Larry Motiuk Powerpoint - The Reintegration Puzzle

Situating Assessment
and Intervention in a
Community Reintegration
Framework
“The Reintegration Puzzle Conference”
Singapore - August 1, 2014
Larry Motiuk, PhD
A/Assistant Commissioner, Policy
Correctional Service Canada
You Get What You Pay For!
¢
$
In seafood…
…and in corrections!
2
What We Know Now
Experience and research on offender assessment and
rehabilitation has taught us:
• when we match interventions to the risk and needs of
offenders, the results are better
• well-designed and structured rehabilitation programs
that are cognitive behaviour-based are effective
• establishing clear expectations for prisoners and
follow-up in the community works best
3
From There to Here
4
Correctional Service Canada
Coast to Coast to Coast
PACIFIC
REGION
8
14
QUEBEC
REGION
PRAIRIE
REGION
1
12
20
10
2
17
ATLANTIC REGION
6
5
ONTARIO
REGION
8
22
19
4
RHQ - Moncton
3
RHQ - Abbotsford
RHQ - Laval
RHQ - Saskatoon
RHQ - Kingston
NHQ - OTTAWA
“Changing Lives, Protecting Canadians”
5
Correctional Service Canada
MISSION
The Correctional Service of Canada, as part of the criminal justice
system and respecting the rule of law, contributes to public safety by
actively encouraging and assisting offenders to become law-abiding
citizens, while exercising reasonable, safe, secure and humane control.
VA L U E S
Respect
Fairness
Accountability
Inclusiveness
Professionalism
6
6 Corporate Priorities
Corporate Priority
Description
Safe transition to and management of
eligible offenders in the community
CSC continues to focus its efforts on minimizing violent re-offending. In both institutions and
communities, offenders are offered interventions in accordance with their correctional plans,
developed to address their criminal behaviour and assessed needs, in order to help them
become and remain law-abiding citizens.
Safety and security of staff and
offenders in our institutions and in the
community
CSC continues its efforts to prevent violent and assaultive behaviour. Safety and security in
institutions and the community encompass all activities related to the supervision and
management of offenders, as well as practices that ensure the safety and security of staff
and the public.
Enhanced capacities to provide
effective interventions for First
Nations, Métis and Inuit offenders
CSC continues to focus its efforts of narrowing the gap in correctional results between First
Nations, Métis and Inuit offenders, and non-Aboriginal offenders. CSC will further enhance
its capacities to provide effective and culturally appropriate interventions.
Improved capacities to address
mental health needs of offenders
CSC continues to focus on improving correctional results for offenders with mental health
needs. A number of mental health care services are in place that will improve correctional
results as well as CSC’s capacity to address the mental health needs of federal offenders.
Efficient and effective management
practices that reflect values-based
leadership
CSC continues to emphasize the importance of values-based leadership that leads to
improved operational effectiveness and efficiency, better risk assessment and management,
and greater flexibility in the organization’s ability to deliver operational, administrative and
financial results. During this time of change, our values offer a guiding direction.
Productive relationships with
increasingly diverse partners,
stakeholders, and others involved in
public safety
CSC recognizes the important role that diverse partners play in helping the organization
achieve positive correctional results. CSC will continue to focus on strengthening existing
partnerships and relationships, and developing new ones.
7
Transformation Agenda - 5 Key Themes
Strengthening
Community
Corrections
Modernizing
Physical
Infrastructure
Enhancing
Correctional
Programs and
Employment Skills
of Offenders
Enhancing
Offender
Accountability
Eliminating
drugs from
institutions
8
Program Alignment Architecture:
Organizing the work
9
Reporting on our Job
10
Community Reintegration – The Strategy
Five Principles:
• Community reintegration begins at intake to prison;
• Community reintegration requires dynamic assessment and
intervention;
• Community reintegration is achieved through collaboration;
• Community reintegration is measured by public safety results; and
• Community reintegration is enhanced through engagement and
communication.
