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JULY 2004 Countering terrorism p3 Staff farewells p16 Transitions p5 IOMS winners p15 Corrections NEWS Leaders in corrections: Partners in criminal and social justice Inside Interlock service for staff Strategic Plan launched DCS staff training and study Fast news from across the State Staff farewells Contents Preparing to counter terrorism 3 MOU helps us help police 4 New transitions program 5 New medication dispensing trial 6 DCS Strategic Plan 2004-08 7-10 Training and study 11 Fast News 12-13 Blast from the Past 14 IOMS update. 15 Staff farewells. 16 Front cover photos (from bottom left in clockwise direction): IOMS competition winners are presented with their prizes (page 15); Pat Golik retires (page 16); The Department prepares to counter terrorism (page 3); and the new prisoner pre-release Transitions Program is ready to be rolled out across the States correctional facilities (page 5). Interlock here to help Experiencing personal problems? Interlock may be able to help. national initiative to reduce the impact of alcoholism in Australian Interlock is contracted by the Department as the Employee Assistance workplaces. Provider for staff and their family members. Interlock, a not-for-profit organisation, continues to be a division of Interlock is a free, confidential, professional service which offers ADFQ and assists people with personal and work-related problems at employees and their immediate families the opportunity to obtain counselling centres throughout Queensland. counselling on issues, including (but not limited to) alcohol and Information brochures about the services of Interlock can be drugs, emotional, financial, health, legal or work performance. obtained from Human Resource officers or at the Interlock website Interlock is bound by a contractual agreement with DCS, clearly www.interlock.org specifying that their services are completely confidential. The names Queries, which are treated confidentially, can be made to DCS of employees and family members who use the service are not Workplace Health and Safety Consultant Kay Roper on 3239 0548. available to the client organisation. Interlock can also be contacted direct by phoning the Brisbane office The Interlock Employee Assistance Program was established in 1980 on 3831 5355 (managing operations from Rockhampton south) or the by the Alcohol and Drug Foundation Queensland (ADFQ) as part of a Townsville office on 4771 5253 (Mackay to Cape York). Who’s Who Q. When did you start working in corrections? A. February 1991 Q. Where is your favourite place? A. Right here, right now Q. If you could be any type of animal, what would it be? A. Urang (man) Utang (of the forest) Q. If you were stuck on a desert island, what three things would you Name: Ben Smits have with you? A. A surfboard, a banjo and a native village Job: Area Manager, Mareeba Community Corrections Q. If you could have dinner with anyone, who would you choose? Star sign: Cancer A. Norah Jones Deadlines CORRECTIONS News is published monthly by the Queensland Department of Corrective Services for its staff and stakeholders. It is distributed on the first payday of the month, with the next issue out on August 4. Deadline for contributions is July 20. Subsequent issues will come out September 1 (deadline August 17), October 13 (deadline September 28), and November 10 (deadline October 26). Please send disks, hard copy and photographs to the Media and Communications Unit, GPO Box 1054, Brisbane, 4001. The unit reserves the right to edit contributions. Photographs should be black and white or colour prints, transparencies or negatives, or high quality digital photographs. If you are photographed for Corrections News, you will be required to consent to the use of your personal information in accordance with the Queensland Governments Information Privacy Standard 42. The information privacy principles contained within this Standard govern the collection, use, storage, security, and disclosure of personal information. Consent forms are available on the intranet or from media unit staff. Contacts: Editor Carly Wood phone 3227 6595 Carly.Wood@dcs.qld.gov.au facsimile 3239 0529 Publications Officers Helen Schofield phone 3227 6739 Helen.Schofield@dcs.qld.gov.au; Peter OHalloran phone 3227 7231 Peter.OHalloran@dcs.qld.gov.au Assistant Communications Officer Leslie Bonner phone 3238 3943 Leslie.Bonner@dcs.qld.gov.au Opinions expressed in this publication are not necessarily those of the Department of Corrective Services. No article may be produced in full or in part without the permission of the Editor. Page 2 / CN July 2004 DCS prepares to counter terrorism Members of the DCS Business Continuity Committee include, back The Department of Corrective Services is arguably one of the lead from left, John Forster, David Sutch, Steve Simmons, Donna Hamer, and front, Vikki Moodie, Jenny Briant and Anita Haber agencies within Queensland Government for counter-terrorism preparedness. In light of recent terrorist incidents around the world, terrorism is now a credible threat throughout Australia, and Queensland Government departments are being encouraged to plan for the possibility of terrorist activity in this State. Under the Government Agency Preparedness (GAP) Project, which is managed by the Department of the Premier and Cabinet and the Queensland Police Service, directors-general are required to ensure that every department has assessed the threat of terrorism to its key assets, and developed and implemented appropriate risk treatment plans. Under GAP, the Department has so far: Within the Department of Corrective Services, a Business Continuity developed generic security plans for key buildings such as Committee was established to oversee the development of risk the State Law Building, correctional centres and area offices, treatment plans. which aim to help staff prepare for, prevent, respond to and recover from a terrorist attack In consultation with interdepartmental focus groups, content experts developed our: developed information security and disaster recovery plans which include procedures to protect our information systems general security and business continuity plans (Vikki Moodie from a range of security threats such as cyber-attacks from Planning and Performance) reviewed on-site emergency response procedures for on-site emergency response plans (Steve Simmons from correctional centres in the context of counter-terrorism Custodial Corrections and David Sutch on secondment from the Department of Emergency Services) developed business continuity plans for open and secure custody, and community custody and supervision information security and disaster recovery plans (Julie Burton and Russell Roos from Information Management Branch). updated risk registers and risk management processes (including business continuity) and procedures to account Risk Management Principal Adviser and departmental GAP project for counter-terrorism and to integrate current and new coordinator Vikki Moodie said that the development of these plans departmental risk management processes. signified the end of Phase 1 of GAP. Vikki said a key aim of the GAP strategy was to build staff awareness Last month, DCS also successfully completed Phase 2 of GAP which of the need to continue to integrate risk management practice into involved reviewing and modifying the plans developed in Phase 1, everyday activities so we can respond effectively to emerging risks and and ensuring that the counter-terrorism risk framework is integrated continue to deliver on our critical objectives with minimal disruption. into the Department as a permanent part of our risk management practices, she said. She said the senior management team was receiving regular updates on the progress of the GAP implementation and that staff briefing We are setting benchmarks for other departments in developing sessions had also commenced. collaborative partnerships with other key public sector agencies such as