PART 3 - SUPPORTING INFORMATION€¦ · PART 3 SUPPORTING INFORMATION 104 DEPARTMENT OF CORRECTIONS...

99DEPARTMENT OF CORRECTIONS STATEMENT OF INTENT 2004–2005

TRIPLE BOTTOM LINE REPORTING 101

Introduction 101

Aligning Triple Bottom Line Reporting with the Department’s Purpose 101

Recognised Performance Aspects and Indicators 101

The Way Ahead 103

DEPARTMENTAL STRUCTURE 104

Services 104

Service Delivery Locations 106

Groups 108

Senior Management Team 109

KEY HUMAN RESOURCE STATISTICS 110

GOVERNANCE, ADVICE AND RELATIONSHIP ARRANGEMENTS 112

Assurance Board 112

Chief Executive’s Mäori Advisory Group 112

Chief Executive’s Pacific Advisory Group 112

Inmate Employment Advisory Committee 113

Interagency Agreements 113

Intersectoral Committees 113

NEW ZEALAND PAROLE BOARD 114

VICTIM NOTIFICATION SYSTEM 114

CORRECTIONS WITHIN THE JUSTICE SECTOR 115

Justice Sector End Outcomes 115

Justice Sector Intermediate Outcomes 116

Corrections’ Contribution 117

APPENDIX – TERMS AND DEFINITIONS 118

PART 3 - SUPPORTING INFORMATION


INTRODUCTION

The Department of Corrections hasbegun work on developing a processof reporting its activities within theframework of sustainabledevelopment reporting – the TripleBottom Line (TBL). Once in placethe TBL framework will allow thereporting of the social,environmental and economic impactsassociated with the Department’soperations.

The development of a complete setof TBL indicators and the capabilityto report against them will take sometime. During the course of the2004/05 financial year, theDepartment will review the mosteffective way to report its TBLperformance on an ongoing basis.Work will continue to identify therelevant social, environmental andeconomic performance aspects andindicators against which theDepartment’s TBL performance willbe assessed.

TRIPLE BOTTOM LINE REPORTINGALIGNING TRIPLE BOTTOM LINEREPORTING WITH THEDEPARTMENT’S PURPOSE

In order for the Department’s TBLframework to be at its most effective,it will need to be aligned with theDepartment’s core purpose. TheDepartment directly contributes tothe justice sector outcome of safercommunities through itscontribution to the two secondaryoutcomes of protecting the publicand reducing re-offending.Measurements of effectiveness arealready being developed through theoutcome measurement process thatwill remain the principal means ofdetermining the Department’seffectiveness in any wider TBLreporting framework.

What the development of a TBLframework will add to outcomemeasurement is a richer picture ofhow the Department’s activitiescontribute to the even broader goal

of sustainable development. This isbecause TBL will assist theDepartment to assess the full impactof its operations in wider social,environmental and economic terms.

RECOGNISED PERFORMANCEASPECTS AND INDICATORS

The Department has identifiedseveral social, environmental andeconomic aspects and performanceindicators that may be relevant to itsTBL performance measurement andreporting. These aspects andassociated performance indicatorshave been included in tables undereach of the three measures.

Social

The TBL framework will enable theDepartment to identify and reportthe social impact of, and social issuesarising from, its operations.

Potential indicators are outlined inthe following table.

Social Performance Aspects Social Performance Indicators

Staff employment Ethnicity, gender, staff absences, successful grievances and annual turnover ofDepartment staff

Staff health and safety The Department’s health and safety policies, procedures, annual complianceand results

Staff training and education The Department’s training policies for staff including the number and type oftraining and education programmes and initiatives and their respectivesuccess rates

Offender health and safety The Department’s health and safety policies, procedures, annual complianceand results

Offender training and education The Department’s training policies for offenders including the number andtype of training and education programmes and initiatives and their respectivesuccess rates

Impact on the community Measures taken by the Department to maintain relationships with families ofoffenders (through initiatives such as the Department’s Whanau InvolvementPlan) and wider communities including consultation processes, the operationof a number of service level agreements with other agencies to assist with thereintegration of offenders into society, open days and presentations

SOCIAL PERFORMANCE ASPECTS AND INDICATORS

SUPPORTING INFORMATIONPA R T 3

102 DEPARTMENT OF CORRECTIONS STATEMENT OF INTENT 2004–2005

The Department will continue tobuild on research already completedinto the impacts of correctionsfacilities on communities and to usethis information to inform futuredevelopment and the ongoingmanagement of the Department.

