Guidelines

Institutional Management Structure: Roles and Responsibilities

OBJECTIVE

  1. To define authorities, roles and responsibilities within the institutional management structure.

CROSS-REFERENCE

  1. Commissioner's Directive 700 - Correctional Interventions

GOAL

  1. The fundamental goal in sharing roles and responsibilities is to meet the following challenges:
    1. providing appropriate support and supervision to the intervention function to enhance offender monitoring through programs and case management;
    2. providing appropriate support and supervision to the operational function to enhance safety by preventing and managing effectively security incidents; and
    3. facilitating open and ongoing cooperation between the intervention and operational functions to ensure an efficient exchange of information and effective decisions, and to avoid the creation of silos.

STRATEGIC OBJECTIVES

  1. The purpose of this framework is to :
    1. ensure the appropriate integration of activities within the intervention function (e.g. case management, programs, psychology);
    2. ensure high quality decisions and interventions for offenders through a professional supervision structure;
    3. ensure that a sufficient number of excluded managers are present in institutions during peak periods;
    4. establish internal decision review processes consistent with the structure;
    5. establish a clear division of roles and responsibilities in the management of correctional operations; and
    6. maintain open and ongoing cooperation between intervention and operational managers.

OPERATING FRAMEWORK

  1. The roles and responsibilities in the management structure are defined in the following annexes:
    • Annex A: Roles and Responsibilities (Management of Institutions, Management of Operations and Management of Interventions)
    • Annex B: Responsibility Matrix – Operations
    • Annex C: Responsibility Matrix – Interventions
    • Annex D: Acronyms.

PRINCIPLES

  1. Unless otherwise directed by the Warden through Standing Orders, responsibilities, roles and authorities are defined in the attached documents.
  2. When a role is assigned to a "designated person", the Warden will formalize the designation through the Standing Orders.
  3. If a position does not exist in an institution, responsibilities are automatically assigned to the next highest position in the organizational chart.
  4. The roles and responsibilities defined in these Guidelines reflect the revised structure and supersede previous policy documents.
  5. Agreements of services and auxiliary agreements between Health Services and the operational units serve to define the framework and protocol to govern their relationship.

Signed by Don Head
Senior Deputy Commissioner


Annex A - ROLES AND RESPONSIBILITIES

Deputy Warden (DW)

The Deputy Warden position has the authority and accountability for operations, interventions and security intelligence in the institution and is considered the second in command. He or she transmits executive decisions and ensures that they are implemented. He or she replaces the Warden in the event of absence or inability to act. In addition to case management responsibilities, operations management and spiritual services (Aboriginal spirituality and chaplaincy), this function combines all responsibilities involving program management and offender activities. Finally, the Deputy Warden is responsible for security intelligence in the institution. In the area of intervention, he or she approves case management and program planning and the review of security classifications (same level). In the area of operations, he or she approves all work schedules, Post Orders, the institutional routine, contingency plans and any interception (correspondence or telephone), except for privileged correspondents.

The following positions report directly to the Deputy Warden:

  • Assistant Warden, Operations;
  • Manager, Operations;
  • Assistant Warden, Interventions; and
  • Security Intelligence Officer.

Assistant Warden, Operations (AWO) or Manager, Operations (MO)

The Assistant Warden, Operations (or Manager, Operations) is responsible for all security operations within the institution. This individual is responsible for: managing institutional operations (e.g. planning, budget, human resources); proposing local policies involving institutional routine, offender movement and counts, management of discipline and search plans; reviewing the contingency plan periodically and recommending its update; coordinating the Institutional Emergency Response Team and segregation unit if applicable; preparing Post Orders and related Standing Orders, and ensuring deployment practices. This individual is also responsible for ensuring the secure and efficient management of institutional security devices and equipment. He or she also ensures that situational reports are completed in accordance with existing standards. The AWO (or MO) may attend and/or chair the Segregation Review Board for case review at 60 days and beyond. The incumbent of this position supervises all Correctional Managers and is functionally linked with the Regional Administrator, Security.

Correctional Manager (CM)

This individual is essentially responsible for the daily operations in the institution. The Correctional Manager may be assigned to different posts within the institution: CM, Operational Desk (in charge of the institution); CM, Unit or Sector (in charge of operations in a unit or sector of the institution); CM, Operations (responsible, in medium and maximum-security institutions, of some centralized activities); or CM Scheduling and Deployment (developing and maintaining work schedules, deployment of personnel). In one or more of their assigned rotational posts, and as members of the Operations Management Committee, Correctional Managers assume responsibility for operational planning, financial management, staffing and personnel management, and decisions affecting offenders (e.g. disciplinary court, visits, segregation, inmate movement). Each CM will normally supervise a group of Correctional Officers (I and II).

