Download Corrections News September 2005 (pdf: 600KB)
The Leadership in Operational Sustainability award is part of the Ministry for the Environment’s new Govt programme, which promotes sustainability in government agencies.
As one of the public sector’s biggest energy consumers, Corrections has a responsibility to reduce its impact on the environment, says Chief Executive Barry Matthews.
“We are committed to energy efficiency and sustainability, and this award is recognition that we are on the right track.” Corrections’ energy use, per prisoner, fell by 8.6 percent between 2002 and 2005, and CO2 emissions fell by 34 percent over the same period.
The construction of the Otago Region Corrections Facility in Milburn, near
Dunedin, reflects Corrections’ efforts to balance safe and secure prisoner management with environmental efficiency, says Barry.
Milburn’s weather patterns have been simulated and applied to models of the Facility’s buildings to maximise natural light levels, gauge insulation needs, and assess the need for double-glazing.
“This is just one of the initiatives Corrections has put in place to increase energy efficiency, and reflects the Govt3 focus on environmental, social and economic sustainability,” Barry says.
“The Leadership in Operational Sustainability award is an incentive for Corrections to continue making improvements in operational sustainability.”
An abridged version of a message sent to Corrections staff.
In my first six months as Chief Executive I have talked to many staff members and visited every prison, service centre, Psychological Services office, Community Work centre and support area around the country. In that time I have learnt about the people, the systems, and structures currently in place. I am of the opinion that the Department is a solid organisation that operates in a difficult environment. There has been strong leadership at different levels, effective strategic thinking and good management skills, which have positioned us well for the future.
Whilst good structures, sound strategy and reliable modern technology are critical components of achievement, it is the people that make the organisation successful. In my travels to the various prisons and service centres I found the feedback from staff insightful and helpful, notwithstanding a wide range of views.
I have selected for discussion here some of the more pertinent issues raised by staff that are relevant to the wider organisation.
Many staff affirmed support for the strategic direction of the organisation. Some said it was the potential to make a difference that was the key to joining the Department. The greater emphasis being given to reintegration and rehabilitation was generally supported.
Most staff accept we need to be willing to try new methods as we progressively give offenders greater responsibility and withdraw support.
The Minister has achieved funding for reintegrative positions and support across Government strategies, to increase prisoner work opportunities and to improve accommodation options for released prisoners. The question is, what options will give greater certainty of sustained integration across the organisation?
The Senior Management Team has decided to establish an arrangement where a General Manager Integration ensures all groups and services work collaboratively, with a focus on strategies to improve reintegration, rehabilitation and reducing re-offending through the regional groups. The General Manager Public Prisons Service has been tasked with scoping out the requirements of the role.
Most staff acknowledged that the Department had a negative image and were keen to see this improve. I believe we can improve our image by increasing the level of understanding in the community about what we are doing and why we are doing it. A greater willingness to explain our position on major issues is more likely to gain public support and confidence. It will be important that we are as quick to acknowledge mistakes as we are to promote our successes.
Successful reintegration and rehabilitation will depend on a range of factors, most outside our control. We can influence the motivation of offenders and our programmes can lead to changed behaviour. As in all social change it is difficult to know to what extent behaviour is modified by a particular programme. It will be critical that we continue to evaluate existing programmes as quickly as possible, so we can make informed choices about where additional or current resources can best be deployed.
The Corrections Act 2004 sets out requirements so offenders can make the most of their time when in our care and control. Providing greater training and work experiences for prisoners should increase future work opportunities, help develop skills and build a work ethic that improves their employment prospects and the likelihood of a return to earlier pre-offending lifestyle. The new Corrections Inmate Employment strategic plan offers an opportunity to put an additional focus on this important intervention strategy.
We have a lot of work ahead of us, from improving the image of the Department to changing some of the structures and systems currently in place. I have a very good team to work with and I am confident that together we can build on the strategic foundations already in place to create a better environment for our staff and our clients.
I look forward to the challenges ahead.
The fight against drug use in prison has been stepped up with the addition of four drug detection dog teams, bringing the number of teams operating around the country to 10.
