Anti-terrorism: the police approach: Garth den Heyer outlines the New Zealand Police counter-terrorism operational and policy changes since 9/11.

• Author: den Heyer, Garth

There has been a number of structural, policy, operational and philosophical changes within the New Zealand Police, especially in the methods of obtaining, handling and analysing intelligence, since 11 September 2001. The introduction of the policies influencing the Police's changed approach to countering terrorism and the development of a professional security approach are discussed in this article.

Following the attacks in the United States in 2001, the New Zealand government implemented a number of legislative changes. It approved additional funding of almost $30 million for the three years to June 2004 for initiatives such as extra security at airports, increased provision of intelligence capability, and the establishment of a biochemical incident response capability. For the three years 2003-04 to 2005-06, the Officials Committee for Domestic and External Security Coordination (ODESC) endorsed budget bids for $73 million of operational expenditure and $25 million of capital expenditure. These bids were refined and included in individual departments' annual budget bids. (1)

One important rationale for these changes was the need to ensure that New Zealand's security response did not get out of step with the responses of other countries. The consensus was that as some countries tightened their domestic security measures, the focus of terrorism would move to less protected locations that provide an easier option for terrorists as a base for their activities, or as a target for an actual attack.

Initial response

To coordinate the Police's strategic direction in regard to national security and the threat of terrorism, the Police prepared the 'Police National Security Strategy' (PNSS). This document is a 'second-tier' strategy and is aligned with the six strategic components--detection, preparation, prevention, protection, response, and recovery--in the 'Police Strategic Plan to 2006'. Table 1 depicts the six components, initiatives and critical areas. Each component includes an objective and a number of success factors.

The PNSS goes much wider than traditional activities fulfilled by policing and includes supporting or working in conjunction with partner agencies, the private sector and the public. It also includes contingency plans in relation to critical infrastructure, the protection of public health and safety, essential government services and emergency relief. The strategy also recognises the connection between New Zealand's domestic security and criminal links around the world, particularly those that operate in the Asia-Pacific region. It recognises the links between transnational crime, including international manufacture and supply of drugs, people smuggling and money laundering, and the use of funds from such crimes to support terrorism.

To support the PNSS, the Police included in their 'Statement of Intent 2003/2004' a new outcome called 'Increase National Security' .This outcome identified the strengthening of partnerships, ensuring preparedness and the development of capability in New Zealand and the region and 'operationalised' the PNSS by specifying a number of both proactive and reactive intervention programmes. (2)

Active participation

The progress of the new outcome in the first fiscal year was included in the Annual Report for the Year Ended 30 June 2004. During this period the Police had continued active participation in the national security environment, especially ODESC and relevant watch groups, participation in the Ministry of Foreign Affairs and Trade chaired Pacific Security Co-ordination Committee and studies to identify models of best practice in national security intelligence management in other countries. (3)

In late 2002, the Police also implemented a number of domestic and international initiatives to improve operational performance in the area of national security and to provide access to better terrorist related intelligence. Firstly, Police liaison officer positions were created in Washington, London and Jakarta. These positions were based at the relevant New Zealand Embassy or High Commission and were primarily to strengthen relationships with local law enforcement agencies and to investigate alternative avenues of obtaining information.

Secondly, to support the increasing network of liaison officers, the Police established the Strategic Intelligence Unit at the office of the Commissioner. This unit, staffed by eleven analysts, was to support the organisational and government objectives to improve New Zealand's understanding of the international and domestic security environment. This was to be achieved by the production of tactical, operational and strategic products that support Police anti-terrorism initiatives and strategies to combat national and transnational criminal activities.

Finally, the position of Departmental Security Officer (DSO) was established. The DSO...