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A Rendez-vous With Success

Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit Offenders

BY Djamila Amellal, Communications Officer, Communications and Citizen Engagement Sector

Photo: Courtesy of Marc-Arthur Hyppolite

One of the largest geographical regions managed by the Correctional Service of Canada (CSC), the Prairies has the highest incarceration rate of First Nations, Métis and Inuit offenders — close to 60 percent. And it is in this region precisely where Regional Deputy Commissioner Marc-Arthur Hyppolite has put in place an effective action plan involving successful interventions that address the specific needs of offenders. With great modesty, Mr. Hyppolite explains why and how this approach to corrections — one that is practical, workable and highly successful — came into being.

With 22 years of CSC experience under his belt, Mr. Hyppolite speaks with conviction about the work that he finds so exciting. He introduces us to an approach where wisdom and serenity join hands with ambition. “When in December 2003 I won the national competition that led to my appointment as Regional Deputy Commissioner for the Prairies, I was told that a formidable challenge lay before me. I don’t know why I was selected for this region in particular, because I didn’t know all that much about it. I found out it’s a highly diversified and very complex region, with a large Aboriginal offender population, which is why the challenge at stake was not to be underestimated due to the combination of Aboriginal and political issues. But because I’m open-minded and willing to serve, I knew I could adapt to the situation.”

Hyppolite isn’t one to give up easily, whatever the challenge may be. “I’ve worked in various regions in CSC, but my greatest challenge was in a previous position, going from Ontario to Quebec. The issues in Quebec can be unique, especially culturally. I generally have excellent memories of my time there, especially at Cowansville Institution. Looking back, it was a confidence-builder.”

A Strategy Based on Reality and Law

Having looked at the challenges, Hyppolite rolled up his sleeves and immediately began work on a strategy, knowing that a special action plan was needed. “The facts were there. The region has close to 3,700 inmates, 1,117 of whom are Aboriginal. Of these, 751 are First Nations, 353 are Métis and 13 are Inuit. It is a diverse population, and traditional teachings for these groups are not necessarily the same. The offenders are housed in 13 institutions, along with healing lodges and district offices, bringing the total to 18.”

Mr. Hyppolite took as his starting point the Corrections and Conditional Release Act (CCRA), sections 4h along with sections 80 to 84, which outline, among other things, programs suited to the needs of offenders, recognition of Aboriginal spirituality and the establishment of agreements with Aboriginal communities to provide services. “These sections were vital to our approach,” noted Mr. Hyppolite. “There was an obvious need for culturally competent human resources, for working with Elders and for placing offenders in their hands immediately after their admission. It was also essential to place them in a healing centre and to have the initial evaluators prepare a correctional and healing plan. Aboriginal programs must form the basis of that plan, and move toward appropriate, secure release that would be gauged by the offender’s progress.”

Special Recruitment, Special Programs

“The regional plan included hiring and training front-line and other staff, because we had to develop specific skills and abilities to meet the needs on site,” added Mr. Hyppolite. “These staff members had to be Aboriginal so they could help us understand a lot of things related to their culture and give us guidance. For example, the contribution made by Lawrence Burnouf, Regional Administrator, Aboriginal Issues, and his team, was invaluable. The work had to be done with people motivated to work with the type of offenders we have here, people with an understanding of their culture.

“The programs absolutely must be tied in with Native realities. I found that CSC’s accredited programs were just not there yet. We had to tailor them to suit the Aboriginal way of life, or it just wouldn’t work.”

Healing Centres and Aboriginal Pathways

Healing centres were included in Mr. Hyppolite’s strategic plan. He re-established some that were no longer functioning and created new ones as well. This gave many more offenders a chance to stay in and benefit from them. “I reopened Ochichakkosipi, which is now operating with 15 or 16 offenders, and quite a few offenders have been released from there by the National Parole Board. Occupancy is high, and I consider it to be a real success. I’m very proud of it.”

Another initiative in Mr. Hyppolite’s action plan was creating Aboriginal Pathways in institutions with higher security levels. He notes that the Aboriginal Pathways Strategy is designed to provide healing; it also prepares offenders to go from a maximum-security institution to a medium-security one, and from there to minimum security. “I didn’t have enough funding, so I redirected money budgeted for traditional programs at institutions like Stony Mountain, Bowden and Saskatchewan Penitentiary. This worked very well, since it helped establish a good level of security for the inmates, a level that tends to appear higher than it really is. It also helps raise the motivation of difficult offenders and facilitate correctional interventions.”

Crossroads – A Special Unit

In addition to adhering to Section 4 h and Sections 81 and 84 of the CCRA, Mr. Hyppolite also drew on his solid multi-dimensional experience as warden at both the community and institutional levels, including the Special Handling Unit, to create a specialized unit in the Prairies Region. The Crossroads Unit, similar to the unit in use at Stony Mountain Institution, was designed for offenders who are the least cooperative and involved in intimidating activities. “I deny offenders the right to become predators. We put them in this unit that we have created where it’s more structured and where they’re closely supervised. The Crossroads Unit helps reduce the level of violence. Those assigned to it participate in Aboriginal programs, and when they’re ready, they go back into the regular population. We have some very encouraging results from this initiative.”

Partnership with Aboriginal Communities

Mr. Hyppolite also scores points by promoting partnerships with the Aboriginal communities, which in turn, lend him considerable support. “We have created some invaluable partnerships in the community, one of which is the Aboriginal Consultative Committee. We can consult about everything. Working with Lawrence Burnouf, who has at his disposal a whole sector dealing with Aboriginal issues, we try to understand why things happen and then what we can do about them.”

What Makes Him Tick

When asked where he gets the motivation to work so hard on the Aboriginal offenders file, Mr. Hyppolite says, “First, there’s the CSC Mission, an outstanding and, for me, inspirational document. Then there’s the exceptional results, the recognition from the region’s Aboriginal population for my contribution, even though I am not Aboriginal myself. Their appreciation for my approach and for the interest that I take — all this encourages me to do everything I can to help fulfill the hopes of these offenders. I have indeed devoted a good deal of time to this file, and it is still a passion with me.”

A Broad Vision

Being pragmatic and realistic, Mr. Hyppolite has certainly moved forward the CSC agenda for Aboriginal offenders in the Prairies Region. This has earned him the respect of the Aboriginal population in the region and that of CSC partners. “This is probably the best assignment I have ever had. It keeps me busy and motivates me even more. The Prairies Region makes up close to half of the country — the challenge is great. I’m happy to have done my best and to have achieved good results although there’s always room for improvement. I believe that my success is also CSC’s success. I did not have any rendez-vous with destiny; I am just a man who’s too stubborn to quit in the face of challenges.”

Looking to the future, the recipient of the Public Service Award of Excellence in June 2005 says, “I’m very proud to see that the Aboriginal issue counts among the five priorities of Commissioner Coulter and Senior Deputy Commissioner Head. As for my part in a worthy cause, I will continue to do my best, as long as I have the strength and the will to loyally serve CSC, the Public Service of Canada and, ultimately, my fellow Canadians.” ♦