sustainable development report · managing the sentences of each sentenced prisoner, including...

PA R T 3

SustainableDevelopmentReport

S u s t a i n a b l e D e v e l o p m e n t P l a nPA R T 3

146 DEPARTMENT OF CORRECTIONS A n n u a l R e p o r t 2 0 0 4 /0 5

147DEPARTMENT OF CORRECTIONS A n n u a l R e p o r t 2 0 0 4 /0 5

PART 3 – SUSTAINABLE DEVELOPMENT REPORT

Sustainable Development Framework

Strategy and Approach 150

Departmental Profile 150

Governance Structure, Relationship Arrangements and Management Systems 154

New Zealand Parole Board 156

Victim Notification System 156

Private Providers and Outsourcing 156

Legislation and Policies 158

Public Reports 159

Performance Indicators and Goals 159

Social Performance

Social Indicators used in this Report 161

Employment 162

Health and Safety 164

Training and Education 165

Diversity and Opportunity 166

Indigenous Rights 169

Community 170

Report under Section 190 of the Corrections Act 2004 172

Environmental Performance

Environmental Indicators used in this Report 176

Energy Consumption 177

Water Consumption 178

Emissions, Effluents and Waste 178

Biodiversity 179

Economic Performance

Economic Indicators used in this Report 180

Key Financial Performance 181

Total Output Expenditure 181

Economic Benefits 181

Reducing Inequalities

External Drivers 182

Theme 2: Improving Responsiveness to Maori 183

Theme 3: Contributing to Reducing Re-Offending 186

Theme 4: Enhancing Capability and Capacity 186

State Services Commission-led Ministerial Review: Race versus Needs 187

2004/05 Expenditure on Reducing Inequalities 187


SUSTAINABLE DEVELOPMENT FRAMEWORK

The Department’s sustainable development framework looks at how the Departmentgoes about its business (as opposed to what it does) and measures impacts and progresstowards sustainability as an organisation.

The Department’s focus thereforeremains on:

• identifying relevant social,environmental and economicindicators, and the structure of itsframework

• identifying and developing coreexternal sustainable developmentrelationships

• communicating sustainabledevelopment and its principles bothwithin and outside of the Department

• developing efficient and effectiveinternal processes to ensure theeffective measurement and collationof relevant sustainable developmentinformation.

Within this context, this sustainabledevelopment report highlights theDepartment’s social, environmentaland economic performance for the2004/05 financial year.

The Department’s sustainabledevelopment framework will bedeveloped further during the 2005/06financial year, as detailed in the2005/06 Statement of Intent. Thesuccesses and work carried out todate are a result of the Department’scommitment to addressing allpotential issues and opportunitiesfor improvement, in conjunction withrelevant stakeholders and staff, anapproach the Department will carryinto the 2005/06 and subsequentfinancial years.

Sustainable development can bedefined as:

‘... development that meets the needsof the present without compromisingthe ability of future generations tomeet their own need...’ 31

Actions taken by the Department, likeany organisation, affect or impact onthe environment, the economy and onsociety. These impacts can be bothpositive and negative. The Department’ssustainable development report is ameans by which it can demonstrate itsachievements in respect of its owninternal performance.

As one of the largest governmentorganisations, the Departmentmaintains a larger (absolute) footprintin social, economic and environmentalterms than many other entities. Thechallenge for the Department is toensure that its internal operationsreduce the adverse effects of thatfootprint as far as possible and worktowards ensuring that the positiveeffects are emphasised both locallyand nationally.

In meeting that challenge, theDepartment aims to act as a rolemodel and benchmark for othergovernment organisations, withminimum adverse impacts andminimum cost. The Department’smethodology for sustainability reportingcontinues to evolve. The standardof reporting and the tools used willcontinue to improve as measures andtargets are refined and developed,and as stakeholder involvement isincreased.

The Department continues to progressthe development of its sustainabledevelopment framework. The full benefitand effectiveness of this frameworkwill occur as it is progressively linkedto the Department’s decision makingand core processes.

The 2002 Sustainability ReportingGuidelines, protocols and sector supple-ments prepared and issued by the GlobalReporting Initiative are being informallyapplied as the basis for the Department’ssustainable development framework forthe future. The guidelines provide a listof core and additional social, environ-mental and economic aspects andindicators that, where relevant to theparticular organisation, should beconsistently measured and reported.

It is accepted internationally thatdefining sustainability in terms of threeseparate elements (social, environmentaland economic) can encourage thinkingabout, and treating, each element inisolation, rather than in an integratedmanner. Achieving sustainabilityrequires balancing the relationships ofall three elements, something that isbetter communicated through the useof the term ‘sustainable development’.This concept has evolved and a betterunderstanding of the relationshipsbetween the core elements and theunderlying philosophy exists throughoutthe international community and theNew Zealand public sector.

Notwithstanding the progress to date,sustainable development is still in itsearly stages within the Department.

31 Department of Prime Minister and Cabinet, Sustainable Development for New Zealand – Programme of Action January 2003 p6.



STRATEGY AND APPROACH

DEPARTMENTAL PROFILEIn order to deliver its outputs effectively,the Department is organised intoservice delivery functions (the PublicPrisons Service, Probation and OffenderServices and Corrections InmateEmployment) and support functions(Policy Development Group, CorporateManagement Group, Strategic ServicesGroup and Finance Group). TheDepartment’s achievements in termsof strategic direction and range ofoutputs are set out in Part 1 and Part 2of this annual report respectively. Thereis a particular focus for the groups andservices to work together in a cohesivemanner across the organisation toimprove overall performance. Forservice delivery, this focus is enhancedby Regional Management Committeesthat are responsible for ensuring thatoperational management and servicedelivery are fully integrated.

Services

The Public Prisons Service isresponsible for the safe, secure andhumane containment of sentenced andremand prisoners. Sentenced prisonersare those imprisoned followingconviction. Remand prisoners arethose who have been charged with anoffence and are being held in custodypending plea, trial or sentencing.

The Service is also responsible formanaging the sentences of eachsentenced prisoner, including prisonerrehabilitation and reintegration needs.The Public Prisons Service operates 20prisons throughout the country’s five

prison service regions. Each PublicPrisons Service region is run by aregional manager who is accountableto the General Manager Public PrisonsService.

Probation and Offender Servicesincorporates the Community ProbationService, the Psychological Service andIntervention Services.

• The Community Probation Serviceprovides information and reportsto judges (to assist them whensentencing offenders) and providesinformation to prison managementand the New Zealand Parole Board.The Service manages community-based sentences and ordersincluding supervision, communitywork, parole, home detention, andrelease from prison on conditions.During the year, the Service alsobegan the management of extendedsupervision orders in accordancewith the Parole (Extended Supervision)Amendment Act 2004. The Servicecontracts with community providersfor community-based rehabilitativeand reintegrative programmes foroffenders.

• The Psychological Service providesspecialist clinical treatment andassessment advice for offenders,and training and education fordepartmental staff and communitygroups. The Service providesspecialist pre-assessment reports tocourts and detailed psychologicalreports, including assessments of

risk, to the New Zealand ParoleBoard. The Service undertakesresearch and is responsible formonitoring the integrity ofassessments and programmesdelivered within the Department.

• Intervention Services has beenoperational from 1 July 2004 andprovides programmes to offendersserving prison terms and those oncommunity-based sentences ororders. The Service manages theDepartment’s programme deliveryrequirements for Straight Thinkingand some criminogenic programmes,and provides training to prison andprobation staff on criminogenicneeds assessment tools.Intervention Services’ facilitatorswork closely with staff managingsentences in other Services.

Facilities

The Department currently operates20 Public Prisons Service institutions,including the Northland RegionCorrections Facility. The Departmentis currently progressing the fullcommissioning of this facility.Management of the Auckland CentralRemand Prison transferred from GEOGroup Australia Pty Limited to thePublic Prisons Service on 12 July 2005.

In addition, three new correctionsfacilities, in Auckland, Otago andWaikato, will be under constructionin the 2005/06 financial year.Construction of the Auckland Region

The Department’s current sustainabledevelopment approach centres on thedevelopment and implementation of acustomised sustainable developmentframework that contributes to theDepartment’s decision making andcore processes.

The Department’s strategy includesthe identification of relevant social,environmental and economic indicators

against which the Department’ssustainable development performancecan be measured on an ongoing basis.

This will create the foundation for amore social, environmental andeconomic organisation positioned tomeet government expectations inrespect of safer communities byprotecting the public and reducingre-offending through people,

performance and quality, and, as aresult, have the New Zealand public’strust and confidence.

The Department seeks to contributetowards achieving a sustainable NewZealand, and will promote sustainabledevelopment through eco-efficiency,environmental technologies anddecision making.


Women’s Corrections Facility is scheduledto be completed early in the 2006/07financial year, with commissioning of thisfacility to commence by the end of thesecond quarter. Further construction atfive existing facilities will provide additionalaccommodation of 493 beds, includingthe relocation of Ohura Prison to thenew unit at Tongariro/Rangipo Prison.

The Department operates six specialtreatment units located in prisons:

• two sex offender treatment units

• three drug and alcohol treatment units

• one violent offender treatment unit.

There are also 16 prison units with aspecific focus:

• five Maori Focus Units

• five Self-care Units

• five Young Offenders Units

• one Faith-based Unit.

The Department’s Community ProbationService operates from 139 locations,there are eight Psychological Serviceoffices, and Intervention Servicesoperates from eight locations nation-wide. Service delivery locations areshown on pages 152-3

Groups

The Policy Development Groupprovides policy advice, strategic andtrend analysis, develops correctionalpolicy, contributes to legislative reviewsand coordinates policy with othergovernment agencies. The Groupcomprises the following units:

• The Strategic Analysis Unit providesanalysis of forecasts and trends,manages the Department’s researchand evaluation work programme, andcontrols the Department’s externallyreported outcome measures.

• The Maori and Pacific Policy Unitprovides strategic and operationaladvice designed to improve outcomesfor Maori and Pacific peoples.

• The Treaty Relationships Unit worksto support the development andongoing management of theDepartment’s Treaty relationshipswith Maori.

• The Strategic and Legislative PolicyUnit provides advice on externallydriven policy, and input on any

legislative development impactingon the Department.

• The Operational Policy Unit isresponsible for ongoing developmentof the Department’s key operationalbusiness processes.

The Corporate Management Groupprovides a range of services andadvice to the Department. The Groupcomprises the following units:

• Information and Technology isresponsible for the developmentand ongoing implementation of theDepartment’s information technologystrategy, business critical applicationsand the implementation of theDepartment’s knowledgemanagement strategy.

• Planning, Standards and Monitoringis responsible for the Department’sstrategic and business planningand reporting processes, contractmanagement with key externalproviders, provision of nationalsystems, service descriptions andspecifications for core correctionsservices, compliance monitoring, andinternational benchmarking activities.

• Corporate Support Services isresponsible for the provision of projectmanagement, matrix managementand reporting, administration ofstatutory delegations, authorisationsand appointments, facilities andservices delivery monitoring, victimsupport services, legal services andsupport services delivered withinthe Department’s Head Office.

Corporate Management also providesadministrative support and trainingservices for the New Zealand ParoleBoard.

The Strategic Services Group providesspecialist advice and services toassist with the management of theDepartment and provides assuranceto the Chief Executive. The Groupcomprises the following units:

• Human Resources is responsible forthe development of department-widehuman resource management strategy.

• The Communications Unit isresponsible for providing advice oncommunications strategy, mediamanagement, projects andpublications.

• Internal Audit provides assuranceson key statutory accountabilities andthe operation of the Department’srisk management framework. Itsservices include operational audits,security and custodial audits,financial audits, IT audits, specialinvestigations, quality assurance andadvisory reports. It also supportsgroups and services to implementrisk management practices androbust self-review mechanisms. TheDirector Internal Audit is part of theStrategic Services Group but alsoreports directly to the Chief Executive.

• The Prison Inspectorate reportsdirectly to the Chief Executive onmatters that affect the fair, safe,secure and humane treatment ofoffenders and the maintenance ofthe integrity of sentences imposedby the courts.

The Finance Group provides a rangeof financial and property advice andsupport services to the Department.The Group comprises the following:

• Corporate Financial Servicesprovides accounting and payrollservices, the management of thebudget process and the Department’sinterface with the Treasury.

• Corrections Inmate Employmentmanages prisoner employment inprisons throughout New Zealand.Prisoners work and receive trainingunder the supervision of instructors,in areas such as joinery, catering,farming and forestry.

• Assets and Property manages theDepartment’s land and buildings,which has a current gross book valueof approximately $880 million. It alsodetermines the suitability of newsites on which to construct prisonfacilities, and the expansion ofexisting facilities. Constructionunderway to deliver additional bedsfor offenders is budgeted to be $130million for the 2005/06 financial year.

• The Regional Prisons DevelopmentProject works towards the design,construction and commissioning ofnew facilities once prison sites areacquired. This includes the plannednew prisons in Otago, Auckland andthe Waikato.

7

6

5

43222

1 1

6

7

89

1011

12

15

14

13

181716

19

20

2

1

3

21 22

8

3

7

3

4

5

7

8

9

4

5

8

4

5

6

910

1112

1314

1516 17

18 1920

23

24

25262728

2930 31

3233

34 3536

3738 39

40

41 42

4344

47 45

46

5657

58

59

60

61

62

63

64

65

66

67

68

69

71

72

73

75

74

76

1

2

6

52

55

54

53

51

5049

48

70

1

SERVICE DELIVERYLOCATIONSSee key on following page


152 DEPARTMENT OF CORRECTIONS A n n u a l R e p o r t 2 0 0 4 – 2 0 0 5

INTERVENTION SERVICES

REDUCING YOUTH OFFENDINGPROGRAMME

This programme is run in conjunction with Child,Youth and Family1 Auckland2 Christchurch

PROBATION AND OFFENDER SERVICES

CPS sites comprise either:– Probation Offices – Community Work Centres – Reporting Centres – Area/Regional OfficesNorthern Region1 Kaitaia 39 Wairoa2 Kerikeri 40 New Plymouth3 Kaikohe 41 Stratford4 Whangarei (3 sites) 42 Turangi5 Dargaville 43 Opunake6 Warkworth 44 Hawera7 Auckland (24 sites) 45 Hastings

46 Napier (2 sites)Central Region 47 Wanganui (2 sites)8 Coromandel 48 Waipukurau9 Thames 49 Dannevirke10 Waihi 50 Fielding11 Paeroa 51 Palmerston North (2 sites)12 Te Aroha (2 sites) 52 Pahiatua13 Katikati 53 Foxton14 Huntly 54 Levin15 Ngaruawahia 55 Otaki16 Morrinsville (2 sites)17 Tauranga (2 sites) Southern Region18 Hamilton (6 sites) 56 Masterton19 Mt Manganui 57 Paraparaumu20 Raglan 58 Wellington (11 sites)21 Cambridge 59 Motueka22 Te Puke 60 Nelson23 Te Awamutu 61 Blenheim (2 sites)24 Tokoroa 62 Westport25 Ruatoria 63 Reefton26 Opotiki 64 Greymouth27 Whakatane 65 Hokitika28 Putaruru 66 Rangioria29 Mangakino 67 Christchurch (9 sites)30 Otorohanga 68 Ashburton31 Kawerau 69 Timaru32 Rotorua (3 sites) 70 Oamaru (2 sites)33 Te Kuiti 71 Queenstown34 Murupara 72 Alexandra35 Gisborne 73 Dunedin (4 sites)36 Taupo 74 Gore37 Taumarunui (3 sites) 75 Balclutha38 Waitara 76 Invercargill

Northern Region1 Kaikohe Office2 Auckland Regional Office

Central Region3 Hamilton Regional Offices (2 sites)4 Napier Regional Office5 Palmerston North Regional Office

Southern Region6 Lower Hutt Regional Office7 Christchurch Regional Office8 Invercargill Regional Office

Northern Region1 Kaikohe Office2 Auckland (2 sites)3 Hamilton Office4 Rotorua Office5 Hawkes Bay Office6 Palmerston North Office

Southern Region7 Wellington (2 sites)8 Christchurch (2 sites)9 Dunedin Office

PUBLIC PRISONS SERVICE

PSYCHOLOGICAL SERVICE

KEY

Northern Region1 Northland Region Corrections Facility*2 Auckland Prison3 Mt Eden Prison4 Mt Eden Women’s Prison5 Auckland Central Remand Prison†

Waikato/Central Region6 Waikeria Prison7 Ohura Prison8 Tongariro/Rangipo Prison

Midland Region9 New Plymouth Prison10 Hawkes Bay Regional Prison11 Wanganui Prison12 Manawatu Prison

* operational in third quarter of 2004/05† Managed by the Public Prisons Service from 13 July 2005

Wellington Region13 Rimutaka Prison14 Arohata Women’s Prison15 Wellington Prison

Southern Region16 Christchurch Prison17 Christchurch Women’s Prison18 Rolleston Prison19 Dunedin Prison20 Invercargill Prison

CORRECTIONS INMATE EMPLOYMENTCorrections Inmate Employment (CIE) operatesat each of the prisons.