Environment

The Department is increasinglymoving towards measurement of

outcomes from its environmentalactivity. The Department manages11,800 hectares of land and isresponsible for land management aswell as for river and streamprotection when intensively farmingor occupying adjacent land.

The Department has audited, andwill continue to audit, all current andpotential prison sites for bothlegislative compliance and

environmental effects. Performancehas been assessed against ISO 14001Standard and this has been effectivein identifying the need for strongerplanning and reviews, and reinforcedthe need to actively manage all sitesto mitigate environmental issues.


Environmental Performance Aspects Environmental Performance Indicators

Energy efficiency Summary of energy sources and energy used throughout the Department,initiatives regarding cleaner fuels, energy efficiency and relevant targets

Biodiversity The location and size of the land owned, leased or managed by the Departmentincluding that used for production purposes, the impact of operations on sensitiveareas, policies ensuring the effective management of land and waterways andcompliance with relevant standards

Environmental effects Departmental greenhouse gas emissions by source, total waste includingrecycling and emission minimising initiatives and other effects covered byresource consents

ENVIRONMENTAL PERFORMANCE ASPECTS AND INDICATORS


ECONOMIC PERFORMANCE ASPECTS AND INDICATORS

Economic

The TBL framework will enable theDepartment to measure and reportagainst the economic impact of, andeconomic issues arising from, itsoperations as opposed to solelyreporting its financial performance.

The Department’s principal socialpurpose needs to be borne in mind

when measuring and reviewing theeconomic impacts and issues incontributing to the justice sectoroutcome of safer communities.

Simply by virtue of managing suchsignificant resources, decisions by theDepartment will also have directeconomic impacts, not least throughthe greater part of the departmental

expenditure being on personnel.Decisions on how and where theDepartment’s resources are located,will continue to have economicimpacts on local communities.


THE WAY AHEAD

The information provided does not present a complete picture of the Department’s social, environment and economicframework. Rather, it signals the path that the Department is heading down in order to develop a customised TBLframework that effectively informs all stakeholders of its performance on an ongoing basis.

Economic Performance Aspects Economic Performance Indicators

Upskilling of inmates The provision of training-related programmes and work experience thateducate inmates and provide them with employable skills and potentialemployment once released from prison

Economic benefits to local The benefits experienced by communities as a result of thecommunities operations of the Department in a community and through the provision

of offenders to local organisations to assist with the running of their activities



To provide these services theDepartment is organised into servicedelivery and support functions with aparticular focus on working togetherin a cohesive manner across theorganisation to improve overallperformance. This focus is enhancedby Regional ManagementCommittees responsible for ensuringthat operational management andservice delivery are well integrated atthe interface between the two keydelivery arms of Probation andOffender Services and the PublicPrisons Service (PPS).

SERVICES

The Public Prisons Service isresponsible for the safe, secure andhumane containment of sentencedand remand inmates. Sentencedinmates are those imprisonedfollowing conviction. Remandinmates are those who have beencharged with an offence and are beingheld in custody pending plea, trial orsentencing. The service is alsoresponsible for managing thesentences of each sentenced inmate,

DEPARTMENTAL STRUCTURE

including rehabilitation andreintegration.

Probation and Offender Services

incorporates the CommunityProbation Service (CPS), thePsychological Service andIntervention Services.

• The Community Probation

Service provides information andreports to judges (to assist themwhen sentencing offenders) andprovides information to prisonmanagement and the NewZealand Parole Board (NZPB).The service manages community-based sentences and ordersincluding supervision, communitywork, parole, home detention, andrelease from prison on conditions.CPS contracts with communityproviders for community-basedrehabilitative and reintegrativeprogrammes for offenders.

