1. Home
2. Corporate Plan

Corporate Plan

Background

The New South Wales Crime Commission ("the Commission") was established by Act of Parliament in 1985. The principal object of the New South Wales Crime Commission Act ("the Act") is to reduce the incidence of illegal drug trafficking. It mainly does this through criminal investigation using special powers, and through confiscation of the proceeds of crime. The secondary object is to reduce the incidence of organised and other crime. The Commission's functions are fully set out in section 6 of the Act.

The Commission's Management Committee comprises:

The Act provides for a Commissioner and one or more Assistant Commissioners to be appointed by the Governor.

The Commission does not provide services directly to the public. The Commission conducts its operations in conjunction with a number of other agencies. These include the New South Wales Police Service, the Australian Crime Commission, the Australian Federal Police, the Independent Commission Against Corruption, the Police Integrity Commission, and other law enforcement agencies. The Commission also has close working relationships with its Management Committee, the Director of Public Prosecutions and other State and Commonwealth government agencies.

Values

The Commission values its staff as its greatest asset. The Commission places high value on the personal integrity and honesty of its staff and persons working with the Commission. The Commission is committed to conducting its operations in the public interest and in a way that fully accounts for its allocated public resources.

Corporate Objectives

The Commission has four main corporate objectives under this Plan:

Corporate Objective 1

To identify high level organised crime figures and their associates, and to conduct effective criminal investigations with a view to apprehension of those persons.

• Deploy multi-disciplinary teams to conduct investigations.
• Develop information sources in an environment of trust in order that the Commission can be kept informed about criminal activities.
• Make arrangements for effective collaboration with agencies with similar objectives.

• The extent to which criminal networks are damaged by the apprehension of key members.
• The extent to which criminal activities, such as drug supply, money laundering, violent crime and other serious crime, are prevented or reduced by the apprehension of offenders.
• The extent of confiscation of criminal assets.

Corporate Objective 2

To identify persons who have gained substantial financial benefit from criminal activities; to identify the benefits acquired and confiscate assets, returning the proceeds to the Crown.

• Work in conjunction with investigators who are conducting criminal investigations to identify criminal assets and targets of confiscation action.
• Raise awareness of law enforcement officers from a range of agencies in the confiscation process in order that they are aware of the potential for confiscation action, and in order that they may refer relevant matters to the Commission for action.
• Encourage staff to approach financial investigations creatively, in order that new avenues of investigation can be found to identify money-laundering and locate proceeds of crime.
• Prosecute civil actions effectively to ensure maximun public benefit.

• The value of assets recovered through confiscation action.
• The extent to which confiscation action inhibits future criminal activity by criminals.
• The numbers of relevant matters referred to the Commission by officers of other law enforcement agencies.
• The numbers of matters prosecuted.

Corporate Objective 3

Ensure that investigations are carried out utilising the most advanced technological facilities.

• Ensure that the Commission is aware of the most advanced technology.
• Deploy technology to optimise the effectiveness of other resources.
• Make available appropriate training for staff working in technical surveillance and computer-based crime.
• Identify new ways of conducting electronic surveillance.
• Identify and investigate new forms of computer-based crime and otherserious crimes utilising electronic technology.
• Acquire appropriate hardware, software and skills to achieve these objectives.
• Address issues relating to law reform in e-crime.

• The extent to which the Commission is informed of new technology.
• The amount of advanced technology deployed.
• The extent to which the Commission is aware of new forms of computer-based crimes.
• The skill levels achieved by Commission staff.
• The amount of hardware and software acquired and utilised in this area.
• The effectiveness of liaison with public and private sector agencies working in this area.
• The incidence of crime detected and persons apprehended for crimes in this area.
• The extent of law reform occurring as a result of Commission initiatives.

Corporate Objective 4

To administer the New South Wales Crime Commission Act and the Criminal Assets Recovery Act effectively, while managing the organisation responsibly and equitably, and use public resources for maximum public benefit.

• Ensure the principles of responsible leadership and management are practised.
• Ensure that all decisions can be scrutinised and that senior managers are accountable.
• Ensure that all activities are recorded in accordance with the law and best practice.
• Ensure that staff and stakeholders are treated with respect, and in an equitable way.
• Ensure that complaints are rigorously investigated and that complainants are treated with courtesy and respect.
• Ensure that public funds are spent responsibly to achieve maximum benefit.
• Ensure that the amount of funding spent on support services is minimised compared with that spent on the core operational work of the Commission.
• Administer the Commission's records management program effectively by ensuring that the Commission's business requirements are developed in accordance with the State Records Act 1998 and AS4390 Standards on Records Management.

• The extent to which the reputation of the Commission in the general community and in the law enforcement community reflects the above values.
• The number of high-calibre applicants for positions at the Commission.
• The level of staff morale and commitment.
• The numbers of complaints of inequitable management and harassment.
• The extent to which the NSW Audit Office is satisfied with the Commission's management practices including management of its finances and records.
• The ratio of spending on support services compared with spending on core functions, benchmarked against other law enforcement agencies.
• The numbers of complaints who express dissatisfaction about the Commission's handling of their matter.
• The extent to which the records management program is utilised across all units within the Commission.
• The overall cost of the Commission.