Performance Assurance

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Evaluation of the Employment and Employability Program

Performance Assurance Sector
March 2003

TABLE OF CONTENTS

1.0 EXECUTIVE SUMMARY
2.0 INTRODUCTION
  2.1 BACKGROUND
  2.2 CURRENT MANDATE
  2.3 OBJECTIVES
  2.4 METHODOLOGY
  2.5 RESULTS
  2.6 ACKNOWLEDGEMENTS
  2.7 EVALUATION TEAM MEMBERS
3.0 FINDINGS
  3.1.1 The Executive Committee (excom) appointed corcan the responsibility for the offenders' employment program results under the theme "managing partners" (appendix a), yet this was not clearly understood nor communicated to the program implementation team.
  3.1.2 The Offender Management System (OMS) is designated as the principle source of information necessary to carry out review, analysis and reporting of results to decisionmaking bodies, yet oms data entry and recording does not provide an accurate record of results accomplished within the institutions
  3.2.1 The Correctional Service Canada (CSC) has recognized that employment must be dealt with in a similar manner as other correctional programs, yet there is no consistent method of managing the employment skills of the offender
  3.2.2 While Career and Occupational Preference System (COPS), career ability placement surveys (caps) and canadian academic achievement test (caat) are being used at most intake assessment units and institutions to evaluate or assess the inmates skills, abilities and educational upgrading, the results and impact of these assessments are not included in the correctional plan, nor is there any consistency in applying the methods of addressing the inmate employment needs.
  3.2.3 There is a definite lack of comprehension of the objective of governing principle # 3 which states that "the goal is to attain a weekly schedule showing modules of half-days for each inmate that adds up to 37.5 hours consistent with the level of security of the institution, resource level, existing collective agreements of the staff and operational circumstances."
  3.3.1 Even though the work descriptions for inmates have been completed and made accessible to the inmates (i.e. placed in the library), they are not integrated into the institutional operations, nor are they utilized on a systematic basis to manage or develop employment skills for the inmates to learn
  3.3.2 The performance evaluation process does not provide sufficient detail to adequately reflect the inmates' actual performance skills learned
4.0 SUMMARY OF RECOMMENDATIONS
5.0 BEST PRACTICES
6.0 APPENDICES
  APPENDIX "A" Managing Partners
  APPENDIX "B" Position Paper
  APPENDIX "C" The Criterion for Vocational Assessment
    Employment Indicators
  APPENDIX "D" Objectives and Key Results
  APPENDIX "E" Program logic model
  APPENDIX "F" Site Selection
    Site selection is based on the following factors
  APPENDIX "G" Recommendations of Employment Task Force (1998)
  APPENDIX "H" Performance indicators of competency
  APPENDIX "I" List of acronyms
REFERENCES

TABLE OF GRAPHS

GRAPH 1:

Employment included on Correctional

GRAPH 2:

Degree of Employment Needs

GRAPH 3:

Education Records

GRAPH 4:

Education Level

GRAPH 5:

Availability of COPs and CAPs Results

GRAPH 6:

Working Hours in Different Security Levels

 

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