• The Psychological Service

provides specialist clinicaltreatment and assessment advicefor offenders, and training andeducation for departmental staff

and community groups. Theservice provides specialistpre-assessment reports to courtsand specialist risk assessmentreports to the NZPB. The serviceundertakes research and isresponsible for monitoring theintegrity of assessments andprogrammes delivered within theDepartment.

• Intervention Services providesprogrammes to offenders servingprison terms and those oncommunity-based sentences ororders. The service manages theDepartment’s programme deliveryrequirements for criminogenic andsome motivational programmes.Programme facilitators workclosely with staff managingsentences in the other services.Intervention Services providestraining to prison and probationstaff on criminogenic needsassessment tools. InterventionServices will be operational from1 July 2004.

AS OUTLINED PREVIOUSLY, THE DEPARTMENT IS RESPONSIBLE FOR THE PROVISION OF INFORMATION TO COURTS

AS PART OF THE SENTENCING PROCESS AND THE MANAGEMENT OF OFFENDERS SENTENCED TO EITHER A

CUSTODIAL OR COMMUNITY-BASED SENTENCE INCLUDING THE DESIGN AND DELIVERY OF REHABILITATION AND

REINTEGRATION INTERVENTIONS.


Facilities

As at May 2004, the Departmentoperated 18 Public Prisons Serviceinstitutions and the AucklandCentral Remand Prison (managed byGEO Australia Pty Limited). Duringthis financial year the Departmentwill be commissioning theNorthland Region CorrectionsFacility.

The Department’s CommunityProbation Service operates out of 12areas (with staff at 144 locations);

there are eight Psychological Serviceoffices and from 1 July 2004Intervention Services will beginoperating across the country.

In conjunction with Child, Youthand Family, Corrections is piloting aprogramme designed to reducere-offending by youth, whichoperates in Auckland andChristchurch.

The Department operates six specialtreatment units located in prisons:

• two sex offender treatment units

• three drug and alcohol treatmentunits

• one violent offender treatmentunit.

There are also prison units with aspecific focus:

• five Mäori focus units

• five self-care units

• four youth units

• one faith-based unit.






GROUPS

Policy Development provides policyadvice, strategic and trend analysis,develops correctional policy,contributes to legislative reviews andcoordinates policy with othergovernment agencies. The groupincorporates the following units.

• The Strategic Analysis Unitprovides analysis of forecasts andtrends, manages the Department’sresearch and evaluation workprogramme and calculates theDepartment’s externally reportedoutcome measures.

• The Mäori and Pacific Policy Unitprovides strategic and operationaladvice leading to improvedoutcomes for Mäori and Pacificpeoples.

• The Treaty Relationships Unitworks to support thedevelopment and ongoingmanagement of the Department’sTreaty relationships with Mäori.

• The Strategic and Legislative PolicyUnit provides advice and input onany legislative developmentimpacting on the Department.

• The Operational Policy Unit isresponsible for ongoingdevelopment of the Department’skey operational business processes.

Corporate Management provides arange of services and advice to theDepartment.

• Information and Technology isresponsible for the developmentand ongoing implementation ofthe Information Technologystrategy, business critical

applications and theimplementation of theDepartment’s KnowledgeManagement strategy.

• Planning and Monitoring isresponsible for the Department’sstrategic and business planningand reporting processes, output/outcome monitoring andinternational benchmarkingactivities.

• Corporate Services is responsiblefor contract management with keyexternal providers, the provisionof national systems and servicedescriptions and specifications thatensure the consistent delivery ofcore Corrections services,compliance monitoring, the victimnotification system and supportservices within Head Office.

• Corporate Management alsoprovides administrative supportand training services for the NewZealand Parole Board (NZPB).

Strategic Services providesspecialist advice and services to helprun the Department. The groupincorporates the following units.

• The Strategic Human ResourcesUnit is responsible for thedevelopment of the Department-wide human resource strategy,policy and procedures.

• The Communications Unit isresponsible for thecommunications strategy, projectsupport, publications and mediamanagement.

• The Internal Audit Unit providesassurance to the Chief Executive

on key statutory accountabilitiesand the operation of theDepartment’s Risk ManagementFramework.

