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The Four Pillars of the Strategic Plan
CISC'S Vision
1ST PILLAR: Criminal intelligence Personnel
CISC’s most valued resources are its people. If the Strategic Plan is to succeed, strategy must become everyone’s every-day job. CISC must therefore have people who can think strategically. People who can create a new organizational culture — one centred not on traditional functional or geographic silos but on the nation-wide team effort required to support the strategy.
We need to partner with member agencies, other government and non-governmental organizations, where possible and practical, to attract and retain talented staff to maximize and retain their expertise, skills and corporate memory.
To succeed, we must also support CISC employees with continuous job-related training and career development and opportunities, and with the technical resources and tools the job demands.
Improving the quality of criminal intelligence personnel through targeted hiring, continuous learning and development, and retention is key to CISC meeting its mission as a centre of excellence in the Canadian law-enforcement community.
2ND PILLAR: Criminal intelligence Process and Protocols
a. Planning and Direction
Without planning and direction, people’s efforts are not maximized. It is essential therefore that management creates a focus on strategy in CISC personnel. Additionally, effective strategies adapt to trends and events in the world, and the management team must mobilize and guide a process of continuous change.
CISC’s governance process and mechanisms must also support the Strategic Plan. All levels of management need to communicate and make a strong commitment to achieving the goals of CISC.
b. Information Collection, Evaluation and Collation
Information is the lifeblood of the criminal intelligence process. To maximize the information flow, continuous enhancement of our automated information systems and technological tools is a must to support all CISC members.
Critical strategic information assets must be available to personnel, as required and in real-time, based on the need-to-know/right-to-know principle.
c. Analysis
If information is the lifeblood of the criminal intelligence process, analysis is the heart where information—after processing—becomes criminal intelligence. To fully support the Strategic Plan, criminal intelligence analysis must become more targeted to meeting priority requirements and address critical threats, risks and opportunities.
National-level criminal intelligence standards, in terms of methodology and applications, training and development, and best practices must be established and adhered to.
d. Reporting and Dissemination
CISC can be described as the hub in a wheel. It analyzes and reports centrally (the hub) and collects and disseminates information and criminal intelligence to the member agencies through its electronic ACIIS network (the spokes).
The effectiveness of this process can be measured by the end products going through the network: services, assessments and best practices.
e. Quality Assurance and Redirection
To ensure that value-added criminal intelligence products and services are delivered, CISC needs to determine what drives the satisfaction of its clients (members, partners and stakeholders) and what internal or external processes are needed to ensure that value-added criminal intelligence products and services reach them in time to make their strategic decisions.
Measuring results also adds to quality. Implementation of the Balanced Scorecard tool for performance management will be instrumental in this area — not only for CISC’s management team members but also for each individual.
3RD PILLAR: Criminal intelligence Technologies
If value-added services and products are to be delivered by CISC, we must get the most out of all the information technology we have at our disposal. We need to focus specifically on achieving maximum functionality from ACIIS, our Automated Criminal Intelligence Information System, in order to maximize sharing among all our member agencies, partners and stakeholders.
Technology also has a major role to play in continuous knowledge management in developing systems for improvement and learning related to key processes within the organization, such as accessible and aggregated technologies that support the broadest criminal intelligence sharing and integration possible (e.g. data mining tools). The technology that gets adopted must also directly support CISC’s strategic initiatives.
Key technology requirements must be identified and a plan developed for on-time procurement, complete with staff training on new technologies and systems.
4TH PILLAR: Criminal intelligence Communications Plan
CISC’s Strategic Plan must be communicated consistently. All staff, from key Executive and Supervisory Committee members to the Director General to each individual employee, must understand their role within the organization and play a communications role to help achieve our strategic objectives.
Our communication strategy will have an external and internal component. It will help in keeping open the lines of communication with partner agencies to ensure there is alignment of national and provincial program components. It will also be instrumental in making strategy everyone’s every-day job.
