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NSW Department of Corrective Services I

Review of I

Servi Pr,

INFORMATION & LIBRARY SERVICES NSW DEPARTMEIIITOFOORRECTIVE SERVICES

February 2001

365 .660 9944 NP,W 18

~YV Department of Corrective Service REVIEW OF INMATE SERVICES AND PROGRAMS

Executive Summary

The review of Inmate Services and Programs in the NSW Department of Corrective Services was initiated by the Board of Management, through the Assistant Commissioner, Inmate Management in August 2000.

The review was a strategy to ensure the final stage of the restructure of the Inmate Management Division. The aim of the review (see Terms of Reference) was to examine the current supervisory and service delivery structures for Inmate Services and Programs. The Review Committee was asked to recommend changes that could produce improved efficiencies -and equity of access for inmates to programs and services and for staff to professionaVclinical supervision.

The Review Committee, approved by the Department's Executive, was comprised ofintemal and external representation (see Committee Membership). Its methodology (see appendix 1) included providing an extensive information package to Committee members; didactic presentations from Branch Heads, various staff presentations, submissions, site visits, consultations and inmate data analysis.

The Committee agreed that Inmate Services and Programs should have two broad outcomes, one to reduce re-offending and· associated harm and the other to provide basic services to . which inmates are entitled as part of the Department's duty of care to offenders.

The Committee throughout the review noted many initiatives, instances of staff talent;­dedication and commitment, and inmate satisfaction with aspects of current service provision.

The Committee identified a range of issues that presented obstacles to integrated and efficient service delivery and equity in terms of professional supervision (necessary for the monitoring and maintenance of ethics and standards of Inmate Services and Programs).

The Review Committee noted a number of broad barriers to or gaps in service provision that mitigated against the provision of an integrated service delivery. The barriers lay in the contradictory structures of centralised Head Office Branch Head positions and a regionally based service delivery structure. The significant gaps included an absence of pathways· linking inmates as they moved within Centres or across them. Poor support was provided for the development of Inmate Services and Program Plans within centres. Discrepancies were noted in the delivery of supervision with some staff missing out and some supervision models dividing rather than integrating the staff of a Correctional Centre. The major recommendations of the Review Committee addressed these concerns.

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NSW of Corrective Service REVIEW OF INMATE SERVICES AND

Organisational Structure The major structural difficulties identified were the lack of an organisational structure that established functional units at the Head Office level and the lack of Regional positions to link this functional head office structure to frontline positions. Such Head Office functional Units included Program Development and Program Research and Evaluation. The Regional positions included regional supervisory positions and Regional Coordinators to work with Program Managers. This linking is necessary for accountability, outcome measurement and evaluation. The implementation of programming in the Correctional Centres was found to be discontinuous.

Programming - Philosophy, Development and Guidelines --.- -- - In contrast to the functional organisational structure needed for a regional management based

structure, the Review Committee noted a multiplicity of professional discipline driven initiatives which although well intentioned were unintegrated, often at odds with each other and that gave rise to duplication of services. Unofficial discipline based management from the head office level was often at odds with regional management structures.

A related finding was that services were largely driven by what professionals were able to provide rather than by what inmates needed. .

In discussion with the Inspector General, the Committee saw opportunities for increasing the standards and professionalism (and associated ethical standards) of Inmate Services and

. Pro gram staff through increased attention to quality assurance mechanisms. '. --"

The Review COinmittee 'heard a lively debate about the need for an Access and Equity Unit. for inmates, incorporating Policy Officers for Indigenous Services, Women's Services, Ethnic Affairs and disability. The majority of the Committee however, did not endorse the establishment of such an Equity Unit because two key planks of such a Unit - Women's Services and Indigenous Services were seen to be best located elsewhere.

Specialist Program Advisory Team Notwithstanding its view that a functional rather than a discipline structure was needed, the Committee endorsed the establishment of professional and specialist program advisory roles by restructuring existing Branch Head and Clinical Coordinators roles. It envisaged Professional Advisors and Specialist Program would also enjoy a special liaison relationship. with the Custodial Director Therapeutic Programs, meeting regularly with this position and the Director Inmate Services and Programs. This Team would also assist in the development of the benchmarks and standards relating to program outcome, supervision, staffing, staffing mix and caseloads were found to be absent in most services and programs. Professional Advisors (e.g. Psychology) would also support the work of the Program Development Unit.

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I!men! of Corrective Service REVIEW OF INMATE SERVICES AND PROGRAMS

1 llfch and Evaluation wnsultations with a range of correctional experts and academics it was also 1 was no provision to approve or to monitor adaptations to inmate programs. 11 was missing from the Department's Head Office work. Consequently a ;:rvice Audit Committee was recommended to oversee Inmate Management bn .and Parole Service program delivery. Standards would be developed by Ind linked to the program development and research outcomes. .

ifor program evaluation was also identified and the Committee saw this could }opriately in the head office structure. This included a framework to evaluate i and Programs outcomes and to distinguish different (but linked) levels of I .

illl1ediate, intermediate and distal outcomes). The establishment of a Program -Yaluation Unit headed by a conjoint DoctorallProfessorial appointment with ;Itive research steering committee was recommended.

'ent 1 lfurther no~ed the need for increased integration of the work of custodial and !Iff (through Case Management) in producing an effective service delivery ;nmended linkages such as conjoint training and Case Management teams :orrections Health Service) .

. agreed that the approved model of Throughcare (underpinned by the 'ase Management) provided the appropriate framework for Inmate Services The Committee endorsed the recently established Correctional Centre :)del as a broad base framework for standardised service and programs and 'further articulation and dissemination.

oted that in order to generalise the practice of Case Management, which will luit for Throughcare, targets for implementation needed to be included in 'all levels with effective linkages to the Probation and Parole Service.