• The Prison Inspectorate providesassurance to the Chief Executiveon the fair, safe, secure andhumane treatment of offenders aswell as the maintenance of theintegrity of sentences imposed bythe courts.

Corporate Finance provides theDepartment with the following rangeof services.

• Corporate financial servicesprovides accounting and payrollservices, the management of thebudget process and theDepartment’s interface with theTreasury.

• Corrections Inmate Employmentmanages inmate employment inprisons throughout New Zealand.Inmates work and receive trainingunder the supervision ofinstructors, in areas such as joinery,catering, farming and forestry.

• The assets and property teammanages the land and buildingswith a current value ofapproximately $850 million. It alsoestablishes the suitability ofavailable sites on which to buildprison facilities.

• The Regional PrisonsDevelopment Project team workstowards the design,commissioning and constructionof prisons once prison sites areavailable for use.




Of the 4,440 FTE staff 72 percent are frontline staff employed in the administration of community-based and custodialsentences. They include: Probation Officers, corrections officers, psychologists, instructors and the first line managers(managers to whom frontline staff report). Work party supervisors (382), who are also frontline staff, are not included inthis statistic.

STAFF-RELATED COSTS

For 2004/05 the Department’s Annual Operating Budget is $536.509 million. Of this amount 48.6 percent is budgetedfor staff-related costs.

TOTAL EMPLOYEES BY GENDER AND ETHNICITY

As at 31 December 2003, of the 4,440 FTE staff, 65 percent were male and 35 percent female; 22 percent were Maori, 5percent were Pacific peoples and 73 percent were other.

KEY HUMAN RESOURCE STATISTICS

FULL-TIME EQUIVALENT STAFF

As at 31 December 2003 the Department of Corrections employed 4,440 full-time equivalent (FTE) staff. Thedistribution of staff throughout the services and head office groups is shown below.

Head Office Groups

Psychological Service

Public Prisons Service

Community Probation Service

Corrections Inmate Employment

5000 15001000 25002000 3000

Number of full-time equivalent staff

111

2869

865

312

283


Average length of service

AVERAGE LENGTH OF SERVICE

The graph below shows the average length of service of staff by service or group, and by gender, as at 31 December 2003.

Head Office Groups





5%0% 15%10% 25%20%

Turnover

21.5%

8.7%

10.5%

20.5%

15.6%

Head Office Groups





20 64 108 12

MaleFemale

6.2

4.9

10.3

7.2

10.0

7.4

6.2

3.6

11.3

5.4

30%

YEARS

TURNOVER

The following graph shows the percentage turnover for each service and the Head Office groups for the year ended31 December 2003.

The overall percentage turnover for the Department for this period was 10.5 percent.



ASSURANCE BOARD

The Assurance Board assists theChief Executive to ensure that theDepartment’s risk managementframework is operating effectively. Inparticular that:

• internal control and qualityassurance environments are robustand enhanced where necessary

• operational, legal, financial,information technology, humanresource management and securitysystems’ risks are identified andmanaged

• management of the offenderenvironment is maintained withissues appropriately addressedwhere they arise.

The board, which meets bi-monthly,maintains professional oversight ofthe operation of the Department’sinternal audit and inspectoratefunctions. Formal departmentalreporting on risk management isprovided to the Assurance Board,which also reviews progress in keyrisk areas through reports frominternal audit, the inspectorate andfrom departmental management.

The board is chaired by the ChiefExecutive and includes five externalmembers: Gerry Conroy; DavidHenry; June McCabe; Brian Roche;and Steve Ruru.

GOVERNANCE, ADVICE AND RELATIONSHIPARRANGEMENTS

CHIEF EXECUTIVE’S MÄORIADVISORY GROUP

The Chief Executive’s MäoriAdvisory Group provides advice andfeedback to the Chief Executive onMäori issues. The group ensuresthat the Chief Executive is givenadvice on the strategic, policy andoperational issues that affect Mäori.Issues concerning the Departmentand affecting the Mäori communityare raised with the Chief Executive.The group also provides feedbackfrom the Mäori community inrelation to departmental activities.