COMMUNITY PROBATION SERVICES

PSYCHOLOGICAL SERVICE REGIONS

Northern

Southern

COMMUNITY PROBATION SERVICE ANDINTERVENTION SERVICES REGIONS

Northern

Central

Southern

PUBLIC PRISONS SERVICE REGIONS

Northern

Waikato/Central

Midland

Wellington

Southern

153DEPARTMENT OF CORRECTIONS A n n u a l R e p o r t 2 0 0 4 – 2 0 0 5



GOVERNANCE STRUCTURE, RELATIONSHIP ARRANGEMENTSAND MANAGEMENT SYSTEMSIn addition to the groups and services, the Department’s governance structure includes a number of management teams,committees and advisory groups as follows.

Senior Management Team

The Department’s Senior Management Team comprises the Chief Executive and the General Manager of each of the groupsand services, including the Chief Financial Officer. The General Managers and the Chief Financial Officer provide support to theChief Executive on matters of strategic direction, risk management, staff capability, communications, resourcing and relationshipmanagement.

Barry Matthews Phil McCarthy Katrina Casey Bob Calland Mike Martelli John Ryan Jane von DadelszenChief Executive General Manager General Manager General Manager General Manager Chief Financial General Manager

Public Prisons Probation and Corporate Strategic Services Officer Policy DevelopmentService Offender Services Management

management, integration acrossservice delivery entities, and managingrelationships with local communitiesand stakeholders including Maori andPacific peoples. There are threeRegional Management Committees,comprising the respective regionalmanagers of each Public PrisonsService, Community Probation Serviceand Psychological Service region andsenior representatives from CorrectionsInmate Employment and InterventionServices. The committees have fourkey roles:

• ensure safe, effective and culturallyappropriate management of ‘wholeof Department’ service delivery inthe region

• ensure that operational manage-ment and service delivery are moreintegrated on the boundary andinterface areas across deliveryentities

• demonstrate ongoing ownershipof the implementation of theDepartment’s Maori StrategicPlan, and its key principles ofresponsiveness, effectiveness andpartnership

• demonstrate ongoing ownershipof the implementation of theDepartment’s Pacific Strategy.

Working within the framework of theRegional Management Committees areRegional Operating Groups thatsupport the integration of the regionalapproach to operational managementacross the Department’s servicedelivery entities.

Assurance Board

The Assurance Board assists theChief Executive to ensure that theDepartment’s risk managementframework is operating effectively.In particular, that:

• internal control and qualityassurance environments are robustand enhanced where necessary

• operational, legal, financial,information technology, humanresources management and securitysystems’ risks are identified andmanaged

• management of the offenderenvironment is maintained, withissues appropriately addressed whenthey arise.

The Board, which meets bi-monthly,maintains professional oversight of theoperation of the Department’s internalaudit and inspectorate functions.Formal departmental reporting on risk

The aim of the Senior ManagementTeam is to:

• establish and implement thestrategic business planningframework

• establish, distil and promote theorganisation’s values, principles,goals and objectives

• serve as the central forum fordiscussion of and decision on theDepartment’s public policy issuesand internal organisational policies,practices and systems

• review existing and proposedchanges to output delivery and mixincluding consideration of the relatedoperational practices and standardswith a view to ensuring the effectiveaccomplishment of strategic goals

• serve as an information exchangeenabling members to better performtheir individual roles and manageexternal communications issues

• provide advice and support to theChief Executive.

Regional Management Committees

Regional Management Committeeswere established to support theDepartment’s outcomes by maintainingcontinued attention to operational


management is provided to theAssurance Board, which also reviewsprogress in key risk areas throughreports from internal audit, theinspectorate and departmentalmanagement.

The Board is chaired by the ChiefExecutive and includes five externalmembers.

Chief Executive’s Maori Advisory Group

The Chief Executive’s Maori AdvisoryGroup provides direct advice andfeedback to the Chief Executive onstrategic, policy and operational issuesthat affect Maori communities.

The Group is chaired by the ChiefExecutive and includes six externalmembers.

The Maori Advisory Group supportsthe development of initiatives thatmeet the Department’s aim to bemore responsive to Maori. Its workcontributes to the second theme of theDepartment’s Strategic Business Plan,“Improving Responsiveness to Maori”,and, in particular, the Department’sMaori Strategic Plan.

Chief Executive’s Pacific AdvisoryGroup

The Chief Executive’s Pacific AdvisoryGroup provides direct advice andfeedback to the Chief Executive onstrategic, policy and operational issuesthat affect Pacific communities,offenders and staff.

The Group represents an importantconnection with the Pacific community,and assists the Department to becomemore responsive to Pacific peoples’needs, with a focus on reducingre-offending by Pacific offenders,within the context of the Department’sPacific Strategy.

The Group is chaired by the ChiefExecutive and includes five externalmembers.

Inmate Employment AdvisoryCommittee

The Inmate Employment AdvisoryCommittee advises the Chief Executiveon:

• implementation of prisoneremployment policy

• external and internal operationaltargets and financial performance

• identification and management ofrisks arising from the Department’sprisoner employment activities.

The Board is currently chaired by theDepartment’s Chief Financial Officerand includes external representation,the Chief Executive and otherdepartmental representatives.

Interagency Agreements

The Department of Corrections has inplace a number of agreements withother government departments andagencies to assist with achieving itsgoals of protecting the public andreducing re-offending.

The purpose of these agreements is tocreate an environment of cooperationto facilitate a sharing of informationand provide free-flowing access to theservices each department and agencycan provide.

The Department currently has in placeagreements with the followingagencies:

• Ministry of Justice

• New Zealand Police

• Child, Youth and Family

• Ministry of Health

• Inland Revenue Department

• Department of Building and Housing

• Housing New Zealand Corporation

• Career Services

• New Zealand Parole Board

• Ministry of Social Development

• Accident Compensation Corporation

• Office of the Ombudsmen

• Department of Labour.

During the 2004/05 financial year, theDepartment continued to develop theframework and mechanisms to ensurestrong collaborative relationships withother agencies (including governmentdepartments) at a national and locallevel.

Intersectoral Committees

The Department is represented on alarge number of local, regional andnational intersectoral committees thathave been established to contributetowards achievement of one of theGovernment’s key goals, to ’reduceinequalities in health, education,employment and housing’. Thepurpose of these committees is tofacilitate achievement of this goalthrough intersectoral cooperation andparticipation in the wider community.

Committees on which the Departmentis represented throughout the countryinclude:

• Strengthening Families

• Safer Community Councils

• Violence Prevention Network

• Family Violence Funding CircuitBreaker

• Child Welfare Liaison

• Restorative Justice Committees

• Reducing Inequalities OfficialsCommittee

• Reducing Youth Offending

• Regional Forensic AdvisoryCommittee

• Regional Intersectoral Fora

• Pacific Island Capacity BuildingProject

• Social Equity Pacific Senior OfficialsGroup

• Pacific Crime Reduction StrategyProject Advisory Group

• Inter-agency Committee on Drugs

• National Drug Policy Steering Group.



NEW ZEALAND PAROLE BOARDThe New Zealand Parole Board is an independent statutory body established under section 108 of the Parole Act 2002 toperform various functions, primarily in relation to the release from detention of offenders serving sentences of imprisonment ofmore than two years and to consider offenders for home detention. The New Zealand Parole Board publishes its own annualreport that can be viewed at www.paroleboard.govt.nz. The Department provides administrative, financial and secretariatservices to the New Zealand Parole Board.

VICTIM NOTIFICATION SYSTEM

PRIVATE PROVIDERS AND OUTSOURCING

The Victim Notification System was setup in 1987 as a result of the Victims ofOffences Act 1987. The objective ofthe system is to provide registeredvictims of certain offences with noticeor advice about prisoners in prison oroffenders on home detention or parole.The Victims’ Rights Act 2002 hasextended this to include offenders heldby district health board mental healthservices.

Section 29 of the Victims’ Rights Act2002 sets out the eligibility criteria fora victim of an offence to receive noticeor advice. The right to receive thisinformation applies if the offence is:

• one of sexual violation or otherserious assault; or

• one that resulted in the serious injuryto a person, in the death of a person,or in a person being incapable; or

• one of another kind that has led tothe victim having ongoing fears onreasonable grounds for their physicalsafety or security, or, the physicalsafety or security of members of theirimmediate family.

The Police receive and verify thatapplications fulfil the eligibility criteria.The Department records victim andoffender information, on a databaseand sends a confirmation letter to thevictim. The victim also receives a factsheet describing the notificationprocesses. The Department notifiesregistered victims of information, such

as the escape or death in custody ofoffenders, release to work, temporaryreleases and impending release dates.

The New Zealand Parole Board isresponsible under the Parole Act 2002for notifying registered victims ofimpending parole hearings and thevictim’s right to make submissions tothe Board. Victims are also entitled toinformation about a prisoner’ssentence (including any programmesthey have undertaken and completed,and their security classification) to helpthem prepare their submission.

More information on the VictimNotification System is available on theDepartment’s website.

Escort and Courtroom CustodialServices

During the year, Chubb New ZealandLimited carried out 32,633 prisonerescort and 8,792 court custody tasksin Northland and Auckland under a newcontract with the Department, whichcommenced on 1 July 2004.

Auckland Central Remand Prison

The management of the AucklandCentral Remand Prison transferred fromGEO Group New Zealand Pty Limited tothe Public Prisons Service on 12 July2005. The standard prison populationat Auckland Central Remand Prisonis 277 general population prisoners

and 22 special needs prisoners. Theprison also has 82 beds provided fordisaster recovery, used during 2004/05to manage over forecast prisonernumbers.

Home Detention

Home detention allows eligibleoffenders to serve their sentencesoutside prison under electronic andphysical surveillance, and undersupervision by Probation Officers fromthe Community Probation Service.Chubb New Zealand Limited provideselectronic monitoring and manualsurveillance services to theDepartment relating to offenders who

are serving a home detention orderthroughout New Zealand under a newcontract with the Department, whichcommenced on 1 December 2004.During the year, 1,515 offenderscommenced a home detention order.

External Providers of Programmesfor Offenders

The Department contracted with anumber of external providers for theprovision of rehabilitative, motivational,educational and reintegrativeprogrammes during the 2004/05financial year.


Public Prisons Service

RehabilitativeTo assist in the rehabilitation ofoffenders, the Public Prisons Servicehas entered into external contracts forthe delivery of drug and alcohol andMaori therapeutic programmes. CareNew Zealand has been contracted forin-house delivery of alcohol and drugtreatment programmes at Waikeria andArohata Prisons for the period throughto 30 June 2005. Local Maoriproviders were contracted to delivertherapeutic programmes at two of thefive Maori Focus Units with a furtherthree providers to be appointed in thefirst quarter of 2005/06. Theseprogrammes are designed to addressthe key specific cultural criminogenicneeds of Maori within a culturallyeffective context.

MotivationalThe Public Prisons Service hascontracted with two national providersand one regional provider for thedelivery of Tikanga Maori programmesin the men’s prisons for the periodthrough to 30 June 2006. Local Maoriproviders were also contracted todeliver Tikanga programmes in theYoung Offenders Units and in two ofthe female prisons. The Public PrisonsService has also introduced Christian-based programmes that are deliveredin the Faith-based Unit at RimutakaPrison by the Prison Fellowship ofNew Zealand.

EducationalThe Public Prisons Service provides thefollowing educational services tosentenced prisoners:

• basic literacy and numeracy

• unit standards to attain the NationalCertificate in Employment Skills(NCES) qualification

• secondary education (the NationalCertificate in EducationalAchievement (NCEA))

• English as a second language (ESOL)

• vocational training.

The Public Prisons Service hascontracted with five regional providersfor the delivery of NCES for the periodthrough to 30 June 2006. For literacy

and numeracy, secondary educationand ESOL, the delivery of learningmaterial is through a national provider,while offenders are supported throughthe process by locally contracted tutors.Local providers are contracted forthe delivery of vocational training(computer skills and driver licences).

Reintegrative ServicesThe Public Prisons Service hascontracted two external providers todeliver living, parenting and budgetingskills programmes throughout theprison sites. In addition, externalproviders have been contracted todeliver a tattoo removal programme atAuckland and Waikeria Prisons and arestorative justice programme whereprisoners are encouraged to confronttheir offending and to restore thedamage done to victims.

Providers contracted by theDepartment include:

• Care New Zealand – alcohol anddrug programmes

• Mahi Tahi Trust – Tikanga Maoriprogrammes

• MH Wananga Trust – Tikanga Maoriprogrammes

• Aotea Associated Consultants –Tikanga Maori programmes

• Prison Fellowship of New Zealand

– Faith-based Unit programme

– restorative justice programme

• Workforce Consultants – NCES

• Literacy Aotearoa – NCES

• Dunedin Methodist Mission – NCES

• Southland YMCA Education Limited –NCES

• Literacy Training Limited

– NCES

– living and budgeting skills

• Correspondence School of NewZealand

– literacy and numeracy

– ESOL

• Relationship Services – parentingskills

• Mangere Health Centre – tattooremoval

• Rou Rou Consultants – Maoritheraputic programmes

• Te Korowai Aroha O Tupoho – Maoritherapeutic programmes

• Te Rapu Ora – Maori theraputicprogrammes

• Aotea Associated Consultants –Maori therapeutic programmes

• Hine Wirangi Kohe-Morgan –Womens Tikanga Maori programme

• Prison Chaplaincy Services, AotearoaNew Zealand – chaplaincy services

• Arts Access Aotearoa – artsprogrammes.

Community Probation Service

The Community Probation Servicecontracted with a number of providersfor the provision of both residential andnon-residential programmes duringthe 2004/05 financial year. Allcommunity-based Tikanga Maoriprogrammes are delivered via contractswith Maori providers. Non-residentialprogrammes purchased includeddomestic violence prevention, sexoffender treatment, and some alcoholand drug treatment programmes.The Department continued to contractwith three community residentialcentres for the provision of residentialprogrammes:

• Te Ihi Tu Trust in New Plymouth,which delivers a Kaupapa Maoriprogramme addressing issuesrelating to offending on an individualcase management basis.

• Salisbury Street Foundation inChristchurch, which focuses on menwho have a long history of offendingand imprisonment.

• Montgomery House in Hamilton,which provides programmes for menwho repeatedly commit seriousviolent offences.

In addition, the Community ProbationService contracted with providers ofreintegrative support services toconduct the Te Hokinga Maiprogramme in Auckland andChristchurch.



New Zealand Prisoners’ Aid andRehabilitation Society (NZPARS)

NZPARS operates under a primarycontract with the Department ofCorrections to contribute to a reductionin re-offending by assisting offenders(and their family/whanau) to addresspractical problems as they reintegrateback into the community or homedetention following their release fromprison. Specifically, NZPARS assists

offenders to address the followingreintegrative needs:

• obtaining employment

• managing finances

• managing relationship issues

• developing pro-social communitysupport

• acquiring accommodation

• assisting to prevent victim-relatedproblems

• assisting with post-release healthcare continuity.

In addition, the Auckland Prisoners’ Aidand Rehabilitation Society has beencontracted to provide a pilot schemefor supported accommodation,providing housing assistance forrecently released prisoners in theAuckland area.