A Correctional Manager must be scheduled to work on a 24-hour basis in all types of institutions (excluding Grierson Institution and the CCCs). A second Correctional Manager must be scheduled to work the evening shift in all maximum-security institutions and in all medium and multi-level security institutions with an inmate population over 300. In the event of an absence, the decision to replace the second Correctional Manager is based on an assessment of institutional climate.

In medium and maximum-security institutions, the main duties of each CM post can be summarized as follows:

CM(d) – Operational Desk:

  • In charge of the institution
  • Roll call, daily deployment and call-back (in accordance with the institution's established rules)
  • Routine and non-routine offender movement
  • Management of offender counts and patrols
  • Authorization for placement in segregation and cell extraction
  • Threat and Risk Assessment for unplanned escorts
  • Approval of special searches (e.g. visitor, vehicle, employee)
  • Management of searches (at institutional level)
  • In charge of crisis management awaiting the arrival of the crisis manager
  • Assignment of tasks (including to multi-function officers)
  • Authorization of overtime and allowances
  • Briefing escorts
  • Notification to victims outside normal working hours

CM(u) – Unit or Sector:

  • In charge of unit operations and deployment within unit or sector
  • Oversees specialized programs (e.g. intensive support units, Pathways)
  • Attends or may occasionally chair the Segregation Review Board (i.e. reviews for less than 60 days)
  • Coordinates sector searches
  • Claims against the Crown
  • Offender movements within unit or sector
  • Cell changes
  • Offender assignments to Correctional Officers II or Primary Workers
  • Quality control of CO II/PW and CO I work in the unit or sector
  • Threat and Risk Assessment of planned escorts

* Assigned to the CM(d) in other types of institution.

CM(o) – Operations (operations and budget management in the following areas):

  • Security devices and equipment (e.g. policies, maintenance, training, inspection, control)
  • Key and tool control
  • Detection program (contraband smuggling control)
  • Urinalysis Program
  • Offenders' personal property
  • Coordinates the activities of the Operations Management Committee

* Assigned to CM or Manager, Operations as portfolios in other types of institution.

CM(s&d) – Scheduling and Deployment:

  • Develops a human resource plan for the correctional staff that includes a renewal strategy as well as required abilities, skill set and training
  • Prepares documentation regarding human resource utilization
  • Develops and updates schedules
  • Plans and coordinates routine and non-routine deployment activities (emergencies, escorts, special activities)
  • Plans and coordinates training activities
  • Coordinates annual leave allotment
  • Develops operational adjustment plans and practices
  • Coordinates and participates in risk assessments pertaining to security activities and deployment practices

* Assigned to CM(d) in other types of institution.

CM as designated by the Warden:

  • Offender discipline (major disciplinary court: assessor; minor disciplinary court: chair)
  • Visits and correspondence (including chairing the Visits Committee)
  • Reviews and analyzes uses of force

Assistant Warden, Interventions (AWI)

The Assistant Warden, Interventions is responsible for managing all professional correctional interventions in the institution (i.e. human, financial and material resources related to programs, case management, psychology, education, volunteers' activities, chaplaincy and Aboriginal spiritual activities). He or she determines the needs, resources and operating procedures, recommends internal local procedures, and ensures the integrity of practices and compliance with policies. The AWI has the authority to approve the prioritization and implementation of activities and programs for offenders. He or she chairs the Segregation Review Board for case review at 60 days and beyond. He or she provides links with correctional authorities in the community. He or she chairs the Intervention Management Team (IMTi) and provides functional links with the Regional Administrator, Programs and Reintegration and shares all relevant information with the Manager, Programs, Manager, Assessment and Interventions, and Psychologists.

Manager, Assessment and Intervention (MAI)

The Manager, Assessment and Intervention, is responsible for the administration of case management and sentence management duties in the institution. On an average ratio of 1 to 6 (in order to have a second MAI the ratio is now 0 to 7.1), this individual supervises the Parole Officers and may supervise a Sentence Manager and administrative support staff. Aboriginal liaison services report to the MAI. The incumbent supervises case management activities (assignment of cases to Parole Officers, assessment, monitoring) and conducts quality control of documents completed and submitted for decision to senior management or the National Parole Board. He or she also provides professional supervision of Parole Officers, assists them in developing intervention strategies with offenders and determines the most appropriate intervention. He or she participates in or chairs the Correctional Intervention Board (described below). The MAI brings institutional case management practices and programs and release strategies in line, in cooperation with community managers. The MAI participates in or chairs the Segregation Review Board (reviews of less than 60 days). The MAI receives and refers restorative justice requests (one designated MAI per institution).

Manager, Programs (MP)

The Manager, Programs is responsible for managing programs (i.e. financial management, needs planning, supervising program facilitators, including Psychologists assigned to program delivery, and ensuring program availability), and social activities for offenders (volunteers and socio-cultural activities) and making decisions on offender pay and work assignments. He or she manages contracts with educational service providers and monitors all activities related to the Inmate Committee. He or she participates in or chairs the Correctional Intervention Board.