The Northland Region Corrections Facility has its own full-time team in Mo Toeke and his dog Hank, and each of the three corrections facilities currently under construction - the Spring Hill Corrections Facility, Otago Region Corrections Facility and Auckland Region Women’s Corrections Facility - is likely to have a dog team.
Drug use is a major problem in prisons, as drug trafficking causes criminal behaviour such as stand-over tactics, assaults and pressure on visitors to bring in drugs.
A high proportion of prisoners have some form of drug dependency and most crime is committed by offenders who are affected by drugs or alcohol on the day of the offence.
Drug dog teams complement Corrections’ other drug detection and security measures, says National Crime Prevention Coordinator Tony Coyle.
“We are continuing to improve prison security and crime prevention through improved perimeter fencing, more vehicle checkpoints and metal detectors,” he says.
“But dogs remain central to our fight against illicit drugs. They really come into their own at visitor check points, and random searches of land, vehicles, prisoners and their cells.”
Drug detection dog teams attend regular training sessions and are assessed by Police instructors on an annual basis.
Additional funding, allocated as part of the 2005 Budget, will further enhance existing prison security measures. The funding will be used to provide the technology and staff needed to monitor prisoner telephone calls, and to collect and analyse crime prevention information. This capability is expected to be progressively introduced over the next 12 months.
The security and drug detection mix is demanded by Corrections’ Strategy to Reduce Drug and Alcohol Use by Offenders 2005-2008.
The strategy’s three objectives are to enhance efforts to reduce drug supply, reduce the demand for drugs and reduce the harm caused by drugs.
Along with efforts to prevent the supply of drugs to prisoners, Corrections is also strengthening efforts to reduce the demand for drugs through treatment programmes that address drug dependency. There are three specialist treatment units in prisons, and a 100-hour substance abuse programme is available to prisoners as well as offenders on community-based sentences.
An independent review into the settlement of newly-recruited Samoan corrections officers has found they are happy with the support they have received from the Department, but there is room for improvement.
Chief Executive Barry Matthews says Corrections sought the independent review after claims in the news media, and allegations by the Corrections Association of New Zealand (CANZ). CANZ maintained that some new Samoan recruits were left without adequate support, falling prey to loan sharks and becoming reliant on food banks for help.
“We wanted to identify any unanticipated issues being experienced by the new recruits, and to look at the effectiveness of the support available to help the recruits settle into their work and their new lives in New Zealand,” says Barry.
“We also wanted to look at whether improvements could be made for any future international recruitment initiatives,” he says.
The review, undertaken by the Wellington-based Niu Vision Group, involved interviews and group discussions with 43 of 45 new recruits working in Auckland, Waikato and Wellington. The interviews and group discussions were conducted in Samoan.
Barry says the review concluded that the Samoan recruitment drive was “an overwhelming success”, and refuted claims by CANZ that the new officers were not adequately supported.
“The review did show that, for many of the recruits, finding suitable and affordable accommodation was a significant challenge.
The recruits felt they needed more information about finding accommodation, particularly the comparatively high rents and the need to pay a bond.”
In response, Corrections is considering updating the information given to overseas recruits. One idea is to include information from other government agencies in Corrections’ recruitment seminars.
The Samoan recruitment exercise was the first offshore recruitment activity undertaken by the Public Prisons Service.
The review showed that the selection and settlement process for recruits from Samoa was robust and comprehensive.
Barry says that, overall, the recruitment initiative has been a success.
“There are areas where improvements can be made. In addition to reviewing the settlement information we provide to new recruits, the Department is developing a safety net for new recruits who need extra help settling into New Zealand.”
The safety net would be in the form of a lump sum salary advance, recoverable over a fixed period of time.
More than 50 of the 72 corrections officers recruited from Samoa have now started work in New Zealand prisons, with the remainder due to arrive in the country shortly.
New generation technology, a regional administration hub, and enough workspace to house increased staff numbers are features of newly-completed construction at two Christchurch prisons.
Work has been carried out at Christchurch Women’s Prison and Christchurch Men’s Prison.
Senior Property Advisor Crispin Kay says in line with Corrections’ ongoing efforts to make prisons more secure, Christchurch Women’s Prison has been fitted out with a new generation master control room.
“The control room forms the foundation for new control and surveillance systems across the site,” says Crispin.