the Department of Emergency Services and the Queensland Police These briefing sessions will continue over the next few months and Service to ensure a timely and integrated response to emergencies. will form a part of our induction process, she said. We are also taking the lead in being one of the first agencies to test They are designed to test the effectiveness of the plans and to build our plans. staff awareness of their responsibilities in terms of counter-terrorism practices. Given the unique nature of our business, DCS is also one of the first government agencies to develop counter-terrorism plans for the Articles will appear regularly in Corrections News to keep staff majority of its business units rather than just key assets, as outlined informed of what is happening within the Department in regards to under GAP. counter-terrorism. CN July 2004 / Page 3 FOCAL POINTS with Minister Judy Spence Enhancing community and staff safety The 2004-05 Budget will ensure our correctional facilities remain among the most secure in the world. In 2004-05, the Department of Corrective Services will receive an Operating Budget of $422.6m this represents a $25.3m increase on 2003-04. The safety and security of corrective services officers, prisoners and the general community is paramount to this government - that is why the Budget includes an extra $10m in the next financial year to further strengthen Queensland prison security. This additional funding includes $6m for perimeter security upgrades and $4m for initiatives to protect security systems. The 2004-05 Budget demonstrates the Governments commitment to continue enhancing community and staff safety. This commitment has ensured the continuation of our record of no escapes from secure custody and that is something I would like to congratulate everyone in the Department for helping to achieve. The Budget also complements the Department of Corrective Services Strategic Plan 2004-2008 (featured on pages 7-10). This Strategic Plan follows the direction taken by the Department last year towards a stronger focus on integrated service delivery and partnerships with other agencies. It is vital for any organisation to constantly re-evaluate its strategies to ensure they are contemporary and relevant. An example of this can be found in a key challenge facing the Department the need to cater for a more diverse range in the prisoner population, in particular ageing offenders. The Department faces a number of other challenges in the coming months as the Business Model Review and the review of the Corrective Services Act takes shape. While these reviews are underway, it is important to remain focused on the values and vision outlined in the Strategic Plan. As Minister for Police and Corrective Services, I look forward to working with staff as they work towards implementing the Strategic Plan. The Department of Corrective Services (DCS) and the Queensland Police Service (QPS) have signed a MOU Memorandum of Understanding (MOU) allowing for the DNA testing of offenders on post-prison community- based release orders. Under the MOU, the two government agencies have developed an arrangement whereby DCS will help police helps identify those offenders on post-prison community-based release orders who are required for DNA testing. Community Corrections A/Executive Director Kate Holman said the MOU signified a new level of cooperation us help between DCS and QPS. While legislation has allowed for the police to DNA test convicted prisoners and suspects in specific crimes, this new MOU authorises DCS to assist QPS with identifying offenders on post-prison community-based police release orders who may not have previously given a sample of their DNA, for whatever reason, while in custody or on remand, she said. Under the MOU, DCS staff will advise QPS of prisoners released on post-prison community-based release orders. QPS will then determine which of these prisoners is required to supply a DNA sample and provide relevant area managers with a list of names, and details about when and where the sampling will take place. The area managers will ensure that these letters are given to the relevant prisoners. DCS officers will not participate physically in DNA sampling of prisoners, nor will the sampling take place at DCS offices, said Ms Holman. DNA sampling is compulsory for prisoners on post-prison community-based release orders who have been convicted of prescribed indictable offences, such as murder, grievous bodily harm, rape and robbery. Prisoners on post-prison community-based release orders for other indictable offences, such as fraud, may refuse to undergo DNA sampling. However, the DNA sample team may then apply to a court for an order that allows police to detain the prisoner for the purpose of DNA analysis. Ms Holman said the MOU would be in place for 12 months, and it was expected that DCS staff would assist QPS with the DNA sampling of more than 450 offenders during this period. Page 4 / CN July 2004 Transition Transitions Program ready to go The new prisoner pre-release Transitions Program is ready to be rolled out across the States correctional facilities. Each centre will work with appropriate agencies in their local area to deliver the program and meet the needs of their population. A two-year development process culminated last month Policy and Program Services staff are also currently in a final training workshop for more than 30 staff who working to ensure that the program will address the will be responsible for implementing the program in their needs of female prisoners. respective workplaces. Project Officer Anthony Knobloch, who has been It is expected that the Transitions Program will be seconded to the directorate from Brisbane Womens operating in all correctional facilities by the end of the Correctional Centre, said changes to the program were year. being made following extensive consultation with staff The new program contributes to community safety by from correctional centres housing women. targeting the practical support issues that have been Additions to the program for women participants will identified as being related to recidivism. include information related to reconnecting with their Modules focus on prisoners pre-release needs relating families and ways women can look after themselves to accommodation, personal identification, employment, when they are released from prison, he said. budget and reintegration into families. Their flexible At the two-day training session held last month at the design allows each centre to tailor the program to the Training and Development Centre, the new program was specific needs of its prisoners. introduced to the more than 30 staff from around the Program Services Principal Adviser Keiren Bennett said State who will be responsible for its implementation into the Transitions Program would set new standards for pre- correctional facilities. release programs and replace all local versions. Guided by Deanne Bailey, who was seconded from Before we developed this program, we examined the Darling Downs Correctional Centre to coordinate the staff existing pre-release programs, which were designed by training, workshop participants received an overview of individual centres, and found a solid foundation to build the program, explored issues relating to its flexibility and upon, she said. discussed the needs for community involvement in the implementation of the program. We also found widespread recognition of the importance of meeting the pre-release needs of prisoners. The workshop culminated in planning sessions where participants discussed how the program would best The new Transitions Program offers a standardised set be tailored to the individual needs of their respective of modules that are flexible enough for facilitators to centres. tailor to the specific needs of participants. Community involvement is a key feature of the program Workshop participants have now returned to their as it helps ensure prisoners are provided with