Tenders

luction bserved the limited articulation of pathways for special groups of offenders, 10US inmates, the frail and/or aged and those with chronic self-harm risk.

;nent and Intervention Team (RAIT) concept was found to be a useful 'tributed significantly to the management and reduction of self-harm in the land and Reception Centre (MRRC). It was seen as worthy of extension. It

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was however found to be in need of tighter articulation and linkage to a pathway for offenders with self-harm risk.

The provision of mental health services (especially teamwork with Corrections Health Service) with associated diversion options and pathways was another area where less than efficient service delivery was noted.

Components of Programming

Women's Services The Committee considered the needs of women to be an entity to be addressed within their own programming model and pathway to ensure equitable and appropriate sequencing of services and programs for them as they are transferred within the correctional system.

-The Committee agreed that the Women's Advisory Network and the Mothers and Children's Committee serve very important functions though their respective roles require greater clarification. It was seen that a Senior Policy Officer for Women's issues based. within the Strategy and Policy Unit and acting as the Executive Officer for these Committees would foster the delivery of integrated services for women. Such a Policy Officer could also take carriage of the further development and implementation of the Women's Action Plan II. These functions would replace those .functions currently provided by the Women's Services Unit.

In addition the Committee also saw the need for a Women's Program Development Officer based in the Program Development Unit to ensure a smooth programming pathway. Such a . distribution of resources in addition to the initiative planned by the Department for a Commander of Women's Programs receive the consensus of the Committee and of external Women's stakeholders represented at the Review Committee.

Indigenous Services It was agreed that the Department needed to elevate the representation of Indigenous Services with an advisory position reporting to the Assistant Commissioner Inmate Management or higher. The Committee also felt that at least one Policy Officer from the Indigenous Services Unit needed to be integrated into the Strategy and Policy Unit. It also thought that it would be beneficial to have an especially designated Programming Officer appointed to the.Program Development Unit to develop programming content to ensure an effective programming pathway for Indigenous inmates. This position could also drive the Indigenous Offenders Action Plan. The Committee saw the value of retaining an Indigenous Service Resource Unit for staff and inmates, but not necessarily based at the Long Bay Correctional Complex.

Adult Education and Training/Corrective Services Industries The Committee considered that some services and programs needed to be integrated more tightly at the Inmate Management and Inmate Services and Programs levels. It thus

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Corrective Services BULLETIN

18 April, 2002

Inmate Services and Programs Review

The Inmate Services and Programs Review was released to the PSA on 18th March 2002. Copies of the review documents are enclosed. The review pro­poses major changes including:

• The abolition of Regional Senior Psychologist and Welfare Officer positions and the replacement of them with a Regional IS&P Co-ordinator positions and Regional Co-ordinator Professional Support positions (generalist positions).

• The creation of Program Counsellor and Support Officer (generalist positions) in correctional centres.

• The restructuring of many units within Head Office.

Meeting of Delegates

PSA delegates from the Non-Custodial Departmental Committee, the Welfare Officers Advisory Group, the AOD/HHPU Vocational Branch, the Corrective Services Psychologists Vocational Branch and Probation and Parole AdviSOry Group met on Thursday 4th April to discuss the review. These delegates have identified the following problems with the Board of Management's Response to the review:

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•

•

•

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There was not sufficient involvement of unions and staff in the review process.

A number of the assumptions underpinning the review are flawed.

The proposed restructuring and establishment of new classifications would de-profession­alise Inmate Services and Programs.

The proposed position of Regional Co-ordlna­tor Professional Support does not address the needs of different disciplines of IS&P staff in relation to professional supervision.

The establishment of Program Counselling and Support Officers is unnecessary and unjustified.

Negotiating Team

The delegates nominated a Negotiation Team to nego­tiate with management concerning the IS&P review. The delegates on the Negotiation Team are:

Greg Turner Programs Manager John Morony CC

Reg Murray AODWorker John Morony CC

David Rowe AOD Worker, MRRC

Tracy Lloyd Welfare Officer Parramatta CC

Barbara Hall Senior Welfare Officer North West Region

Wendy Heslop Psychologist MulawaCC

Sam Steen P &P Officer Grafton

Kathy Dwyer Administration Manager, Longbay CC

The first meeting of the negotiation team with Senior Management of the Department Is on 17th April 2002.

Members will be updated on the progress of negotia­tions through a series of bulletins similar to this one.

Meetings of Members

PSA Industrial Officer Andrew Wilson will also be hold­ing members meetings in all areas of the Department affected by the IS&P Review. If you want Andrew to attend a meeting in your workplace, contact him on (02) 9220 0948 or HYPERLINK "mailto:awilson@psa.asn.au· aWilson@psa.asn.au

Please note that the PSA will not be agreeing to any management proposal without conducting a postal bal­lot of all affected members.

Please refer any enquiries to Andrew on the number above or to your workplace delegate.

Authorised by Maurie O'SUllivan, General Secretary, Public Service Association of NSW, 160 Clarence Stree~ SYDNEY 2000

NSW of Corrective Service REVIEW OF INMATE SERVICES AND PROGRAMS

recommended that consideration be given to renaming Adult Education and Vocational Training Institute and that it merge with Corrective Services Industries to help forge a more robust vocational pathway for inmates. The Committee recommended that the program development aspect of Adult Education and Vocational Training Institute become part of the Program Development Unit. It was thought that employment "down time" could also be more effectively utilised for the provision of other Inmate Services and Programs. It was envisaged that the merger between the Adult Education and Vocational Training Institute (AEVTI) and Corrective Services Industries (CSn would foster the development of a pathway with AEVTI providing vocational appraisals and assessments along the vocational pathways.