“The latest generation of the Honeywell security management system has been installed so operators can view digital recordings and can access instant replays.”
The design features are already in use at Christchurch Men’s Prison and a number of other prisons around the country. The work was completed as part of a maintenance upgrade at the Prison. The results of these improvements have met with a positive response from the operating staff, says Crispin.
A new health unit built to national standards has replaced the 40 year-old Christchurch Women’s Prison medical area, which has been converted to office space.
The new unit is on ground level for easy access and includes consulting rooms, a nurses’ base and dispensary, all linked to the control room.
South Island Regional Manager Paul Monk welcomes the additions to Christchurch Women’s Prison, as well as a new Southern Region Administration Headquarters that has been built outside the wire at Christchurch Men’s Prison.
“The new building means almost 50 staff and their visitors - who include Probation and Offender Services staff - won’t need to be processed through the gatehouse,” he says.
“Management and administration staff will be in one place, not spread out over several buildings and sites, so we’ll be able to work together much more closely.”
The old office areas will be re-fitted for staff requiring prison access, including sentence planners, programme coordinators and Work and Income staff.
An emphasis on the professional progression of Maori and Pacific peoples within Corrections was a feature of the projects presented by the latest group of graduates from the Future Leaders programme.
The fourth graduation of Future Leaders recognised the work of 11 employees drawn from diverse parts of the Department.
The Future Leaders programme provides individuals with the skills and confidence that Corrections encourages in those who aspire to leadership roles.
Future Leaders Programme Manager Kay Howard says that staff are often not sure how to progress their career into management and leadership roles.
“A good way is to access the Future Leaders programme - participation is no guarantee to career progression, but the progress of previous Future Leaders graduates suggests that completing the programme does help,” she says.
Auckland Prison Training Officer Cheryle Mikaere was selected for the fourth Future Leaders group. As part of her intake, each group member chose and completed an individual project.
Cheryle’s project, Increasing Maori Representation in the Northern Region Prisons, fitted well with the region’s priority on recruitment.
The Northern Region was responsible for recruiting staff for the Northland Region Corrections Facility, and is currently recruiting staff for the Auckland Region Women’s Corrections Facility. The Region will also need to staff the Spring Hill Corrections Facility.
As part of her project Cheryle was able to assess and try out some of the recruitment techniques used by the New Zealand Army and the Police.
The result was improved recruitment in general, and recruitment of Maori in particular.
Two other projects focused on Maori or Pacific recruitment within the Department - one on barriers for Maori to becoming probation officers, the other on increasing Maori and Pacific appointments to senior corrections officer positions.
“We need to be proactive in our recruitment and apply some of the things we’re learning from these projects about how to attract and select the right people,” says Cheryle.
There are three aspects to Future Leaders, the first being five intensive workshops that investigate issues such as self-awareness, leadership models and specific skills training.
The other two aspects are individually targeted development and the personal project.
Each Future Leader presented their project to the Chief Executive and senior managers on graduation day.
Staff in Strategic Services, Policy Development and the Community Probation Service (CPS) were given long-service awards recently as part of Corrections’ new long service recognition policy.
The ceremony recognised staff members’ continuous service within Corrections at seven year intervals - first with a letter, then a certificate, a pen, a plaque, and a presentation item.
A new seven-year milestone was added this year to make service recognition more achievable for staff in positions with higher turn-over.
The criteria for eligibility for a longservice award are continuous service, good conduct and satisfactory performance.
Senior Prison Inspector Gren Bell was recognised for 42 years’ service in the Strategic Services awards presented by General Manager Mike Martelli.
Gren, who has actually worked for Corrections for 43 years, acknowledged his dedicated and experienced team of Inspectors at the ceremony.
“Why would anyone want to spend 43 years at Corrections? For me it is all about people and Corrections is certainly a people job. There is always a new challenge to keep things interesting,” Gren said when accepting his award.
He also acknowledged his manager Mike Martelli and thanked Mike for inspiring him in a stressful job.
Mike says it is important to acknowledge staff achievements.
“Recognising service demonstrates to staff that organisational knowledge and continuity are valued and that all roles and positions are valued,” he says.