accurate workplaces and have begun to develop implementation information before release and facilitates linkages to plans so that all centres can be actively running the support after release. Transitions Program by the end of the year, said Keiren. Representatives from all the Departments correctional facilities at the Transitions Program training workshop at the TDC last month CN July 2004 / Page 5 From the DGs desk with Director-General Frank Rockett Review team enters next phase As everyone is aware, the Business Model Review is one of the key The team has gathered a vast range of information and ideas during processes being undertaken by the Department this year. this process, as well as a number of written submissions. Since the senior managers workshop, held in May, the Business These have provided considerable insight into the Departments Model Review team has been conducting extensive consultation with activities and have identified new issues for further consideration. stakeholders and staff. The review team will now move into the next phase of its activity, These consultations have included: which will include careful consideration of the McDonnell Phillips visits to each of the custodial correctional centres, including suggested business model in the context of collation and analysis of WORC and the release-to-work residential centres the data derived from the consultation phase. visits to each of the community corrections regions and a The team will continue to be guided by the key principles that were number of community corrections offices outlined in the initial brochure of May 2004, and on July 15 will present presentations by each of the central office directorates draft findings and proposals to another senior officers forum. visits to the Dog squad (Wacol), Transport and Escort I want to thank all staff for their interest in, and contributions to, the services (Wacol), Prison Industries (Wolston); Training and work of the review team. Development Centre, Court Services, PA Hospital secure This indicates to me the commitment of staff to the organisation and unit and its future. I have asked the review team to provide further updates at meetings with a range of stakeholder groups. appropriate times. Pill packets A new system for dispensing prisoners medication, which is currently being trialled at two Queensland correctional centres, should allow nurses to devote more time to other health care initiatives. on trial The Health and Medical Unit, in partnership with Medication Packaging Systems Australia and Think Pharmacy Group, has adopted the system from successful models used in the aged care industry. Brisbane Womens and Wolston correctional centres were chosen for the trial and now receive prisoners medication in rolls of individually labelled and sealed tear-off packets. The packets display the prisoners name, the day and time the medication should be taken, the drugs name and a description of its appearance. Health and Medical A/Principal Adviser Joanne Bruce said the streamlined process was particularly welcomed by court staff and other non-nursing officers who were required to administer medication to prisoners when they were away from centres. This will overcome many current procedural difficulties and should revolutionise the dispensing of medicine, she said. Joanne said that, in some centres, two-thirds of prisoners were receiving medication and many nursing staff spent half of their shifts preparing and administering it. The high rate of chronic illness among prisoners is stretching our nursing resources, but this new system should relieve some of the pressure, she said. Nurses also have access to increased professional support, including 24- hour access to a pharmacist for advice when medication issues emerge. A reduction in wastage is also expected because medication is now dispensed to centres in weekly doses, and wastage from half bottles of discontinued monthly medication is eliminated. The two-month trial started in June and, if successful, could be adopted Statewide. Joanne said it would be a great help to staff in low, open and community custody centres in particular, where nursing hours are limited. Wolston Correctional Centre clinical nurses Mogi Horsley and Tony Trigg prepare medication for prisoners using the new dispensers Page 6 / CN July 2004 04-08 Plan Strategic Our vision Department of Corrective Services Our purpose As a strategic partner in criminal and social justice for the Queensland Government, our purpose is community safety and crime prevention through an integrated correctional Our vision Leaders in corrections: Partners in criminal and social services system delivering humane containment, supervision justice provides a focus for the positioning of the Department. and interventions for offenders. This vision was established in 2003-04 through the combined The Departments role in fulfilling this purpose is to provide efforts of staff and management using a process of looking corrective services to the State of Queensland in accordance into the organisation to identify current strengths and areas with the Corrective Services Act 2000, the Corrective Services for improvement; looking out from the organisation at what is Regulation 2001 and related legislation. happening socially, economically, environmentally and globally; and looking forward to the future of corrections. What it means Our values Integrity To us, being a leader in corrections means that we are: We seek to act ethically, honestly, impartially and in the best interest of the community building on established and sound correctional practices actively driving the policy agenda to set future direction of Accountability corrective services We are prepared to be held publicly accountable for our actions establishing innovative and effective intervention strategies and programs. Working together We value working in collaboration with our colleagues, stakeholders To us, being a partner in criminal and social justice means that we will: and the community share our knowledge influence positive change Learning be responsive to community priorities We value creativity, innovation, flexibility and continual improvement establish participative and collaborative networks. in the pursuit of excellence Diversity We treat all people with respect and value differences Message from the Minister The second element is the review of the business model, which will The Department of Corrective Services Strategic Plan 2004-2008 provide the best possible environment in which to deliver on our reinforces the vision established last year that is, to be Leaders in vision. Corrections: Partners in criminal and social justice. The third element of the reform process is the review of legislation. To achieve this, the Department is continuing to foster partnerships Policy settings are based on a strong legislative framework, and it is with other agencies and developing innovative and effective the review of the legislation that will determine more clearly our policy strategies that will result in positive outcomes for the community and direction in the years ahead. the Government. A modern public service entity requires an articulate strategic plan I look forward to continuing to work with the Department in so that all staff and stakeholders understand its purpose, vision and implementing strategies that will contribute to the creation of safer values. It needs an organisational environment that enables staff and more secure communities. to deliver its services, and it needs a strong legislative and policy framework that ensures that we deliver on our whole-of-Government Judy Spence MP priority of protecting our children and enhancing public safety by Minister for Police and Corrective Services. providing humane containment, supervision and interventions for offenders. Message from the Director-General The coming together of these three elements, along with advances in As its name suggests, the Department of Corrective Services