Ethnic Affairs The Ethnic Affairs Taskforce was seen to p-rovide an important external consultative mechanism for the Department. However the Committee felt that. it needed to be renamed "as a consultative committee with direct links to the Program Development Unit and Probation and Parole Service. A Policy Officer responsible for the Ethnic Affairs Priorities Statement and providing the function of Executive Officer to this committee was seen to be best placed in the Strategy and Policy Unit where it could gain from its infrastructure.

Chaplaincy/Spiritual Advisors

The Chaplaincy Service, with an appropriate Memorandum of Understanding defining its role within the organisation, was seen by the Committee to fit well within an Inmate Counselling and Support Unit. Non-Christian Spiritual Advisors did not have the advantage of a Memorandum of Understanding. The Committee supported the development of these Memoranda.

Iudividual Disciplines On reviewing service delivery, the Review Committee discovered much role diffusion. Discipline specific staff were unable to work in a way that maximised their specialist skills. Whilst noting the absolute importance of Psychological Services and Alcohol and Other Drug Services in a correctional organisation, the Committee felt the need for more specialist roles for a smaller number of these positions. It also saw the need for the creation of new positions which encompassed a specialist range of skills that would facilitate the individual counselling and support of inmates where this is needed (see Recommendation Section 8.1 for more detail).

Staffing

Inmate Counselling and Support The Committee also recommended the establishment of an Inmate Counselling and Support Unit whose function would encompass the counselling service provision across disciplines.

"The Coordinator of the Unit would professionally supervise the proposed broad-based regional supervisory positions, (which would replace discipline specific Regional positions). These proposed broad-based regional supervisory positions would report managerially to

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of Corrective Service REVIEW or INMATE SERVICES AND

Regional Commanders/Commander. In effect the Unit would represent the main driver of the services arm of Inmate Services and Programs.

Relatedly, it was noted that existing staffing classifications were inadequate in delivering services and programs and that new classifications (e.g. Program Counselling and Support Officers) should be established and supported professionally by the proposed Unit.

Staff Training Training and accreditation were additional areas noted for their inconsistency across the program areas, with attendance at and the content of training courses and conferences being approved on an individual and ad hoc basis.

Partnership with Corrections Health Service The partnership with the Corrections Health Service was also found to be in need of strengthening (e.g. developing multidisciplinary teams with the Department of Corrective Services/Corrections Health Service team and better mechanisms for information exchange) .

. Further, the interdepartmental exchange of information of inmate health/allied health data (being currently addressed by an Interdepartmental -Committee) was identified as an area in need of resolution through appropriate protocols, policy and training.

Links to the Probation and Parole Service - There was also a clear consensus that all functions pf Inmate Services and Programs should

have links with the Probation and Parole Service at all levels to promote Throughcare (see proposed Organisational Chart). .

The recommendations have been distilled out of an extensive range of findings (see section 2) and submissions (see volume 2). These recommendations are considered to be broad recommendations, which may lead to more detailed application during the implementation phase if adopted by the Board of Management.

The recommendations provide a framework for the final restructure of Inmate Management and a way forward to enable it to achieve its outcomes as part of a modem correctional organisation. They are seen to contain the potential for achieving significant culture change within the Department by providing a means of drawing together and building on a number of initiatives introduced by the Department in recent years.

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Summary of Review Recommendations

The Review Committee recommends that:

1. Functional Organisational Structure of Inmate Services and Programs

1.1 The Department restructure the Head Office Inmate Services and Programs component of the Inmate Management division to achieve afunctional rather than a discipline based structure.

The Committee thus specifically recommends the structure contained in the appended Organisational Chart (appendix 2). The structure allows for Throughcare, program development, benchmarking, and outcome and quality assurance.

1.2 In the context of a functionally based Head 'Office structure a Multidisciplinary Team of program and professional advisors (4~6 positions) replace existing Branch Head and Clinical Coordinator positions.

Such a structure is consistent with a regional managerial structure.

This team will report managerially to the Director Inmate Services and Programs.

These roles will assist in maintaining professional and ethical standards, training, program monitoring and provide professional advice to Specialist Program staff, other Inmate Services and Program staff, the Department and the Minister.

These positions will also provide input into the Program Development Unit and Program Research and Evaluation Unit.

1.3 New structural links (e.g. new reporting lines, both management and professional) be established between different Inmate Services and Program components at each level of the Department:

• Head Office; • Region; • across Correctional Centres; • within each centre,

to support new functional capacities in the Inmate Services and Programs area.

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This in tum suggests the need for new supervisory structures.

2. Supervisory Structures

2.1 Management Structures

2.1.1 A regional management structure be established that links Program Managers with the Director Inmate Services and Programs through Regional Coordinators.

2.1.2 New regional positions of Regional Coordinator of Inmate Services and Programs (3 - 5 positions) be established.

These positions would have a professional reporting line directly to the Director Inmate Services and Programs and a mll.llagerial reporting line to the Regional Commander/Commander.

Working in concert with program development and evaluation teams from' Head Office these' positions will provide cihe struCi'ure to drive the implementation of standardised Inmate Services and Program Plans and will act as the leaders of the regional implementation of program and service initiatives. -'

These Regional Coordinators will support Regional Commanders/Commanders in implementing standardised programming and evaluation, provide professional

.. . direction to Program Managers and support them with professiona1 development, recruitment and training.