11
Correctional Continuum:
Milestone Activities for Parole Officers
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
12
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
COMMUNITY REINTEGRATION
OPERATIONS
 Preliminary Assessment
 PSCA (Post Sentence
Community Assessment)
 CRS (Custody Rating Scale)
13
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
COMMUNITY REINTEGRATION
OPERATIONS
 Community Strategy requests
/ CAT (if applicable)
 Community Assessments
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
INSTITUTION REINTEGRATION OPERATIONS
 Immediate Needs Assessment (Security, Health)
 Static Factors Assessment (Criminal History Record- Youth & Adult,
Offence Severity Record)
 SIR (Statistical Information on Recidivism scale)
 Dynamic Factors and Identification Analysis (7 need domains)
 Supplementary Assessments (Literacy, Vocational, Psychological, etc)
 Engagement (Accountability & Motivation)
 CRS (Custody Rating Scale) / Penitentiary Placement
 Reintegration Potential (CRS + SIR + DFIA)
 Correctional Plan / Criminal Profile
14
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
COMMUNITY REINTEGRATION
OPERATIONS
 Community Strategy requests
/ CAT (if applicable)
 Community Assessments
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
INSTITUTION REINTEGRATION OPERATIONS
 Admission casework record
 Program referrals
 Enrollment in education, employment, reintegration
programs
 Correctional Plan update
 Security Reclassification
 ETA Assessment for Decision (if applicable)
 Information Sharing
 Parole Hearing (if applicable)
15
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
COMMUNITY REINTEGRATION OPERATIONS
 Initial interview and CWR (checklist)
 Staff safety assessment (tandem)
 Supervision (Frequency of contact)
/collateral contacts
 Case conferences
 Casework Records
 Urinalysis 90 days (possible)
 A4D/Community Strategy parole
eligibility
 Information sharing
 Boards and Hearings
 Community Assessments
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
INSTITUTION REINTEGRATION OPERATIONS
 Security Level review / transfer (possible)
 Enrollment in programs, education and
employment
 Correctional Plan Update / Community Strategy
 Assessment for Decision (Day Parole if
applicable)
 Information Sharing
 Parole Hearing (if applicable)
 Pre release Casework Record
16
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
COMMUNITY REINTEGRATION OPERATIONS
 Initial interview and CWR
(checklist)
 Staff safety assessment
(tandem)
 Urinalysis 90 days (possible)
 Supervision (Frequency of
contact) /
 collateral contacts
 Casework Records
 Case conferences
 Correctional Plan update
 Information sharing
 CAT/Community Strategy
 Enrollment in programs/referral
to Community
 Employment Coordinator, CPO,
Community Volunteers
 Day Parole Continued A4D and
sharing of info
 Recommendations FP A4D
 Recommendations for special
conditions on SR (possible)
 If breach – A4D post-suspension
or release maintained CPU
 Community Assessments
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
INSTITUTION REINTEGRATION OPERATIONS
 Offender Security Level review / transfer (possible)
 Enrollment in reintegration programs, education
and employment
 Correctional Plan Update / Community Strategy
 Assessment for Decision (Full Parole if applicable)
 Information Sharing
 Parole Hearing
 Pre release casework
17
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
COMMUNITY REINTEGRATION OPERATIONS













Initial interview and CWR (checklist)
Staff safety assessment (tandem)
Urinalysis 90 days (possible)
Supervision (Frequency of contact) /collateral contacts
Casework Records
Case conferences
Correctional Plan update
Information sharing
Possible hearing
Enrollment in programs/referral to Community
Employment Coordinator, CPO, Community Volunteers
If breach – A4D post-suspension or release maintained CP
Community Assessments
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
INSTITUTION REINTEGRATION OPERATIONS
 Security Level review / transfer (possible)
 Enrollment in reintegration programs, education
and employment
 Correctional Plan Update / Community Strategy
 Assessment for Decision (Day Parole if applicable)
 Information Sharing
 Parole Hearing (if applicable)
 Pre release Casework Record
18
Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
)
*IF SUSPENDED
Post suspension interview and A4D; Information Sharing; Paper decision
1. Revoked: prior to new SR date a Community Strategy, A4D and Information Sharing are completed. Upon release, an
initial interview and staff safety assessment is done and supervision begins; 2. Cancellation: return to community; 3.