Strategic offender management practices systems to support best practice in Plan 2004-2008 sets out a vision of where the Department needs service delivery, points to a significant period of change over the next to be during the next few years. The plan provides a rationale and few years. framework that will set us on the right path, rather than the detail of In this context, the strategic plan is a vital tool that will keep us how to get there, or when to get there. focussed on the road we have chosen to follow. The 2004-2008 plan not only builds upon the 2003-2007 Strategic Plan, Frank Rockett but also represents the first element of our directional refocussing. Director-General CN July 2004 / Page 7 04-08 Plan Strategic Department of Corrective Services Issues and Challenges Strategic environment The Governments Crime Prevention Strategy highlights its commitment to be tough on crime, tough on the causes of crime. Issues identified in the Crime Prevention Strategy which are significant for corrections and other agencies relate to illicit drug use, education and socio-economic disadvantages, and disadvantages experienced by Indigenous people. In relation to these issues, research shows: about half of the male offender population has reported that illicit drug use is a major factor in their offending the proportion of female offenders using illicit drugs has been identified as being greater than that of male offenders offenders suffer from educational disadvantage which can limit employment opportunities for offenders on return to the community Indigenous people are unemployed to a greater extent than non-Indigenous people for reasons including geographical location and lack of opportunities other social and economic factors such as poverty, family breakdown and minimal participation in community life can impact on individuals coming into corrections. Operational factors In addition to the above, research indicates that the key challenges that will influence the Departments operations in 2004-05 and beyond include: a more diverse prisoner and offender population with specific needs (for example, prisoners and offenders with mental health issues and an ageing prisoner population with consequential health management issues) more specific conditions on orders and sentences set independently by courts and by the statutory community corrections boards, including requirements for particular program participation a continuing focus on the efficiency and effectiveness of correctional services ensuring prisoners are accommodated in accordance with assessed risk levels the need to target assessed risks and criminogenic needs with effective interventions a review of the effectiveness and efficiency of the Corrective Services Act 2000 a commitment to the Queensland Aboriginal and Torres Strait Islander Justice Agreement and the whole-of-Government response to the Cape York Justice Study recommendations (Meeting Challenges, Making Choices) over-representation of Indigenous people in the corrections system, with approximately 24 per cent of the prisoner population being Indigenous persons implementing the Integrated Offender Management Strategy. Business positioning Over recent years, the Department has successfully designed, built, maintained and operated safe, healthy and secure facilities. These achievements have been made in both custodial and community-based correctional environments through the implementation of state-of-the-art technologies, recruitment and training of professional staff, implementation of efficient work practices, and legislative amendments that support humane correctional practices. This is the foundation for all future departmental activities. The challenge for the Department is to concentrate its effort and strengthen its contribution to meet the expectations of the Government and community in the prevention of further crime through the rehabilitation of offenders. Strategic focus In addressing these issues and challenges, the Department has a strategic direction which is focused on: maintaining its position as an efficient and effective provider of correctional services developing a policy framework that will position the Department in contributing to crime prevention and community safety working collaboratively and in partnership with other agencies to deliver integrated and sustainable services integrating service delivery through the development and implementation of revised business processes and a supporting information system developing and implementing a robust business model to improve service delivery. Page 8 / CN July 2004 From Policy to Planning and Practice Whole-of-Government outcome Safe and secure communities Government priority Protecting our children and enhancing community safety Outputs Community supervision services Facility-based containment services Strategic Correctional intervention services Plan Goals Strategies Operational Plans Actions The Department translates policy into practice through strategic and operational planning. The linkages between strategic and operational planning are common goals and strategies. The goals provide focus and meaning to the activities undertaken by the Department as they provide clarity of purpose in working towards the Government priority. When developing and implementing strategies, we consider their implications in terms of human resources, business processes, and physical and financial resources. From this, we design plans to support our strategic direction and management of our workforce, assets, finance and budget, information and communication technology. The Department aligns its policy direction and services with the Government policy priority of protecting our children and enhancing community safety which supports the achievement of the whole-of-Government outcome of safe and secure communities. The Departments contribution is made through the delivery of the following outputs: community supervision services facility-based containment services correctional intervention services. Community supervision services and facility-based containment services impact directly and immediately on community safety. Facility-based containment services keep prisoners in custody and out of society, and community supervision services regulate offenders in the community. Correctional intervention services increase the likelihood of offenders re-integrating successfully into the community and reduce the chance 04-08 Plan that they will re-offend. In addition to the Government funded departmental outputs, this plan presents a goal and strategies under the heading of governance to address the areas of policy and legislation, resource management and coordination, organisational capacity, and systems and processes, all of which support the delivery of the outputs. Department of Corrective Services Strategic CN July 2004 / Page 9 04-08 Plan Strategic Department of Corrective Services Goals and strategies Output Goals and strategies Monitoring performance1 Community Integrated and effective management and supervision of offenders in Successful completion of supervision accordance with assessed risks and needs: community supervision orders services Reduce the risk of re-offending through increased collaboration with Breach of order conditions agencies and community partners Cost of offender supervision Improve organisational capacity to deliver integrated approaches to offender management in community supervision Anticipate and address opportunities and challenges which influence the optimum delivery of community supervision services Effective advisory and support services to sentencing and releasing authorities: Enhance assessment services to support decision-making processes of sentencing and releasing authorities Improve support services to courts and boards Facility-based Integrated and effective management and supervision of offenders in Escapes and absconds containment accordance with assessed risks and needs: Assaults services Maximise the use of correctional