Regional Coordinators of Inmate Services and Programs will also act as conduits to the Program Development Unit and will provide the important lynchpin (which currently does not exist) between the work of Program Managers and Inmate Services and Program staff at the centre level and the head office.

2.2 Supervision Structures

2.2.1 All existing senior supervisory positions (e.g. Senior Psychologists and Senior Welfare Officers) be deleted and be replaced by broad-based regional supervisory positions that will provide or facilitate clinical supervision (see Recommendation 8.1.1). The new classification proposed is a Regional Clinical Supervisor of Specialist Services

These positions will have a management reporting line to Regional Commanders/Commanders.

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1

I

3.

3.1

3.1.1

NSW of Corrective Service REVIEW OF INMATE '-' ........ \11{ AND PROGRAMS

They will be linked by a professional reporting line to a new position of Coordinator of Inmate Counselling and Support Services (a proposed position designed to support new frontline positions such a Counselling and Support Officers, see Recommendation 7.1.2). This model allows for the retention of some discipline-based positions at the Centre level.

Programming

Philosophy

A workshop be held by the Director Inmate Services and Programs to articulate further the current philosophy that· underpins the Department's Programs and Services.

The philosophy will include the rights and responsibilities of inmates and staff and the ethics of practice.

3.2 . Program Development Framework

3.2..1· Programs and Services provision be linked to duty of care altd the criminogenic risk/needs framework (thus be evidence based) and have articulated outcome measures.

3.2.2. In line with inmate flow, Inmate Services and Programs intensive programs target (appenfflX 3):

• those male inmates who are in custody for 12 months or more and as a result of standardised assessment, considered to be at high risk ofre-offending;

• female inmates according to their individual needs;

• short term inmates, known to be recidivist with focussed assessment, Case Management programming and referral resources.

Where relevant, specific units are to be linked to this process.

3.2.3 Gender specific programs for women across community and custodial operations be developed and delivered by a Project Officer for Women's Programming as part of the Program Development Unit.

3.3 Programming Guidelines'

A Program Development Unit be established.

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This Unit will report to the Director Inmate Services and Programs.

It will include multidisciplinary representation as well as a position from the Probation and Parole Service.

The Probation and Parole position will also have a reporting line to the Probation and Parole Service Manager Policy, Program and Training.

3.3.2 Clear policy and programming linkages be negotiated by the Director Inmate Services and Programs between Operations and the Probation and Parole Service through appropriate guidelines, protocols and training.

3.3.3 A specific list of program integrity mechanisms be developed by the Program Development Unit for all programs to provide a standardised program model format.

These will include:

• identified concrete outcomes with standard outcome measures; • printed program materials; • standardised supervision guidelines; • cleartraining~tandards/competenCies (prepared jointly with the Academy);· • data reporting mechanisms.

3.3.4 The Interim Guidelines to Correctional Centre Programming for Program Managers (Oct 2000) be developed and expanded as a desktop reference for all Correctional Centres (appendix 26).

This will ensure a consistent approach to programming and to assist a more objective Inmate Services and Program planninglbudgeting process.

3.3.5 The Managers of the Transitional Centre and Bathurst House locate their programs within the framework of the Programming Wheel with the appropriate gender specific modifications.

These positions will report to the Commander of Women and will have a professional reporting line to the Director Inmate Services and Programs.

3.4 Specialist Program Advisory Team

3.4.1 A Specialist ProgramlProfessional Advisory Team (4-6 positions) be established.

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3.5

NSW of Corrective Service REVIEW OF INMATE SERVICES AND PROGRAMS

The multidisciplinary professional and program advisory staff in this Team will report to the Director Inmate Services and Programs with linkages to the Custodial Director Therapeutic Programs and to the Probation and Parole Service.

The current Clinical Coordinators and Director positions will be deleted and their functions be incorporated by this team (see Recommendations 7.2.1; 7.2.4; 7.3.3; 7.4.1; 7.9.3).

This team will provide clinical standards and expertise to all Inmate Services and Program staff and Specialist Programs staff.

Program Research and Evaluation Unit

3.5.1 A Program Research and Evaluation Unit be established as part of Inmate Services . and Programs in conjunction with the Probation and Parole Service.

The Program Research and Evaluation Unit will be linked but separate to the Research and Statistics Unit whose focus will be applied and clinical research evaluation.

The Research and Evaluation Unit will have linkages to the programs and services carried outin the Correctional Centres. ..

It will incorporate existing specialist program research staff and representation from Probation and Parole Service staff (to ensure research is provided across the Department) and relevant tertiary institutions and research bodies.

3.5.2 The Program Research and Evaluation Unit be managed via a conjoint Department of Corrective ServicesiUniversity appointment to foster independence of research and evaluation.

3.5.3 A research and evaluation methodology framework be developed.

Performance indicators and outcomes, data collection systems and recording ofstaff­activity data can be derived from this methodology.

Programs and Services can be evaluated, modified or have their funding justified against this framework. The KPMG Report recommendations regarding evaluation provides a useful example of such a framework.

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3.5.4 A Services and Programs Review and Audit Committee be established within Inmate Services and Programs.

The purpose of this committee is to establish criteria and identify "Department approved" offender services and programs and to manage adaptations to programs against these criteria. The criteria will be informed by the Program Research and Evaluation Unit.

This Committee is to include representation from the Probation and Parole Service.

4. Case Management

4.1 Regional and correctional Centre Business Plans contain accountability for the implementation of standardised programming and related Case Management practices.

These will be linked to Head Office via the Coordinators Inmate Counselling and Support Services.

