases of the plan.  With support and financial assistance from the New York City Government, this plan can become exceptionally beneficial and bring New York City citizens reassurance that they are safe to walk the streets of their city.

References

About NYPD. (n.d.) NYPD. Retrieved from https://www1.nyc.gov/site/nypd/about/about-nypd/about-nypd-landing.page

Byman, D. (2006).  Fighting the War on Terrorism: A Better Approach. From How to Make America Safe: New Policies for National Security. Cambridge, MA: The Tobin Project.

Counterterrorism. (n.d.) NYPD. Retrieved from https://www1.nyc.gov/site/nypd/bureaus/investigative/counterterrorism.page

Counterterrorism Strategy. (2018). EUR-Lex. Retrieved from https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=LEGISSUM%3Al33275

DOD Dictionary of Military and Associated Terms. (2018). Joint Chiefs of Staff. Retrieved from https://www.jcs.mil/Portals/36/Documents/Doctrine/pubs/dictionary.pdf

Frey, B. S. (2018). Countering Terrorism: Deterrence .vs More Effective Alternatives. Open Economics, 1 (30), 30-35.

Gordon, G. L. (2005). Strategic Planning for Local Government. Washington, DC: International City/County Management Association .

Green, S. N. (2016). “Do we need a new strategy to prevent terrorist attacks on the United States?” Center for Strategic & International Studies. Retrieved from https://www.csis.org/analysis/do-we-need-new-strategy-prevent-terrorist-attacks-united-states

Intelligence & Counterterrorism. (n.d.) NYPD. Retrieved from https://www1.nyc.gov/site/nypd/bureaus/investigative/intelligence-counterterrorism.page

Khalil, L. (2009). “Is New York a Counterterrorism  Model?” Council on Foreign Relations.  Retrieved from https://www.cfr.org/expert-brief/new-york-counterterrorism-model

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The terms offer and acceptance. (2016, May 17). Retrieved from

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"The terms offer and acceptance." freeessays.club, 17 May 2016.

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freeessays.club (2016) The terms offer and acceptance [Online].
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"The terms offer and acceptance." freeessays.club, 17 May 2016

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"The terms offer and acceptance." freeessays.club, 17 May 2016

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"The terms offer and acceptance." freeessays.club, 17 May 2016

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"The terms offer and acceptance." freeessays.club, 17 May 2016

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