Stakeholder Map and Stakeholder Analysis

¶ … 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). Identify which stakeholders are most important to your organization All stakeholders have unique importance when it comes to matters pertaining to national intelligence. Policy makers and government officials are responsible for devising, passing and enforcing regulations and laws.

On the other hand, federal and state agencies often issue and revise regulations requirements. Sometimes, they can break how to regulate by vigorously enforcing their policies. The media play a crucial role of making public important issues, which must be known by the public. Policy makers are the intended primary consumers of intelligence information. Intelligence analysts and officers are important stakeholders and key partners in the production and dissemination of strategic intelligence (Tita, Troshynski & Graves, 2007).

A SWOT Analysis of the organization This involves the strengths, weaknesses, opportunities and threats facing the Criminal Intelligence Bureau. Strengths: officers working under this unit have a 'can do' culture and they never say 'no' when assigned tasks. Such ability to rise to the occasion even in times of crisis has demonstrated to be immense (Tita, Troshynski & Graves, 2007). Weaknesses: acute shortage of the workforce has adversely affected the organization.

Inadequate human resources, poor planning and lack of government financial support Opportunities: more powerful and cheaper technologies are easily available and can fruitfully be accessed by officers. This is coupled by the high unemployment rate and the current recession in the private industry. This means that jobs in the Criminal Intelligence Bureau will still be attractive. This leads to an increase in quality recruitment (Tita, Troshynski & Graves, 2007). Threats: terrorism has become a permanent and global disaster.

This has taken a huge chunk of quality human resource within the Criminal Intelligence Bureau. 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.