Release Maintained: Correctional Plan Update indicating alternatives to suspension and risk management strategies.
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
COMMUNITY REINTEGRATION OPERATIONS












Correctional Plan Update
Initial interview and CWR (checklist)
Staff safety assessment (tandem)
Urinalysis 90 days (possible)
Supervision (Frequency of contact) /collateral contacts
Casework Records
Information sharing
If breach – A4D post-suspension or release maintained CP
Enrollment in programs/referral to Community
Employment Coordinator, CPO, Community Volunteers
Preparation WED package for some (possible)
Community Assessments
STATUTORY RELEASE
WARRANT EXPIRY DATE
FULL PAROLE
Long Term Supervision Order
INSTITUTION REINTEGRATION OPERATIONS
 OSL review / Transfer (possible)
 Enrollment in reintegration programs, education
and employment
 Annual detention review
 Information sharing
 Parole Hearing
 Warrant Expiry package
 Information Sharing
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Correctional Continuum:
Milestone Activities for Parole Officers (cont’d)
START OF SENTENCE
PROVINCIAL REMAND
PLACEMENT
INSTITUTION
OFFENDER INTAKE
ASSESSMENT
DAY PAROLE
UNSUPERVISED
TEMPORARY ABSENCE
WORK RELEASE
STATUTORY RELEASE
FULL PAROLE
WARRANT EXPIRY DATE
Long Term Supervision Order
COMMUNITY REINTEGRATION OPERATIONS











Staff safety assessment
Urinalysis 90 days (possible)
Supervision (Frequency of contact) /collateral contacts
Casework Records
Case conferences
If residency case – every 180 days review of case –
A4D to PBC, information sharing.
If breach of conditions – laying of information,
post suspension interview, A4D, sharing of information
Correctional Plan Update
Community Assessments
20
Policy and Practice Guidelines
Legislative Authorities:
•
•
Corrections and Conditional Release Act;
Corrections and Conditional Release Regulations
Commissioner’s Directives - Policy:
CD 705 Intake Assessment Process and Correctional Plan Framework
•
•
•
•
•
•
•
CD 705-1
CD 705-2
CD 705-3
CD 705-4
CD 705-5
CD 705-6
CD 705-7
Preliminary Assessments and Post-sentence Community Assessments
Information Collection
Immediate Needs identification and Admission Interview
Orientation
Supplementary Intake Assessments
Correctional Planning and Criminal Profile
Security Classification and Penitentiary Placement
CD 710 Institutional Supervision Framework
•
•
CD 710-1 Progress against the Correctional Plan
CD 710-6 Review of Inmate Security Classification (2012-06-13)
CD 715 Community Supervision Framework
•
CD 715-1 Community Supervision
www.csc-scc.gc.ca click on resources
21
Reintegration Levers & Reintegration Potental
FORUM on Corrections Research Vol.13 No. 1, 2001
1.
2.
3.
4.
5.
6.
Classifying initial security level
Profiling reintegration potential
Developing correctional plans
Improving program motivation
Increasing program participation
Ensuring program completion
10. Reclassifying security level
11. Increasing successful temporary absence
12. Enhancing case preparation activities
16. Moderating technical revocations
22
Performance Direct
23
Performance Direct - Modules
24
Performance Direct - Modules
25
Performance Direct - Modules
26
Correctional Interventions
Correctional
Interventions
SUB PROGRAMS
 Offender Case Management
 Community Engagement
 Spiritual Services
 Correctional Reintegration
Programs
 Offender Education
 CORCAN Employment and
Employability
27
Correctional Reintegration Programs
CSC will continue to contribute to public safety through the delivery of
correctional programs to reduce re-offending and facilitate the safe and
timely reintegration of offenders into the community.
