Stakeholder analysis for the Criminal Intelligence Bureau

¶ … Stakeholder Map and Stakeholder Analysis

My organization

I am the commander of the Criminal Intelligence Bureau and it comprises of six distinct units. They include the Intelligence Analysis Unit, the Criminal Intelligence Unit, the Electronic Unit, the Adult Use Unit, the Gang Suppression Unit, and the Adult Use Unit. The Criminal Intelligence Bureau primary function is to support law enforcement through strategic and tactical intelligence. The bureau is responsible for collecting and analyzing data of any faction that is criminal in nature. It disseminates this data to appropriate enforcement units (Todd & Jonathan, 2008). The bureau also helps protect dignitaries visiting the country by providing investigative services to the executive branch. The Criminal Intelligence Bureau was established to offer law enforcement entities across the Commonwealth with the purpose of meeting their information needs. The Bureau provides municipal, state, and federal officers with access to intelligence data and investigative data through collecting and analyzing complex intelligence information.

Key stakeholders

We are an independent organization within the portfolio of the Attorney General. As the commander of the Criminal Intelligence Bureau, I report directly to the Justice Ministry. Collaboration with various entities minimizes threats and the impact of critical organized crime. We closely collaborate with all law enforcement related government agencies and the media towards this approach. The organization has high regards for its stakeholders and is committed to enhancing the partnerships with the broader government, the private sector and law enforcement agencies to combat serious and organized crime (Levinson, 2012).

Figure 1: Stakeholders

We also work closely with an increasing range of stakeholders including government entities such as the Institute of Criminology, Crime TRAC, and Department of Immigration and Analysis Center. Our collaboration with the private sector is growing because we must work with industry- based stakeholders like retail and banking sectors.

Identify the stakeholder's interests and concerns

Our stakeholders are interested in two things:

I. To promote intelligence sharing related to prosecution approaches emphasizing fast response and integration of investigations

II. To identify emerging risks and priorities and increase intelligence based investigation projects

Claims that stakeholders are likely to make on the organization

Stakeholders will always make claims for an organization. In this case, while some want to influence this organization, others are concerned with how they are affected by this organization. Therefore, the latter would be a focus on either increasing or decreasing activities of the organization to favor them. Organizations such as trade unions, employees, suppliers, and customers form the direct stakeholder category. They may claim direct claims such as salary increase. Local communities might demand improved social amenities and employment opportunities. On the other hand, the business community may claim a high level of security assurance to guarantee a safer business environment (Fijnaut, 2011).

The organizational strategy

The Criminal Intelligence Bureau has a strategic plan founded on four pillars. The criminal intelligence personnel form the first pillar. From this pillar, the Criminal Intelligence Bureau intends to heighten the national criminal intelligence through devoting resources to cultivate intelligence expertise and equipment to pull talent in the intelligence industry through the Criminal Intelligence Bureau hiring policies (Fijnaut, 2011).

Secondly, the Criminal Intelligence Bureau aims at providing support to intelligence personnel via directions given by the leadership of the organization. The organization achieves this through availing all necessary technological tools to the intelligence personnel based on principles. The bureau facilitates the analysis of intelligence information by training personnel in the best practice and methodologies of analyzing intelligence. In addition, the second pillar entails the dissemination of processed intelligence data to the concerned agencies and evaluation of the benefit of criminal intelligence (Todd & Jonathan, 2008). This is achieved through assessing feedback and determining the satisfaction level of member agencies by a performance measurement tool known as the balanced scorecard.

The third strategy is the criminal intelligence technologies. This refers to the maintenance of the Criminal Intelligence Bureau data mining and system technology. It also involves updated to new and innovative technologies. The final strategy is the criminal intelligence communication planning consisting of coordination of information flow within member agencies and non-member partners. This is achieved through instilling strategic analyzing based on a national level in the criminal intelligence workforce (Fijnaut, 2011).

The organizational policy

The Criminal Intelligence Bureau is guided by three major policies:

I. Integrity -- to work and live in accordance with the highest level of ethical standards, being truthful in behavior and character

II. Respect -- to accord fair treatment to people while protecting their rights; Unbiased, objective and high regard for the beliefs, property, values and rights of other people.

III. Citizen services -- to make sure all citizens receives, timely, dedicated and conscious services.

Recommendations

For a safer and stronger nation, Criminal Intelligence Bureau demands the most effective policy and effective law enforcement across member agencies. To initiate an effective strategy towards the suppression and prevention of criminal activities, and unprecedented level of collaboration among member agencies is fundamental. The Criminal Intelligence Bureau must incorporate all law enforcement agencies. With this organization, the best strategy would be to engage the private sector such as those producing identification documents and systems, as well as various commercial entities using these documents and systems (Levinson, 2012).

Looking at the public sector, besides the law enforcement, various agencies and departments maintaining intelligence infrastructures must use and verify intelligence. The Criminal Intelligence Bureau must incorporate stakeholders at the municipal, provincial, federal and international levels. To respond effectively to the changing technology and criminal behavior, the organization must engage a flexible and open-ended strategy. Such a strategy will enable the organization to identify and highlight areas of crime hence detect, prevent and combat any criminal behavior (Todd & Jonathan, 2008). The Criminal Intelligence Bureau crime strategy must be workable in all government agencies and private sector across the country to initiate satisfactory economic, social, and collective accountability.