facility resources and improve delivery of Death from unnatural causes services Illicit drug use Achieve better service delivery outcomes through effective utilisation of Cost of containment partnership arrangements Infrastructure utilisation Identify and address the increasing needs and demands of diverse Offender progression through subgroups within the prisoner population through enhanced prisoner the system management practice Correctional Minimise the risk of re-offending through targeted and coordinated Delivery of and participation in intervention intervention services: interventions services Prepare people, who have offended, for successful community integration Delivery of and participation in according to their risk and need adult education and Vocational Deliver programs, services and activities that will better address Education and Training criminogenic needs programs Community service work Provide appropriate opportunities for offenders to make reparation to the performed community: Increase the public value of reparation programs throughout Queensland Governance Continuous improvement in the delivery of the Departments services as Gender and cultural balance of evidenced by our efficiency, effectiveness, equity, economy and transparency: employees Improve processes to make the Department more effective and efficient Official misconduct complaints and to better support departmental outputs and whole-of-Government and investigations outcomes Industrial disputes Develop organisational capacity, built on a philosophy of continuous Budget management improvement, to support a responsive and proactive Department Achieve maximum benefit of the Departments resources and functions and better equip the Department to meet its current and future challenges Develop more efficient electronic systems 1 The Departments performance is reported in a number of documents including the Priorities in Progress Report, Ministerial Portfolio Statements, the Departments annual report, and the Productivity Commission Report on Government Services. For further information about the Department of Corrective Services Strategic Plan 2004-08, please phone Planning and Performance on 07 3239 6551, email Plan.Perform@dcs.qld.gov.au or visit our website at www.dcs.qld.gov.au Page 10 / CN July 2004 DCS middle and senior managers celebrated the conclusion of their Graduate Certificate in Social Science last month Group facilitates its way to success success Twenty-one of the Departments middle and senior managers concluded a years post-graduate study last month by facilitating a change management workshop with general managers and regional directors. The course a University of Queensland Graduate Certificate in Social Science (Interprofessional Leadership) focussed on collaborative practice and facilitation skills, which are becoming increasingly important to the success of managing change. Participants in the course came from all areas of the Department and applied their learnings to conducting focus groups of frontline staff and creating a change management seminar and workbook that managers can use to help them implement change, including local changes relating to the implementation of IOMS. University of Queensland course coordinator Penny Gordon said the group had excelled in their studies, showing high levels of partnership and creativity. One of the key outcomes of the course is the change management practical workbook, she said. This will be a valuable resource for managers who want to engage in an effective change process. Corporate Services A/Executive Director and course participant Jenny Briant said members of the group had developed high levels of mutual respect, trust and interaction. All of which will help the organisation to achieve its goals, especially when so much is changing, Ms Briant said. Ms Briant said the feedback from focus groups and senior management would be used to re-confirm the directions taken in the workbook, which would be submitted to the Executive Management Group for endorsement. New course kicks off Senior management, supervisors and training staff gathered at the Training and Development Centre last month to formally welcome staff participating in the revised Entry Level Training Program (ELTP). Fifty-five custodial, community, administration and operational support staff participating in the program were welcomed to the course by Deputy Director-General Alison Hunter. The nine week ELTP was revised recently after feedback from participants indicated they would value more workplace-based components. The new division between core content and workplace training will New course ELTP participants at the induction ceremony allow participants to acquire knowledge during seven weeks of study at the TDC, before putting it into practice through two weeks of workplace-based training and assessment. Training for PAH secure unit staff Fourteen staff from Operational Support Services Princess Alexandra Hospital Secure Unit recently completed a week-long training program at the Training and Development centre. As part of this mandatory annual program, the participants undertook ethical standards training; control, restraint and firearm reaccreditation; cross cultural awareness and suicide prevention training; and courses in fire awareness and intermediate first aid. OSSU Staff Development Officer Shayne Potter said the program offered an ideal opportunity for professional development and enhancement training. The staff also visited Wolston Correctional Centre to observe the latest procedures and Training PAH Secure Unit staff who attended training included, practices on movement control and master control posts, he said. back from left, Steve Kirkpatrick, Dave Batt, Maurie Naglik and, front, Tony Currie, Alan Cooper and Ken Mills. Other It is important that our staff keep up with the technological changes that have occurred in participants included Harry Newnham, Gavin Hughes, Stan correctional centres since the Secure Unit opened nearly 10 years ago. Wasson, Cliff Patterson, Greg Hill and Terry Burgess CN July 2004 / Page 11 FAST news Townsvilles Olympic mural Borallons regional win A giant mural painted by two Townsville Correctional Centre (TCC) prisoners was For the second year in a row, Management and Training Corporation (MTC) centre stage recently at the citys annual Greek Festival. operators of Borallon Correctional Centre have been named south-west The 40 square metre creation, depicting scenes from the ancient Olympics, was regional winners in the Department of Employment and Training Ministers painted by prisoners James and David with guidance from the centres art tutor Training Initiative Awards. Sandra Tutty. The award for the Workplace English Language, Literacy (WELL) project, It took two months to complete and made a conducted last year with staff, was presented to MTC last month. colourful backdrop to the official stage area The project identified how the Statewide standardisation of offender during the two-day festival on Townsvilles management the Departments Integrated Offender Management Strategy Strand. (IOMS) project would affect Borallon staff and their day-to-date procedures. Greek community leaders attended a This then assisted MTC to implement the Workplace Communication Project morning tea at TCC to thank staff and that informed staff about corrective services national standards for the prisoners for their help on the project. gathering, writing and reporting of complex, corrections-based information. Last year the centre created a similar mural Borallon Human Relations Manager Jenny Wright said the project was an for a Rotary Club event. exciting chance to further develop staff communication skills and prepare for Greek community leaders thank TCC for the This years effort highlights TCCs continued the implementation of IOMS. giant Olympic mural. engagement with their local community. To receive the Ministers Initative Award is recognition for all the staff and management who