Manager, Intensive Intervention Strategy (MIIS)

The Manager, Intensive Intervention Strategy is responsible for the implementation and management of the National Intensive Intervention Strategy in a women's institution. He or she has a line responsibility for Behavioural Counsellors and functional responsibility for a multidisciplinary team composed of Primary Workers, Nurses, Psychologists, Parole Officers and others.

MANAGEMENT OF THE INSTITUTION

To ensure proper planning, strategic management of correctional operations, integration of operations and interventions, and ongoing flow of information, four components will be critical.

Institutional Management Team

Membership includes the Warden, Deputy Warden, all Assistant Wardens or equivalents, the Operational Manager CORCAN and the Chief Health Care. The Institutional Management Team is responsible for planning, organizing, directing and analysing the performance of all institutional activities. The meetings are for operational planning (i.e. adoption of contingency plan, search plan, operation strategies), the organization of work (e.g. review of internal policies, allocations, ongoing analysis and adoption of budget; human resources planning, Post Orders), management of operations (e.g. strategic discussions, Standing Orders, service orders) and performance analysis (Management Control Framework, overtime, budget, reintegration programs). Smaller institutions may have a limited number of managers reporting directly to the Deputy Warden.

In some circumstances (e.g. Regional Management Committee debriefing, discussion or communication on operating strategies), the meetings can be enlarged and include other institutional managers.

Population Management

Population management is critical at local, regional and national levels. At the local level, this refers to an ongoing analysis of offender profiles, security intelligence and offender movements (i.e. internally between units or ranges, and transfers between institutions). The management of criminal gang affiliations/disaffiliations and management of incompatibles are also critical elements. Many individuals contribute to population management. An Institutional Strategic Intelligence Committee should be put in place to provide coordination of this function through a senior manager.

Institutional Strategic Intelligence Committee (ISIC)

This committee generally consists of the Warden, Deputy Warden (DW), Assistant Warden, Operations, Assistant Warden, Interventions and Security Intelligence Officer (SIO). In smaller institutions, it would be the DW, the Manager, Operations and the SIO. The ISIC is responsible for reviewing the outcome of the analysis of security information collected by the SIO and assessing the risks and impacts on the institution, operations and personnel. At the end of the meeting, the Warden may give instructions regarding operations (e.g. searches, intelligence gathering, and restrictions of offender movements, segregation of certain offenders) and case management (Assessment for Decision: suspension / restriction of absences, transfer). The Committee meets as required and is chaired by the Warden. The Manager, Assessment and Intervention may present the most contentious cases of requests for transfers to the Committee for discussion.

From time to time, the Committee extends its analysis to a complete review of the institution's population: population profile (e.g. gang, mental health, length of sentence, special needs and ethnic profile), movement and administrative segregation, and security incidents, as well as trends in these areas. As part of its work, the Committee could review the institution's operational practices and how they contribute to the administrative segregation situation.

The Committee shares its findings with the Institutional Management Team and the Regional Strategic Intelligence Committee (where applicable).

Daily Briefings

Every morning, there is a meeting to review operational concerns, including incidents over the last 24 hours (or weekend), and to provide specific direction for the day's operations. Security incidents, the latest security intelligence entries, cases placed in segregation, human resource utilization and other non-routine activities are reviewed. These briefings can entail specific instructions on the day's operations, as well as activities to the case management teams.

The Assistant Wardens (or Manager, Operations) are in charge of conveying specific directions. Shift briefings focus on operational situations that require special attention and any non-routine activities that are planned. It is important that units continue to include as many managers (e.g. Correctional Manager and Manager, Assessment and Intervention) as possible so that they can jointly plan the unit's operations on a daily basis.

This practice may be crucial for maintaining the relationship and cooperation between security operations and interventions at the unit level, but it will be complemented with the Sector Management Team.

Sector Management Team

As offenders live in one unit and as Correctional Managers are assigned by unit or sector (more than one unit), it is important for each sector to be assigned at least one Manager, Assessment and Intervention. This allows the CM and MAI, as a team, to address operational and case management issues together.

Correctional Managers and Managers, Assessment and Intervention meet on a regular basis (at least every two weeks) to discuss and analyze common issues, such as population management problems at the unit level (drugs, debts, movements, affiliations, segregation, discipline) and systemic case management issues (e.g. interaction between offenders, Correctional Officers II or Primary Workers and Parole Officers and their contribution to case management). Any specific problem regarding an offender must be referred to the Case Management Team. In minimum-security institutions, the Manager, Operations should be involved in the Sector Management Team.

MANAGEMENT OF OPERATIONS

The Responsibility Matrix – Operations (Annex B) provides a detailed picture of all operational aspects. This section provides a broader picture of operations management.

Planning

An important component in any operation is planning, which includes performance agreements (i.e. objectives), institutional routine, search plan, contingency plan, human resources, budget allocation (including overtime), Post Orders and Standing Orders. Regular follow-up in these areas, including a review of the Management Control Framework and corporate results, is essential.