Administration Officer Yvonne Leonard-Jones has worked for Corrections for 44 years and is due to receive an award for her 42 years’ service at the next CPS ceremony.
Yvonne joined Corrections straight from school in 1961 as a shorthand typist for the Palmerston North CPS office.
Back then the office comprised a manager, a lone probation officer and herself.
These days it includes over 20 probation and Community Work officers.
“I have had to learn computer skills since I started but at least I knew how to type!” says Yvonne.
“I’ve never wanted to leave Palmerston North and I’ve always loved my job, so why change?”
Senior Cultural Adviser Maori Harris Shortland was recognised for 28 years’ service in Policy Development’s awards, presented by acting General Manager Bronwyn Donaldson.
Harris started his career 31 years ago as a probation officer in Otahuhu, South Auckland, and moved to the then Ministry of Justice’s head office in 1988. He only planned to stay two years but 17 years later finds he is still enjoying the opportunity for a wider vision in his work at head office.
“Corrections has been a good employer to me and provided me with many selfdevelopment opportunities and the chance to further my studies,” says Harris. “I think Corrections is doing its best to address cultural issues.”
The Midland Region will continue to be strongly led following a reorganisation of its senior management.
Former Regional Manager Peter Grant has accepted the job of Hawke’s Bay Prison Manager, and Ian Taylor is filling Peter’s shoes as Regional Manager.
Both can draw on considerable experience within the Public Prisons Service, and Peter says he is keen ‘to get his hands dirty again’.
“I was part of getting the first Maori Focus Unit up and running and I have family that identifies as Maori, now I want to look at the challenges of having so many Maori in prison,” says Peter.
“If we can cut the rate of Maori in prison to a level like that of Maori outside prison, we’ve gone a hell of a long way to helping those individuals and saving prison beds.”
Peter was Midland Regional Manager for more than two years, and held the nowdefunct title of Hawke’s Bay Regional Manager before that, so he was looking for a change of pace when Walker Manaena left to become Wellington Prison Manager.
“I didn’t want to leave the Public Prisons Service - I like the environment, the job, the people and the challenge.
“I like the close contact with staff, the people on the floor, and prisoners.
“And at the end of the day, I wanted to get away from all the travel and driving the job requires.”
Ian started out in Corrections as a cadet in 1974, moved through the ranks to become Regional Manager for Otago-Southland, then spent five years in head office - as Manager National Systems and Security, then acting Assistant General Manager Operations.
He is based in Wanganui, and oversees Manawatu, New Plymouth, Wanganui and Hawke’s Bay Prisons.
“Midland is a large region both geographically and in terms of prison bed numbers,” says Ian.
“There is quite a bit of construction going on to meet bed demand and to upgrade basic infrastructure,” he says.
“This has an impact on the day to day work of staff, but they seem to be managing very well.”
Ian plans to travel extensively around the Region as he gets up to speed in his new role and meets staff and stakeholders.
Recent media coverage of the early release of terminally ill prisoners raises the question: what exactly is compassionate release and how does it work?
While applications for compassionate release are processed by the Department, under section 41 of the Parole Act 2002 it is the New Zealand Parole Board that grants prisoners early release on compassionate grounds.
The Act states that compassionate release can only be granted for two reasons - a prisoner is seriously ill and unlikely to recover, or has given birth.
Prisoners wanting to apply for early release on compassionate grounds apply to their Prison Manager in the first instance. Every application is dealt with on a case by case basis and there is no fixed timeframe for handling applications as the process needs to be flexible enough to be sped up for urgent cases.
The Department submits applications, along with its assessment of the case, to the Board Chairperson on the applicant’s behalf. The Chairperson, currently Judge David Carruthers, then decides whether or not to refer the application to the whole Board for a decision.
The Board does not consider the need for compassion in isolation - as in all the Board’s decisions, the need for public safety is paramount.
The integrity of the sentence and the need for safe and humane containment of prisoners are also considered.
Not all applications are successful. The Board Chairperson received seven applications in the last financial year and only three were referred to the Board and approved.
However, unsuccessful applicants can reapply if their situation changes. The Board usually imposes parole-like conditions on prisoners granted compassionate release.
These conditions can restrict where offenders live and work, and who they associate with.