The group is chaired by the ChiefExecutive and includes six externalmembers: Hori Martin; HaamiPiripi; Amster Reedy; JuneRobinson; Althea Vercoe; and TuiWarmenhoven.

The Mäori Advisory Group supportsthe development of initiatives thatmeet the Department’s aim to bemore responsive to Mäori. Its workcontributes to the Department’ssecond theme: improvingresponsiveness to Mäori.

CHIEF EXECUTIVE’S PACIFICADVISORY GROUP

The Chief Executive’s PacificAdvisory Group (CEPAG) providesadvice to the Chief Executive onboth strategic policy and operationalissues as part of developing formalworking relationships with Pacificpeoples as outlined in theDepartment’s Pacific Strategy.

CEPAG gives feedback and inputabout the Department’s work inrelation to Pacific offenders, staff andthe community. The grouprepresents an important connectionwith the Pacific community, andassists the Department to becomemore responsive to Pacific peoples’needs with a focus on reducingre-offending by Pacific offenders.

The group is chaired by the ChiefExecutive and includes five externalmembers: Hugh Graham; MaiMalaulau; Tiresa Siataga Ta’ase;Taliaoa Filipo Tapoai; and EdgarTuinukuafe.


INMATE EMPLOYMENT ADVISORYCOMMITTEE

The Inmate Employment AdvisoryCommittee (IEAC) advises theChief Executive on:

• the implementation of InmateEmployment policy

• the external and internaloperational targets and financialperformance

• and the identification andmanagement of risks arising fromthe Department’s inmateemployment activities.

The committee is chaired by DavidWolfenden, and includes: KenDouglas; Dave Elliott; JohnHamilton; Phil McCarthy; RichardMorris; Royden Motu; John Roper;and Andy Train.

INTERAGENCY AGREEMENTS

The Department of Corrections hasin place a number of agreementswith other government departmentsand agencies which aim to assist withachieving its goals of protecting thepublic and reducing re-offending.Respective responsibilities are clearlydefined by entering into anagreement.

The purpose of an agreement is tocreate an environment ofcooperation to facilitate a sharing ofinformation to provide free-flowingaccess to the services each departmentand agency can provide.

The Department currently has inplace interagency agreements with thefollowing agencies:

• Ministry of Justice

• New Zealand Police

• Child, Youth and Family

• Ministry of Health

• Inland Revenue Department

• Accident CompensationCorporation

• Ministry of Housing

• New Zealand HousingCorporation

• Career Services

• Ministry of Social Development

• New Zealand Parole Board

• New Zealand Council of VictimSupport Groups.

INTERSECTORAL COMMITTEES

The Department is represented on alarge number of local, regional andnational intersectoral committees thathave been established to effect oneof the government’s key goals, thatis, to “reduce inequalities in health,education, employment andhousing”. The purpose of theintersectoral committees is to achievethis goal through cooperation andparticipation in the widercommunity.

Committees the Department isrepresented on around the countryinclude:

• Strengthening Families

• Safer Community Councils

• Violence Prevention Network

• Child Welfare Liaison

• Restorative Justice Committees

• Regional Forensic AdvisoryCommittee

• Regional Intersectoral Fora

• the Pacific Island Capacity BuildingProject.



The Victim Notification System wasset up in 1987 as a result of theVictims of Offences Act 1987. Theobjective of the system is to provideregistered victims of certain offencesnotice or advice about prison inmatesor offenders on home detention orparole. The Victims’ Rights Act 2002has extended this to includeoffenders held by district healthboard mental health services.

Section 29 of the Victims’ Rights Act2002 sets out the eligibility criteria fora victim of an offence to receivenotice or advice. The right to receivethis information applies if theoffence is:

• one of sexual violation or otherserious assault, or

• one that resulted in the seriousinjury to a person, in the death of

NEW ZEALAND PAROLE BOARDThe New Zealand Parole Board is anindependent statutory bodyestablished under section 108 of theParole Act 2002 to perform various

functions, mostly in relation to therelease from detention of offendersserving sentences of imprisonmentand to consider offenders for home

detention. The Departmentprovides administrative and trainingsupport for the NZPB.