These are the responsibilities of the Assistant Warden, Operations or Manager, Operations with the support of the Operations Management Team.

Operations Management Team (OMT)

Consisting of an Assistant Warden, Operations or a Manager, Operations and available Correctional Managers (deployment, operations and unit), this team supports the Assistant Warden, Operations or Manager, Operations in planning operations, developing search plans and the institutional routine, ensuring the operationalization of national and regional policies, and periodically reviewing Post Orders and Standing Orders related to operations and contingency plans. The team also reviews human resources planning, deployment, vacations and overtime, and develops intervention strategies on this basis. The Deputy Warden will attend the team's meeting from time to time as needed.

The team meets as required, with at least one annual meeting (bringing together all Correctional Managers) focused on planning (e.g. search plan, routine and commitments). Meetings are coordinated by a Correctional Manager.

Day-to-Day Operations

General Deployment

The Correctional Manager, Schedule and Deployment (or another identified CM) coordinates schedules on the basis of activities planned (including health services) and absences, and advises on operational adjustment options. The schedule will take into consideration annual leave, training, long-term leave and other planned absences. For each shift, the Correctional Manager, Operational Desk coordinates unplanned absences and operational adjustments, prepares the roll call and deploys staff to security activities. He or she authorizes overtime and allowances. Deployment is based on the general routine and other planned activities for the day (e.g. escorts, movements, etc.).

Priorities and Daily Routine

To set priorities, there is a need to look at strategic and critical information, planned activities, needs regarding health services and changes in the environment (including regional and national priorities). To help in this responsibility, the daily briefing is the most appropriate forum.

Following the briefing, there may be adjustments to the final deployment of staff for the day to offset factors raised during the meeting (normally limited to tasks performed by multifunction officers).

Situation Management

Most staff activities pertain to managing situations with offenders. This includes conflict resolution (between offenders), personal property issues, unplanned movements, contraband and unauthorized items, illegal activities, and aggressive or non-compliant behaviour. Handling these situations is the responsibility of the Correctional Manager, Unit/Sector and will be managed in conjunction with Correctional Officers.

For any planned use of force, the Correctional Manager, Unit/Sector will coordinate the intervention with the Warden, who will give the final approval. In the absence of the Warden (or designated Crisis Manager), the Correctional Manager, Operational Desk, as officer in charge and acting Crisis Manager, will initiate the intervention.

Centralized Management of Specific Operations

Some operations are managed from a central point in the institution: management of security equipment, Urinalysis Program, visits and correspondence, discipline and segregation. These operations may be under the responsibility of the Correctional Manager, Operations or a CM designated by the Warden.

Security Equipment

CSC operates through manuals, Commissioner Directives and Guidelines that outline requirements regarding the management of security equipment (e.g. firearms, ammunition, chemical agents, handcuffs, keys, vests). The responsibility of the Correctional Manager, Operations (or equivalent) is to ensure the proper acquisition, maintenance and distribution of the security equipment in a safe and timely manner.

Urinalysis Program

The Correctional Manager, Operations (in medium and maximum-security institutions) or the Correctional Manager or Manager, Operations (in other institutions) is responsible for the program as a whole, including random sampling (subparagraph 54(b)), or as a condition of participation in a program (subparagraph 54(c)). He or she also authorizes sampling on the basis of reasonable grounds (subparagraph 54(a) or section 55) or establishes a frequency for a release program (section 55). Visits and Correspondence Management of the program is the responsibility of a Correctional Manager as designated by the Warden. Authority for interception rests with the Deputy Warden (except for privileged correspondents) and authority to allow special visits rests with the Assistant Warden, Operations or Manager, Operations. Any other decisions regarding visits are made by the Visits Board, which also makes recommendations for special visits.

Visits and Correspondence

Management of the program is the responsibility of a Correctional Manager as designated by the Warden. Authority for interception rests with the Deputy Warden (except for privileged correspondents) and authority to allow special visits rests with the Assistant Warden, Operations or Manager, Operations. Any other decisions regarding visits are made by the Visits Board, which also makes recommendations for special visits.

Visits Review Board

Chaired by a Correctional Manager, the Visits Board consists of at least a Correctional Officer, Visits and Correspondence. The Security Intelligence Officer would be ad hoc member in some cases. The Visits Board makes decisions involving approval/suspension for regular visits and private family visits.

Discipline

The management of discipline is also under the responsibility of the Correctional Manager, Operations. This includes management of the disciplinary courts and entries into the Offender Management System (OMS). Every staff member must produce offence reports, but the charge is generally the responsibility of a Correctional Manager.

Disciplinary Courts

The major disciplinary court is chaired by an Independent Chairperson, supported by an assessor designated by the Warden.

The minor disciplinary court can occur institutionally or by unit, based on the Warden's decision. To respect the duty to act fairly, the Correctional Manager who makes the decision on the offender's charge cannot chair the minor disciplinary court. The Correctional Manager acting as Chair is designated by the Warden.