have been involved in the project, she said. I would like to thank Bremer TAFE and Gail Making sure the experience counts Mackin, the Workplace Communication The second round for Experiential Progression in 2004 has commenced, giving Consultant, for their continued support. eligible staff the opportunity to progress from CO1-9 to CO2-1 salary level. MTC now goes into the Queensland State finals, Experiential Progression allows eligible officers to demonstrate knowledge which will be held on August 26. experience which is deemed equivalent to the level of a Bachelors degree. MTC was also successful in securing funding The three-stage process involves a knowledge assessment, an evidence Borallon General Manager Troy to allow further development of the Workplace Ittensohn, right, and Accommodation portfolio and a confirmation interview and staff from around the State have Communication Project and training opportunities Manager Mick Ohlin at the award shown strong interest. ceremony dinner for staff during 2004 and 2005. Anyone intending to apply for progression should peruse the guidelines, which are on the Intranet at http://intranet/dcs3/BusinessUnits/HR/experientialpro gressionguidelines.doc Inspiring fund raising Officers employed at Woodford Correctional Centre are exempt from the An exhibition of prisoner artworks in Maryborough last month has raised nearly experiential progression process because the terms and conditions of the $2000 for charity. centres Employees Industrial Agreement provides for progression. The Inspirations Art Exhibition was hosted over two days by Maryboroughs Further information regarding Experiential Progression is available from Human Friends of the Brolga Theatre Group and featured close to 100 pieces of art Resources A/Consultant Renae Dowling on 3239 0549. created by prisoners from across the State. Art displayed included paintings, pottery, leatherwork, woodwork and hand made furniture. The money raised came from gold coin donations and commission from art sales. The Friends of the Brolga Theatre Group is a not-for-profit group which raises funds to support community arts and theatre. Just a picnic in the park For the fourth year, the Department was a proud participant at the Picnic in the Park Queensland Week event at Brisbanes Botanic Gardens. Signed portrait raises money for charity Thousands of visitors flocked to the gardens last month to enjoy a day of A specially-commissioned portrait of motorcycle champion Mick Doohan, entertainment, activities, food and displays. painted by a prisoner from Lotus Glen Correctional Centre, has raised nearly The DCS display was one of many State Government department displays $200 for charity. and included a long-haul prisoner transport vehicle, IONScanner An art-lover who attended last years Maryborough demonstrations, industries products and a wide range of information and Correctional Centre Jailhouse Rock Ball commissioned the photographs. painting after viewing several other portraits painted by the The Department also distributed thousands of the popular drug free Lotus Glen prisoner. themed merchandise for children, including visors, rulers, bookmarks and Whilst Mr Doohan was more than happy to sign the piece postcards. for his avid fan, he requested that 30 per cent of the sale The display was staffed by Picnic regulars Prison Industries Director Chris price be donated to charity. A cheque for $168 is now on its Udemans, Sir David Longland Correctional Centre Custodial Correctional way to the Variety Club of Queensland. Officer Jim Zarganis, Operational Support Services Unit Fleet Maintenance Supervisor Greg Williams, and Media and Communications Unit staff. Prison population on the rise The number of people in Australias correctional centres is on the rise. The Australian Bureau of Statistics quarterly report for Corrective Services to March 2004, released last month, showed that while there was a small quarterly reduction (97 people less than one per cent) in the national average daily number of prisoners, annual figures showed an increase of 596 (three per cent). The average daily imprisonment rate was 149 prisoners per 100,000 adult population during the March quarter 2004, an annual increase of one per cent. The Northern Territory had the highest imprisonment rate (524 prisoners per 100,000 adult population), followed by Western Australia (204) and Queensland (178). In comparison, last quarter Queensland reported 182 prisoners per 100,000 adult population, Northern Territory (521) and Western Australia (201). Nationally, the proportion of persons in secure and open prison custody has remained stable with 72 per cent in secure custody (16,443 in March 2004) and the remaining held in open custody. There were 50,172 persons in community-based corrections in Australia in March 2004, a decrease of two per cent over the year. The full report can be located at the ABS website www.abs.gov.au or through Manning the fort at Picnic in the Park, from left, Jim Zarganis, Chris Udemans and Greg Williams the Queensland Government Datahub datahub.govnet.qld.gov.au Page 12 / CN July 2004 Programs head west for the first time Southern Region Community Corrections staff have celebrated the graduation of offenders from the first Ending Offending Program in western Queensland. Last month, six offenders in Cunnamulla successfully completed the program, developed to help Indigenous offenders address and manage alcohol-related offending behaviour. The program was also recently delivered for the first time in St George and staff are preparing to deliver it in Charleville. A second Community Corrections program, Substance Abuse Preventing and Managing Relapse, is also to be delivered in the next few months for the first time in Roma. Roma Community Corrections Area Manager Laurie Henley and Community Corrections Officer Lyndelle Ingle travelled more than 400km along outback roads from Roma Area Office to Cunnamulla to facilitate the program. Laurie said the program was usually delivered in six separate modules over several weeks. OSSU recipients included, from left, Greg Hill, Kellie Tierney, Michael Coogan and Andrew Hughes That was not an option for Cunnamulla though, because of the location and time available, she said. OSSU honours long-serving staff To make delivery of the program possible, we grouped the modules into four Five staff from the Operational Support Services Unit (OSSU) were groups, so we could deliver them in four sessions over two days. presented with national medals, clasps and public service awards last Laurie said the size of the area involved and the widely dispersed offender month. population made it difficult to provide programs regularly. Speaking at a celebratory afternoon tea, Operational Services Executive Roma Area Office covers 336,872 square kilometres, the second largest area Director Gavin Wright said he was proud to be honouring the five recipients in the State. in such a way. Ninety per cent of offenders being supervised are on court rehabilitation These people have made a significant career and life commitment to orders, such as probation, prison/probation, Intensive Correction Orders and delivering correctional services in this State, he said. Intensive Drug Rehabilitation Order. The recipients were Greg Hill (25 year clasp); Andrew Hughes, Michael Local Aboriginal support group Bidjara Legal Services has offered assistance Coogan and Janet Olsen (15 year medal); and Kellie Tierney (15 year Public with future programs conducted in the Cunnamulla area. Service Award). A splash of colour for Helana Jones Nemo, Ariel and Squirt are among the colourful Premiers Awards new additions adorning the walls and even the Nominations have been called for the 2004 Premiers Awards for Excellence in furniture of Helana Jones Community Custody Public Sector Management. Centre. Now in its sixth year, the awards are designed to recognise and reward the Strange additions to the décor of a community outstanding achievements of work