Personal tools

Skip links and keyboard navigation

You are here: Home Publications and research publications corporate 2013–17 Strategic Plan
You are here: Home Publications and research publications corporate 2013–17 Strategic Plan
You are here: Home Publications and research publications corporate 2013–17 Strategic Plan

CMC 2013–17 Strategic Plan

The following outline of our Strategic Plan highlights the outcomes we want, what we will do to achieve them and how we will assess our progress.

We will report on our specific performance targets, progress, achievements in our Annual Report.

Current priorities

  • Gain maximum impact from proceeds of crime activity consistent with available resources.
  • Target and prevent major crime in our highest threat illicit drug market .
  • Respond to changes to the police complaints, discipline and misconduct system. and other external initiatives, including the recommendations from the PCMC’s Inquiry report 90 of April 2013 and government approved recommendations from the report of 28 March 2013 prepared by the advisory panel reviewing the Crime and Misconduct Act 2001.

Current challenges

  • Meeting our statutory obligations in a time of financial restraint.
  • Expanding our capability to disrupt major crime, including meeting the
    additional demand created by changes to proceeds of crime legislation.
  • Attracting and retaining a flexible and responsive specialist workforce.
  • Keeping pace with evolving technologies exploited by those engaged in
    major crime and misconduct.
  • Effectively managing high-risk projects and issues.

Our objectives and strategies

  • To reduce the impact of major crime in Queensland we will conduct multidisciplinary operations into major crime of high threat to Queensland.
    • Results: Targeted major crime in Queensland disrupted and effective collaboration with our partners.
  • To promote a trustworthy public sector we will investigate the most serious matters of misconduct and work proactively with agencies to implement and maintain effective integrity systems.
    • Results: Timely and responsive investigations and effective collaboration with public sector agencies.
  • To provide an effective witness protection service we will provide quality, timely and effective support to protected witnesses.
    • Results: Safety of protected witnesses maintained.
  • To be an organisation of high public value we will use our specialist resources to respond to and communicate matters of high operational and public interest and review and improve our internal systems.
    • Results: Significant contribution to reform, policy and public discussion and enhanced accountability, flexibility and transparency.

Our activities contribute to the commitments outlined in the Queensland Government’s Getting Queensland back on track: Statement of objectives for the community (PDF), particularly in regard to the objectives “revitalise front-line services” and “restore accountability in government”.

Last updated: 20 August 2014

Rate this page

How useful was the information on this page?