Report of the Task Force on Security

1. EXECUTIVE SUMMARY

Co-Chairs: Helgi Eyjolfsson, Director General Security

Jack Linklater, Special Advisor to the Deputy Commissioner, Prairies

Mandate: To develop a state of the art security framework that optimizes staff/offender interaction, while promoting safe reintegration.

Framework: The four key components of an effective security framework are Safety, Respect, Leadership and Learning. Each of these components is inextricably linked with the others and impacts directly on the cultural milieu of Corrections. The Task Force believes that a strong commitment to this security framework will further CSC's solid growth as a professional, humane and restorative correctional system. This framework is unique in international corrections and will allow CSC to give leadership in this area in the new millennium.

Framework Components:

A. SAFETY

The key elements of this component include:

i. Dynamic Security - those elements that contribute to the development of professional, positive relationships between staff members and the offenders with whom they work.

ii. Facility design and classification - The Task Force is recommending that the majority of institutions be classified as multilevel institutions. Our present system of classification erodes the case management process and destabilizes institutions by promoting excessive transfers. These multilevel facilities would house no more than 500 inmates and would consist of 60% medium security inmates, 20% maximum security inmates and 20% minimum security inmates. CSC would retain only two higher security integrated control institutions, one in eastern Canada and one in the west. Finally all minimum-security institutions and CCC's should be amalgamated into one non-containment stream to be known as Community Correctional Facilities.

iii. CSC should explore alternatives to the use of firearms in institutions with a view to substantially reducing the requirement for firearms inside institutions.

iv. Standards for searching need to be enhanced with particular attention being paid to front gate procedures, where all visitors and staff should be subjected to the same rigorous criteria.

v. Technological advances in security need to be assessed, standardized and implemented consistently in CSC. We caution however that an over-reliance on technology can erode the development of interpersonal relationships.

vi. CSC must develop intensive pre-release programs for all inmates being released on SR or SR with residency with a view to lowering the security and or risk level of these individuals before release.

vii. The Task Force is .recommending that CSC develop climate indicators that will assess the stability of institutional populations.

viii. The current Preventive Security function should be reassessed with a view to developing a more strategic approach to information gathering, analysis and dissemination.

ix. All Parole Offices and CCC's should be subjected to a Security analysis with a view to developing standards designed to meet the safety needs of staff in those facilities.

B. RESPECT

The key elements of this component of the security framework include:

i. CSC must develop a culture in which staff are empowered to work within a framework of shared values. Managers and staff must live by the values enunciated in our Mission in carrying out their responsibilities.

ii. The role of the Correctional Officer must be strengthened so that skills in the areas of static security, interpersonal relationships and conflict resolution take a rightful place alongside case management duties.

iii. CSC must develop initiatives that will encourage a culture of respect - a culture that respects offenders, their families, victims, and colleagues at work and managers.

iv. A restorative approach must be taken to all attempts at dispute resolution.

v. Ethics training and ethics forums must take a prominent role in community and institutional facilities and offices.

vi. Although CSC has a well-established and respected EAP process in place, we recommend that this be reviewed with a view to expanding and improving the services offered.

vii. Uniforms play an important role in terms of self-respect. We support a full review of the uniform issue in full consultation with the union and line staff.

viii. We strongly believe that staff briefing areas, lounges, dining areas and exercise facilities should be a part of our facility design standards both in the community and in institutions.

C. LEADERSHIP

The key elements of this component of the security framework include:

i. CSC must create a senior management (Wardens, District Directors, Deputy Wardens) development program with a focus on the development of management skills in Corrections.

ii. CSC must create a similar development program for middle managers (Assistant Wardens, Unit Managers, Area Managers, and Correctional Supervisors) that will prepare these individuals for promotion to more senior levels.

iii. Following appointment to new managerial positions, there should be a period of 6 months on the job training for new Wardens, District Directors and Deputies in which mentoring and coaching are vital components of the process.

iv. Managers at all levels need to be intimately familiar with the CAPRA model of problem solving as well as the Use of Force model and use these concepts in the conduct of their daily duties.

v. Managers in all facilities must actively engage in communication strategies that include frequent attendance at pre-shift briefings (mandatory attendance for all staff).

vi. Managers must take control of the Strategic Information process (Preventive Security) ensuring that only carefully analyzed information is authorized for retention on file.

vii. Management visibility and accessibility must be significantly improved in CSC facilities.

D. LEARNING

The key elements of this component of the Security Framework include:

i. The development of a comprehensive, integrated human resource strategy that includes:

• Core competency profiles for all positions.
• Expanded and revitalized recruitment programs.
• Stringent selection processes that reflect core competencies.
• Induction training that includes OJT and probation evaluation against learning, values and ethics.
• Pre-qualification training and evaluation prior to promotion at all levels.
• Coaching, mentoring and evaluation at all levels by certified coaches and mentors.
• That security training combine classroom theory with the provision for practicing skills in a prison like environment.
• Improved incentives for staff to encourage mobility.

ii. In the area of federally sentenced women offenders and Aboriginal offenders CSC must:

• Integrate the valued lessons learned from the facilities for Aboriginal offenders and facilities for female offenders.
• CTP must include staff awareness components in the areas of Aboriginal offenders and female offenders.
• Continue to pursue partnerships with Aboriginal communities and other CJS partners in these areas.

iii. The Task Force strongly endorses the leadership being provided by

• Canada to the International Corrections community. We strongly encourage similar partnerships with our Provincial colleagues and with other government or non-government agencies in Canada.

iv. CSC has a proven capacity for world class leadership in Research.

• There exists a tremendous opportunity for applied security research in the following areas:

• Organized crime and gangs, especially Aboriginal youth gangs.
• Institutional climate indicators.
• Innovations in dynamic security.
• Facility design impacts.
• Managing diverse groups in a correctional setting.
• Alternatives to segregation.

E. IMPLEMENTATION

The scope of this report is broad, covering a wide array of issues and topics that impact on the security of our organization. We hold the view that each of the four components of this Security framework - Safety, Respect, Leadership and Learning represent the keys to our success as a Correctional Service in the future. To this end we have recommended that a committee, co-chaired by the DG Security and the DG Strategic Planning and Policy and composed of senior level officials at least one of whom is member of the Task Force on Security be struck to manage the implementation of the recommendations in this report.

The taskforce is indebted to Karen Woroschuck - RHQ Prairies and Sylvie Fanasch - NHQ, for their skill and dedicated assistance in producing this report.