Correctional programs are evidence-based interventions ground in
social psychological research on “what works”. Operating from a
cognitive-behavioural approach, correctional programs contribute to
reduced reoffending by targeting factors that are known to be directly
related to criminal behaviour.
Correctional programs contribute to public safety results by making
offenders accountable for their behaviour, changing pro-criminal
attitudes and beliefs, and teaching skills that can be used to monitor
and manage problematic behaviour.
28
How we know reintegration programs work!
• Evaluations of our Correctional Programs have shown
that they are effective in reducing re-offending:
Substance Abuse
Violence
(NSAP-H)
(VPP)
Any
Readmission
↓ 15%
↓ 29%
New Offence
↓ 45%
↓ 41%
New Violent
Offence
↓ 63%
↓ 52%
So, why change?
• Because things have changed…
• Because we can do better…
29
Integrated Correctional Program Model (ICPM)
The Integrated Correctional Program Model (ICPM) is designed to address all the
identified criminogenic needs of offenders who meet the criteria for a correctional
program in a single moderate or high intensity intervention
•
It helps offenders to understand the risk factors that are linked to their criminal
behaviour and teaches them skills that will help reduce their risky and harmful
behaviours
•
It assists offenders in changing certain attitudes and beliefs and in managing
themselves, setting goals, solving problems, and developing interpersonal,
communication and coping skills
ICPM has three intervention streams: a multi-target program, a sex offender program,
and an Aboriginal multi-target program, all of which include a maintenance component
The entire intervention includes a primer, a program component, and institutional and
community maintenance
ICPM respects three main principles that are associated with increased intervention
effectiveness and a reduction in recidivism
• the risk principle (who should be treated)
• the need principle (what should be treated, i.e. criminogenic needs)
• the responsivity principle (how offenders should be treated)
30
Integrated Correctional Program Model (ICPM)
INTAKE ELIGIBILITY
PREP
Community
INTAKE
PRIMER
Community
Program
HIGH (100)
Motivation Based Intervention
MODERATE (50)
IMP
CMP
IMP
31
Integrated Correctional Program Model (ICPM):
Primer
•
Primers are preparatory programs with the goals of:
•
•
•
assisting offenders to identify the factors that lead to involvement in criminal
activity
motivating offenders to see the benefits of participating in a correctional
program
teaching them basic self-management skills to cope with the institutional high
risk situations they will face while awaiting the correctional program (e.g.,
managing cravings, conflict, etc.).
•
Participation in a primer is a prerequisite for participation in other
integrated correctional programs
•
The primer is a critical addition to CSC’s intervention strategy - it
capitalizes on research findings that indicate the highest motivation to
change is right at the beginning of an offender’s sentence
32
Integrated Correctional Program Model (ICPM):
3 Streams
1. ICPM Multi-Target Program, offered at both the high and moderate
intensity levels, includes all skills that have been proven effective in
reducing risky and/or harmful behaviour, and in changing anti-social
attitudes, beliefs, and associates, such as:
• Problem-solving skills;
• Social / communication / interpersonal skills;
• Needs identification and goal-setting skills;
• Arousal-reducing strategies / emotions management skills; and,
• Self-management skills.
2. ICPM Sex Offender Program has been expanded to better match the
individualized risks and needs of the men offender population
• Program focuses on addressing those risk factors particular to
sexual offenders
• Participants also assisted to identify other targets requiring
intervention (e.g., violence and substance abuse), and shown how to
use their skills to manage these risk factors.