4.2 All inmates' case plans detail previous service delivery through the Probation and Parole Service, precise Inmate Services and Program involvement, Corrective Services Industries components and the specific outcomes to be achieved, together with timelines, review process and data .collection.

4.3 The Correctional Centre Programming Model guide the program content of an inmate's case plan.

This will ensure priorities such as addressing offending behaviour are met and that progression through a case plan is linked to the completion of the modules.

4.4 Case Management become a vehicle for ensuring linkages and completion of programming through a Case Management review grid and a Case Management "passport"*.

* schematic summary card to inform receiving Centre what programming has been completed by an inmate.

This will need to be developed to identify completed or partially completed modules in which an inmate has participated and those that have been offered but refused.

5.0 Inmate Services and Program Plans

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5.1 Inmate Services and Program Plans be based on a standard programming model (see Recommendations 3), funded on this basis and locked into Operational Agreements.

Limited discretionary programs will be funded where the· Offender Services and Programs Review and Audit Committee approve such programs.

5.2 Inmate Services and Program Plans contain an evaluation framework (developed by the Program Research and Evaluation Unit).

Program Managers will be r~quired to forward quarterly outcome data relating to the programs they run to the Program Research and Evaluation Unit.

Inmate Services and Program Plans reflect Throughcare by means of program and service integration (underpinned by Case Management) with Corrective Services Industries, Probation and Parole Service and community agencies.

53 Inmate Services and Program Plan budgets be based on benchmarks derived in a similar way to those identified in the Kempsey Inmate Services and Programs Plan with reference to cost per inmate per annum, per program/service ..

Such costs will depend on whether the Correctional Centre houses primarily inmates on remand, sentenced or participating in pre-release programs ..

5.4 Correctional Centre Inmate Services and Program budgets be based on the provision of a standardised Inmate Services and Program ModeL .- \

Budgets will be linked to the provision of core Services and Programs.

The provision of standard Inmate Services and Programs will account for the largest component of the budget.

6.0 Pathways

6.1 Pathways for Men

INFORMATION & LIBRARY SERVICES NSW DEPARTMENT OF CORRECTIVE SERVICES

6.1.1 Pathways be established for offenders/inmates.

These will ensure delivery of services and programs, duty of care, quality assurance, data and monitoring and accountability. Pathways are integrally linked to the Throughcare Model and are related to its stages (appendix 4).

6.1.2 Pathways, be developed by the relevant Coordinators/Policy Officers.

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These pathways will include customised assessment, client group reviews and protocols, Throughcare initiatives and relevant prograrruning modifications. These pathways will be developed for:

• inmates for whom generic programming can be adapted to form pathways, including - the disabled, frail and/or aged, young offenders, Indigenous and NESB inmates;

• specialist categories of offenders. Serious Offender Review Council inmates, high risk, never to be relea,$ed,sex and violent offenders wi:H· require specialist prograrruning arid protocols to ensure appropriate pathways. Specialist Program Advisors will be responsible for developing these.

6.1.3 Such pathways require the articulation of a special "at risk" Case Management plan for each inmate in a special category.

This will include provision for a graduated return to mainstream management, where possible (see Recommendations 6.4).

6.2 Pathways for Women

. - ·6.2.1 An integrated pathway of services and programs be drawn· "pand.implemented for women in Correctional Centres or in community correctional services with the pathwa:rprogram articulated by Women Program Development Officer based in-t/le Program Development Unit (Recommendation 3.3.1).

6.2.2 A closely detailed and gender sensitive screening and induction process be developed.

This process will be supported by policies developed by a Women's Policy Officer base in the Strategy and Policy Unit whose primary focus will be to implement and

.review WAP IT and to be the Executive Officer for the Women's Advisory Network

. and the Mother and Children's Program.

The process will have improved linkages to community agencies and Probation and Parole Service.

6.2.3 Immediate attention be given to the development of a program framework for the Mum Shirl Unit at the Mulawa Correctional Centre in line with the other Acute Crisis Management Units but noting the different issues for women.

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6.2.4 Specialised training in gender specific work be provided for all staff working within women's facilities.

6.2.5 A Specialist Women's Case Management Team integrated tightly witlt Corrections Health Service and the Probation and Parole Service be established in all women's facilities.

6.3 Screening and Induction

6.3.1 An integrated assessment/screening process be developed with the Probation and Parole Service and Corrections Health Service.

This will need to ensure the involvement of culturally appropriate staff and'· stakeholders and be driven by the Director of Classifications and Case Management in consultation with the Director Inmate Services and Programs,

6.3.2 A specialist position of Program Counselling and Support- Officer (Screening/Assessment) be establislted (see Recommendations 7.1; 7.2).

6.3.3 A designated Indigenous Program Counselling and Support Officer (Screening/Assessment) be established.

6.4 Management of "At Risk" Pathway

6.4.1 Tlte "at risk" pathway be further developed.

The Specialist ProgramlProfessional Advisory Team (see Recommendation 3.4) will direct this development.

This Team will be responsible for establishing a database, monitoring "at risk" inmates, developing best practice protocols, conducting appropriate evaluation research and facilitating staff training.

6.4.2 The advisory role for "at risk" inmates be taken up by the Specialist Program Advisory Team.

This Team will provide a policy and procedures framework for "at risk" inmates, review deaths in custody, professionally supervise staff of the Acute Crisis Management Units and the Kevin Waller Unit and provide ministerial advice.

6.4.3 Specialist Risk Assessment and Intervention Team positions (with competencies in Mental Health/Alcohol and Otlter Drugs) be established.

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6.4.4 A Risk Assessment and Intervention Team be established for Mulawa and Parklea Correctional Centres.