LEGISLATION AND POLICIES

The Department operates within astrong compliance environment,governed by legislation, regulations,contracts and delegations. Key piecesof legislation include:

• The Corrections Act 2004 (with theCorrections Regulations 2005),which was implemented on 1 June2005 provides the legal frameworkfor the management and operationof prisons and prisoners, andreplaced the Penal Institutions Act1954 (and the Penal InstitutionRegulations 2000). The Departmentof Corrections administers theCorrections Act. The new Actintroduces reforms that reflectmodern conditions and approachesto how the Department managesoffenders. It is also in line with otherrecent criminal justice reforms. Itemphasises that public safety is ofcentral importance and that theDepartment has to consider victims’interests when managing offenders.

• Corrections Regulations 2005.Comprehensive regulations arerequired to give full effect to theCorrections Act 2004. While the Actcontains matters of principle and apolicy framework for the correctionssystem, the regulations provide formatters of detail and implementation.The Corrections Regulations 2005were enacted on 7 March 2005.The commencement date was1 June 2005, the same date as forthe Corrections Act 2004. The new

Regulations are made pursuant tothe Corrections Act and replace thePenal Institutions Regulations 2000.

• The Sentencing Act 2002 (andassociated regulations) wasimplemented on 30 June 2002 andtogether with the Parole Act 2002,largely replaces the Criminal JusticeAct 1985. The Department ofCorrections and the Ministry ofJustice jointly administer this Act.

• The Parole Act 2002 (and associatedregulations) was implemented on30 June 2002 and, together withthe Sentencing Act 2002, largelyreplaces the Criminal Justice Act1985. Most of the provisionsrelating to home detention arecontained in the Parole Act. TheDepartment of Corrections and theMinistry of Justice jointly administerthis Act.

The Department’s social, environmentaland economic issues are governedby legal obligations and throughorganisational strategies and policies.The Department manages its socialissues through the Strategic BusinessPlan 2003–2008 and its accompanyingcompanion strategies. In relation tosocial issues, the Department isregulated by many Acts, including the:

• New Zealand Bill of Rights Act 1990

• Children, Young Persons, and TheirFamilies Act 1989

• Employment Relations Act 2000

• State Sector Act 1998

• Treaty of Waitangi Act 1975

• Victims’ Rights Act 2002

• Health and Safety in EmploymentAct 1992.

The Department is working towardsthe development of a nationalenvironmental strategy, which isdesigned to integrate environmentalmanagement into daily operations. Onenvironmental issues, the Departmentconducts business in compliance withthe:

• Environment Act 1986

• Resource Management Act 1991

• Local Government Act 2002

• Ozone Layer Protection Act 1996

• Building Act 2004

• Hazardous Substances and NewOrganisms Act 1996

• Health Act 1956

• Biosecurity Act 1993

• Energy Efficiency and ConservationAct 2000.

The Department’s financialmanagement arrangementsincorporate the economic aspects ofsustainable development reporting.These aspects include accountabilityunder the Public Finance Act 1989 andthe Department’s Risk ManagementFramework on financial andgovernance issues.


PUBLIC REPORTSNew Zealand’s highest-risk offenderswas released in July 2004. Thereport involved 149 prisoners fromWaikeria Prison and seeks insightinto offenders predicted to re-offendseriously.

• Strategy to Reduce Drug and AlcoholUse by Offenders 2005–2008. Thestrategy, released in September2004, aims to reduce re-offendingby reducing offender drug use inprison and post release.

PERFORMANCE INDICATORS AND GOALS

The following reports were producedduring the year and are available fromthe Department of CorrectionsInformation Centre.

• Annual Report 2003/04 – An annualreport for the year 2003/04 isrequired under the Public FinanceAct 1989.

• Statement of Intent 2005/06 – Astatement of corporate intent for theyear 2005/06 is required under thePublic Finance Act 1989.

• Integrated Offender ManagementSystem Review. The independentreview of the Integrated OffenderManagement System was carriedout as part of the Department’sOutput Pricing Review. The objectiveof the review was to define the futuredirection of the IOMS system from2004 through to 2012.

• New Zealand high-risk offenders:Who are they and what are theissues in their management andtreatment? A year-long study into

This report highlights performanceagainst the targets and goals forsustainable development set out inthe Department’s 2004/05 Statementof Intent. Many of these indicatorsare drawn from relevant social,environmental and economic indicatorsincluded in the 2002 Global ReportingInitiative Sustainability ReportingGuidelines.

Statistics New Zealand, in its draftreport Monitoring Progress Towardsa Sustainable New Zealand, hasproposed a range of indicators tomeasure sustainable developmentprogress from a New Zealandpublic sector perspective. The keydifference with these indicators is theidentification of a separate culturaldimension distinct from the social

dimension. These indicators, however,remain at a developmental stage andit is envisaged that the Department’ssustainable development frameworkwill reflect these indicators onceapproved and adopted by government.



SOCIAL PERFORMANCE

The measurement of social performance is a substantial element of the Department’ssustainable development framework, in light of its contribution to the justice sectoroutcome of safer communities by focusing on the two departmental outcomes ofprotecting the public and reducing re-offending.

The following broad indicators play animportant role in the success of thisparticular core social outcome, and arereferred to throughout this sustainabledevelopment report:

• the employment and retention ofskilled employees

• ensuring the health and safety ofemployees, prisoners and visitors

• maintaining an awareness of, andcatering for the diverse culturalneeds, experiences and attitudesof employees, offenders, families/whanau and community supportgroups

• maintaining commitment towardsequal employment opportunitieswithin the Department

Summary of Performance within the Social Dimension

• Health and safety programmes have delivered a reduction in the cost of workplace injuries and work-related incidents during2004/05.

• The Public Prisons Service has delivered 22,000 tutor hours for NCES programmes.

• Over 30,000 unit standards have been completed and 3,654 externally recognised qualifications gained.

• Females represented 36 percent of all of the Department’s employees.

• Community work projects involved over 2 million hours of work by offenders.

• During the year, 3,218 formal complaints were addressed by the Prison Inspectorate.

• the provision of training andeducation programmes foremployees and prisoners

• working with communities tomanage the Department’s impacton communities effectively.


SOCIAL INDICATORS USED IN THIS REPORT

Social Performance

The following table illustrates the categories, aspects and indicators of the social dimension included within this sustainabledevelopment report.

TABLE 15: SOCIAL PERFORMANCE INDICATORS

Category Aspect Indicator

Labour practices and decent work Employment Full-time equivalent employees by service or group

Full-time equivalent employees by service and region

Employee service and turnover

Health and Safety Health and safety committees

Safe, secure and humane containment of prisoners

Management of incidents

Training and Education Employees

Offenders

Diversity and Opportunity Reducing inequalities

Total employees by gender

Total employees by ethnicity

Senior management and corporate governance bodiesby gender and ethnicity

Equal employment opportunities

Human Rights Indigenous Rights Relationships with Maori

Key themes

Society Community Departmental links with the community

Community work projects

Breakout escapes

Corrections Act compliance



EMPLOYMENT

The Department’s ability to manageits human resources capability andcapacity is critical to the achievementof its strategies as detailed within theStrategic Business Plan 2003–2008and as supported by the HumanResources Management OperationalStrategy 2003–2008. This issue isparticularly relevant given the recentopening of the Northland RegionCorrections Facility and the need forthe Department to develop managerand staff capacity in readiness for thecommissioning and opening of thenew facilities under construction.

The Department continues to focus onenhancing the capacity and capabilityof its people. Departmental managers

and staff have many strengths thathave enabled the organisation’s rapidprogress since its establishment in1995. These have also positioned theDepartment well when compared withits international benchmark correctionsjurisdictions. Further investment hasbeen made available through theOutput Pricing Review to ensure thatthe Department continues to attractand retain the calibre of employees inall, and especially, key roles during the2004/05 financial year. This involved:

• building management and staffcapability for the future (especiallyin readiness for the opening of newprisons)

• addressing specific recruitment andretention issues

• providing more effective support formanagers

• further developing managercompetence.

The initiatives to address capabilityand capacity are contained within theDepartment’s Human Resources

PUBLIC PRISONS SERVICE ANDCORRECTIONS INMATE EMPLOYMENT

Northern 724 (PPS)50 (CIE)

Waikato/Central636 (PPS)

75 (CIE)

Midland 669 (PPS)54 (CIE)

Wellington 555 (PPS)25 (CIE)

Southern 635 (PPS)44 (CIE)

PSYCHOLOGICAL SERVICE

Northern 65

Southern 41

COMMUNITY PROBATION SERVICEAND INTERVENTION SERVICES

Northern 288 (CPS)20 (IS)

Central 336 (CPS)17 (IS)

Southern 322 (CPS)24 (IS)

FIGURE 20: FULL-TIME EQUIVALENT EMPLOYEES BY SERVICE AND REGION

Management Operational Strategy2003–2008 and the 2005/06Statement of Intent. Several ofthese initiatives, including equalemployment opportunities, reducinginequalities, enhancing theDepartment’s responsiveness tocultural diversity, health and safetyand recruitment and retention arediscussed further in this report. TheDepartment has continued to makegood progress towards achieving theseinitiatives during the 2004/05 financialyear and will continue to address theoutstanding initiatives during theremaining three years of the StrategicBusiness Plan.

Full-time Equivalent Employees byService and Region

Of the 5,110 full-time equivalent (FTE)employees, 4,580 were employednationally within the Department’sServices as illustrated in Figure 20below.


30 June 200430 June 2005

0 10 15 25

PsychologicalService

Public PrisonsService

Head OfficeGroups

CommunityProbation Service

Corrections InmateEmployment

30

InterventionServices

20

FIGURE 23: EMPLOYEE TURNOVER (percent)

5

30 June 200431 June 2005

0 500 1,000 1,500 2,500


Public PrisonService

Head OfficeGroups



3,500


2,000

FIGURE 21: FULL-TIME EQUIVALENT EMPLOYEES BY SERVICE OR GROUP (thousands)

3,000

30 June 200430 June 2005

0 1 4 5 9



Head OfficeGroups



10


7

FIGURE 22: AVERAGE LENGTH OF SERVICE (years)

2 3 6 8

Full-time Equivalent Employees byGroup or Service

The number of full-time equivalentemployees (FTE) in the Departmentincreased during the 2004/05financial year by 500, from 4,610 to5,110. Figure 21 illustrates the FTEemployees by Service or Group.

Employee Service and Turnover

Figure 22 illustrates little significantmovement in the average length ofservice across the Department’sGroups and Services in the 2004/05financial year when compared with theprevious financial year.

Overall gross turnover within theDepartment has increased from12.98 percent at 30 June 2004 to13.69 percent for the year to 30 June2005. Figure 23 demonstrates anincrease in the turnover percentagewithin the Psychological Service andthe Community Probation Service,while the decreased turnover inCorrections Inmate Employment reflectsthe conclusion of the restructuringwithin that Service. AlthoughIntervention Services turnover appearshigh, the total number of staff and theactual turnover (in numbers) were verysmall. High turnover within Head Officegroups also remains a concern.



HEALTH AND SAFETY

• 2004 ACC Audit: The ACC audit wasconducted in October 2004 and theDepartment met the ACC auditstandards.

• Health and Safety ManagementInduction Module: The health andsafety management manager’smodule consisting of a leaders’guide, work book and supportingnotes was developed, piloted androlled out.

• National Health and Safety meetings:In accordance with the national planthe Department’s bi-annual meetingwas held with the unions to discuss avariety of health and safety matters.

• Health and Safety Strategy 2005–2008: Through the release of theGovernment’s strategy WorkplaceHealth and Safety for New Zealandto 2015, the Department hasdeveloped an operational healthand safety strategy that sets theoverarching direction for continuousimprovement in health and safetymanagement.

Safe, Secure and HumaneContainment

The Department has a range of policiesand procedures designed to ensure thesafe, secure and humane containmentof prisoners, including:

• The screening of all prisoners oninitial reception, after transfer, or inother specified circumstances, to

As part of protecting the public, theDepartment provides a safe, healthyand secure environment for employees,contractors, volunteers, offenders andvisitors. The Department maintainscompliance with health and safetylegislation, occupational healthand safety requirements and therequirements of the ACC PartnershipProgramme. The Department hascontinued to make improvements toits health and safety programmes andhas delivered a reduction in the costof workplace injuries and work-relatedincidents during the 2004/05 financialyear.

Figure 24 illustrates the number ofabsences from work through sicknessor injury for full-time equivalentemployees as at 30 June 2005compared with the previous financialyear.

Health and Safety Committees

Local health and safety committeesare a requirement under departmentalpolicy and procedures relating tohazard management, and theDepartment’s entire workforce iscovered by joint health and safetycommittees. The purpose of each ofthe health and safety committees is to:

• identify and document hazards

• maintain a register of hazards

• prioritise hazards for the level ofharm possible and the probability ofharm occurring

• identify whether a hazard should beeliminated, isolated, or minimised

• identify control procedures forhazards to be isolated or minimised

• recommend actions to the relevantmanager

• draft and monitor hazardmanagement plans

• provide information to staff on hazards.

The local health and safety committeesconsist of up to 10 people andrepresent the cultural and genderbackground of the Department. Allstaff are encouraged to communicateany concerns about health and safetyto the relevant manager and localhealth and safety committee. Localhealth and safety committees meetregularly every six to eight weeks.They ensure that site inspections areconducted on a regular basis to identifynew or existing hazards and actaccordingly to eliminate, isolate orminimise each hazard. Local healthand safety committees are the vehicleby which the Department’s monthlyhealth and safety newsletter and thequarterly health and safety informationbrochure are produced.

Listed below are the Department’shealth and safety achievements for the2004/05 financial year:

• Employee Participation Scheme:With the exception of Public PrisonsService representatives who arecurrently under training, all employeerepresentatives have been trained.

• SAP Health and Safety Module: TheSAP Health and Safety Module wascompleted and data entered into thesystem.

30 June 200430 June 2005

0 2 4 6 10



Head OfficeGroups



12

InterventionService

8

FIGURE 24: EMPLOYEE ABSENCES THROUGH SICKNESS OR INJURY (days)

Days


identify those prisoners that may beat risk of self-harm or suicide.

• The undertaking of segregationprocesses designed to minimiseviolent, intimidating, or criminalactivities within the prison environment.

• Deterrence and detection strategiesaimed at reducing illicit drug use byprisoners.

• Application of the security classi-fication system to ensure appropriateassessment of security levels.

• Initiatives to allow infants to remainwith their mothers in prison undercertain circumstances and, generally,to a maximum of six months.

• Initiatives in health, including harmminimisation and communicablediseases screening, the develop-ment of a mental health screening

tool, and the development ofnational standards governing allaspects of prison construction,including cell construction.

• The active management of prisoners,being the interaction between staffand prisoners in which every contactis viewed as an opportunity forpositive influence. This recognisesthe valuable role prison staff play inmanaging prisoners and influencingtheir engagement in criminogenicprogrammes. It is a key tool to manageprisoners effectively and integratesentence management and safe,secure and humane containment.

Management of Incidents

As part of providing safe, secure andhumane containment, the PublicPrisons Service maintains a National

Incident Response Policy that identifieshow incidents in prisons are dealt withto ensure that the response brings theincident to a safe and swift conclusion,minimising the risk of injury to staff andprisoners, and damage to property.

The Public Prisons Service NationalIncident Response Policy has clearroles and responsibilities for managingincidents. These guidelines identifythe different roles, and recognise thatresponsibilities will vary dependingon the type and seriousness of anincident. The clear statement of roleand responsibility ensures that all staffunderstand the authority for calling up,authorising deployment and managingthe incident when an incident responseis required.

TRAINING AND EDUCATION

The Department of Correctionscontinues to attract highly skilledworkers from an increasingly diverseand mobile labour market. As such, itis important for the Department toensure that it is positioned to retain acapable workforce. In the completedOutput Pricing Review, governmentagreed to provide additional funding forthe Department to restore, retain andmaintain capability. The Departmenthas therefore been able to beginrebuilding its capability and capacityto deliver effective service.