33
Integrated Correctional Program Model (ICPM)
3 Streams
Overall, Aboriginal offenders are higher risk and have multiple needs, particularly in
the areas of violence and substance abuse
3. ICPM Aboriginal Multi-Target Program is designed for Aboriginal
offenders who are either actively participating in their cultural traditions or
want to gain knowledge about Aboriginal cultural traditions and teachings
while participating in a holistically-based Aboriginal correctional program
•
Includes traditional and cultural Aboriginal teachings, ceremonies
•
Designed to teach effective skills and strategies for risk management in a
culturally-appropriate context
•
Developed in collaboration with Elders
• Elder teachings help to support and expand the program’s learning points during
identified program sessions and cultural activities
• Elders also fulfill a counselling role when dealing with participants who experience
strong emotions during sessions that touch on sensitive issues associated with
intergenerational impacts and Aboriginal social history
34
Integrated Correctional Program Model (ICPM)
Early Results
•
ICPM is more efficient than the traditional cadre of correctional programs with respect
to time between admission to first program and time required to complete all
correctional programs to meet offenders’ needs
•
Following program completion, offenders participating in ICPM showed significant
improvements in skills, motivation and attitude, with results comparable to the
traditional cadre of correctional programs
•
Offenders participating in ICPM were significantly less likely to have incurred an
institutional charge, and incurred fewer charges, compared to offenders participating
in the traditional cadre of programs
•
Compared to the traditional cadre of correctional programs, a significantly greater
proportion of discretionary releases were granted to offenders who participated in
ICPM
•
Following a released offender for a period of one year revealed that offenders who
participated in ICPM had a lower rate of return to custody
•
Participants of ICPM were less likely to return to custody for a new offence compared
to offenders who participated in the traditional cadre of programs
•
Offenders enrolled in ICPM had a higher survival rate under community supervision at
the two-year mark compared to those who participated in the traditional cadre of
programs
35
Structured Assessment and Intervention (SAIF)
Despite the success of CSC’s current case management
framework in reducing recidivism, in recent years CSC has
been faced with the following challenges:
• Ongoing financial and human resources pressures
• Redundant administrative requirements
• Inconsistent application and interpretation of tools
• Changes in the offender profile
• Changes in sentence length
• An evolving relationship with criminal justice partners
36
Structured Assessment and Intervention (SAIF)
The Correctional Service of Canada (CSC) is transforming the way
it handles case management assessment and intervention.
This case management transformation will take place through the
introduction of the Structured Assessment and Intervention
Framework (SAIF).
SAIF is a more efficient and effective way to complete correctional
planning, and improves the way we assess and provide
interventions for offenders.
SAIF will streamline current case management business
processes, enhance current information systems such as OMS,
and will allow CSC to measure its results in this area.
37
Structured Assessment and Intervention (SAIF)
SAIF will include enhancements in each of the following areas:
Tools
Competencies
Quality Assurance
Training
Reporting
38
Structured Assessment and Intervention (SAIF):
Tools
Sentence Calculator
Online Platform
Structured Intervention
Structured Case Assignment
Special Conditions
39
Structured Assessment and Intervention (SAIF):
Tools
The tools component of SAIF involves leveraging technology to:
•
Create structured tools for Parole Officers and their supervisors to maximize
efficiency and ensure that efforts are geared towards activities that are proven to
produce public safety results;
•
Provide an interactive, online forum that fosters greater teamwork, learning, and
sharing of innovative ideas amongst case management staff;
•
Automate a greater number of case management functions to increase
consistency, remove variability and reduce the margin of error, thereby ensuring
that offenders receive the same level of service, regardless of physical location;
and
•
Provide information to staff that reinforces training content and provides reference
and resource materials
40
Structured Assessment and Intervention (SAIF):
Competencies & Training
Plan:
• Build on existing core competencies in line with current
literature
• Introduce professional competency levels
• Link competency with performance
• Link competency to incremental training
• Career management is both cumulative and developmental
• Professionalize through certification process
41
Structured Assessment and Intervention (SAIF):
Competencies & Training
Identify and support critical case management skills and professional
competencies
• Analysis
• Assessment
• Risk management
• Supervision
• Communication
Each competency area is comprised of specific skill and knowledge elements
that are required to work as an effective case management professional.