Segregation

Management of the Segregation Unit is the responsibility of the Assistant Warden, Operations or Manager, Operations. This includes making sure a daily visit is done at the unit, ensuring access to daily activities, shower, services, etc. The Segregation Review Board is chaired by the Manager, Assessment and Intervention or equivalent for reviews of cases of less than 60 days and by the Assistant Warden, Interventions or equivalent for the review of cases of 60 days and beyond.

Segregation Review Board

Chaired by the Manager, Assessment and Intervention or equivalent (Correctional Manager) (for cases of less than 60 days) or by the Assistant Warden, Interventions or equivalent (Assistant Warden, Operations or Manager, Operations) (for cases of 60 days and subsequent reviews) and comprising one Correctional Manager, one Manager, Assessment and Intervention and the assigned Parole Officer, the Board reviews all cases of administrative segregation (voluntary or involuntary) at intervals established by regulatory and policy requirements, evaluates all alternatives, recommends the measures to be taken, and submits everything to the Warden for decision.

MANAGEMENT OF INTERVENTIONS

The Responsibility Matrix – Interventions (Annex C) provides a detailed picture of all intervention aspects. This section provides a broader picture of the management of interventions.

Planning

As with operations, an essential component of interventions is planning in such areas as: offender activities, program availability, schooling, offender employment and pay, reintegration activities, human resources, performance objectives, budget allocation and preparation of Standing Orders. Follow-up on all activities, including a review of Management Control Framework and corporate results, is an essential component of the process.

These are the responsibilities of the Assistant Warden, Interventions, with the support of the Intervention Management Team. In smaller institutions that do not have this position, these responsibilities are assigned to the Deputy Warden.

Intervention Management Team

Consisting of the Assistant Warden, Interventions, Manager, Assessment and Intervention, Manager, Programs, Chief Psychologist, as well as the Chaplain and Elder as ad hoc members if needed, the Intervention Management Team provides support to the Assistant Warden, Interventions in performance planning and management for case management (i.e. intervention, case preparation), programs (i.e. availability, relevance and program delivery) and other professional activities. The team assesses the needs of the institution's population on an annual basis and ensures programs designed to meet these needs are available. It also develops and approves a list of possible assignments to the institution (e.g. programs, jobs, school) and case prioritization procedures for programs. The team periodically reviews performance (in monitoring cases, compliance with standards), evaluates and recommends approval of special activities, and provides follow-up to decisions related to the Inmate Committee. It develops strategies concerning offender employment.

The team meets as required, including at least one annual meeting that focuses on planning (programs, special activities, policies on offender employment, strategy for professional development of staff).

Case Management

Directed by the Manager, Assessment and Intervention, all activities related to case management are described in CD 700. This includes ongoing assessment of risks and needs, orientation and referral to specialized services (e.g. programs, Elders, psychology and health services), targeted intervention by the Parole Officer, and Assessment for Decision.

One major responsibility of the Manager, Assessment and Intervention is to provide professional supervision to Parole Officers. This means providing the Parole Officer with support and advice, challenging assessments and intervention strategies, being actively involved in case conferences, and providing or fostering professional development. The Case Management Team and Correctional Intervention Board are part of the continuum of professional supervision from the Parole Officer through the Manager, Assessment and Intervention.

Offender case management is the responsibility of the Parole Officer, but the Case Management Team supports the Parole Officer.

Case Management Team

Consisting of the Parole Officer, Correctional Officer II or Primary Worker and Manager, Assessment and Intervention, and as ad hoc members, the Correctional Manager, the Psychologist, Program Officer, Aboriginal Liaison Officer and Security Intelligence Officer, the Case Management Team remains the offender's primary intervention unit. The team determines the intervention strategy for the offender and conducts ongoing progress monitoring, case discussions concerning behavioural problems (e.g. discipline, drug use, relations with other offenders, lack of progress, intelligence requiring a re-assessment of risk), referrals to programs and special services (e.g. psychology, Aboriginal spirituality, methadone) and reviews for decision (e.g. visit, transfer, perimeter clearance, escorted temporary absence, unescorted temporary absence, work release, day release, full parole, statutory release). Once the case is reviewed and the various points of view have been represented in the reports, the offender's case can then be submitted directly to the decision-making authority (Warden or delegated individual, Commissioner or National Parole Board (NPB)).

The Case Management Team meets at intervals determined by policies, events or the pressing need for analysis or decision on a specific case.

To support the Case Management Team and review problem cases for decision, orientation, referral or development of strategic intervention, or to agree on an integrated approach for the offender, the Correctional Intervention Board can play a critical role in the integration of all intervention activities. Here is a broader description of its role.

