Institutional Management Structure: Roles and Responsibilities
Signed by Don Head
Senior Deputy Commissioner
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 (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:
CM(u) – Unit or Sector:
* Assigned to the CM(d) in other types of institution.
CM(o) – Operations (operations and budget management in the following areas):
* Assigned to CM or Manager, Operations as portfolios in other types of institution.
CM(s&d) – Scheduling and Deployment:
* Assigned to CM(d) in other types of institution.
CM as designated by the Warden:
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 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).
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.
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.
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).
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.
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.
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.
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.
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.
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.
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).
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.
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.
Reporting directly to the Assistant Warden, Interventions, spiritual services include chaplaincy and Aboriginal spirituality services.
|RESPONSIBILITIES||MALE MEDIUM MAXIMUM||MALE MINIMUM||WOMEN'S INSTITUTIONS|
|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|
|IERT - Management||AWO||-||AWO|
Management Control Framework -
All except for intelligence management
|Control of access to institutions|
|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)|
|Searches (including Ionscan)|
|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|
|Inmates' personal property - Program||CM(o)||CM||CM|
|Personal property - Disposal||WARDEN||WARDEN||WARDEN|
|Security equipment - Program||CM(o)||MO||AWO|
|Management - Contractors||AWMS||AWMS||AWMS|
|Management - Internal||CM(o)||CM||CM|
|Issuing and destruction||SMO||CM or CO II||CM or PW|
|Hazardous materials - Program management||AWMS||AWMS||AWMS|
|Dynamic security (active)|
|Visits and correspondence|
|Interception - Authorization||DW||DW||DW|
|Interception - Privileged correspondents||WARDEN||WARDEN||WARDEN|
|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|
|Institutional routine and schedule - Approval||DW||DW||DW|
|Management of general movement||CM(d)||CM||CM|
|Modifications to log - Cell changes (OMS)||CM(d)||CM||CM|
|Authorization under subparagraph 54 (a)||CM(o)||MO||CM|
|Determination - Section 55||CM(o)||MO||CM|
|Risk and threat assessment||CM(u)||CM||CM|
|Risk and threat assessment - Unplanned evenings||CM(d)||CM||CM|
|Chair||Independent Chair||Independent Chair||Independent Chair|
|Placement in disciplinary segregation||Chair||Chair||Chair|
|Cancellation of sentence - Compassionate grounds||WARDEN||WARDEN||WARDEN|
|Management of security intelligence program||DW||DW||DW|
|Recording and reporting incidents|
|Preparing observation reports||ALL||ALL||ALL|
|Situation report - Preparing||AWO||MO||AWO|
|Situation report - Signing||WARDEN||WARDEN||WARDEN|
|Recording security intelligence|
|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|
|Identification of incompatibleinmates||SIO/PO||SIO/PO||SIO/PO|
|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 -
|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|
|Personal portable alarms|
|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|
|Authorization - Planned use||CM(d)||CM||CM|
|Authorization - Planned use||Crisis Manager||Crisis Manager||-|
|RESPONSIBILITIES||MALE MEDIUM MAXIMUM||MALE MINIMUM||WOMEN'S INSTITUTIONS|
|Review and update of Standing Orders||AWI||AWI||AWI|
|Approval of Standing Orders||WARDEN||WARDEN||WARDEN|
|Assignment to programs||CIB||CIB||CIB|
|Management Control Framework (MCF)||AWI||AWI||AWI|
|Approval of activities||WARDEN||WARDEN||WARDEN|
|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|
|IMTi - Chair||AWI||AWI||AWI|
|Quality control - PO||MAI||MAI||MAI|
|Quality control - CO II||CM(u)||CM||CM|
|MCF - Case management||AWI||AWI||AWI|
|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|
|Administrative segregation program - Accountability||WARDEN||WARDEN||WARDEN|
|Management of segregation program/unit||AWO||MO||AWO|
|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)|
|Daily visit - Weekdays||CM+||CM+||CM+|
|Daily visits - Weekends||CM(d)||CM||CM|
|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|
|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|
|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|
|Admission - ISU and Pathways||CM(u)||CM||CM|
Inmate complaints and grievances - Operations
|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|
- Aboriginal Liaison Officer
- Assistant Warden, Interventions
- Assistant Warden, Management Services
- Assistant Warden, Operations
- Correctional Intervention Board
- Correctional Manager - Scheduling and Deployment
- Correctional Manager - Operations
- Correctional Manager - Operational Desk
- Correctional Manager - Unit/Sector
- Case Management Team
- Correctional Officer
- Correctional Officer, Admission and Discharge
- Correctional Officer, Visits and Correspondence
- Correctional Programs Officer
- Deputy Warden
- Institutional Emergency Response Team
- Institutional Management Team
- Intervention Management Team
- Institutional Strategic Intelligence Committee
- Intensive Support Unit
- Manager, Assessment and Intervention
- Main Communications Control Post
- Mental Health Team
- Manager, Intensive Intervention Strategy
- Manager, Operations (Min)
- Manager, Programs
- Operations Management Team
- Program Board
- Parole Officer
- Primary Worker
- Regional Deputy Commissioner
- Security Intelligence Officer
- Security Maintenance Officer
- Sector Management Team
- Social Programs Officer
- Segregation Review Board
- Visits Review Board
- Victim Services Officer
For more information
- Government-wide Forward Regulatory Plans
- The Cabinet Directive on Regulatory
- The Federal regulatory management
- The Canada–United States Regulatory Cooperation Council
- Date modified :