VICTIM NOTIFICATION SYSTEMa person, or in a person beingincapable, or

• one of another kind that has ledto the victim having ongoing fearson reasonable grounds for theirphysical safety or security, or, thephysical safety or security ofmembers of their immediatefamily.

The Police receive and verify thatapplications fulfil the elegibilitycriteria.

The Department records victim andoffender information on a databaseand sends a confirmation letter to thevictim. The victim also receives a factsheet describing the notificationprocesses.

The Department notifies registeredvictims of information such as the

escape or death in custody ofoffenders, release to work, temporaryreleases and impending release dates.

The NZPB is responsible under theParole Act 2002 for notifyingregistered victims of impendingparole hearings and the victim’s rightto make submissions to the board.Victims are also entitled toinformation about an inmate’ssentence (including any programmesthey have undertaken and completed,and their security classification) tohelp them prepare their submission.

More information on the VictimNotification System can be found onthe Department’s website.


The sector works collaboratively withthe Ministries of SocialDevelopment, Health, Educationand Te Puni Kokiri. It also has linkswith a number of Crown agenciesincluding the Legal Services Agency,Human Rights Commission, PrivacyCommission, Office of theOmbudsmen, Police ComplaintsAuthority, the Law Commission, theNew Zealand Council of VictimSupport Groups, the ElectoralCommission and aspects of thePublic Trust.

The success of the justice sector isdependent on all agenciescoordinating their activities to ensurethat individual issues are dealt within the most effective way.

JUSTICE SECTOR END OUTCOMES

In early 2003 the core agencies of thejustice sector developed two sectorend outcomes of:

• safer communities; and

• a fairer, more credible and moreeffective justice system.

These end outcomes reflect theimportance of crime reductionpriorities and ensuring the justicesystem continues to meet the needsof society.

The underlying logic, characteristicsand contribution of each of theseoutcomes to the key governmentgoals are as follows.

CORRECTIONS WITHIN THE JUSTICE SECTOR

Safer communities (being

communities in which there is

reduced crime and in which safety

and wellbeing is enhanced

through partnerships)

Community safety influences thedegree to which people engage insocial, productive or creativeenterprises or activities. People areassured when there are core safetyfunctions, less crime and a visiblePolice service that meetscommunities’ expectations to leadsafe lives. Safety is also enhancedwhen communities are supported intheir desire to be safe through locally-based government agencies andorganisations, such as SaferCommunity Councils.

The characteristics of safercommunities require:

• the reduction of crime

• enhanced road safety

• maintenance of order andpreservation of the peace

• assistance for members of thepublic when they call for Policeservices

• minimisation of threats tonational security

• safe and secure management ofoffenders by way of compliancewith sentences and orders

• assurance that those who haveoffended are rehabilitated andreintegrated effectively back intosociety

• crime prevention and safetyintervention partnerships,through supporting localauthorities, communities andnon-government organisationsto achieve common communitysafety and crime prevention goals

• partnerships with Mäori toimprove outcomes for Mäori,particularly the reduction ofoffending by and victimisation ofMäori

• the achievement of wellbeing andimproved life outcomes forchildren, young persons and theirfamilies where criminal activity orfamily relationship issues arefactors.

A fairer, more credible and more

effective justice system (being a

system in which people’s

interactions are underpinned by

the rule of law and justice services

are more equitable, credible and

accessible)

New Zealand’s justice systemcomprises constitutionalarrangements and legal frameworks,civil and criminal structures, policeinvestigation, judicial process anddispute resolution, and offendermanagement.

THE JUSTICE SECTOR INCLUDES THE CORE AGENCIES OF THE MINISTRY OF JUSTICE, DEPARTMENT OF

CORRECTIONS, NEW ZEALAND POLICE, CROWN LAW OFFICE AND CHILD, YOUTH AND FAMILY.



