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You are here: Home About the CCC CCC Strategic Plan 2017–21
You are here: Home About the CCC CCC Strategic Plan 2017–21
You are here: Home About the CCC CCC Strategic Plan 2017–21

CCC Strategic Plan 2017–21

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 2017–18 we will:

      • Target high threat criminal networks active in the methamphetamine illicit commodity market in Queensland.
      • Use crime hearings to continue to monitor outlaw motorcycle gangs in Queensland and to gain a broader understanding of organised crime that poses a risk to Queensland.
      • Target industry professionals who facilitate the activities of people engaged in major crime.
      • Pursue corruption involving excessive use of force, misuse of confidential information and fraud.
      • Collaborate with key stakeholders to implement a program of reform of the police complaints and discipline system.
      • Strengthen our stakeholder engagement through the delivery of prevention initiatives targeting high-threat crime and corruption risks.
      • Continue to improve organisational performance by focusing on developing our workforce through targeted leadership development programs including workforce mobility, mentoring and talent management initiatives, and implementation of an integrated case management system.

      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 2017
        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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