Correctional Intervention Board

Chaired alternately by the Manager, Assessment and Intervention and the Manager, Programs, the Board may request participation by any staff member who may contribute to the discussion or decision (such as the Parole Officer, Program Officer, other Parole Officers, Correctional Officer II or Primary Worker, Correctional Manager, Psychologist, Aboriginal Liaison Officer or other). Depending on the size of the institution, there may be more than one Board. A half-day meeting per week could be held, where the cases to be reviewed or discussed could be prioritized.

The Board will approve assignments to correctional and educational programs. It will proceed to case discussions regarding problematic cases, decision review for complex cases and referral for detention. To be effective, cases to be reviewed or discussed should be properly selected.

Unless there is a disagreement or an appeal, there will be no need to convene a Board to make a decision on offender pay, or work assignment or reassignment. Decisions in those areas will be made by the Manager, Programs.

Psychology

There are three types of psychological services provided: interventions based on risk and need factors (psychological monitoring); psychological assessments for decision purposes by CSC (e.g. placement, security classification) or NPB (e.g. parole, detention); and interventions for mental health support. For mental health issues, the Psychologist will be supported by the Mental Health Team.

Mental Health Team

The Mental Health Team consists of the Psychologist, Nurse, Manager, Assessment and Intervention, Parole Officer and, if necessary, the Psychiatrist and other ad hoc members. The functions of the team include identifying the needs and services required, prioritizing mental health services, and monitoring and documenting the clinical progress of individual offenders on a monthly basis.

Programs and Activities

This area, led by the Program Manager, includes various types of activities, such as program delivery, schooling, library, offender activities (social, cultural, physical), work assignments (employment and employability), offender pay, social programs and the coordination of volunteer activities. The Program Manager also coordinates activities related to the Inmate Committee.

Spiritual Services

Reporting directly to the Assistant Warden, Interventions, spiritual services include chaplaincy and Aboriginal spirituality services.