Employees

The Department recognises the benefitsarising from the development andmaintenance of its human resource

capability and capacity and iscommitted to developing the qualityand skills of its employees. Trainingand development achievements foremployees during the 2004/05financial year include:

• an increase in training anddevelopment for staff and managers

• an enhanced training curriculum forProbation Officers

• the graduation of future leadersthrough the Future LeadersProgramme

• continuation of the Chief Executive’sscholarships for selected employees

• completion of the Management atCorrections programme modules,including the piloting and roll out ofthe performance managementmodule

• leadership assessment for managersconducted by the LeadershipDevelopment Centre.

Improvement in the Department’sresponsiveness to Maori and Pacificstaff and offenders requires an

understanding of the relevant culturalissues, particularly at managementlevel, and in those roles that requiredirect contact with Maori and Pacificoffenders and their families. TheDepartment encourages its staff toparticipate in a number of coursesand seminars relating to culturaldevelopment, including several internalinitiatives such as its Te Reo Strategyand Tikanga and language courses,and the Responsiveness to Maorimodule of the Management atCorrections programme. An exampleof the progress made during 2004/05was the rollout of the cultural awarenesscourse, Kia Mau, for staff within theCommunity Probation Service.

Staff also attended programmesthrough whare wananga, polytechnicsand universities to develop theircultural understanding and itsapplication to the Department’sservices. Staff engaged with local iwi,hapu and runanga for advice, directionand cultural supervision.



The Chief Executive’s Maori Advisoryand Pacific Advisory Groups providedsignificant input into the Department’songoing and potential management of,and interaction with, Maori and Pacificoffenders and their families. TheDepartment also obtained advice onPacific issues from the Ministry ofPacific Island Affairs and other Pacificorganisations and support groups.

Offenders

Social benefits flow on to societythrough the education and upskilling ofprisoners. The Department’s educationand training programmes providedoffenders with opportunities to gainemployment upon their release and toassist them with reintegration intosociety. This has provided a positiveeconomic and social benefit to New

Zealand as a whole. Prisoneremployment and training activitiesinclude farming, forestry, horticulture,manufacturing, construction, assetmaintenance, kitchen, computer andcommunity work activities.

Prisoners undertaking the Department’semployment and training options weregiven opportunities to receive externallyrecognised qualifications within theframework of the NZQA. The Depart-ment also provided prisoners withopportunities to participate ineducational training programmes.The Public Prisons Service delivers theNCES, secondary school education,and literacy and numeracyprogrammes to prisoners as part oftheir sentence plan.

The NCES is an NZQA accreditedprogramme that develops skills for theworkforce. The NCES programme isprimarily provided to prisoners whoare 20 years or older. Secondaryeducation is compulsory for 16 and17 year old prisoners and is also madeavailable for those younger than 20years of age. Literacy and numeracyprogrammes are available to allprisoners with an identified need inaccordance with their sentencemanagement assessment. In the2004/05 financial year, the PublicPrisons Service delivered approximately22,000 tutor hours for NCESprogrammes, while overall offenders inprison completed over 30,000 unitstandards that gained 3,654 externallyrecognised qualifications.

DIVERSITY AND OPPORTUNITY

The Department maintains an acuteawareness of, and caters for, diversecultural needs, experiences andattitudes with respect to employees,prisoners, offenders, family, andcommunity and cultural supportgroups. This is particularly importantin light of the fact that Maori andPacific peoples continue to bedisproportionately represented inthe criminal justice system. TheDepartment’s contribution to thegovernment goal of reducing inequalitiesis discussed further below and will besupported by trained Maori and Pacificemployees, including managers.Developing the organisation’sresponsiveness to diverse culturesand ethnic groups means evolving theorganisational ethos and building the

capability and capacity of people toenable improvements in everydaybusiness with staff, offenders,communities and providers.

The Department recognises that, to beeffective, the organisation needs todevelop responsiveness to an increasinglydiverse offender population,particularly in relation to Pacificpeoples, women, youth and other high-risk groups. The desire, as well asrequirement, to be a good employermeans also targeting responsiveness tostaff. A range of initiatives have beendeveloped and implemented during the2004/05 financial year that supportsthe Department’s aim of beingculturally responsive, they include:

• increasing the number and proportionof Pacific peoples staff and managers

• increasing the number and proportionof female staff and managers

• increasing the number and proportionof Maori staff and managers

• supporting Pacific staff networksthat can utilise in-house experts onPacific issues

• supporting Maori staff networks atnational and regional level

• implementation of the Te Reo Strategy

• enhancing the role of kaiwhakamanaat the Northland Region CorrectionsFacility

• piloting of the women’s TikangaMaori Programme in the Hawke’sBay/Gisborne and Taitokerau areasof the Community Probation Service

• implementing Cultural Supervision inthe Waikato and Canterbury regions.

Reducing Inequalities

The Department of Corrections is oneof 13 identified departments requiredto report on reducing inequalities.The Treasury has outlined theDepartment’s annual reportingrequirements for contributing toreducing inequalities. The reportingrequirements apply to annual reportsfrom 2004/05 onwards and reflectthe revised changes to the reducinginequalities policy agreed by Cabinetin June 2004.


Key GoalsThe Government’s key goal for reducinginequalities is to:

“reduce the inequalities that currentlydivide our society and offer a goodfuture for all by better coordination ofstrategies across sectors and bysupporting and strengthening thecapacity of Maori and Pacificcommunities. It aims to ensure thatall groups in society are able toparticipate fully and enjoy the benefitsof improved production.”

This key goal reflects fundamentalprinciples relating to social justice, adesire to reduce disadvantage andpromote equality of opportunity in orderto achieve a similar distribution ofoutcomes between groups, and amore equitable distribution of overalloutcomes within society. This entailsan integrated approach to managingthe reducing inequalities policy toensure that the goals and principlesof reducing inequalities are a core partof key departmental activities andinitiatives.

Key OutcomesReducing inequalities reaches acrossmany sectors and requires coordinatedaction. Within the Department ofCorrections, reducing inequalitiesmeans focusing on the followingGovernment outcomes (ReducingInequalities: Next Steps Report toCabinet 2004):

• better health and reducedinequalities in health

• high levels of participation ineducation and improved educationalachievement

• improved labour market participation,greater access to sustainableemployment opportunities andreduced unemployment

• reduced criminal victimisation andviolence

• cultural and ethnic identities arevalued.

The incorporated approach to managingthe reducing inequalities policy assumesthat departments will consider andreflect the goals, principles, andpriorities of government’s reducing

inequalities policy in their planning,policy development and servicedelivery.

Addressing re-offending by Maori andPacific offenders is a high priority forthe Department. Because Maori andPacific peoples continue to bedisproportionately represented in thecriminal justice system, the Departmentis committed to providing qualityprogrammes and services that areeffective for Maori and Pacific peoples,from initial assessment through tointervention and release. Currentdepartmental initiatives include:

• the Whanau Involvement Plan

• the Maori Provider DevelopmentStrategy

• Tikanga Maori Programme

• Maori Therapeutic Programme

• Tikanga Maori Women’s Programme

• Specialist Maori Cultural Assessment

• Cultural Supervision

• Maori staffing targets

• Te Reo Strategy

• Kaiwhakamana Visitor Policy

• Chief Executive’s Maori AdvisoryGroup

• Saili Matagi (the Pacific ViolencePrevention Programme)

• Fautua Pasefika Policy

• Chief Executive’s Pacific AdvisoryGroup

• Pacific staffing targets

• Female employee targets

• the review of cultural competenciesfor frontline staff.

Consequently, as part of the alignmentto reducing inequalities and theconclusions of the State ServicesCommission-led review, theDepartment’s reports continue tocontain, as a minimum:

• an overview of major departmentalstrategies that aim at, or contributeto, reducing inequalities

• explicit reducing inequalitiesframeworks, strategies and policies

• major programme-level interventionsimpacting on reducing inequalities

• major research, policy development,or other developmental activitiesincorporating reducing inequalities,goals and objectives

• monitoring, evaluation, or auditingactivities aimed at measuringreducing inequalities outcomesdirectly, or programmes contributingto reducing inequalities.

A detailed report on reducinginequalities in the Department ofCorrections, including expenditure,can be found on pages 182-8.

Equal Employment Opportunities

The Department of Corrections iscommitted to equal opportunities in allits employment policies and procedures.Equal employment opportunities (EEO)apply to all aspects of the Department’shuman resource policies, includingrecruitment, selection and appointmentpractices, training, performancemanagement, career development,conditions of employment and thework environment. All departmentalemployees, regardless of gender, race,marital status, age, disability, sexualorientation, family status, religious orethical beliefs, political opinion orunion affiliation, have similar accessto employment opportunities.

The Department’s managers haveprimary responsibility to promote equalemployment opportunities for allemployees and to eliminate policiesand practices that work against equityin the workplace. The Departmenttakes a strategic approach to equalemployment opportunities and policiesto support its business outcomes.

The Department’s 2004/05 EEOprogramme continued to complementother human resource initiatives thatworked towards achieving a positiveworkplace culture and cooperativerelationships between staff andmanagement. The Department alsocontinued work on the DisabilityImplementation Work Plan, which aimsto progressively review all employmentand staff support processes to ensurethey are responsive to the needs ofstaff with disabilities, and in accordancewith the Department’s health andsafety in employment strategy.



Pay and Employment EquityThe Department of Corrections iscommitted to the outcomes of theGovernment Pay and EmploymentEquity plan of action. As part of thereview of remuneration systems, theDepartment has provided input into theDepartment of Labour-led initiative todevelop a gender neutral job evaluationsystem. The State Services Commissionand the Pay and Employment EquityUnit of the Department of Labour havekept the Department informed of thedevelopment of pay and employmentequity processes.

Total Employees by Gender

An important part of the Department’sefforts to enhance its responsivenessto diversity is to increase the number

of women within the organisation.Throughout the 2004/05 year, theDepartment continued to place a highpriority on female recruitment tomanagement and other key roles,particularly those interacting withfemale offenders. As at 30 June 2005,females represented 36 percent ofall of the Department’s employees,an increase on the 34 percentrepresentation as at 30 June 2004.Figure 25 illustrates the gender splitof the Department’s FTE employeesas at 30 June 2005 compared withthe previous financial year.

Total Employees by Ethnicity

Improving its responsiveness to Maoriand Pacific offenders and their familiesis one of the key themes within the

Department’s Strategic BusinessPlan 2003–2008 and its companionstrategies the Maori Strategic Plan andPacific Strategy. Being responsiveincludes the capability to develop anddeliver services that are effective andappropriate for Maori and Pacificprisoners, offenders and families.Maori and Pacific peoples represented23 percent and 8 percent respectivelyof the Department’s employees asat 30 June 2005. Figure 26 belowillustrates the ethnic split of theDepartment’s FTE employees as at30 June 2005. The results indicatethat ethnic representation hasincreased slightly when compared withthe previous financial year.

Senior Management and CorporateGovernance Bodies by Gender andEthnicity

Improving the Department’sresponsiveness to diversity within itsenvironment includes ensuring thatMaori, Pacific peoples, and femalesare fairly represented within theDepartment’s governance bodiesand at management level.

The Department’s governance bodiescomprise the Senior ManagementTeam, Assurance Board, ChiefExecutive’s Maori Advisory Group,Chief Executive’s Pacific Advisory Groupand the Inmate Employment AdvisoryCommittee. Representation by genderand ethnicity is an important elementin determining the composition of theDepartment’s governance bodies.

FIGURE 25: FULL-TIME EQUIVALENT EMPLOYEES BY GENDER (thousands)

20042005

0 500 2,000 2,500

Male

Female

3,5003,0001,000 1,500

FIGURE 26: FULL-TIME EQUIVALENT EMPLOYEES BY ETHNICITY (thousands)

20042005

0 1,500 2,000

Maori

Other

4,000

Pacific Peoples

3,0002,500500 3,5001,000


INDIGENOUS RIGHTS

Relationships with Maori

Maori are recognised by the Governmentas the tangata whenua o Aotearoa(indigenous people of New Zealand)and, as such, have a special statusas acknowledged by the Treaty ofWaitangi. In accepting the Treaty ofWaitangi and the tangata whenuastatus of Maori, the right of the Crownto govern and the right of non-Maori toidentify as New Zealanders is validated.The Department’s commitment toMaori derives from the Treaty ofWaitangi and is linked to the Treatythrough the key government goal‘strengthen national identity anduphold the principles of the Treaty ofWaitangi’.

The Department works in partnershipwith Maori communities andgovernment agencies to providecorrections services that contributeto community safety and reducere-offending, and provides theseservices in a way that has regard tothe Treaty of Waitangi.

In 2004/05, the Departmentaddressed the following issues inrespect of its relationships with Maori:

• revised recruitment methodology tobetter enhance the Department’sability to attract and recruit Maoristaff and managers

• continued the development andenhancement of kaiwhakamana

• piloted the women’s Tikanga MaoriProgramme in the community

• implemented Cultural Supervisionin Waikato and Canterbury

• implemented specialist MaoriCultural Assessments in theAuckland and Waikato regions

• participated in the Crown–MaoriRelationship Instruments Reviewconducted by the State ServicesCommission

• continued to develop and supportMaori staff networks

• signed a relationship agreement withNgati Tuwharetoa

• adopted the Maori Initiatives Pathway.

Key Themes

Building Partnerships with MaoriPartnerships with Maori communitiesare vital to the provision of effectiveand responsive services for Maori.The Department views partnershipsas continually evolving relationshipsthat balance the duties and obligationsof kawanatanga and aspirations ofrangatiratanga. The Departmentbelieves that establishing partnershipsbegins with the building of relationshipswith whanau, hapu, iwi and Maoricommunities. The Department formsrelationships with Maori communitiesthat are strategic and mutuallybeneficial. The nature of theserelationships is focused around theaspirations of the Department andMaori for ‘wellness and wellbeing’.

Currently, the Department has apartnership arrangement with theNgati Rangi Development Society Incin respect of the Northland RegionCorrections Facility, while the Ministerexecuted in 2004/05 a relationshipagreement with the Tuwharetoa TrustBoard in respect of departmentalservices in the Central North Island.Other agreements are under develop-ment in respect of new facilities underconstruction, while consolidationcontinues of relationships at existingfacilities. The development ofgovernment policy on Crown–MaoriRelationship Instruments and associated

Treaty of Waitangi policy continues toinform the Department’s ongoingprogress in iwi and other Treatypartnership relationship arrangements.

Being Effective for MaoriThe Department seeks to providequality programmes and services thatare effective, appropriate and addressthe diverse needs of Maori. Thisapproach is underpinned by theprinciple that Maori world views andmethodologies will be included in thedevelopment of services.

Being Responsive to MaoriThe Department looks to build thecapability and capacity of its peopleand processes to enable it to improveits everyday interaction with Maorioffenders, communities and providers.The Department considers that beingresponsive requires an organisationand staff capable of developing anddelivering services that are effectiveand appropriate for Maori. Thisincludes:

• providing appropriate training anddevelopment for staff to be able todeliver services in a manner thatrespects Maori values and supportsMaori processes

• increasing the involvement of Maoristaff at all levels of the Department,to support Maori-to-Maori servicedelivery, and influence change at amanagement level to improve overallservices for Maori

• incorporating Maori values in theDepartment’s organisational policies,practices, processes and culture.

In this respect, in 2003, the Depart-ment adopted its Whakatinana TeKaupapa Strategy for working withMaori service providers. The aim of thestrategy is to address issues relating tothe way in which the Department workswith existing and potential Maoriservice providers.



COMMUNITY

The Department’s operations, by theirvery nature, impact on communitieswithin New Zealand, whether they arecommunities in close proximity tocorrection facilities, the families ofoffenders, ethnic groups, or the NewZealand public as a whole. Communitysafety is an important issue for mostNew Zealanders, involving police,courts and other agencies, and theDepartment plays a key role because itmanages offenders both in prisons andthose serving non-custodial sentencesin the community.

The Department’s risk strategy requiresthe sensitive management of actualrisks in an effort to minimise perceivedrisks to the community. During 2004/05, the Department worked with bothMaori and Pacific communities toassist Maori and Pacific offenders.New prisons encourage behaviouralimprovement, and are located sofamilies can visit more easily.

In 2005, a survey of the communitynear the Otago Region CorrectionsFacility was commissioned to capturesocial indicator data. Stage one of astudy has been completed and will berepeated five years after the prisonopens to gauge the impact of the newfacility on the local community’s socialenvironment.