6.4.5 Services for "at risk" inmates be linked into a pathway for "at risk" inmates and overseen by Specialist ProgramlProfessional Advisory Team.

These services include Screening, Risk Assessment and Intervention Team, the proposed new Mental Health Units at the Metropolitan Remand and Reception Centre and Mulawa, the Acute Crisis Management Units, the Kevin Waller Unit and Corrections Health Service, (Mental Health Services).

6.4.6 Inmates-screened as "at risk" especially because of their mental health problems be transferred to Pod 16 trial Assessment Unit and ultimately to the new Mental Health Assessment Facilities at Mulawa Correctional Centre and at the Metropolitan Remand and Reception Centre.

7. Components of Programming-Individual Programs/Services

7.1 Welfare Services

7.1.1 Welfare Officer positions be reclassified as Program Counselling and Support Officers. _

7.1.2 New-Program Counselling and Support Officer positions report via the Regional -Supervisors to the Coordinator Inmate Counselling and Support Services.

This position of Coordinator will replace the current Director Welfare Services and the work will encompass the function of a Senior Welfare Advisor and that of certain functions of Alcohol and Other Drug Program and Psychological Program Managers.

7.1.3 A standard policy and procedures manual be developed for Program Counselling and Support Officers which incorporates issues of Welfare, individual counselling, crisis intervention and referraL

This manual will incorporate a partially developed welfare policy document.

7.2 Alcohol and Other Drugs/HIV Health Promotion Unit Services

7.2.1 The Alcohol and Other DrugsmIV and Health Promotion Unit and management functions be redistributed into the Program Development Unit, the Inmate

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Counselling and Support Unit and the Specialist ProgramlProfessional Advisory Team.

These will be taken up by the Coordinator Inmate Counselling and Support Services, Specialist Program Advisory Team and the Program Development Unit.

Field management supervisory functions will be carried out by the Regional Specialist Supervisors and Program Managers and out-sourced clinical supervision.

7.2.2 Subject to the Board of Management considerations, the recommendations of the KPMG Review be broadly supported.

These KPMG recommendations relate to many of the recommendations of the Inmate Services and Programs Review.

The Committee notes the classification of Department Professional Officer and/or Counselling and Support Officers will underpin the new position classifications recommended in the KPMG Review Report.

7.2.3 Regional HIV coordination roles be integrated into the Specialist Program Advisory Team.

7.2.4 Protocols to manage communicable diseases be established with the Corrections Health Service.

7.3 Psychological Programs

7.3.1 Many of the existing Psychologist positions be restructured as specialist assessment and program development and consultant positions.

These positions will be developed as Forensic and/or Clinical Masters level positions.

7.3.2 One such Forensic/or Clinical Psychologist be allocated for each 100 inmates at a Correctional Centre.

The remainder of the positions (excluding Therapeutic Managers) will be converted to Program Counselling and Support Officer positions.

7.3.3 The functions of Director PSyc/lOlogical Programs be replaced with a position on the Specialist Programs Advisory Team as well as by Regional supervisory positions and the Coordinator Inmate Counselling and Support Services.

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7.3.4 Specialist Programs Coordinators (including disability) be replaced by a . multidisciplinary Specialist Program Advisor.

7.3.5 Senior Psychologist positions be replaced with broad discipline based Regional Supervisor positions.

These positions will provide supervision to hunate Services and Program staff.

They will require qualifications in Psychology in order to be able to supervise the range of hunate Services and Programs staff.

7.3.6 Provision of psychological services to Probation and Parole Service be achieved.

This is needed urgently to facilitate diversion from custody of offenders with mental health problems. A provision of a mall team of forensic Psychologists to perform assessment could be achieved thorough the savings inherent in the restructure of positions.

7.4 Disability Services

7.4.1 A pathway for offenders with disability be established.

This pathway will describe the means oJ screening and identifying such inmates as weIl as best practice guidelines and programming for them (see Recommendation 6.1.2). ._

7.4.2 The functions of the position of Disability Services Manager be taken up by the Specialist Program Advisors as part of a specialist program/professional advisory team.

The Team will have responsibility for the database, pathways, programs and standards of Disability Services across the Department.

The Team will also provide professional direction to the Disability Resource Team

7.4.3 The Disability Resource Team be managerially responsible to the Custodial Director Therapeutic Programs or Regional Coordinator Inmate Services and Programs with clinical supervision guided by the Specialist ProgramlProfessional Advisory Team.

7.4.4 A Policy Officer (disability) position be maintained to develop policy and have responsibility for the Disability Action Plall within the Strategy and Policy Unit

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This position will also have responsibility for providing advice to the Probation and Parole Service.

7.4.5 An appropriate costing and implementation process with relevant monitoring procedures be established for the Disability Action Plan by the Policy Officer.

7.4.6 A prevalence study of offenders with intellectual disability within the correctional population be arranged as soon as possible.

7.4. 7 A suitable means of screening all offenders for intellectual disability be implemented as soon as possible.

7.4.8 Specialist Programming designed to reduce the offending behaviour of intellectually disabled inmates be developed.

This programming will include the appropriate manuals and training, which should focus on the offending and related challenging behaviour of these inmates. ..

7.S Services for Indigenous Inmates

7.5.1 The Indigenous Services Unit in its current form be restructured.

This restructure will provide for:

an Indigenous Advisor position Ieporting to the Assistant Commissioner Inmate Management or higher;

A resource unit be maintained, not necessarily at the Long Bay Correctional Complex.

7.5.2 At least one Policy Officer (Indigenous) from the current Indigenous Services Unit be located for support in the Strategy and Policy Unit providing advice and program development across the Department.