units and teams within the Queensland custody centre you may think, but the paintings of Public Sector. the popular animated characters and underwater Awards are presented in the following areas: scenes are proving a big hit with the children who Focussing on our People live at the centre with their mothers. Building Queenslands Regions Innovation and Creativity Helana Jones has accommodation for up to five Protecting the Environment youngsters from babies through Growing Queenslands Economy to 5-year-olds. Engaging Communities Women apply to have their children Partnerships and Reconciliation stay with them during the final Leadership Excellence stages of custodial sentences as The awards are open to any work unit or team within a Queensland Public Sector part of the rehabilitation process. department, office, agency, authority or government-owned corporation. There The paintings are the creation of is no limit to the number of nominations any agency may submit, however, a one of the centres prisoners, who specific project or initiative may only be nominated once. thought they would bring some Human Resources Officer Jenny Bennett has been appointed DCSs Awards colour and fun to the lounge and Agency Liaison Officer (ALO), and will be responsible for coordinating the dining rooms, and bedrooms used preparation of nominations. by mothers and their children. The Premiers Awards for Excellence aim to promote standards of excellence Colourful paintings are now part of the décor at Helana Jones and inspire best management practice and continuous improvement in workplace productivity, said Jenny. They provide a unique opportunity for knowledge sharing across all areas of the Queensland Government and an opportunity to increase community awareness of the quality of the services provided by the Queensland public Videoconferencing trial for Queensland service. Corrective Services staff have been invited to participate in a State Government Nominated projects or initiatives should be recently completed or current, and videoconferencing trial to help reduce Government air travel expenditure at a stage where specific outcomes can be demonstrated. If a long-term project throughout the State. or initiative has a number of phases, it is important that the nomination clearly The 12-month trial is aiming to quantify the potential use and savings that indicates which phase of the project is being addressed. using videoconferencing, rather than flying, could bring. Each of the eight awards will be judged by a separate panel consisting of The trial utilises, on a cost recovery basis, the regional videoconferencing representatives from business, industry, community groups, academia and resources of Queensland Health in Rockhampton, Townsville and Cairns and the public sector. the Brisbane videoconferencing suites of Education Queensland and the Nominations close on Monday August 9, 2004, and the winners will be Department of Public Works. announced at an awards ceremony at Suncorp Stadium on Wednesday 24 For more information about the trial, location of sites and bookings contact November, 2004. Greg Grimmett at the Department of Public Works on ph 3224 2683 or email More information and nomination forms are available from Jenny Bennett on Greg.Grimmett@iie.qld.gov.au 3239 0649 or via the Internet at www.publicsectorawards.qld.gov.au CN July 2004 / Page 13 Blast from the past An old take on prison industries To the Honourable the Colonial Secretary Prison industries arent what they used to be. In the 19th Century, kapok picking was a common diversion for otherwise idle prisoners. Kapok grows in a fibrous ball in the pod of the kapok tree, which is native to the South American rainforest and grows readily in our subtropical climate. Kapok cant be spun or woven, but made great filling for mattresses and pillows. And it would take the contents, according to Boggo Road Gaol Museum, of 300 kapok pods to fill just one pillow case. This extract, written by the Sheriff of Queensland, Arthur Halloran, to the Honourable the Colonial Secretary, Brisbane, comes from the Annual Report of 1887. During the past year, the governor of the Brisbane Gaol has carried out my views respecting the employment of prisoners as far as practicable with the means at his disposal, and has been fairly successful. It must be remembered that no skilled industry is carried on in the gaol, and that the results, which are only comparatively good, have been obtained from ordinary labour. The only prisoners that have been employed at trades have been two shoemakers, one tinsmith, and one carpenter on general repairs . Prisoners have also been employed in rough mat-making and teasing hair and kapock (sic). This occupation is very tedious though the work is light, and has been the means of keeping nearly all the sentenced men employed for some months. It will be observed that picking kapock and making up hair is not either profitable or instructive .still the time is not absolutely wasted, and the prisoners mind is to some extent diverted from his associates, so that two of the main objects aimed at are obtainable and I should be sorry to see these occupations abandoned until something more useful can be substituted, as in such case the men would be again reduced to loafing about the yards in absolute idleness. The actual receipts for the year have been: £ s. d. Hair picking, Mr Stilwell 25 1 7 Hair picking, Nundah Carriage Company 5 2 0 Hair picking, Watt and Bourne 0 5 8 Kapock picking, A Shaw and Co. 10 0 0 Forming pathway to Trinity Church 0 10 0 Amounting in all to the sum of 40 19 3 Remote Improving access to information is the central theme of a strategic collaboration benefiting both DCS and the Department of Justice and the Attorney-General (JAG). site The Courthouse Network Access Trial enables Community Corrections Officers (CCOs) visiting remote reporting centres to provide more timely and accurate advice to magistrates. reporting Under the trial, which commenced on March 1, CCOs working at Dalby, Warwick, Mitchell, Charleville, St George and Cunnamulla reporting centres have been able to access the Departments Correctional Information brings System (CIS) by sharing JAGs information technology infrastructure. Community Corrections A/Principal Adviser Sheree McMonigle said that, apart from a few portable printer and results network connection problems earlier on, the trial had proven to be highly successful. The trial has assisted corrective services officers visiting remote sites to perform a variety of functions that previously were not possible, she said. For example, CCOs have reported that they are saving up to a full days work because they are now able to input information while at the remote site. DCS recognised that an opportunity existed to improve service delivery by sharing JAGs IT resources. JAG IT Services Manager Phil Elmes said recent testing showed the trial had created little observable impact on JAGs current bandwidth. It was only a matter of installing data points and creating access through JAGs firewall to enable DCS to connect to software that builds a virtual tunnel to their information systems, he said. Sheree said it was expected that, due to its success, the trial would be extended to include a further six remote reporting sites. I hope that, in the not too distant future, all 37 remote reporting sites around the State will have access to this new network, she said. Not only is this trial making life easier for the CCOs, but it has also resulted in the development of a collaborative relationship between DCS and JAG. Page 14 / CN July 2004 IOMS Integration: working smarter, working together Leading the way for change IOMS is marching towards the January 2005 implementation date. management of offenders. It will provide us with the whole story. But who is leading that march and how will they contribute to the Ms Hunter said that from now until the end of the year training will be the Departments goal of an integrated offender management