Department Links with the Community

The Department continued to identifyand manage its impact on communitiesthrough the successful use of liaisonactivities, including:

• the use of Community ProbationService Liaison Officers (LiaisonOfficers)

• the presence of Community WorkSupervisors and Probation Officers

• the presence of CommunityResidential Centres

• localised site liaison functionsoperating in collaborativerelationships with local agencies.

Liaison services are established by theDepartment with communities andethnic groups and include ProbationOfficers selected for their liaison skillsand experience. The role of a LiaisonOfficer is to:

• meet with social service groups andagencies to mutually exchangeinformation

• ensure that all new informationregarding social service groups andagencies is communicated to staff

• be available as a contact person tosocial service groups and agencies.

The Department’s Senior CommunityWork Supervisors and ProbationOfficers maintain close links with thecommunity through work projects andliaison with sponsors such as localauthorities, the Department ofConservation and marae that benefitfrom the work undertaken. TheDepartment also interacts with thecommunity through CommunityResidential Centres, which provideoffenders with a residential programmein a normalised and structuredenvironment. The aims and objectivesof Community Residential Centresare to:

• provide residential programmes thatidentify and address the causes ofan individual’s offending

• contribute to the reintegration ofoffenders into the community

• foster community involvement inthe provision of programmes foroffenders

• contribute to reducing the rate ofre-offending.

Community Residential Centres havea more formalised Probation Officerliaison arrangement that involvesgreater interaction with offenders andstaff at the Community ResidentialCentre. In order to make its servicesknown and as accessible as possible,the Department also establishedlocalised site liaison functions tooperate with local agencies such asChild, Youth and Family, the NewZealand Police, Work and IncomeNew Zealand, and local iwi/hapu.

Community Work Projects

When sentenced to community work,an offender is placed with either aCommunity Work Agency, CommunityWork Centre or both. They thenundertake a variety of projects in thecommunity until they have completedtheir required number of hours.

Prior to placement, all offenders areassessed as to their suitability, workskill opportunities, placementavailability, and work/familycommitments. Where possible, anoffender’s specific skills are matchedwith an appropriate project or agencyto ensure maximum benefit to thecommunity through the workundertaken.

During 2004/05, community workprojects involved over 2 million hoursof work by offenders. Table 16provides information on a variety ofcommunity work projects undertakenduring the reporting period and thepositive impact they have had onoffenders, project sponsors and localcommunities.


TABLE 16: COMMUNITY WORK PROJECTS

Location Sponsor Project Benefits

Taupo A local marae Planting new gardens, Providing positive cultural exposure for offenders,rebuilding fences, laying supports local hapu in important project, offenderscobblestones learn new skills on the job.

Auckland Auckland Regional Developing and Over 4,500 hours work at West Coast regionalCouncil maintaining Regional parks in 2004, providing benefits to the

Parks environment, wildlife and tourism. Labour-intensivework giving offenders sense of purpose andchance to use skills.

Wellington A suburban cemetery Clearing overgrowth and Improving accessibility of the cemetery to visitorsdebris and walkers, continuing a long association between

the cemetery and Community Probation Service.

Whangaparaoa A local food bank garden Assisting in tending and Making a meaningful contribution to the localharvesting the food bank community by helping provide food to those ingarden need, and providing offenders with horticultural

experience.

Waikanae A local sports club Flood relief – shovelling Providing much needed labour to ease asilt, digging mud, community crisis.cleaning out sheds,fences and clubrooms

Napier Local authorities Operation Clementine, Health benefits to the local community from freshplanting out hundreds of fruit, reinforcing relationships with other agencies.citrus trees for tenants

Timaru A local boat club Refurbishing dinghies Encouraging young sailors to get involvedloaned to novice sailors with sport, saving club money and time.

Stoke, Nelson A private land owner Eight years’ work helping Made rare coastal lowland forest accessibleand local authority to develop popular to community groups for educational and

walking track (Kelly’s recreational purposes, provided offendersTrack) with skills and sense of achievement.

Taranaki Department of Two-year project to build Provided valuable opportunity for peopleConservation and local wheelchair-accessible with disabilities to enjoy bush environment safely,government track through scenic labour-intensive work giving offenders sense

reserve near New of purpose and chance to use skills, such asPlymouth building dry stone walls.



REPORT UNDER SECTION 190 OF THE CORRECTIONS ACT 2004

Section 190 of the Corrections Act2004 prescribes particular issues thatmust be reported on in the Department’sannual report. Notwithstanding thecommencement date for the Act being1 June 2005, section 190 makes itclear that the reporting requirementsrelate to the whole of the year to whichthe annual report relates. Informationprovided to meet the reportingrequirements has therefore covered theperiod 1 July 2004 to 30 June 2005.These issues, and the Department’sachievements, are detailed below.

Section 190(1)(a)

This section reports on how the ChiefExecutive has carried out his functionsunder section 8(1)(k), of ensuring thatprocesses are established andmaintained to identify communitiessignificantly affected by policies andpractices in the corrections system,providing opportunities for thosecommunities to give their views onthose policies and practices, andensuring those views are taken intoaccount, together with information onhow prison managers have carried outthis responsibility.

Regional managers are required by theGeneral Manager Public Prisons Serviceto engage with local communities ona regular basis. The processesestablished to assist engagement aredescribed in the following publications:

• Public Prisons Service manuals andguidelines

• Release of official information:Guideline for Coordination

• Consultation requirements as set bylocal authorities

• Performance management system.

This is the first formal report preparedby the Senior Inspector for inclusionin the Department’s annual report.It is early days in terms of the newcommunity-based sentence role for theInspectorate. This report thereforedeals primarily with prison relatedmatters.

In terms of prisoner contact andcomplaint volumes for the Inspectorate,2004/05 has been a record year.Prisoners made 6,689 contacts withthe Inspectors during 2004/05. Whilethis figure includes 539 interviewsconducted during routine prison visits,the bulk of prisoner contacts are nowmade through the Inspectors’ direct0800 telephone service for prisonersand their families. Not all prisonercontacts generate complaints. Manyprisoners are simply seeking advice,information, or assurance that theyhave been managed appropriately.However, 3,218 formal complaints weredealt with by the Inspectors during theyear. This figure is the highest since1995, and is due primarily to theincrease in the prison population overthat time. High prison musters inthemselves generate tensions amongboth staff and prisoners. Thesetensions are exacerbated by the needto transfer prisoners away from theirhome locations and from prison toprison to meet the need for availablebed-space. This has a downstreameffect on families, visits, property,programmes and all those things thatdirectly affect the quality of prison life.It also draws staff away from their keysupervision and case managementroles.

Despite the high volume of complaintsto the Inspectors, the incidence ofjustified complaints remains low, withonly three being so defined for the year.It has been acknowledged, however,that the current definition of a justifiedcomplaint is not a satisfactory measureof prison performance. The presentdefinition effectively excludes anycomplaint brought directly to anInspector without first going throughthe internal prison system. Thedefinition has been revised for the

The major issues for the Public PrisonsService requiring consultation withcommunity organisations included:

• the opening of new correctionsfacilities

• the transfer of existing facilities outof a community

• changes to existing operations andfacilities.

Through staff and community networks,public meetings, hui, and the media,opportunities were made available forcommunity involvement to identifyissues that could negatively impact ona community, provide opportunities forpositive contributions by a community,to pass on information regardingdepartmental and prison activitiesand to ensure that the Departmentcomplied with legislative requirements.

Section 190(1)(b)

This section reports on the workundertaken by inspectors of prisons,including statistical information aboutthe disposition of complaints andcomments on issues arising fromcomplaints or visits.

The Prison Inspectorate was firstestablished in 1954 under theprovisions of the Penal Institutions Actof that year. The legislation establisheda dedicated complaints resolution,investigation and general assurancefunction, reporting directly to the ChiefExecutive independently of prison linemanagement. The level of statutoryprotection afforded to the Inspector’srole and reporting level was in directrecognition of the high level of riskattached to prison management andthe need to provide a level of legislativeprotection for the Inspector’s functions.That arrangement was retained uponthe devolution of sentence managementfunctions to the new Department ofCorrections in 1995 and has also beenreflected in the provisions of theCorrections Act 2004. The majorchange for the Inspectorate arising outof the 2004 legislation is the formalextension of the Inspectors’ role tocover community-based sentences inaddition to the traditional prison focus.


2005/06 year to include all instanceswhere intervention by an Inspector isnecessary in order to achieve theappropriate outcome for the prisoner.

There are, however, encouraging signsthat complaints to the Inspectors arebeginning to reduce. The last threemonths of the year saw a dramaticreduction from the hitherto record figureof 371 in February 2005 to a new lowof 184 in June 2005. This can beattributed in some measure to theincreased effectiveness of the revisedinternal complaints process introducedthroughout New Zealand prisons inApril 2004. It is expected that this trendwill continue as prisoners and staffalike gain confidence in the new system.

In addition to their role in complaintsresolution, the Inspectors haveundertaken 16 full investigations ofsignificant prison incidents, including13 deaths in custody. The Inspectorshave also monitored the conduct andoutcome of 51 internal prisoninvestigations into other prisoner-related incidents and allegations.

A number of areas have been drawnto management’s attention during theyear, arising out of the Inspectors’complaints activity. The mostsignificant of these are as follows:

• There is a continuing high incidenceof prison property complaints. Errorsin property handling are likely toremain a concern while musterpressure necessitates the currenthigh level of prisoner movements.Many property complaints could beavoided by greater care in itemisingproperty, and ensuring that prisonershave adequate time to check andsign for property during transfermovements. The propertymanagement systems themselvesappear adequate, provided they areproperly implemented.

• The complaint category that is ofmost concern, however, is that ofstaff conduct and attitude. TheInspectors received 214 complaintsin this category during 2005/06.While the great majority were not of aserious nature, and none were foundto be justified under the current

definition, the sheer incidence ofthese complaints is of concern.Some of this is, again, attributable tothe pressures at all levels created byhigh musters. The nature anddynamics of prisons, however,require a constant, consistent andongoing management presence rightdown at unit floor level in order toreinforce the desired behaviours.The time demands placed on today’sprison managers, particularly ininvestigating incidents, complaintsand allegations, rarely allow thisideal to be achieved.

• The Inspectorate was also able toclarify the Department’s obligationsin respect of providing adequateclothing for those prisoners who donot want to wear their own clothingwhile in prison.

The most consistent areas of concernarising out of the investigations andmonitoring assignments carried out bythe Inspectors during 2005/06 were inrelation to:

• the supervision, observation androutine security checking ofprisoners

• adequate cross-matching ofinformation when carrying outprisoner self-harm risk assessments.

While these areas are the subject ofadequate and well-proven systems,instructions and procedural require-ments, the issues identified have beenmore about the observance in practiceof these systems, and the provision ofadequate management resources toensure that the required standards aremaintained. The Inspectorate hasreported these issues directly to theChief Executive and the AssuranceBoard.

Section 190(1)(c)(d)(e)

This section describes the processesand systems in place to supervise andcontrol the monitoring of prisoner calls,including statistics on the proportionof prisoner calls monitored and thenumber and percentage of callsdisclosed under section 117(1) and (2):

• to any person other than anemployee of the Chief Executive

• to an employee of the Chief Executive

• number of proceedings against aperson for a disciplinary offence inwhich a recording of any of thosecalls was used in evidence.

Legislative authority for the Depart-ment to monitor prisoner telephonecalls is provided under sections 111to 122 of the Corrections Act 2004.Process and systems to monitorprisoner calls were not in place in the2004/05 financial year. Consequently,statistics required under the legislationcannot be provided. As a result ofserious breaches in prison security,the Government approved additionalfunding in Budget 2005 to enhanceprison security by introducing a systemand staff to monitor prisoners’telephone calls, and collect andanalyse data that contributes toincreased Crime Prevention InformationCapability (CPIC).

The Terms of Reference for the CPICproject have been developed and thedeliverables will include:

• developing a model of CPIC staffing

• purchasing and developing a securedatabase

• integrating a secure database withIOMS

• purchasing and building a telephonemonitoring system

• developing a training plan for allstaff.

Section 190(1)(f)

This section provides a report onmeasures to reduce drug and alcoholuse by prisoners and the effectivenessof those measures, random-testingprogrammes and the results of thoseprogrammes.

The Department’s progress in reducingdrug and alcohol use by prisoners isreported in Part 1 (pages 34-5) andPart 2 (page 112) of this annual report.



Section 190(1)(g)

This section provides a report on theoperation of every security contract inforce for the whole, or any part, of theyear to which the annual report relates,including:

• a summary of reports forwarded tothe Chief Executive under Section171(2) and (3)

• a summary of reports made to theChief Executive under Section172(2)(b)

• a summary of actions taken inrelation to the operation of securitycontracts as a result of mattersraised in any report forwarded.

The Department’s contract withChubb New Zealand Limited is for theescort and court room supervisionof prisoners in the Auckland andNorthland region. Chubb performanceover the 2004/05 financial year was inline with contract expectations. Chubbprovided the Department with monthly

reporting, outlining performance formeasures such as: escapes, releasesin error, prisoner deaths, prisonerinjuries, complaints, staff personalgrievances and disciplinary actions.

Section 190(1)(h)

This section provides a report on theoperation of any contract prison,including a summary of reports by themanager of the contract prison,including:

• a summary of reports forwarded tothe Chief Executive under Section214 (2) and (3)

• a summary of reports made to theChief Executive under Section215(2)(b)

• a summary of actions taken inrelation to the management ofcontract prisons as a result ofmatters raised in any reportforwarded.

The Auckland Central Remand Prisonwas the first privately managed prisonin New Zealand and was initiallymanaged by Australasian CorrectionalManagement Limited (ACM), whichlater became GEO Group New ZealandPty Limited. ACM/GEO negotiated afive-year contract with the Departmentto manage the prison. With the passingof the Corrections Act 2004, themanagement of the Auckland CentralRemand Prison reverted back to thePublic Prisons Service on 12 July 2005,on the expiry of the contract.

GEO performance over the 2004/05financial year was in line with contractexpectations. GEO provided theDepartment with monthly and quarterlyreports that outlined performanceagainst set criteria for incidents,complaints, searches, disciplinaryproceedings, drug testing andprogramme delivery.


ENVIRONMENTAL PERFORMANCE

The Department continued to develop and improve its ability to monitor its operationalimpact on the environment during the 2004/05 financial year. With 20 existing prisons,139 Community Probation Service centres, eight Psychological Service offices, 5,110 FTEstaff, 6,961 prisoners and 11,800 hectares of land under the Department’s management,relevant environmental issues including waste management, energy and water efficiency,land and stock management and river and stream protection were assessed to ensureadherence to environmental best practice.

• developing and prioritising a portfolioof key initiatives aimed at improvingthe Department’s environmentalmanagement and performance

• guiding the development of theDepartment’s EnvironmentalManagement System, including siteenvironmental development plans,environmental policies andstandards

• integrating the EnvironmentalManagement System with existingstrategies and programmes that willassist the Department in improvingits environmental management andperformance.

Environmental Management System

The Environmental ManagementSystem enables the Department toplan, implement, monitor and reviewits environmental performance in amanner that is consistent withrecognised national and internationalenvironmental standards. The systemwas also developed in order thatenvironmental values and soundenvironmental practices could beintegrated into the Department’s corebusiness processes and day-to-daymanagement.

The Department has carried out arange of environmental managementactivities to protect valuable resources

on leased and owned property, and hasalso enhanced capability and achievedcost savings. Waste management,energy and water efficiency, land andstock management, coastal marine,river and stream protection issuesare constantly assessed to ensureadherence to environmental bestpractice.

The Environmental Management Systemis based on ISO standard 14001 andprovides the following benefits:

• ensuring sustainable use of prisonfacilities

• legal compliance

• reduced business and environmentalrisks and liabilities

• reduced costs through standardisingmanagement processes

• economical use of resources

• demonstrating due diligence inmanaging environmental risk

• positive recognition and support fromthe Government and the community

• demonstration of commitment toeffective environmentalmanagement.