Early release is not a ‘get out of jail free’ card. Released prisoners who do not comply with their release conditions can be recalled to prison in exactly the same way as offenders released on parole.
The first New Zealand Parole Board hearings to be held at the Northland Region Corrections Facility took place recently. Appropriately enough, they were convened by the Board’s new Chairperson, Judge David Carruthers.
Judge Carruthers, previously Chief District Court Judge, officially took up the role of Chairperson of the Board on 1 July. He replaced Justice Anthony Ellis, who oversaw the first three years of the Board’s operation.
In that time, the number of hearings conducted increased from an initial forecast of 4,000 a year, to more than 9,000.
“The Board is an independent statutory body, but with all Board hearings held in prisons, there is obviously close liaison between Board administration staff and the Department of Corrections,” Judge Carruthers says.
“While there is a clear requirement to have Board functions separated from Department processes, there is good cooperation between staff on administration issues.”
The Board makes decisions on the release of offenders from prison onto parole and home detention. It also sets conditions for offenders when they are released, and can recall offenders to prison if they don’t follow the conditions set for them. Of the around 7,000 offenders involved in Board hearings each year, around half appear regarding home detention applications.
Judges who sentence offenders to two years or less in prison may grant them leave to apply to the Board to serve their sentence on ‘front end’ home detention.
Offenders sentenced to longer than two years can apply to the Board to be released on ‘back end’ home detention three months prior to their parole eligibility date.
Corrections staff are involved in preparing a range of reports on offenders before hearings.
The Board receives information on offenders from the Public Prisons Service, Community Probation Service, and Psychological Services. The Board can receive submissions from victims and the Police, as well as the offenders themselves.
Under the Parole Act 2002, Corrections is required to provide administrative support for Board staff, who are based in Auckland, Wellington, and Christchurch.
After travelling throughout the country to familiarise himself with Board processes and panels prior to 1 July, Judge Carruthers pays tribute to the people involved.
“I’ve been impressed with the commitment and professionalism of administration staff in what can be a pressurised environment,” he says.
The Board’s panels of three meet at every prison in the country at least once each month. Because of their size, Mt Eden and Waikeria Prisons have two hearings a month.
The Parole Act states that in all cases the Board’s “paramount consideration” must be the safety of the community.
Of the around 2,500 front-end home detention hearings held last year, about half were approved. One-third of the 800 back-end home detention hearings were approved.
Nearly 70 percent of the 2,500 parole hearings held last year resulted in offenders being declined parole.
As well as the Chairperson, the Board has 36 members, comprising 19 Judges and 17 non-judicial members with appropriate skills and experience. Some have worked as probation officers, others have worked in welfare and as psychologists.
Public Prisons Service General Manager Phil McCarthy says increased prisoner numbers have put pressure on the prison system, but the Department has been managing the situation effectively.
“We have worked closely with the Police and Ministry of Justice, and have been able to use beds in police and court cells to accommodate prisoners on a short term basis,” he says.
“We expect the need to use police and court cells will ease shortly, when the number of prison beds aligns with the forecast prisoner numbers.”
Two hundred and sixty prison beds have been added to existing sites within the prison system over the last five months, after the Government approved the funding of 493 additional beds late last year. The remaining beds will become available progressively through to mid-2006.
Three new facilities are also being constructed that, with the Northland Region Corrections Facility, will add 1600 beds to the prison system.
A new low-security 60-bed unit, called Te Ahuhu, opened at Christchurch Men’s Prison this month. Te Ahuhu is fully monitored from a control room within the Unit, which manages security measures ranging from surveillance of the Unit’s perimeter through to the provision of services such as electricity and water to an individual cell.
Following the Unit’s completion, security at the Prison will be boosted when the fence surrounding the site is upgraded this financial year. Existing measures such as the razor wire on top of the fence will be complemented by security equipment that alerts the central control room when it is disturbed.
Locals got a taste of life behind the razor wire when Invercargill Prison held an open day recently.
Around 130 people took the opportunity to go through the gates many residents walk past every day.
Some visitors wanted to satisfy their curiosity, others had friends or family inside and wanted to see past the visits room. Invercargill Prison is on the outskirts of the city centre and houses up to 172 male remand and sentenced prisoners with minimum or low-medium security classifications.