system for focus of the project. Queensland? Over the next few editions, Corrections News will speak Staff across the State are currently participating in briefing sessions, with some of the key people leading the switch to IOMS. This month, which aim to prepare them for the change to IOMS, she said. Deputy Director-General Alison Hunter speaks about her role as Project Sponsor, her vision for the project, and what staff can expect from the Staff will then participate in procedural training where they find IOMS project team during the last half of 2004. out how the new system will affect their positions, procedures and processes. I am responsible for the overall coordination of the IOMS project, making Hands-on training with the new IOMS system will follow, before role sure the Department is prepared for its implementation, Ms Hunter specific training of some specialist areas within corrective services. said. Ms Hunter said the success of the IOMS system was a responsibility that This responsibility includes ensuring we are allocating resources and rested with all staff. facilities which will enable the project to be a success. The Executive Management Group is involved with organising and driving My vision for IOMS is that by the middle of 2005 we will have a new the project; senior managers are facilitating staff training programs; and system operational and bedded down, which enables us to manage staff are participating in comprehensive training, she said. prisoners and offenders from when they enter the correctional system to We want to make the implementation as painless and seamless as when they leave whether they are community or custodial-based. possible, so I encourage all staff, from all levels of management, to play IOMS will reduce the duplication of effort our staff are making in terms their part to ensure Queenslands new integrated offender management of offender assessment. It will make us more efficient and effective in our system is a success. Training for IOMS launched Great IOMS Challenge Well done to everyone who entered the Great IOMS Challenge. Obviously, it wasnt as easy as it looked, as Staff training has commenced in preparation for the February 2005 implementation not every entry was totally correct. of Integrated Offender Management and the Integrated Offender Management System. Microsoft very kindly provided us with two (rather than the advertised one) Microsoft Professional Edition The project has a total of five training phases taking place between June and (2003) suites of software, each valued at about $900, December: Prepare me for the change; Tell me what I need to do; Show me what to and these go to the first two totally correct entries do; Let me do it myself and; Help me when I need it. opened: Alison Gardner, administrative support officer, Briefing sessions, launched last month, are preparing staff for the change by Policy and Program Services (Central Office) and Amanda providing them with a general overview about integrated offender management. Matanovic, administrative support officer, Human Phase two, Tell me what I need to do, will take staff from specialised roles into Resources (Wolston Correctional Centre). procedural training focusing on what changes will occur to the way the Department Other prizes are finding their way to: Neal Carthew manages offenders and how they will affect the various roles of staff. (Darling Downs Correctional Centre), Dianne Wallace During phase three, Show me what to do, 3000 staff will be introduced to the (Maroochydore Community Corrections), Helen Watkins IOMS computer system through half-day training sessions. Staff will become (Sir David Longland Correctional Centre) and Kirsten familiar with the new system by working through business scenarios. Pearson (Palen Creek Correctional Centre). Phase three will also include IOMS computer system training for about 1000 staff Amanda Matanovic, front, and Alison Gardner, second from left, receive their with specialised roles within the Department. This training will help staff to refine IOMS competition prizes from Microsoft Enterprise Account Manager Gavin the skills relevant to their roles. Douglas and Deputy Director-General and IOMS Project Sponsor Alison Hunter During phase four, Let me do it myself, staff will work through role specific self- paced training packages which will help them become proficient in the sections of the system most relevant to their daily duties. And finally, phase five will focus on providing support to staff. Help me when I need it will give staff a number of options when it comes to assistance, including online help and tutorials, business support, information technology support, and access to a pool of 30 local expert trainers. A range of strategies will also support the training, which will progressively expose staff to, and familiarise them with, integrated offender management and the IOMS computer system. Tutorials displaying user scenarios and a training sandpit are two examples which will help staff become familiar with the new system prior to the switch over date. For further information about Integrated Offender Management IOMS Project Manager Michael Airton Ph 3239 0644 Email firstname.lastname@example.org IOMS Implementation Project Manager Jae Lancaster Ph 3239 0198 Or, go to http://intranet/dcs3/ioms/index.shtml CN July 2004 / Page 15 STAFF farewells TDCs Pat Golik retires Training and Development Centre Senior Training Officer Pat Golik retired this month after 15 years of outstanding leadership in her field. Pat is widely respected by past and present DCS staff as a trainer, facilitator, assessor and expert in Vocational Education and Training and, above all, as someone who listened and solved your training dilemmas. Her earlier working life included a successful 23-year career in nursing, during which she served as deputy matron and principal nurse educator at Brisbanes Mater Hospital. She was Training Manager at SEQEB (now Energex) during the turbulent industrial disputes of the mid-1980s and later helped to develop a Structural Efficiency program for the Brisbane City Council. Pat was a key player in the introduction of DCS Enterprise Competency program, which pioneered achievable workplace-orientated training outcomes for staff. She also played a key role in designing the Associate Diploma. Pat said assisting people to recognise and develop their potential had sustained her throughout her life. The thing I will miss most is helping all the people who come through courses, she said. She will continue her committee work with St Vincent de Paul, phone counselling for Lifeline, and visiting refugee families living in Brisbanes north-west. Her seven grandchildren will, no doubt, also enjoy her extra attention. Pat Golik Bob swaps finance for fishing Management Accountant Bob Parsons bade farewell to his DCS colleagues last month as he concluded an eight and a half year career with the Department. Bob swapped his position with the Finance and Administration branch in Central Office for retirement and a life of fishing, travel and spending more time with his five grandchildren. During 1998 and 1999, Bob worked on the project to introduce the State Governments Managing for Outcomes (MFO) policy which provided the outputs for Departmental service delivery. The MFO went on to set the parameters for the tridata system the current whole-of- Government financial reporting system. As a Management Accountant, Bob was responsible for ensuring the end of year financial reports met all standards, legislation and minimum reporting requirements. Bob said retirement would be spent travelling to various parts of Australia, spending more time with his five grandchildren and fishing. My eldest daughter has 120 acres at Dayboro so shes telling me theres jobs for me on the property to keep me occupied, he said. My wife and I will also spend plenty of time at our beach house at Teewah, north of Noosa, where Ill enjoy plenty of fishing. Bob Parsons Page 16 / CN July 2004