7.5.3 An Indigenous Program Development Officer position be established as part of the Program Development Unit with clearly articulated links to the Probation and . Parole Service.

7.5.4 Research and development into programs for Indigenous offenders be undertaken as a matter of priority.

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7.5.5 A new Indigenous Offenders Action Plan be developed which is funded to ensure a seamless programming pathway for Indigenous offenders within a Throughcare Model.

This Action Plan will describe a pathway for Indigenous Offenders (see Recommendation 6.1.2).

Funding for the Indigenous Offenders Action Plan will be based on the development ofthis integrated services and programs pathway.

7.6 Women's Services

7.6.1 Within the custodial correctional system, the Commander Women's Programs be the main driver of Women's Services and Programs developed by the Program Development Unit and by the Inmate Counselling and Support Unit.

7.6.2 A Policy. Officer (Women's Services) be placed for support within the··existing Strategy and Policy Unit.

This position will have clearly articulated links to the Probation and Parole Service.

7.6.3 A position of Women's Project Office be established in the Program Development Unit.

7.6.4 Women be provided with greater opportunities for support with parenting, domestic violence, programs fostering attachment with children, greater vocational and employment opportunities, Alcohol and Other Drug Programs, a range of mental health services and significantly, improved pre-release case planning involving the Probation and Parole Service.

7.7 Ethnic Affairs

7.7.1 A Policy Officer (Ethnic Affairs) position be established in the Strategy and Policy Unit.

This position will have carriage of the Ethnic Affairs Priorities Statement and become part of the existing Strategy and Policy Unit.

7.7.2 The Ethnic Affairs Taskforce be reconstituted as a Community Relations Consultative Committee in line with new legislation.

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This committee will have the Senior Policy Officer Ethnic Affairs as its Executive OfficeL

The Committee will be consulted by the Program Development Unit on all program development.

7.7.3 The Research and Statistics Branch establish a more comprehensive database on NESB Inmates and their needs.

7.8 Chaplaincy/Spiritual Advisors

7.8.1 The Chaplaincy function be determined by the Memorandum of Understanding between Department of Corrective Services and the Civil Chaplains Advisory Committee (this is currently in draft form) and a similar document be developed for non-Christian Spiritual Advisors .

. 7.8.2 The Coordinator of Chaplaincy be linked to Inmate Services and Programs through the Inmate Counselling and Support Unit.

7.8.3 Chaplains/Spiritual Advisors be more involved in monitoring "at risk" inmates and with the Community Relations Consultative Committee.

7.9 Orientation of Education Services/Pr.ograms

7.9.1 Changing the name of AdulUJducation and Vocational Training Institute be considered

7.9.2 The Adult Education and Vocational Training Institute be merged with Corrective Services Industries to enhance the development of a robust vocational pathway.

7.9.3 A position within the Specialist ProgramlProfessional Advisory Team carry an advisory function for adult learning.

7.9.4 Appropriate education program staff be allocated to the Program Development Unit.

7.9.5 Education services be delivered in a manner to ensure vocationally orientated education in line with the recommendations of the Gonczi Report (1999).

7.9.6 Education staff provide a vocational assessment for those sentenced inmates who are sentenced for 12 months or more and provide a vocational screen for other

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inmates linked to ThroughcareiCommunity integration efforts. Services for women need to be provided in the context of gender specific program pathways.

7.9.7 An evaluation of the outcomes of the Adult Education and Vocational Institute be undertaken as soon as possible.

8. Staffing

8.1 New Classifications

8.1.1 New classifications, which will better meet the services and program needs of inmates be established.

Specific recommendations are:

• Program Counselling and Support Officers be introduced as specialist positions to meet the requirements of particular locations and specialist units. These positions will replace existing frontline positions such as Welfare Officers, Alcohol and Other Drug Counsellors and Psychologists and be graded as Department Professional Officer Grade III!. : ~ ~

• Interimly it is suggested that these positions retain a discipline descriptor e.g. Program Counselling and Support Officer (Welfare).

• The positions and titles EducatorslEducation Coordinator be negotiated as part of a framework agreement discussion with the Teachers Federation to meet the service delivery requirements and supervisory function of education and training. These positions would be able to provide more face to face teaching.

• Regional Clinical Supervisor positions replace existing discipline specific senior supervisory roles to achieve greater equity in the provisiOn/facilitation of professional supervision to all existing and proposed new Inmate Services and Program positions. These positions will replace Senior Welfare Officers, Senior Psychology Officers, Senior Psychology Officers (Sex Offender Program) and HIV Regional Coordinators. These will be graded Departmental Professional Officers with the levels to be detennined but would require a Psychology qualification.

• Regional Coordinators of Inmate Services and Programs supervise Managers of Inmate Services and Programs professionally, liaise and plan Inmate Services and Program training and professional development with Regional Training Officers, support Regional Commanders/Commanders in their implementation of Inmate

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Services and Program Plans and assist in outcome data collection. They will also head up the implementation of new programs in regions. These positions will report managerially to Regional Commanders/Commanders and be linked to the Director Inmate Services and Programs.

8.1.2 The roles and reporting lines of all Inmate Services and Programs staff be clearly described and linked to regional supervisory restructure (appendix 2).

8.1.2 Additional Aboriginal Program Counselling and Support (Assessment/Screening) positions be established to address the needs of Indigenous inmates.

8.1.3 Aboriginal Pre and Post Release positions be linked organisationally/report to the Probation and Parole Service or the Regions.

I 8.1.4 The creation of these positions mentioned above and all new positions be cost neutral.

