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Message from the Director General
CISC
It is my distinct pleasure to introduce CISC’s Strategic Plan 2003 - 2007. The purpose of our Strategic Plan is to set out a framework for the achievement of our objectives for the next five years in support of our mandate and of our goal of becoming a national centre of excellence in providing strategic criminal intelligence services and products.
CISC wants to make a difference in reducing the impact of organized and other serious crime in Canada. We must become a fully-integrated national organization that is focused on meeting the strategic needs of our member agencies in Canada’s law-enforcement community. CISC needs to produce and share criminal intelligence that enables our clients, partners and stakeholders to make strategic, intelligence-led decisions.
To do that, changes are required in the way we have done business. The Strategic Plan 2003 - 2007 provides us with the necessary direction and guidance in four key pillars of criminal intelligence service delivery and production: 1) Personnel, 2) Processes and Protocols, 3) Technologies, and 4) Communications. It aims at creating a fully-integrated organization, in which every member has a clear understanding of CISC’s strategy and how his or her individual contribution supports it.
To help ensure the success of our Strategic Plan, CISC has adopted a management tool to measure our performance in this regard. The tool we have selected is the Balanced Scorecard, a framework to help us translate the strategies from the Plan into operational objectives. This tool also helps in monitoring progress and measuring achieved results.
Taken together, the Strategic Plan and Balanced Scorecard represent a blueprint for change to improve the quality of criminal intelligence services, products and sharing in Canada for the benefit of the entire Canadian law-enforcement community.
Sandra Conlin
Director General, CISC