Led by Principal Corrections Officer Chris Crosswell, corrections officers took visitors through the Prison, visiting the joinery, exercise yards, laundry and a typical cell. The Prison archives and a typical day’s meals were also displayed.
Acting Prison Manager Gary Lonsdale says the open day was a great success.
“It was an excellent way to promote understanding and show the community what we do,” he says.
Visitors’ comments about the open day were overwhelmingly positive, highlighting the knowledge and enthusiasm of staff. Comments from visitors included:
“The staff and Department are to be commended for an excellent example of the prison system, if this is a general example.”
“It was awesome to finally see what was behind the high walls.”
“Having lived within close proximity of the Prison I was delighted to actually see and be informed of the ‘world of life’ behind the large brick walls.”
“I always wondered what was behind the fence, I was surprised and amazed.”
“Very humbling.”
Policy Development has a new general manager with Jane von Dadelszen stepping into the position earlier this month.
Jane comes to Corrections from the Ministry of Education and brings with her a wealth of experience in public policy.
As a senior manager in tertiary education regulatory and resourcing policy, Jane led the Ministry’s development of a wide range of strategic policy for the tertiary education sector.
Her key projects during a decade in the tertiary education sector include the Tertiary Education Strategy, resourcing policy (including the Performance Based Research Fund), and reviews of industry training and adult literacy.
In 2003 Jane undertook a 15-month secondment to the Ministry of Women’s Affairs, where she developed the Action Plan for New Zealand Women, launched in March 2004.
Jane has also spent time with the Ministry for the Environment, the Alcohol Advisory Council, and has researched family violence and sexual abuse for the Department of Social Welfare.
Jane says she has been looking forward to her new role, which she sees as an opportunity to make a difference for people who are often marginalised.
“The Department manages people others have forgotten or given up on,” she says. “Here at Corrections we can make a big difference.
“Rehabilitating an offender can make a difference not just for that offender, but for generations to come as well.”
Former General Manager Policy Development Jared Mullen moved to the Department of Internal Affairs earlier this year.
Although the stereotype of the psychopath had featured in psychiatric and literary descriptions of offenders throughout the 20th century, serious research in this area could only begin once a reliable and accurate measure of this personality trait had been developed.
Researchers began describing the characteristics of the psychopathic individual in the late 1980s, and quickly found correlations between that personality trait and a wide variety of emotional and behavioural symptoms.
This personality trait, exhibited by 10-15 percent of the prison population, is characterised by a shallowness of emotion, lack of empathy for others, absence of remorse and guilt, and behaviour which is predatory and exploitative.
Unlike most offenders, the criminal careers of psychopaths are characterised by high-levels of interpersonal violence and continue well beyond the age when most offenders demonstrate a degree of maturing out of their anti-social lifestyle.
Last month, the inaugural conference of the Society for the Scientific Study of Psychopathy was held in Vancouver, Canada, where a number of leading researchers in the field from North America and Europe presented papers outlining the current state of research on psychopathy.
Overall, the conference was a vindication of the concept and served to re-affirm earlier research, which had indicated that psychopaths are significantly different from most other offenders - not only in the way in which they behave, but also in the way in which they process information and experience emotion, and how they cope in stressful and fear-arousing situations.
Research was also presented which demonstrated the applicability of this construct to various groups, including youth and women.
Additionally, work has continued in the area of neurological functioning and the earlier research demonstrating marked abnormalities in the brain functioning of psychopaths has been replicated and further expanded.
Significant new initiatives in this area include the development of self-report measures of psychopathy, the impact of sub-clinical levels of psychopathy in nonoffending populations, and the non-existence of subtypes of the disorder subsumed under the more general rubric of psychopathy.
The underlying mechanisms that give rise to the development of this personality trait are still somewhat unclear. However, one paper presented by a Norwegian researcher did provide strong support for the view that the callous and unempathic personality characteristics may be environmentally determined, while the more observable impulsive and anti-social behaviour typifying the psychopath may be genetic in origin.
Ongoing research into psychopathy is of considerable significance to those working in correctional settings.