Annex B - RESPONSIBILITY MATRIX – OPERATIONS

RESPONSIBILITIES MALE MEDIUM MAXIMUM MALE MINIMUM WOMEN'S INSTITUTIONS
Security management
Planning
  • Institutional routine
  • Search plan
  • National and regional policy operationalization
AWO MO AWO
Review of Standing Orders CM(o) CM CM
Approval of Standing Orders WARDEN WARDEN WARDEN
Review of Post Orders CM(o) CM CM
Approval of Post Orders DW DW DW
Operations budget management AWO MO AWO
Overtime and allowances authorization CM(d) CM CM
Contingency plan - Approval DW DW DW
Development - Update CM(o) CM CM
Staff training - Monitoring CM(o) MO CM
Simulation planning AWO MO AWO
IERT - Management AWO - AWO
Management Control Framework -
All except for intelligence management
AWO MO AWO
Static security
Control of access to institutions
Management AWO MO AWO
Authorization - Official visitors, volunteers CM+ CM+ CM+
Admission and Discharge - Program CM(o) CM CM
Identification cards - Program CM(o) CM CM
Identification cards - Investigations and issuing SIO SIO SIO
Main Communications Control Post (MCCP)
Management CM(o) - AWO
Searches (including Ionscan)
Program AWO MO AWO
Search plan - Preparation CM(o) CM CM
Search plan - Approval WARDEN WARDEN WARDEN
Special search - Institution - Approval WARDEN WARDEN WARDEN
Special search - Visitor, vehicle, employee - Approval CM(d) CM CM
Equipment control
Inmates' personal property - Program CM(o) CM CM
Personal property - Disposal WARDEN WARDEN WARDEN
Security equipment - Program CM(o) MO AWO
Firearms
Management CM(o) - -
Emergency distribution CM - -
Restricted objects
Management - Contractors AWMS AWMS AWMS
Management - Internal CM(o) CM CM
Key control
Management CM(o) CM CM
Issuing and destruction SMO CM or CO II CM or PW
Log CM(d) CM CM
Hazardous materials - Program management AWMS AWMS AWMS
Dynamic security (active)
Visits and correspondence
Correspondence control AWO MO AWO
Interception - Authorization DW DW DW
Interception - Privileged correspondents WARDEN WARDEN WARDEN
Telephone program AWO MO AWO
Access to telephones CO CO PW
Interception - Request CM(u) CM CM
Interception - Log SIO SIO SIO
Interception - Authorization DW DW DW
Inmate Visit Program CM CM CM
Visits Review Board - Chair CM CM CM
Authorization for visits VRB VRB VRB
Immediate suspension of visits CO(v&c) CO(v&c) PW(v&c)
Suspension of visits VRB VRB VRB
Special visit authorization AWO MO AWO
Inmate counts and security patrols
Management CM(d) CM CM
Inmate movement
Institutional routine and schedule - Approval DW DW DW
Daily routine CM(d) CM CM
Management of general movement CM(d) CM CM
Cell changes CM(u) CM CM
Modifications to log - Cell changes (OMS) CM(d) CM CM
Urinalysis Program
Program management CM(o) MO CM
Authorization under subparagraph 54 (a) CM(o) MO CM
Determination - Section 55 CM(o) MO CM
ETA escorts
Risk and threat assessment CM(u) CM CM
Risk and threat assessment - Unplanned evenings CM(d) CM CM
Weapons authorization WARDEN - -
Inmate discipline
Informal resolution ALL ALL ALL
Offence report ALL ALL ALL
Charge CM CM CM
Major court
Management CM(o) CM CM
Assessor CM CM CM
Chair Independent Chair Independent Chair Independent Chair
Placement in disciplinary segregation Chair Chair Chair
Cancellation of sentence - Compassionate grounds WARDEN WARDEN WARDEN
Minor court
Management CM(o) CM CM
Chair CM CM CM
Security intelligence
Management of security intelligence program DW DW DW
Recording and reporting incidents
Preparing observation reports ALL ALL ALL
Incident report SIO SIO SIO
Situation report - Preparing AWO MO AWO
Situation report - Signing WARDEN WARDEN WARDEN
Recording security intelligence
Observation reports ALL ALL ALL
Security intelligence report SIO SIO SIO
Establishing reliability of information SIO SIO SIO
Periodic analysis of security intelligence SIO SIO SIO
Identification - Management of criminal gangs
Identification of affiliated inmates SIO SIO SIO
Identification of disaffiliated inmates SIO SIO SIO
Identification of new criminal gangs SIO SIO SIO
Approval of identifications WARDEN WARDEN WARDEN
Quarterly analysis of intelligence SIO SIO SIO
Protection of crime scenes/preserving evidence
Identification of a person in charge in the institution WARDEN WARDEN WARDEN
Protection of crime scenes (usual) SIO SIO SIO
Protection of evidence (usual) SIO SIO SIO
Immediate assistance - Medical emergency CO CO PW
Notification to medical services CM(d) CM CM
Management of seized objects
Designation of control officers DW DW DW
Contraband control officer (return, confiscation, disposal of items) (usual) SIO SIO SIO
Unauthorized items control officer (usual) CO(a&d) CO(a&d) PW(a&d)
Preventive Security file handling
Control of Preventive Security files SIO SIO SIO
Countersignature of security intelligence reports WARDEN / DW WARDEN / DW WARDEN / DW
Periodic analysis of reliability/relevance of information SIO SIO SIO
Handling incompatible inmates
Observation reports ALL ALL ALL
Program coordination SIO SIO SIO
Identification of incompatibleinmates SIO/PO SIO/PO SIO/PO
Annual review SIO SIO SIO
Review upon transfer or discharge SIO/PO SIO/PO SIO/PO
Use/authorization of video surveillance
Authorization - Use of hidden video camera COMM COMM COMM
Authorization - Use of unhidden video camera WARDEN WARDEN WARDEN
Management Control Framework -
Security intelligence
DW DW DW
Security incidents
Use of force
Planned use of force - SMEAC IERT IERT IERT
Planned use of force - Authorization WARDEN / CM(d) WARDEN / CM WARDEN / CM
Planned use of force - Execution IERT IERT IERT
Control of reports following incident CM(d) CM CM
Verification - Control of videos CM(o) CM CM
Transmission to RHQ/NHQ - Decision WAR WAR WAR
Review of videos CM+ CM+ CM+
Restraint 4 extremities WARDEN WARDEN WARDEN
72-hour review MHT MHT MHT
Personal portable alarms      
Program management CM(o) CM CM
Restraint equipment
Program CM(o) CM CM
Inventory SMO CM CM
Authorization - Restraint equipment for use within institution CM(u) CM CM
Authorization - Restrain equipment for suicidal offender (in consultation with physician) WARDEN WARDEN WARDEN
Other authorization or notifications after emergency use CM(d) CM CM
Chemical agents
Program CM(o) CM CM
Inventory SMO CM CM
Authorization - Planned use CM(d) CM CM
Firearms
Authorization - Planned use Crisis Manager Crisis Manager -

