Annual Report - COMPLETE - Australian Crime Commission

In 2003–04 the ACC refused security clearances for three applicants for employment.
In mid-2004, a Security Risk Assessment Plan for the ACC was developed. The plan
prescribes, along risk management lines, the security work program for the ACC
from July 2004 to July 2007.
The ACC maintained an operational security and counter-intelligence focus throughout
2003–04. Operational security and counter-intelligence is now being incorporated
into ACC operational policy. The introduction of new technologies into the ACC for
both intelligence and operations has seen a growth in security risk assessments
being undertaken.
ACC Continuous Development Project
ACC Continuous Development Project (formerly the ACC Integration and Development
Project) began in April 2004.
The integration of three different organisations across six offices, with additional
seconded staff from national and state law enforcement bodies, was an enormous
challenge for the ACC in 2003–04. Added to this complex amalgamation was a fusion
of different systems and infrastructures.
The objective of the integration and development project was to carry out critical work
required to establish the new organisation, its policies and procedures.
The Integration and Development Project Steering Committee met on 14 January 2004
to discuss the substantial completion of the integration elements within the IDP. It was
decided that a formal development process would remain as a permanent feature
to manage change and improvement within the ACC. The Continuous Development
Project (CDP) is managed by the Senior Executive Team. The CDP provided effective
oversight of integration activities.
Human Resource Management
The ACC is committed to best practice human resources principles and procedures
and seeks to be an organisation recognised nationally as an employer of choice.
The ACC’s human resources strategy aims to maximise the performance and
development of all staff and secondees at the ACC. It provides a framework to
integrate and build on programs and processes and recognises the important role
that people play in achieving the ACC’s vision and corporate objectives.
In 2003–04, this strategy was progressed by the Human Resources team through
workforce planning, staff consultation, workplace agreements, performance
management, learning and development, awards and honours and a range of other
resource initiatives.
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THE ACC’S INTERNAL CAPACITY