The characteristics of a fair andeffective justice system require:

• laws, regulations, policies andpractices that provide certainty forpeople in their relationships witheach other and with thegovernment and its agencies

• appropriate balance between thepowers of the State and individualrights and freedoms, including theright to question the actions ofpublic agencies

• equitable, easily accessible andcredible justice services that areunderstood by the people usingthem

• timely processes and fair results

• the confidence of the public

• courts that protect the rights andfreedoms of natural persons andare independent (constitutionalintegrity)

• the right to due process (that is,the right to be represented in courtby a lawyer, have evidence heard inan open court, have cases provedbeyond reasonable doubt, toappeal against a conviction, etc)

• disputes between individuals,groups and/or companies dealtwith by the rule of law (businesscontracts, wills, tax, land and otherproperty, cases where negligencehas caused another’s loss, andfamily matters)

• robust appointment processes forjudges and a well-supportedjudiciary

• accountability for criminal offencesthrough sentences that are seen tobe appropriate and fair

• protection for the vulnerable

• the rights of victims beingprotected and their interests beingtaken proper account of

• fair treatment of offenders

• unimpeachable integrity fromindividuals and agencies within thesystem

• historical Treaty claims beingresolved in a fair, durable andtimely manner

• a Parliamentary electoral system,which is managed in a way thatmaintains the confidence ofcitizens, political parties andParliament.

JUSTICE SECTOR INTERMEDIATEOUTCOMES

Further to establishing the two endoutcomes of safer communities anda fairer, more credible and moreeffective justice system, the sector hascompleted initial development ofspecific intermediate outcomes thatsit under each of these end outcomesand will demonstrate, over a three-tofive-year period, the progress that thesector is making towards theirachievement.

The following priority projects andinterventions to reduce crime andimprove the justice system have beenidentified and are detailed in thetables on the facing page.


SAFER COMMUNITIES

This outcome focuses on the Government’s long-term commitment to reduce crime. It is framed within the prioritiesand associated strategies of the Government’s Crime Reduction Strategy.

A FAIRER, MORE CREDIBLE AND MORE EFFECTIVE JUSTICE SYSTEM

Key intermediate outcomes identified for this end outcome are listed below.

Intermediate Outcome Supporting Strategy

Reduced youth offending Youth Offending Strategy

Reduced offending by Mäori Crime Reduction Strategy and individual agencyMäori strategies

Reduced violence General Violence Reduction Strategy

Reduced family violence The New Zealand Family Violence PreventionStrategy – Te Rito

Reduced burglary Police and Ministry of Justice strategies

Reduced organised crime Police Organised Crime Strategy andMethamphetamine Action Plan

Reduced serious traffic offending 2010 Road Safety Strategy

Reduced theft of and from cars Strategy being developed jointly between theMinistry of Justice and the Police

Intermediate Outcome Current/planned initiatives

Improved access to and delivery of The Government’s Response to Striking the Balance: Review of thecourt services, and Child, Youth New Zealand Court System and the Baseline Review of the Child,and Family services Youth and Family Service

Improved public confidence in the Strategies to be developed. Current initiatives include restructuringPolice, judiciary and other justice of the independent Police Complaints Authority and initiatives toinstitutions support the judiciary

Improved relationships between the Current emphasis on contemporary Treaty issues and progress onCrown and Mäori historical Treaty settlements

Improved laws governing family Strategies to be developed. Supported by a variety of Lawrelationships and other private Commission reportsdealings

CORRECTIONS’ CONTRIBUTION

From the Department’s four themes flow strategies and associated initiatives that will contribute to the achievement ofthe justice sector end outcome of safer communities. The Department makes a particular contribution to four justicesector intermediate outcomes:

• reduced youth offending

• reduced offending by Mäori

• reduced violence

• reduced family violence.

Corrections also contributes to the justice sector end outcome of a fairer, more credible and more effective justice system.It does this through the delivery of effective interventions and by operating in a way which is consistent with its agreedpurpose and principles thereby contributing to improved public perceptions of the fairness of the justice system.



Benchmarking Using a standard point of reference to compare departmental efficiency,effectiveness and quality with other jurisdictions that have similargovernance and correctional practices.

Breakout escape An escape from a secured prison area that breaches a physical barrier. Thisdefinition includes an escape where an inmate has breached securitymeasures provided the inmate has physically left the area contained by theoutermost perimeter fence, or if there is no such fence, prison buildings,police cell, vehicle or court complex or other place of custodial control, orfrom an officer escort anywhere.