Environmental best practice was alsoadopted in the assessment andselection of new prison sites and indetailed environmental impact reports.The reports provided the Departmentwith an assessment of the potentialimpact of the new corrections facilitieson relevant environmental matters,such as site ecology and air and waterquality.

The Department’s operations havebeen guided by the EnvironmentalRisk Analysis conducted during the2003/04 financial year. Theimpending implementation of anEnvironmental Management Systemhas enabled the Department to measureand audit environmental performance.An agreement with the Energy Efficiencyand Conservation Authority assistedthe Department in determiningappropriate energy efficiency targetsand initiatives, which are detailed inthe 2005/06 Statement of Intent.

National Environmental Strategy

The Department continued to progressin 2004/05 the development of itsNational Environmental Strategy, whichwill guide the Department’s policy withrespect to its environmentalperformance, particularly in:

• identifying areas requiring improvedenvironmental management andperformance



Summary of Performance within the Environmental Dimension

• Twenty new solar heating systems were installed in self-care units in early 2005.

• Infrastructure design/supply criteria has reduced water use from 650 to 450 litres per prisoner per day.

• The Department’s overall CO2 emissions were reduced by 25 percent.

• Over 300 check meters (water, electricity and gas) have been installed in prisons.

• Renewable energy sources have provided an additional 3 percent of total energy use.

• Undertook a formal commitment to the Ministry for the Environment’s Govt3 programme.

• Received a Leadership in Operational Sustainability award.

As a consequence of the above, energyuse per prisoner in corrections facilitiesdecreased by 8.5 percent between 2002and 2005, and CO2 emissions decreasedby 33 percent. A new solar waterheating initiative has commenced,which is a joint venture with the EnergyEfiiciency and Conservation Authority.Additionally, the Department undertook:

• a formal commitment to the Ministryfor the Environment’s Govt3 programme

• energy and environment audits onall its sites

• piloted waste audit at key sites

• incorporated sustainable developmentand life cycle costings into theDepartment’s Asset Managementand Maintenance Planning Strategy.

Leadership in OperationalSustainability Award

In August 2005, the Department waspresented with a Leadership inOperational Sustainability award by theMinistry for the Environment. Over aperiod of several years a variety ofwide-ranging sustainability measureswere instituted by the Department aspart of its energy strategy that focusedon:

• minimising CO2 emissions

• development and maintenance of anenergy database with a monitoringand targeting system

• development of a customised trainingprogramme in energy managementfor property managers.

Department of Corrections and theGovt3 Programme

Govt3 is a programme for agencies toimprove the sustainability of theiractivities. Govt3 aims to work withagencies to give practical effect to theGovernment’s sustainability policies,such as the Sustainable DevelopmentProgramme of Action, the NationalEnergy Efficiency and ConservationStrategy, the Climate Change Programmeand the New Zealand Waste Strategy.Govt3 is led by the Ministry for theEnvironment’s Sustainable IndustryGroup, in partnership with the EnergyEfficiency and Conservation Authority,the Ministry of Economic Developmentand the State Services Commission,and other agencies as appropriate.

ENVIRONMENTAL INDICATORS USED IN THIS REPORT

Environmental Performance

Table 17 illustrates the categories, aspects and indicators of the Environmental Dimension included within this SustainableDevelopment Report.

TABLE 17: ENVIRONMENTAL PERFORMANCE INDICATORS


Environmental Energy Energy sources used

Renewable energy sources

Water Total water usage

Water recycling and reuse

Emissions, Effluents and Waste Total amount of waste by type and destination

Water sources and habitats affected by discharges

Biodiversity Environmental best practice


The Department adopted sustainabledevelopment and environmentalimprovement programmes in order tohelp reduce financial and environmentalimpacts over the medium to long-term,particularly in respect of waste, water,energy and building design. As aresult of internal audits, reviews andmonitoring systems, the Departmenthas established a strong position withrespect to its sustainability.

Physical changes continue as a resultof new systems and initiatives. Energy

savings have been made, water savinginitiatives have been introduced, legalcompliance has improved and waste isbeing reduced, reused, recovered,recycled and disposed of in a legallycompliant manner.

In formalising a commitment to theGovt3 programme, the Department willadd value to its operations because:

• the Govt3 programme provides theDepartment with a means todemonstrate its progress

• participation in the programmehighlights the Department’scommitment to the SustainableDevelopment Programme of Action2003 and the implementation ofgovernment policy

• the Department will be able toaccess resources provided by theGovt3 programme

• the Department will be able tobenchmark its management andperformance against other governmentdepartments and agencies.

ENERGY CONSUMPTION

The Department continued workingtowards achieving the targetshighlighted in its five-year EnergyManagement Strategy approved inDecember 2002, which includes thepermanent reduction of energyconsumption by 15 percent by 2008.Further energy-related targets will beprogressed within the context of theDepartment’s National EnvironmentalStrategy and managed under theEnvironmental Management System.

Energy-related Achievements

The following were energy-relatedachievements during the 2004/05financial year:

• direct energy use did not increasewhile prisoner numbers increasedby 6 percent

• energy use/intensity fell by 6 percentper prisoner between 2004 and 2005

• the Department’s overall CO2

emissions were reduced from 19,384tonnes in 2003/04 to 15,420 tonnesin 2004/05, a reduction of 25 percent

• CO2 production (tonnes) fell by 33 percent per prisoner between 2004 and 2005

• Head Office electricity/intensity reduced by 26 percent per square metre between2002 and 2005.

Energy Sources Used and Renewable Energy Sources

The Department monitors the sources and quantity of energy that it uses,and continues to improve its ability to provide such monitoring. The Departmentalso considered the viability of more environmentally efficient energy sources withinits operations, including solar power. Reducing energy use and utilising renewableenergy sources is the most cost effective means to reduce greenhouse gasemissions. A list of the energy sources used during the 2004/05 financial yearis included in table 18 below.

TABLE 18: ENERGY USE

2003/04 2004/05

kWh (energy units) kWh (energy units)

Public Prisons

Electricity 28,558,290 29,097,450

Gas 31,876,491 39,131,627

LPG — 1,162,595

Oil 11,896,945 11,503,555

Coal 11,296,323 2,369,825

Wood (renewable) 2,400,000 2,600,000

Solar (hot water) 36,612 36,612

Head Office

Electricity 1,120,017 1,153,945

Probation and Offender Services

Electricity 3,037,188 2,861,099

Total 90,221,866 89,916,708



EMISSIONS, EFFLUENTS AND WASTE

WATER CONSUMPTION

The Department’s approach to watermanagement included consideration of:

• the most environmentally friendlysources of water

• the efficient use of water within itsfacilities and farming operations byidentifying areas of unnecessarilyhigh water usage

• environmentally efficient ways tomanage water discharged from itsfacilities and farming operations.

Water-related Achievements

The following were water-relatedachievements during the 2004/05financial year:

• installed over 300 check meters toensure end-users are aware of waterconsumption levels

• developed water use databases

• adopted water conservation measureswith design and construction teams

• used native plants and trees thatrequired less water and maintenance

• recycled rain water for irrigationpurposes

• monitored water discharges underconsents.

Water Usage and Water Recyclingand Reuse

The Department has developed asystem by which it can reliablydetermine the amount of water usedwithin its operations. The systemenables the Department to identifyareas where savings can be madethrough the use of the recycling orreuse of water. The Department hasalso explored options to collect grey-water and storm-water for re-use in its

farming operations through irrigation.

Table 19 indicates the total water usedby the Department for 2004/05.

TABLE 19: WATER USAGE

2004/05

m3 per annum 1,188,075

litres/prisoner/day 512

Note: no data is available for 2003/04, because checkmeters were being installed in that year.

The Department’s approach toemissions, effluents and wasteincluded consideration of:

• the assessment of CO2 emissions

• the incorporation of solar hotwater systems

• the incorporation of centralisedrecycling

• the incorporation of three-wayrecycling bins

• the relocation of stock during wetseasons to minimise effluent run-offinto water sources

• using catchment areas near watersources for forestry rather thanfarming to minimise stock effluentrun-off.

Total Waste by Type and Destination

A recent waste audit at two of the largerfacilities has provided the Departmentwith the categories and volumes ofwaste produced. This data will beused to design and implement nationalwaste minimisation initiatives. Theanalysis will also assist the Departmentin 2005/06 and subsequent financialyears to identify areas for improvementwith respect to the extent of non-recyclable waste and waste that isdisposed of at landfill sites. Refrigerants

located in compressors/chillers havebeen replaced with ozone-friendlyproducts by ‘No Loss’ certifiedcontractors.

Water Sources and Habitats Affectedby Discharges

The Department treated all waste-waterand storm-water in accordance withdischarge consent requirementsimposed by relevant regional councils.Interception traps were used in storm-water systems to collect accidentaldischarges of chemicals, fuels andother hazardous substances tominimise the risk of discharges tolocal water sources and habitats.The Department is conscious of thepotential harmful affects to watersources and habitats close to itsfacilities, and draws upon water


source and habitat informationprovided in environmental impactreports, including those preparedwhen considering new facilities.

Table 20 illustrates the CO2 emissions(tonnes) produced by the Departmentduring the financial year.

TABLE 20: CO2 EMISSIONS 2004/05

Location 2003/04 2004/05 Reduction (%)

Public Prisons 19,384 15,714 3,670 (18.9)

Head Office 181 173 8 (4.4)

Probation and Offender Offices 490 429 61 (12.4)

Total 20,055 16,316 3,739 (18.6)

BIODIVERSITY

New Zealand’s native biodiversity isunique, born of long isolation as smallislands in a vast ocean. The highpercentage of endemic species (thosefound nowhere else in the world) makeNew Zealand’s native biodiversity bothspecial and highly vulnerable.

Environmental Best Practice

The Department of Corrections utilisedenvironmental best practice during theassessment and selection of newprison sites and the commissioning ofdetailed environmental impact reports.The reports provided the Departmentwith an assessment of the potentialimpact of new corrections facilities onrelevant environmental matters suchas site ecology and air and waterquality. The Department’s approach tobiodiversity included consideration of:

• where there was a risk to ecosystemsand habitats of products used indaily operations reaching such areas,

then biodegradable options arespecified

• where there is a potential for morethan minor effect, then constructionzones are provided with sedimentrun-off catchment ponds

• avoiding development in or adjacentto protected and sensitive areas,the designation process robustlyaddresses any potential conflicts toensure that effects are less thanminor.



ECONOMIC PERFORMANCE

The Department’s sustainable development framework will enable it to measure andreport on the economic impact of, and economic issues arising from, its operations, asopposed to solely reporting its financial performance.

Personnel and operational expenditure remain the principal economic contribution made by the Department to communitiesthat are local to its facilities or where its staff reside.

Work completed for the Regional Prisons Development Project and the findings of economic impact reports have assisted theDepartment to better understand the economic impacts of corrections facilities on communities local to existing and proposedfacilities.

Summary of Performance Within the Economic Dimension

• In 2004/05, $265.6 million was expended on personnel and a further $169.4 million on operating costs, including facilitiesmaintenance, offender management and administering the Department’s resources.

• Economic impact reports conclude that positive economic effects will flow to communities hosting corrections facilities and staffresidences.

• Retirement and long service leave for 2004/05 decreased due to a change in the discount rates of employee entitlements.

ECONOMIC INDICATORS USED IN THIS REPORT

Economic Performance

Table 21 illustrates the categories, aspects and indicators of the economic dimension included within this sustainabledevelopment report.

TABLE 21: ECONOMIC PERFORMANCE INDICATORS


Direct economic impacts Providers of Capital Statement of Movement in Taxpayers’ Funds

Expenditures Service performance – output class statements

Suppliers Personnel and operational expenditure

Public sector Revenue Statement of Financial Performance

Indirect economic impacts Externalities Associated with Services Economic benefits of proposed facilitiesCreating Impacts on Communities


Key Financial Performance

Table 22 references the key financial performance within the economic dimension of this sustainable development report for the2004/05 financial year to the Department’s financial statements in Part 2 of this annual report.

TABLE 22: KEY FINANCIAL PERFORMANCE INDICATORS

Annual report page reference

Statement of Movement in Taxpayers’ Funds Page 71

Revenue by Source Page 70 — Statement of Financial Performance

Page 73 — Statement of Cash Flows

Service Performance — Output Class Statements Pages 87–144

Total Output Expenditure

The economic impact of theDepartment’s activities principallyarises from the management of itsphysical and human resourcesincluding prison facilities, offices, landand staff. Total output expenditureof $537.7 million was incurred in the2004/05 financial year in order tomanage the Department’s resourcesand offenders. Operational andpersonnel expenditure ($169.4 millionand $265.6 million respectively)included salaries and wages, facilitiesmaintenance, offender managementand administering the Department’sresources.

The expenditure also benefited localbusinesses and communities throughprison demand for goods and servicesand the resulting increase in employ-ment opportunities as businessessought to satisfy this demand.The Department received capitalapprovals to spend $728 million forthe construction of corrections facilitiesat Otago, Waikato, Auckland andNorthland, and for deferredmaintenance and prison security.

Economic Benefits of ProposedFacilities

Analysis performed for the RegionalPrisons Development Project assistedthe Department to determine the

location of proposed facilities and,consequently, the communities thathave benefited economically from itsactivities. Independent economicimpact reports commissioned onproposed facilities have concluded thata positive economic effect will flow tocommunities hosting correctionsfacilities and staff residences.

These positive impacts will occurprincipally as a result of direct andindirect employment, generalexpenditure incurred by staff incommunities local to the facility, andthe purchase of goods and servicesby prison facilities.



REDUCING INEQUALITIES

The Government’s key goal of Reducing Inequalities is defined as:

“Reducing the inequalities that currently divide our society and offer a good future forall by better coordination of strategies across sectors and by supporting and strengtheningthe capacity of Maori and Pacific communities. It aims to ensure that all groups insociety are able to participate fully and enjoy the benefits of improved production.”

This key goal reflects fundamentalprinciples relating to social justice, adesire to reduce disadvantage andpromote equality of opportunity inorder to achieve a similar distributionof outcomes between groups, and amore equitable distribution of overalloutcomes within society. This entailsan integrated approach to managingthe reducing inequalities policy toensure that the goals and principlesare a core part of key departmentalactivities and initiatives.

Addressing re-offending by Maori andPacific offenders is a high priority for theDepartment. Because Maori and Pacific

categorised as high risk, and ofthe non-Maori prison population,43 percent are categorised as highrisk. Similarly, recidivism rates forMaori are significantly higher comparedwith non-Maori. The table belowdemonstrates the re-imprisoned andreconvicted rates for a 24-month follow-up period for offenders released froma prison-based sentence, or whostarted a community-based sentence,during the period 1 April 2002 to31 March 2003.

peoples continue to be disproportionatelyrepresented in the criminal justicesystem, the Department is committedto providing quality programmes andservices that are effective for Maori andPacific peoples from initial assessmentthrough to intervention and release.

External Drivers

Maori are over represented in thecorrections system, particularly in thehigh-risk category. Maori prisonersmake up 51 percent of the total prisonpopulation, while making up 14.5 percentof the general population. Of the Maoriprison population 65 percent are

TABLE 23: RECIDIVISM RATES – MAORI/NON-MAORI

Within 2 years of release from prison-based sentences

Ethnicity Re-imprisoned % Reconvicted %

All 37.2 55.4

Maori 41.6 61.1

European 34.6 51.7

Within 2 years of starting a community-based sentence

Ethnicity Re-imprisoned % Reconvicted %

All 11.7 40.2

Maori 14.2 45.6

European 10.1 37.7


The Department’s response isencapsulated in its kaupapastatement; Kotahi ano te kaupapa;ko te oranga o te iwi (There is only onepurpose (to our work); it is the wellnessand wellbeing of the people). To giveeffect to this vision, the Departmenthas a Maori Strategic Plan 2003–2008,which outlines work in progress underthree key themes of building partner-ships with Maori, being effective forMaori and being responsive to Maori.

The Department is also committed toproviding quality programmes andservices that are effective for Pacificpeoples. The recently approved PacificStrategy 2005–2008 expresses thisdesire in the guiding statementadopted by the Department: namely,My strength does not come from mealone but from many.