High scores on measures of psychopathy remain one of the best predictors of continued serious violent offending, while at the same time this group continues to pose major challenges to those who have a responsibility for the provision of treatment aimed at reducing future offending risk.
The large amount of original and innovative research presented at the Vancouver conference does suggest that knowledge about this characteristic is increasing rapidly, a factor that will aid in the development of effective treatment approaches for this type of offender.
Corrections is working with the local Waikato community to establish an employment partnership within the region through the construction of the Spring Hill Corrections Facility.
The partnership between Corrections, the Ministry of Social Development, the Tertiary Education Commission, Enterprise Waikato and the Ngati Naho Kaitiaki Society Incorporated is providing unemployed locals with training in painting, roofing, pre-cast concrete fabrication, and other related construction trades.
Regional Prison Development Project Director John Hamilton says the workers will then use these skills in the construction of the Spring Hill Corrections Facility.
“This initiative will help everyone involved in the Spring Hill project,” says John.
“Not only does the initiative provide the Department’s construction Collaborative Working Arrangement partner Mainzeal Construction Limited with a skilled labour pool, but it provides locals with the transferable knowledge and expertise to secure ongoing work in the construction industry - an industry currently facing a skills shortage," he says.
The partnership aims to duplicate a successful employment initiative established during the construction of the Northland Region Corrections Facility, which also involved Mainzeal.
“At Northland around 250 locals were trained and employed in the construction of a large facility. Many of these people were retained by various contractors to work on other projects in the region,” says John.
Construction at Spring Hill started in early July. By mid-July there were 100 workers on site and 400 are expected by Christmas. In mid-2006, at the height of the construction period, there will be around 800 workers on site daily.
A recruitment campaign to find staff for the Auckland Region Women’s Corrections Facility (ARWCF) kicked off last month.
Prison Manager Jeanette Burns says that approximately 90 positions will be available for existing Public Prisons Service staff. The recruitment process will be staggered over a 10-month period.
ARWCF is scheduled to open in mid-2006. It will accommodate 286 prisoners and employ around 170 staff.
“It’s a time of great opportunity for those who want to take the next step in their career with the Service,” says Jeanette.
“Among other things, we’re looking for positive and motivated people who want to make a difference in their work with women prisoners.
“The new women’s facility is designed to take offender management to the next level, with a management philosophy that encourages more self responsibility on the part of prisoners. This is a great opportunity to be part of a new team, building a new culture.”
Women prisoners make up about five percent of the prisoner population.
They have different needs from men and must be managed in a way that acknowledges and addresses these. ARWCF has been designed with this in mind, says Jeanette.
“It will provide a suitable environment for prisoners to address their offending behaviours, while encouraging quality mother and child relationships where appropriate.”
Special features include nursery rooms in the visiting area so mothers can feed their babies. There will also be bonding and self care accommodation for mothers with babies up to six months of age.
Staff who would like more information about these roles can view position descriptions on the Department’s intranet, Corrnet, or contact Human Resources Adviser Glyn Kessell.
A three-year project to erect a new wharenui (meeting house) at Aotea Marae in Normanby, Taranaki, benefited from the Marae’s longstanding relationship with the Community Probation Service.
Offenders serving Community Work sentences helped build the new wharenui and refurbish existing buildings.
The finishing touches, including carvings and tuku tuku (designs), were made in May.
Some offender work parties painted existing buildings and constructed a fence made out of ponga tree logs, while other offenders laid paving stones in a koru design at the front of the new wharenui.
Probation Officer Bob Hikaka says the offenders found it a rewarding project to work on and some even returned to continue work there after they had completed their sentence.
The Marae greatly appreciated the offenders’ contribution and invited them to the official opening, where their efforts were acknowledged.
“Offenders learnt a raft of new skills from carpentry, to painting, paving and interior decorating,” says Bob.
“The work keeps coming - the next project is to construct a new wharekai (eating house).”
Community Work centre-based offenders serve their hours in supervised work parties, while agency-based offenders are assigned individually to an approved community organisation and supervised by approved members of that organisation.
Got a story for Corrections News or want to request the print edition?
Email commdesk@corrections.govt.nz or phone (04) 460 3365.
ISSN 1178-8453