Community-based sentence A sentence of supervision, community work, periodic detention, orcommunity programme.

Community residential centre An approved residential centre that operates programmes for offendersdesigned to identify and address the cause or causes of, or factorscontributing to, their offending.

Community work A community-based sentence that requires offenders to do unpaid work inthe community. The sentence of community work is a new sentencecombining elements of the community service and periodic detentionsentences, which are being phased out in line with the Sentencing Act 2002.

Criminogenic needs Features of an offender’s personality, lifestyle and social circumstances thathave been linked with re-offence risk.

Criminogenic programmes Programmes that address offenders’ criminogenic needs. By addressingthese, offenders are less likely to re-offend.

Custodial sentence A sentence of imprisonment.

EQUIP A treatment programme provided in specialist youth units for young peoplewith anti-social behavioural problems. The programme aims to achievepositive life outcomes for anti-social youth sentenced to prison.

Final release date The date on which an offender serving a determinate sentence must bereleased. Subject to any liability to be recalled, an offender cannot bedetained in a penal institution beyond this date.

Home detention A community-based order that allows an offender to serve part of theirprison sentence at home or at an approved place of residence. Offenderslive at home under electronic surveillance and receive intensive supervisionby a Probation Officer.

Indeterminate sentence A sentence that does not have an expiry date, that is, currently life sentencesand preventive detention.

APPENDIX

TERMS AND DEFINITIONS


Kia Marama Special therapeutic unit at Rolleston Prison in Canterbury that deliversgroup-based treatment within a therapeutic environment for male inmateswith convictions for sexual offences against children.

Making Our Drivers Safer (MODS) A community-based programme for serious and high-risk driver offenders,specifically targeted at those who compulsively drive while disqualified andthose who drive under the influence of drugs and/or alcohol.

Mäori focus unit A unit within a prison, which provides an environment and programmesthat meet the specific psychological needs of Mäori offenders, includingpreparation for their release. Mäori focus units are constituted on tikangaMäori principles and operate within a tikanga Mäori environment.

Non-return from temporary release Where an inmate does not return to prison at the appointed time.

Output Pricing Review A mechanism to determine with central agencies, resources required tosustain the medium- to long-term delivery of departmental outputs.

Parole An offender is released by the New Zealand Parole Board from a term ofimprisonment and is subject to standard conditions of monitoring by aProbation Officer and may be subject to special conditions of a reintegrativeor rehabilitative type.

Recidivism Index An index, which quantifies the rate of re-offending of a specified group ofoffenders over a defined follow-up period (currently 12 and 24 months),following release from a custodial sentence or commencement of acommunity-based sentence.

Rehabilitation Quotient Measures the effectiveness of rehabilitative and other interventions inreducing re-offending.

Reintegrative services Programmes that are targeted at offenders and their families/whanau toassist offenders to reintegrate effectively back into the community andworkforce on release from prison. These include programmes that addressareas such as family functioning and social attitudes, and life skills.

Reintegrative support services Community-based services which aim to increase wellbeing and self-relianceof offenders and their families/whanau by providing intensive integratedfamily/whanau support for offenders returning to the community to parentchildren. This service is provided in Auckland and Christchurch.

Release to work An initiative which allows inmates nearing their release date, and who meetcertain eligibility criteria, to be temporarily released during the day to work.

Remand inmate An inmate who is held in custody before sentencing.

Responsivity/motivational Programmes that aim to enhance an offender’s ability to participate inprogrammes interventions. These programmes may target offenders’ willingness to

participate, learning style, culture, level of literacy, and/or drug and alcoholstatus. These programmes include Straight Thinking and Tikanga Mäori.



Supervision A community-based sentence requiring regular reporting to a ProbationOfficer, and possibly also including attendance at an appropriate programmedealing with the cause of offending.

Te Piriti Special therapeutic unit at Auckland Prison that delivers group-basedtreatment within a therapeutic environment for male inmates withconvictions for sexual offences against children.

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