Addressing Specific NeedsThe Department’s offender manage-ment processes reflect best practiceprinciples for reducing the risk of re-offending. This entails matching theneeds of higher-risk offenders withinterventions that contribute toeffective and successful treatmentand reintegration outcomes. Recentstudies, including the evaluation ofthe Te Piriti Special Treatment Unit,the Montgomery House ViolencePrevention Programme, and theDepartment’s own recidivism andtreatment outcome data, confirm thatbeing aware of the culture of offendersis critical to achieving reductions inre-offending.

Department’s FocusThe Department’s focus is encapsulatedwithin the following key themes of itsStrategic Business Plan 2003–2008:

• Theme 1: Ensuring EffectiveOffender Management

• Theme 2: Improving Responsivenessto Maori

• Theme 3: Contributing to ReducingRe-Offending

• Theme 4: Enhancing Capability andCapacity.

All of the initiatives under Theme 2,and specific strategies under Theme 3and Theme 4, have been identified ascontributing to reducing inequalities.

Theme 2: Improving Responsivenessto Maori

Maori are recognised by theGovernment as the tangata whenuao Aotearoa (indigenous people of NewZealand) and, as such, have a specialstatus. In accepting the tangatawhenua status of Maori, the right ofthe Crown to govern and the right ofnon-Maori to identify as New Zealandersis validated. The Department’scommitment to Maori is linked to thekey government goals of ReducingInequalities, Strengthening NationalIdentity and Upholding the Principlesof the Treaty of Waitangi.

The Department works in partnershipwith Maori communities and govern-ment agencies to provide correctionsservices that contribute to communitysafety and reducing re-offending. TheDepartment provides these services ina way that has regard to the Treaty ofWaitangi.

The Department has identified theimportance of addressing the needs ofMaori offenders effectively. Thestrategies and initiatives below assistin improving the effectiveness of theDepartment’s range of services.

The Maori Strategic Plan 2003–2008The purpose of the Maori StrategicPlan 2003–2008 is to align theexpectations of Maori communitieswith the Department to improve theDepartment’s outcomes for Maori.It outlines opportunities to buildrelationships and strengthencommunications between theDepartment and Maori, and providesguidance to services, and identifiespriorities that are most likely to beeffective in reducing re-offending byMaori. It consolidates initiatives thatthe Department has developed overtime and introduces new initiativesyet to be developed.

The Maori Strategic Plan 2003–2008is implemented though the Department’sannual business cycle. Decisionmaking at senior management leveldetermines which initiatives from theplan will be implemented each year.These initiatives are included in theDepartment’s Statement of Intentunder outputs agreed with the Minister

of Corrections. Implementation of theplan is included in performanceagreements between the ChiefExecutive and general managers andthen translated into the Department’sannual work programme.

Framework for Reducing MaoriOffending (FReMO)FReMO is an analytical tool designedto guide the development of policy,interventions and research and isintended to encourage departmentalstaff, providers and consultants toconsider Maori issues to ensurethat the Department contributes toreducing Maori re-offending. FReMOacknowledges that most initiatives thathave had a focus or influence uponMaori have not factored in the Maoriperspective, the enhancement ofTikanga Maori, or a critical analysis ofmainstream literature as being crucialto successful outcomes. Rather thanassuming workers in the area willautomatically consider these, FReMOprovides a step-by-step process thathighlights each of them.

The Maori Initiatives PathwayThe Department recognises that usingMaori world views as a vehicle in whichto promote positive changes inoffenders can work, either on its own,or when used in combination withWestern psychology, and withappropriate support. Developed in2004/05, the Maori Initiatives Pathwayis a general reference tool that providesaccess to the Department’s range ofMaori assessments, interventions,policies, and support systems, forboth offenders and staff. The MaoriInitiatives Pathway shows where eachinitiative fits within the Department’sOffender Management Process, andprovides access to further informationon each respective initiative.

Management of Iwi RelationshipDevelopmentSeparate Memoranda of Partnershipshave been signed with Ngati Rangi inrelation to the Northland RegionCorrections Facility, Ngati Tuwharetoawith respect to Tongariro/RangipoPrison and Puukaki ki te Aakitai for theAuckland Region Women’s CorrectionsFacility in South Auckland. TheDepartment continues to engage with



Kaitiaki in the construction andcommissioning phases for facilities,including Ngati Naho, in relation to theSpring Hill Corrections Facility and TeRunanga O Otakau in relation to theOtago Region Corrections Facility.These relationships are intended toextend into the ongoing operations ofthese facilities as they come intoservice. The development ofgovernment policy on Crown–MaoriRelationship Instruments andassociated Treaty of Waitangi policyhas informed ongoing development ofiwi-level partnership arrangements.

Whanau Liaison WorkerThe Whanau Liaison Worker positionfocuses on assisting the wellbeing,rehabilitation and effectivereintegration of prisoners in MaoriFocus Units and at the NorthlandRegion Corrections Facility, throughliaison with community agencies,whanau, hapu and iwi. The role ofWhanau Liaison Worker was developedin consultation with the PsychologicalService in late 2004.

Whanau Liaison Workers ensure thatgains achieved by offenders whileparticipating in programmes such as aMaori Therapeutic Programme arecontinually reinforced upon release.Consequently, Whanau Liaison Workersplay a critical role in establishing linksbetween a prisoner, their whanau,hapu, iwi, and the local Maoricommunity to reinforce the positivechanges achieved by an offender whilein prison. Case Officers areresponsible for referring offenders tothe Whanau Liaison Worker service.Whanau Liaison Workers work directlywith an offender’s whanau by putting inplace strategies to resolve or manageidentified reintegrative issues.

During 2004/05, the role of the WhanauLiaison Worker was consolidated by:

• implementing the following targetingregime in order of priority:

– Maori Focus Unit prisonersscheduled to undertake a MaoriTherapeutic Programme

– prisoners who have beenimprisoned for more than fiveyears

– those who present with whanau-related offences; that is, the victimis a whanau member

• aligning the service closer tosentence management procedures

• better coordination betweenSentence Planners, Case Officersand Whanau Liaison Workers

• establishing relevant criteria andsupport for the Whanau LiaisonWorker role.

Whanau Liaison Workers arespecialists currently employed by thePsychological Service, although thepositions will transfer to the PublicPrisons Service during 2005. A totalof 257 prisoners may be referred toWhanau Liaison Workers per year.

Community Residential CentresCommunity Residential Centres providea residential programme in a normalisedand structured environment. Theobjective is to resettle offenders backinto the community through offeringrehabilitation programmes andreintegrative services that will reducethe likelihood of further offending.There are three centres currently inoperation nationwide: MontgomeryHouse in Hamilton, Te Ihi Tu in NewPlymouth and Salisbury Street inChristchurch. Te Ih Tu and MontgomeryHouse offer a programme thatincorporates Tikanga Maori-basedconcepts. Community ResidentialCentres are for high-risk offendersreleased from prison on parole,temporary release or ordered to servea community-based sentence.

Whakatinana Te Kaupapa StrategyThe Whakatinana Te Kaupapa Strategyprovides direction on how to improvethe way the Department works withMaori providers. The Department ofCorrections’ Maori Strategic Plan2003–2008 provides the priority areasfor engaging with Maori providers.Those most relevant to WhakatinanaTe Kaupapa are:

• integration of Maori world views inprogrammes and services, andinvolving Maori in service delivery

• development of strong andmeaningful partnerships with Maoricommunities

• building the responsiveness of theDepartment.

The objectives of the strategy are toimprove the effectiveness of theDepartment’s services to Maori andto enhance Maori participation in thedelivery of services. To date, therehave been no reviews of theWhakatinana Te Kaupapa Strategybecause it is still too early to assess itseffectiveness and implementation. Areview of the Whakatinana Te KaupapaStrategy will be conducted in 2006/07.

Tikanga Maori ProgrammesTikanga Maori programmes aremotivational programmes designedto develop a sense of awarenessand responsibility for an offender’sbehaviour and its impact onthemselves, their whanau, hapu,and iwi. Working on the regenerationof Maori identity and Maori practices,Tikanga Maori programmes equipparticipants with a willingness andmotivation to address theirrehabilitation focusing specificallyon their offending behaviour. Arecent addition to the core suite ofprogrammes is the Tikanga Maoriprogramme for women. TheCommunity Probation Servicesuccessfully piloted the Women’sTikanga Maori programme in theHawke’s Bay/Gisborne and Tai Tokerauareas. In 2004/05, the Public PrisonsService delivered Tikanga Maoriprogrammes to 824 men and 17women. In Probation and OffenderServices, 238 men and 49 womencompleted a Tikanga Maori programmeduring the year.

Maori Therapeutic ProgrammesMaori therapeutic programmes arecriminogenic programmes thatintegrate cognitive behavioural therapyand tikanga Maori concepts to facilitatechange in the offending behaviour ofMaori offenders. Maori therapeuticprogrammes build on tikanga as ameans of increasing responsivity andaddress a range of criminogenic needs.The programmes are available at theDepartment’s five Maori Focus Unitsand at the Northland RegionCorrections Facility.


Bicultural Therapy ModelThe Psychological Service providesspecialist clinical assessments andtreatment services to offenders. TheService also develops and deliversrehabilitative programmes for threespecial treatment units: two for malesex offenders who have offendedagainst children, and one for violentoffenders. The referral processincludes Maori serving either a prisonor community-based sentence seeing apsychologist where, together, theydiscuss therapy goals and outcomes,and options available for Maori underthe Bicultural Therapy Model. This caninclude working with a Psychologist,working with a Psychologist and aMaori service provider, or workingsolely with a Maori service provider.The Bicultural Therapy Model is availablenationwide, and works in cooperationwith iwi and local Maori serviceproviders who provided a total of 3,897hours of consultation in 2004/05.

Te Piriti Special Treatment ProgrammeTe Piriti is a special treatment unitaimed at providing a treatmentprogramme for male sex offenders inorder to reduce sexual re-offendingagainst children. Key findings from anevaluation of the programme foundthat:

• The Te Piriti programme waseffective in reducing sexualreconviction for Maori and non-Maorimen. The Te Piriti programme hada 5.47 percent recidivism ratecompared with an untreated groupwho had a sexual recidivism rateof 21 percent.

• Maori men attending the Te Pirititreatment programme revealedsignificant change pre- and post-therapy in a number of key culturalvariables, including knowledge ofwhakapapa, mate Maori (sickness)/makutu (curse), Maori traditionalvalues and beliefs, knowledge ofmarae protocols and cultural skills.

• The use of tikanga in combinationwith cognitive behavioural therapyappears to be an effective treatmentprogramme for Maori and non-Maorioffenders convicted of sexualoffences against children.

The total number of hours availablefor prisoners to attend a programme atTe Piriti is 12,500.

Specialist Maori Cultural AssessmentA Specialist Maori Cultural Assessmentis intended to address responsivity andmotivational barriers of high-risk Maorioffenders. The interview-basedassessment is undertaken by a Maoriassessor. Referrals are made to theassessor by a Probation and OffenderServices or Public Prisons Servicecontact person. Specialist MaoriCultural Assessment enhancesgeneric assessment processes byrecommending appropriate culturalinterventions. An assessment report isthen sent to the appropriate ProbationOfficer or Sentence Planner. SpecialistMaori Cultural Assessments arecurrently available within the ProbationOffender Services and Public PrisonsService in the Auckland and Waikatoregions.

Maori Focus UnitsMaori Focus Units are intended asrehabilitative interventions, aimedat reducing an offender’s risk ofre-offending. The units function astherapeutic environments where allparticipants (staff and prisoners) worktogether to promote learning andapplication of the principles of tikangato thoughts, beliefs and actions, andseek to positively influence each othertowards the goal of a responsible andpro-social life in the community. Thereare five Maori Focus Units based withinthe Public Prisons Service. They arelocated within Waikeria, Tongariro/Rangipo, Rimutaka, Wanganui andHawke’s Bay prisons.

KaiwhakamanaThe Kaiwhakamana Visitor Policy is avoluntary support role giving kaumatua(elders) greater access to Maoriprisoners. Kaumatua have access toprisons so they can support Maoriprisoners. This may include:

• advising and assisting prisoners withwhanau relationships

• helping prisoners return to thecommunity with the support of theiriwi/hapu/whanau

• providing suggestions and advice to

the Minister and the Department ofCorrections on the provision ofservices to Maori.

Kaiwhakamana are availablenationwide within the Public PrisonsService and have access to any prisonin the country during normal visitinghours. They may also visit at anyreasonable time outside these hours byarrangement with prison management,for example, during tangihanga(bereavements).

Kia Mau Staff TrainingKia Mau is a nationwide, three-stagecultural awareness training programmeintended to increase the knowledge,understanding, and skills of ProbationOffender Services staff to enable themto work more effectively with Maorioffenders. Recently implemented, KiaMau training is founded on the beliefthat understanding departmentalresponsiveness strategies, TikangaMaori practices and Te Reo Maori,will lead to improved and enhancedworking relationships with Maorioffenders, their whanau and localcommunities. Kia Mau is delivered byinternal trainers and will be deliveredin the Probation Offender Servicesregions or areas, depending on thegeographical spread of participants.

Cultural SupervisionCultural Supervision is a forum forMaori and non-Maori Corrections staffto reflect on and enhance theirinteractions with Maori offenders,assisted by the cultural knowledge andexpertise of a Cultural Supervisor.Cultural Supervision is delivered oncea month in a group environment. TheSupervisor facilitates discussions aboutMaori cultural issues, and promotesthe sharing of knowledge, experiences,and ideas in the group, as well asproviding expert cultural knowledge tothe group. Individual discussions arealso available with the Supervisor.Cultural Supervision is currentlyavailable in the Canterbury and Waikatoregions. Staff eligible for CulturalSupervision include Probation Officers,Sentence Planners, and Psychologists.

Chief Executive’s Maori Advisory GroupThe Chief Executive’s Maori AdvisoryGroup provides direct advice and



feedback to the Chief Executive onstrategic, policy and operational issuesthat affect Maori communities.Initiatives consulted on in the 2004/05year included:

• Maori Interventions Pathway

• Maori name for the Department

• cultural practices

• resourcing the Northland RegionCorrections Facility.

Te Reo StrategyThe Te Reo Strategy is a four-yearstrategy to support and encourage staffin developing their Maori languageskills to enhance the Department’seffectiveness when working with Maori– iwi, hapu, and whanau, in communitygroups, service providers, otheragencies, and with Maori offenders.The strategy contains a department-wide action plan to ensure anappropriate environment exists tosupport staff in the development ofTe Reo Maori. Initiatives completed in2004/05 include development of:

• Te Reo support tools for staff

• Te Reo resources on intranet

• guidelines on appropriate greetingsfor use by reception staff

• investigation into the developmentof an appropriate Maori name for theDepartment.

Theme 3: Contributing to ReducingRe-Offending

One of the outcomes for theDepartment, and therefore a themearea, is to contribute towards an overallreduction in the level of re-offending.The following range of strategies andinitiatives work to address the risks ofre-offending and are designed to assistoffenders to address their offendingbehaviours and return successfully tothe community.

Pacific Strategy 2005–2008The recently approved Pacific Strategy2005–2008 complements theDepartment’s Strategic Business Plan2003–2008. It is a stand-alonedocument designed to focus and directits activities and efforts to areas mostlikely to produce positive outcomes forPacific peoples in New Zealand. A new

guiding statement, policy statement,and key themes have been developedto enable the Department to targetresources effectively across a mix ofcurrent and new initiatives over thenext three years.

Saili Matagi Pacific ViolencePrevention ProgrammeThe purpose of the Saili Matagiprogramme is to reduce re-offending byadult Pacific male offenders who arecurrently serving a sentence foroffences of a violent and seriousnature. The objectives of Saili Matagiare identified as:

• assisting high-risk Pacific offendersto identify and change their beliefs,attitudes and behaviours that haveresulted in violent offending

• enhancing Pacific offenders’responsiveness to other programmestargeting criminal behaviour(criminogenic programmes)

• ultimately reducing intergenerationalviolence and the likelihood ofre-offending.