Annex C - RESPONSIBILITY MATRIX – INTERVENTIONS

RESPONSIBILITIES MALE MEDIUM MAXIMUM MALE MINIMUM WOMEN'S INSTITUTIONS
GENERAL MANAGEMENT
Review and update of Standing Orders AWI AWI AWI
Approval of Standing Orders WARDEN WARDEN WARDEN
PROGRAMS AWI AWI AWI
Planning AWI AWI AWI
Management MP MP MP
Assignment to programs CIB CIB CIB
Management Control Framework (MCF) AWI AWI AWI
Social programs MP MP MP
Management SPO SPO SPO
Approval of activities WARDEN WARDEN WARDEN
School      
Planning AWI AWI AWI
Management Chief Education or MP MP MP
Assignment of offenders CIB CIB CIB
Aboriginal programs - Management AWI AWI AWI
Chaplaincy - Management AWI AWI AWI
Inmate pay - Management MP MP MP
Inmate pay - Decisions MP MP MP
Management of library MP MP MP
CASE MANAGEMENT AWI AWI AWI
Planning AWI AWI AWI
IMTi - Chair AWI AWI AWI
Management MAI MAI MAI
Quality control - PO MAI MAI MAI
Quality control - CO II CM(u) CM CM
MCF - Case management AWI AWI AWI
INTAKE
Decision review - Placement CMT N/A CMT
Notice of transfer and placement decision WARDEN WARDEN WARDEN
MCF - Intake assessment AWI AWI AWI
PROGRESS MONITORING - INSTITUTION
Case assignment - PO MAI MAI MAI
Case assignment - CO II / PW CM(u) CM CM
Case discussion - Case conference CMT CMT CMT
PFV decision review CMT CMT CMT
PFV decision VRB VRB VRB
SEGREGATION
Administrative segregation program - Accountability WARDEN WARDEN WARDEN
Management of segregation program/unit AWO MO AWO
Segregation denial WARDEN WARDEN WARDEN
Interview with offender in case of denial AWO MO AWO
Placement (weekdays) WARDEN / CM+ WARDEN / CM+ WARDEN / CM+
Placement in special cell WARDEN WARDEN WARDEN
Placement (evening, nights, weekends) CM(d) CM(d) CM(d)
Weekly visit WARDEN WARDEN WARDEN
Daily visit - Weekdays CM+ CM+ CM+
Daily visits - Weekends CM(d) CM CM
Review Board SRB SRB SRB
Review Board - Chair (less than 60 days) MAI MAI MAI
Review Board - Chair (60 days and beyond) AWI AWI AWI
End of segregation WARDEN WARDEN WARDEN
MCF - Administrative segregation DW DW DW
TRANSFER
Notice of recommendation for involuntary transfer MAI MAI MAI
Review before decision CMT CMT CMT
Notice of transfer WARDEN WARDEN WARDEN
Security level - Decision on change of level WARDEN WARDEN WARDEN
Security level - Decision on same level DW DW DW
Transfer - Decision WARDEN WARDEN WARDEN
Coordination of transfers MAI MAI MAI
RELEASES - CSC AUTHORITY
Perimeter clearance - Review CMT CMT CMT
Perimeter clearance - Decision WARDEN WARDEN WARDEN
TA / WR review CMT CMT CMT
TA / WR decision WARDEN WARDEN WARDEN
CASE PREPARATION - NPB
Review for APR/DP/FP CMT CMT CMT
SR review - Detention review CMT / CIB CMT / CIB CMT / CIB
LIAISON
Review/coordination of transfer requests MAI MAI MAI
NPB hearing coordination MAI MAI MAI
Liaison with victim services MAI MAI MAI
Referral - Restorative justice MAI MAI MAI
OTHER      
Admission - ISU and Pathways CM(u) CM CM
Inmate complaints and grievances - Operations
Preparation/Response
CM / WARDEN CM / WARDEN CM / WARDEN
Inmate complaints and grievances - Interventions
Preparation and response
MAI / WARDEN MAI / WARDEN MAI / WARDEN
MCF - Grievances and Inmate Fund AWMS AWMS AWMS
Offender wedding - Approval AWI AWI AWI
Evaluation of immediate needs
Referral in emergencies - Mental health and suicide risk MAI MAI MAI

Annex D - ACRONYMS

ALO
Aboriginal Liaison Officer
AWI
Assistant Warden, Interventions
AWMS
Assistant Warden, Management Services
AWO
Assistant Warden, Operations
CIB
Correctional Intervention Board
CM(s&d)
Correctional Manager - Scheduling and Deployment
CM(o)
Correctional Manager - Operations
CM(d)
Correctional Manager - Operational Desk
CM(u)
Correctional Manager - Unit/Sector
CMT
Case Management Team
CO
Correctional Officer
CO(a&d)
Correctional Officer, Admission and Discharge
CO(v&c)
Correctional Officer, Visits and Correspondence
COMM
Commissioner
CPO
Correctional Programs Officer
DW
Deputy Warden
IERT
Institutional Emergency Response Team
IMT
Institutional Management Team
IMTi
Intervention Management Team
ISIC
Institutional Strategic Intelligence Committee
ISU
Intensive Support Unit
MAI
Manager, Assessment and Intervention
MCCP
Main Communications Control Post
MHT
Mental Health Team
MIIS
Manager, Intensive Intervention Strategy
MO
Manager, Operations (Min)
MP
Manager, Programs
OMT
Operations Management Team
PB
Program Board
PO
Parole Officer
PW
Primary Worker
RDC
Regional Deputy Commissioner
SIO
Security Intelligence Officer
SMO
Security Maintenance Officer
SMT
Sector Management Team
SPO
Social Programs Officer
SRB
Segregation Review Board
VRB
Visits Review Board
VSO
Victim Services Officer

 

For more information

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