Many of these elements have been identified by existing research and
training.
SAIF will continue to build on these to further enhance training, and work
towards a certification model for CSC case management professionals.
42
Structured Assessment and Intervention (SAIF):
Competencies & Training
The training component of SAIF involves enhancing the
accessibility, relevance, and structure of training within the realm
of case management. This includes:
• Enhancing Parole Officer Induction Training (POIT), Parole Officer
Continuous Development (POCD) and Supervisory training based on
core case management skills; and
• Refining the training model to allow for a systematic training
approach which includes the flexibility to respond to staff with varying
levels of expertise.
43
Structured Assessment and Intervention (SAIF):
Quality Assurance
The quality assurance component of SAIF involves a detailed
review of the case management process to identify and limit
potential sources of error.
The review breaks down the case management process into
various segments and then analyzes each component to determine
the necessity of all steps and documentation, to determine if there
are any redundancies in the process, and to minimize any potential
variances.
The end results of this detailed review are intended to:
• Present findings and associated recommendations which will
modernize the case management process; and
• Provide a framework for automated reports which will assist with
improving quality control.
• The current area of focus is the intake component of the case
management process.
44
Structured Assessment and Intervention (SAIF):
Reporting
Reporting under SAIF reviews the collection of information and
develops indicators that are critical to measuring case management
performance within CSC so as to better support performance
reporting, corporate reporting, evaluations, research, and the
automation of a greater number of case management functions.
Improving the quality and accessibility of data is expected to bring
about the following benefits:
• Reduction in time spent entering redundant information;
• Reduction in the potential for data entry error;
• CSC will be better positioned to measure and demonstrate the
relative contributions of Parole Officers to public safety; and
• CSC can more easily justify the expenditure of case
management funds and/or request new funds to support case
management.
45
Structured Assessment and Intervention (SAIF):
Reporting
 Real Time reflection of
dynamic changes
 Easy to understand
 Everything is quantified
and tied to policy
 Auto-calculation as
offender progresses
through sentence
46
Structured Assessment and Intervention (SAIF):
Communication
Communications will:
•
Engage internal and external stakeholders in the
development and implementation of SAIF, including NHQ
SAIF developers, senior management, front-line staff, frontline supervisors, and partners
•
Keep all levels of the organization informed about SAIF
Several information platforms are being used to host a suite of
tools that provide Parole Officers and other case management
staff with the right information when they need it. The current
structure represents a three-part scheme:
1. InfoNet - What you need to know
2. GCPedia - What you want to know
3. GCconnex - Discussion and collaboration
47
Structured Assessment and Intervention (SAIF)
SAIF is modernizing Case Management within CSC with the
ultimate goal of contributing to public safety
•
Staff will have access to a greater variety of development tools and
resources
•
Staff will have access to accredited training, formal certification and
professional recognition
•
A reduction in administrative requirements permits Parole Officers
to spend more time intervening with offenders and actively
managing risk
•
Reduction in error and increased confidence associated with case
management decision-making
•
Enhanced ability to measure the relative contribution of Parole
Officers’ interventions to correctional results in order to secure
future funding and resources
48
Summary
We do not – and cannot – do it alone:
•
•
We rely on partners and stakeholders to maintain the highest
standards related to corrections
Some of our partners are:
•
•
•
•
•
•
Citizen Advisory Committees
Volunteers
Community partners
Public Safety partners (Government of Canada, Correctional
Investigator, Parole Board of Canada, Royal Canadian Mounted
Police, Canadian Security Intelligence Service, and Ministry of
Justice)
Provinces and Territories
Bargaining agents
49
Conclusion
Effective and efficient correctional service has always been
about people, not just numbers.
State-of-the-art assessment tools like
•
•
•
•
•
prediction tables
risk and needs assessment protocols
intervention programs
up-to-date procedures
practice guidelines
are necessary.
However…
Unless an organization’s people, at all levels, are committed
to and supportive of new initiatives, organizations will be
limited in their ability to move forward into the future.
50

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