Costs obtained from those positions will come from those positions recommended for deletion (appendix 2).

8.2 - . Staffing Benchmarks

8.2.1 The Inmate Services and Program staffing benchmarks be established for Correctional Centres.

These benchmarks will depend on .whether the Centre houses inmates primarily on remand, sentenced or participating in pre-release programs.

Requests for staffing will be viewed against these benchmarks.

8.3 Staff Training

8.3.1 A skills audit will be completed for new classification positions.

8.3.2 All new classification positions referred to in Section 8.1 be provided with basic training in Certificate 4 in Correctional Practice.

There will need to be an expectation that Inmate Services and Program staff acquire this qualification as soon as possible after recruitment, using the Probation and Parole Service model.

8.3.3 The Corrective Services Academy research existing training and develop and accredit specialised training modules for Inmate Services and Programs staff and the Probation and Parole Service staff.

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These modules will cover risk/needs screening, suicide risk, Drug and Alcohol issues, Welfare and basic psychological issues.

9. Corrective Services Industries

9.1 In most circumstances, the down time in Corrective Services Industries be used for Inmate Services and Program service delivery and that all Corrective Services Industries staff confederate/reinforce the principles of an inmate's case plan and contribute to program delivery and case plan review.

9.2 In line with Recommendation 7.9.2, Corrective Services Industries and the Adult Education and Vocational Training Institute be merged, with appropriate education program staffbeing allocated to'the Program Development Unit.

9.3 A vocational pathway be established for inmates/offenders.

This pathway will be based on the Throughcare model, with a vocational appraisal or assessment conducted.

10. Corrections Health Service

10.1 A Memorandum of Understanding be established between the Department of Corrective Services and the Corrections Health Service.

This Memorandum will cover all health services especially the transfer of offender information for Case Management pUIJloses.

10.2 All Centres ensure there is a mechanism in place, which facilitates Corrections Health Service, and Department of Corrective Service staff cooperate on case plans e.g. joint Department of Corrective Services/Corrections Health Service liaison meetings.

10.3 Policies and protocols in the area of PsychiatrylMental Health Service provision be developed.

These policies and protocols will describe the roles of Inmate Services and Programs, Probation and Parole Service and Corrections Health Service staff in the multidisciplinary based provision of mental health services.

10.4 Protocols be developed for the proposed Mental Health Assessment Units (and comprehensive Court Reports produced by these Units) at the Metropolitan Remand and Reception Centre and Mulawa, the Risk Assessment and Intervention Teams,

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Acute Crisis Management Units and the Kevin Waller Unit and other units and teams as appropriate.

These protocols will address the exchange of information and transfer of offender health data and the team approach to staffing these Units.

10.5 The proposed interdepartmental protocol currently being drafted for the transfer of inmate/detainee health data be endorsed and reviewed annually.

10.6 An ongoing liaison committee including representatives from the Probation and Parole Service, be established with the· Department of Juvenile Justice and Corrections Health Service.

10. 7 Corrections Health Service and the Department of Corrective Services develop an agreement for appropriate involvement for Corrections Health Service staff in the Acute Crisis Management Units.

11. The Probation and Parole Service

11.1 The Probation and Parole Service be linked to the Program Development, Research and Evaluation, Strategy and Policy within Inmate Services and Programs to ensure Throughcare (appendix 4).

Where possible (e.g. Program Development Unit) staff be attached to ensure a consistent approach to program delivery across the correctional system.

These Units will provide policy, program development and training across community and custodial based services.

11.2 Probation and Parole Services have a core role in the initial reception, assessment and case planning for inmates and in the development and delivery of pre and post release transitional programs. Probation and Parole staff should be attached to Assessment Centres and Pre-release Centres.

11.3 The core group work programs, risk needs/assessment and Case Management developed within the Probation and Parole Service be integrated within Inmate Services and Programs.

11.4 Models of training and supervision of staff who deliver programs be applied across the Inmate Management and Probation and Parole Service.

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12. Professional/Clinical Supervision

12.1 Professional/Clinical Supervisory Structures

12.1.1 Subject to developments with the Framework negotiations between the Teachers Federation and the Department, Senior Education Officer positions be replaced with new positions which provide for face to face teaching.

These new positions will have articulated professionally supervisory structures.

12.1.2 Appropriate out-sourcing 4/ supervision be encouraged-or some mix out-sourcing and somf! provision by Regional Supervisors for Inmate Services and Program st(l/f.

~ 1 i This out-sourcing can be along the lines currently available for Alcohol and Other

Drug staff.

12.1.3 This supervision will be based on supervision templates and associated contracts' developed by the Specialist ProgramlProfessional Advisory Team.

Supervision providers being monitored for quality by Regional Supervisors who liaise appropriately with Prognim Managers. -

12.1.4 New frontline positions i.e. Counselling and Support Officers, receive clinical direction through regional supervisory positions which in turn receive professional direction from the proposed Coordinator Inmate CiJunselling and Support Services under the overall. direction of the Director Inmate Services and Programs (appendix 2).

12.2 Supervision Standards

12.2.1 Regional Clinical Supervisors have expertise in working with Alcohol and Other DrugsIHIV Health Promotion, "at risk" inmates, knowledge of behaviour management principles and psychological qualifications.

12.2.2 Monthly professional meetings of Inmate Services and Programs staff be held at a regional level to promote professional competencies in particular areas.

12.2.3 Multi-disciplinary regional conferences replace the annual discipline based conferences.

Cost benchmarks for such conferences will be established.

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INFORMATION & LIBRARY SERVICES NSW DEPARTMENT OF CORRECTIVE SERVICES