The programme incorporates Westerntreatment components with Pacificcultural values, beliefs, and conceptsthat are familiar to Pacific offenders.An evaluation of Saili Matagi foundthat participants benefited from thecontent and delivery of the programme.Anecdotal evidence also found thatsome prison staff identified a positive‘immediate behavioural change’ inparticipants during and after theprogramme. Implementation of theSaili Matagi programme was sound,because good working relationshipswere established between facilitatorsand prison staff.

Framework for Evaluation of PacificInterventionsThe recent development of a Pacificevaluation framework is intended toensure, as new Pacific services aredesigned and implemented, that robustdata is available to guide the evolvingimprovement of those services. Theframework consists of the followingfour phases:

• evaluation of the need for theprogramme, its design, and its fitwith organisational priorities

• evaluation of programme processesand implementation

• evaluation of the programme’simpact and outcomes

• evaluation of the programme’s costsand efficiency.

The framework is intended to ensurethat funded Pacific-focused serviceswill, from the first day of operation,generate data that promotes bothprogramme integrity, that is, servicesdelivered are closely aligned to servicedesign and intentions, and ongoingprogramme improvement.

Fautua PasefikaThe Fautua Pasefika Policy, an initiativeof the Department’s Pacific Strategy,enables Pacific community leader’sgreater and easier access to prisonsand Pacific prisoners. Fautua Pasefikasupport and advise on a range ofissues including:

• addressing the cultural or otherspecial needs of a prisoner

• providing spiritual or religiousguidance or instruction to a prisoner

• advocating on behalf of Pacificcommunities to the Minister andDepartment staff on best practiceand cultural issues that will attendto the wellbeing of prisoners.

Fautua Pasefika as Specified Visitorsto Prisons has been implemented andis now part of the Public PrisonsService policy and procedure.

Samoan Recruitment InitiativeDuring the year the Departmentworked with the New ZealandImmigration Service to recruit newcorrections officers from Samoa aspart of the overall recruitmentcampaign. Recruitment activity inSamoa resulted in 56 new recruitsstarting in the first half of 2005.

Theme 4: Enhancing Capability andCapacity

To achieve themes 2 and 3, theDepartment requires increasedcapability and capacity. Initiativesunder this theme focus on ensuring theDepartment has in place the rightresources, people, support systems,and infrastructure.


Chief Executive’s Pacific AdvisoryGroupThis group provides direct advice andfeedback to the Chief Executive onstrategic, policy, and operational issuesthat affect Pacific communities. Issuesconsulted on in the 2004/05 yearincluded:

• proposed Pacific Focus Unit at theSpring Hill Corrections Facility

• Fautua Pasefika

• Pacific Community Liaison Officers

• Pacific Peoples Regional CorrectionsLiaison Committee

• development of the Pacific Strategy2005–2008.

Pacific Community Advisory GroupsThe Department continues to liaisewith the Pacific Peoples RegionalCorrections Liaison Committee as amain avenue for Pacific communitiesto contribute to the development ofthe new facilities in South Aucklandand Waikato. The group comprisesrepresentatives from throughout thePacific community. The issues thegroup provided advice on during2004/05 included:

• design of the Pacific Focus Unitproposed at the Spring HillCorrections Facility

• consultation processes with Pacificcommunities in Auckland

• commissioning issues includingoperational and management issuesrelating to the new regional facilities

• aspirations of Pacific communities inAuckland regarding the new regionalfacilities.

Pacific Community Liaison OfficersDuring the 2004/05 financial year, theDepartment formally established twoPacific Community Liaison Officerswithin the Public Prisons Service forthe Auckland and Waikato regionsrespectively. The initiative has beenestablished to support communityparticipation in addressing Pacificre-offending by:

• enhancing the Department’sresponsiveness to Pacific communities

• fully informing Pacific communitiesabout the Department’s work

• developing initiatives that specificallytarget the needs of Pacific offenders.

State Services Commission-ledMinisterial Review: Race versus Needs

Race relations received increasedattention over the past year. TheDepartment came under intensescrutiny in 2004 over the amounts paidto Maori individuals and organisationsduring the process of consultation overthe establishment of new correctionsfacilities in Northland, South Aucklandand Waikato.

The degree to which the Department’spolicies are unduly advantaging ordisadvantaging Maori remains acontentious issue. The Governmentinstituted a range of responses,including a comprehensive review ofgovernment policy. The aim of thereview was to ensure that, whereethnicity was a factor in the developmentof policy and the delivery of services,those policy and services had a soundbasis in need.

The Department’s policies andprogrammes subject to the reviewwere:

• Maori culture-related needs

• Specialist Maori Cultural Assessment

• Maori Therapeutic Programme

• Saili Matagi Pacific ViolencePrevention Programme

• Maori Focus Units

• Tikanga Maori Programme

• Whanau Involvement Plan

• Te Ihi Tu.

The Department cooperated fully withthe review process and reviewed arange of departmental policies andservices where ethnicity was a factor.Following the State ServicesCommission-led review, Cabinet notedand agreed, amongst other things, thatthe Tikanga Maori and cultural approachundertaken by the Department in theseprogrammes are appropriate and that,upon evaluation, the Departmentconsiders using the Whanau InvolvementPlan as a blueprint to supportinggreater involvement of non-Maorioffenders’ families throughout thecorrections system. The plan is to

be progressed during 2005/06 inaccordance with the initiatives outlinedin the Department’s 2005/06Statement of Intent.

The Department has a well-developedrationale for the development anddelivery of services to offenders basedon risk, need and responsivity. Maori(and to a lesser extent Pacific peoples)are a demonstrably high-needpopulation for the Department, basedon their over-representation in thecriminal justice system. TheDepartment’s ethnically orientedprogrammes have been carefullytailored to meet the needs of Maoriand Pacific peoples while still workingwithin the Department’s overallapproach to offender management.

2004/05 Expenditure on ReducingInequalities

For the year ended 30 June 2005,the Department delivered a rangeof outputs to government for themanagement and rehabilitation ofoffenders at an actual operating costof $605.6 million. Of this amount,$21.2 million was specifically targetedto assist with reducing re-offending byMaori. Details were as follows:

• Maori Focus Units costing$17.0 million, of which $16.4 millionwas for custody and $0.6 millionfor programmes

• Bicultural Therapy Model costing$0.3 million

• Maori policy work costing$1.4 million

• Tikanga Maori Programme costing$1.8 million

• Whanau Liaison Service costing$0.5 million

• other Maori programmes costing$0.2 million

The outputs delivered to Governmentthat were not new initiatives specificallytargeted at reducing reoffending byMaori cost $584.4 million. Of thisamount, $284.6 million was attributableto Maori, as they comprise 48.7 percentof the offender population. Of theMaori offender population approximately94 percent are male. A further$52.6 million was attributable to



Pacific peoples as they comprise9.0 percent of the offender population.

All of the above costs are calculated ona GST-inclusive “fully absorbed” basisin that they include both direct andoverhead costs in accordance with thePublic Finance Act 1989.

These financial figures are notcomparable with prior years as changeshave been made to the Department’s

cost allocation policy in the 2004/05financial year.


APPENDIX

LIST OF ACRONYMSACC Accident Compensation Corporation

ACRP Auckland Central Remand Prison

CIE Corrections Inmate Employment

CMRI Crown–Maori Relationship Instruments

CPIC Crime Prevention Information Capability

CPS Community Probation Service

DOC Department of Conservation

EEO Equal Employment Opportunities

ESOL English for Speakers of Other Languages

FReMo Framework for Reducing Maori Offending

FTE Full-time equivalent

HR Human Resources

IOMS Integrated Offender Management System

IT Information technology

NCEA National Certificate of Educational Achievement

NCES National Certificate in Employment Skills

NZPARS New Zealand Prisoners’ Aid and Rehabilitation Society

NZQA New Zealand Qualifications Authority

OSH Occupational Safety and Health

PECCS Prisoner Escort and Courtroom Custodial Services

PFNZ Prisoner Fellowship of New Zealand

PPS Public Prisons Service

PS Psychological Service

RI Recidivism Index

RQ Rehabilitation Quotient

SBP Strategic Business Plan



TERMS AND DEFINITIONSBenchmarking Using a standard point of reference to compare departmental efficiency,

effectiveness and quality with other jurisdictions that have similar governance andcorrectional practices.

Bicultural Therapy Model A model of therapy involving Maori tohunga (a spiritual expert or healer) workingalongside Department psychologists to treat offenders.

Breakout escape An escape from a secured prison area that breaches a physical barrier. This definitionincludes an escape where a prisoner has breached security measures provided theprisoner has physically left the area contained by the outermost perimeter fence, orif there is no such fence, prison buildings, police cell, vehicle or court complex orother place of custodial control, or from an officer escort anywhere.

Community-based order An order of parole, release on conditions, home detention or extended supervision.

Community-based sentence A sentence of supervision or community work.

Community Residential Centre An approved residential centre that operates programmes for offenders designed toidentify and address the cause or causes of, or factors contributing to, their offending.

Community work A community-based sentence that requires offenders to do unpaid work in thecommunity.

Criminogenic needs The factors (thoughts, emotions and behaviour) that are associated with offendingand re-offending.

Criminogenic programmes Programmes designed to address the range of factors that are associated withoffending behaviours.

Custodial sentence A sentence of imprisonment.

EQUIP A treatment programme provided in specialist youth units for young people with anti-social behavioural problems. The programme aims to achieve positive lifeoutcomes for anti-social youth sentenced to prison.

Extended supervision orders Orders that allow the monitoring of some high-risk child-sex offenders for up to 10years after their sentence or order finishes.

Fautua Pasefika This term describes a Pacific community leader with responsibility to provide adviceand guidance.

Home detention A community-based order that allows offenders to serve part of their prison sentenceat home or at an approved place of residence. Offenders live at home underelectronic surveillance and receive intensive supervision by a Probation Officer.

Indeterminate sentence A sentence that does not have an expiry date, that is, currently life sentences andpreventive detention.

Internal service self-sufficiency Kitchen, laundry and cleaning work carried out as prisoner employment activities.

Kaitiaki Kaitiaki are the group most closely associated to the land on which new correctionsfacilities are being built.

Kaiwhakamana The kaiwhakamana visitor policy is a voluntary role giving kaumatua (elders) greateraccess to Maori prisoners so they can support Maori prisoners with rehabilitationand reintegration in returning to the community.

Kia Marama Special therapeutic unit at Rolleston Prison in Canterbury that delivers group-basedtreatment within a therapeutic environment for male prisoners with convictions forsexual offences against children.

Land-based activities Farming, forestry and horticulture carried out as prisoner employment activities.

Making Our Drivers Safer (MODS) A community-based programme for serious and high-risk driving offenders,specifically targeted at those who compulsively drive while disqualified and thosewho drive under the influence of drugs and/or alcohol.


Manufacturing activities Manufacturing activities, such as construction and asset maintenance, carried outas prisoner employment activities.

Maori Focus Unit A unit within a prison, which provides an environment and programmes that meetthe specific psychological needs of Maori offenders, including preparation for theirrelease. Maori focus units are constituted on tikanga Maori principles and operatewithin a tikanga Maori environment.

Maori therapeutic programmes Specialist programmes substantively developed from a Maori perspective. Theyaddress offending-related needs.

M-PRO The M-PRO (or mixed programme) is one of a suite of 100-hour generic programmesaimed at dealing with offenders’ needs.

New start An offender starting a community-based sentence.

New Zealand Parole Board The New Zealand Parole Board was established under the Parole Act 2002, andconsiders offenders for parole once they have reached their parole eligibility date.The Board is also responsible for considering applications for home detention.

Non-return from temporary release Where a prisoner does not return to prison at the appointed time.

NZPARS New Zealand Prisoners’ Aid and Rehabilitation Society.

Other escapes Other escapes are defined as ‘walk-aways’ and ‘escapes while under escort’ (otherthan court-related).

Parole An offender is released by the New Zealand Parole Board from a term of imprisonmentand is subject to standard conditions of monitoring by a Probation Officer and maybe subject to special conditions of a reintegrative or rehabilitative type.

Preventive detention An indefinite term of at least 10 years that may be imposed when an offender isconvicted for certain sexual or violent offences. The offender must be 21 years ofage or over.

Pua Wananga Focal point for the delivery of programmes and interventions at the NorthlandRegion Corrections Facility.

Recidivism Index An index, which quantifies the rate of re-offending of a specified group of offendersover a defined follow-up period (currently 12 and 24 months), following release froma custodial sentence or commencement of a community-based sentence.

Rehabilitation Quotient Measures the effectiveness of rehabilitative and other interventions in reducingre-offending.

Reintegrative services Programmes that are targeted at offenders and their families/whanau to assistoffenders to reintegrate effectively back into the community and workforce onrelease from prison. These include programmes that address areas such as familyfunctioning, social attitudes and life skills.

Reintegrative support services Community-based services that aim to increase wellbeing and self-reliance ofoffenders and their families/whanau by providing intensive integrated family/whanau support for offenders returning to the community to parent children. Thisservice is provided in Auckland and Christchurch.

Release on conditions Post-release conditions for offenders sentenced to a short term of imprisonmentwith conditions set by a sentencing judge.

Release-to-work programmes An initiative that allows prisoners nearing their release date, and who meet certaineligibility criteria, to be temporarily released during the day to work.

Remand prisoner An offender who has been charged with an offence and is being held in custodypending plea, trial or sentencing.

Responsivity/motivational programmes Programmes that aim to enhance an offender’s ability to participate in interventions.These programmes may target offenders’ willingness to participate, learning style,culture, level of literacy and/or drug and alcohol status. These programmes includeStraight Thinking and Tikanga Maori.



Saili Matagi Violence Prevention Saili Matagi is a programme for Pacific men serving sentences for violent offencesProgramme and is aimed at assisting these prisoners to identify and change the violent

attitudes and behaviours that resulted in their violent offending.

Straight Thinking The Straight Thinking Programme is a 70-hour, group-based programme. The aim ofthe programme is to develop interpersonal skills in self-control, problem solving,social perspective taking and critical reasoning.

Structured Individual Programme The 30-hour Structured Individual Programme is a criminogenic programmedesigned to target offenders with defined criminogenic needs who are not able toattend a group-based criminogenic programme.

Structured Day Structured Day is the means for promoting the constructive use of 90 percent of aprisoner’s unlocked time in order to maximise the efficient organisation of custodialmanagement requirements and activities.

Supervision A community-based sentence requiring regular reporting to a Probation Officer, andpossibly also including attendance at an appropriate programme dealing with thecause of offending.

Sustainable development aspects The general types of information that are related to a specific category (that is,energy, employment, health and safety, and indigenous rights).

Sustainable development categories The broad areas, or groupings, of economic, environmental, or social issues ofconcern to stakeholders (that is, labour practices, human rights and directeconomic impacts).

Te Hokinga Mai A service for high-risk prisoners who are going to undertake a parenting role onrelease from prison.

Te Piriti Special therapeutic unit at Auckland Prison that delivers group-based treatmentwithin a therapeutic environment for male prisoners with convictions for sexualoffences against children.

Tuakana/teina Model Mentoring relationships between older and younger youth.

Tikanga Maori Maori customs.

PRIDEValues

PROFESSIONALISM

• Managers and staff interacting with offenders in a professional manner

• Working together, being responsive to others and enhancing relationships, both internally and externally

• Being an employer of choice that values professionalism, continues to invest in staff and managers,

encourages them to take pride in their work and values the contribution that they make

RESPONSIVENESS

• Enabling and ensuring that individuals take personal responsibility for their actions

• Innovation in service performance excellence

INTEGRITY

• Fairness, acting with impartiality and integrity, with respect for the rights and the rule of law at all times

DIVERSITY

• Being an organisation that values diversity and treats all people with respect

EFFECTIVENESS AND EFFICIENCY

• Being effective in improving outcomes for Maori and Pacific peoples

• Effectively contributing to Protecting the Public and to Reducing Re-offending

• Delivering an efficient integrated service to the public and offenders with transparency and accountability.

D E PA R T M E N T O F C O R R E C T I O N S ’S T R AT E G I C D I R E C T I O N

1 Ju

ly 2

004 –

30 Ju

ne 2

005

Ensuring effective offender management

Improving responsiveness to Maori

Contributing to reducing re-offending

Enhancing capability and capacity

sustainable development report · managing the sentences of each sentenced prisoner, including...

Documents