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You are here: Home About the CCC CCC Strategic Plan 2016–20
You are here: Home About the CCC CCC Strategic Plan 2016–20
You are here: Home About the CCC CCC Strategic Plan 2016–20

CCC Strategic Plan 2016–20

The following is an outline of the CCC strategic plan and highlights the CCC objectives, strategies and performance indicators.

Objective: Reduce the incidence of major crime
and corruption in Queensland

Strategies

    • Pursue areas of high threat through research, intelligence, hearings and investigations
    • Pursue recovery of proceeds of crime for the benefit of Queenslanders
    • Raise awareness of emerging crime and corruption issues
    • Provide independent advice to government in order to inform public policy.

    Objective: Build our organisational capability

    Strategies

      • Implement the CCC people and culture strategy which has been designed to foster an inclusive culture that promotes employee well-being, collaboration, innovation, and engagement
      • Ensure system performance and continuity of information technology services while enhancing and executing plans to modernise our systems.

      Areas of focus

      In 2016–17 we will:

      • Target the criminal networks and/or illicit commodity markets that are of the highest threat to Queenslanders
      • Increase our focus on criminal paedophilia investigations in the peer to peer environment
      • Continue to investigate and develop strategies to combat cold call investment frauds
      • Pursue police corruption involving excessive use of force and the improper release of confidential information
      • Collaborate with key stakeholders to reform the police complaints and discipline system
      • Implement a new corruption prevention strategy including engagement with agencies and the undertaking of corruption audits
      • Progress initiatives to improve organisational performance, including leadership capability development and improved staff mobility by deployment of wireless technology and improved remote access capability.

      Measures of success

      • Public confidence in the performance and value of the CCC
      • Quality, consistent and timely investigations
      • Improved stakeholder engagement
      • Effective governance of our projects and programs
      • Improved staff capability and engagement.

      Opportunities and areas of risk

      People and culture: we actively encourage staff to develop their talent and to
      live the CCC values.
      Safety: we promote a safe working environment.
      Reputational: we value transparency and we are held accountable for our actions.
      Financial: we apply robust investment criteria and strong controls to support
      excellence in technology, systems and business processes.

        Last updated: 30 June 2016
        Our vision

        Safe communities supported by fair and ethical public institutions with an agency focus on those matters of highest threat to the Queensland community.

        Our purpose

        The CCC is an independent agency combating major crime and reducing corruption for the benefit of the Queensland community.

        What we value
        • People
        • Accountability
        • Integrity
        • Courage
        • Excellence

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