Sustainable Development Framework

The Department’s sustainable development framework looks at how the Department goes about its business (as opposed to what it does) and measures impacts and progress towards sustainability as an organisation.

The Department continues to progress the development of its sustainable development framework. The full benefit and effectiveness of this framework will occur as it is progressively linked to the Department’s decision making and core processes.

The 2002 Sustainability Reporting Guidelines, protocols and sector supplements prepared and issued by the Global Reporting Initiative are being informally applied as the basis for the Department’s sustainable development framework for the future. The guidelines provide a list of core and additional social, environmental and economic aspects and indicators that, where relevant to the particular organisation, should be consistently measured and reported.

It is accepted internationally that defining sustainability in terms of three separate elements (social, environmental and economic) can  encourage thinking about, and treating, each element in isolation, rather than in an integrated manner. Achieving sustainability requires balancing the relationships of all three elements, something that is better communicated through the use of the term ‘sustainable development’. This concept has evolved and a better understanding of the relationships between the core elements and the underlying philosophy exists throughout the international community and the New Zealand public sector.

Notwithstanding the progress to date, sustainable development is still in its early stages within the Department.

The Department’s focus therefore remains on:

  • identifying relevant social, environmental and economic indicators, and the structure of its framework
  • identifying and developing core external sustainable development relationships
  • communicating sustainable development and its principles both within and outside of the Department
  • developing efficient and effective internal processes to ensure the effective measurement and collation of relevant sustainable development information.

Within this context, this sustainable development report highlights the Department’s social, environmental and economic performance for the 2004/05 financial year.

The Department’s sustainable development framework will be developed further during the 2005/06 financial year, as detailed in the 2005/06 Statement of Intent. The successes and work carried out to date are a result of the Department’s commitment to addressing all potential issues and opportunities for improvement, in conjunction with relevant stakeholders and staff, an approach the Department will carry into the 2005/06 and subsequent financial years.

Sustainable development can be defined as:

‘... development that meets the needs of the present without compromising the ability of future generations to meet their own need...’1

Actions taken by the Department, like any organisation, affect or impact on the environment, the economy and on society. These impacts can be both positive and negative. The Department’s sustainable development report is a means by which it can demonstrate its achievements in respect of its own internal performance.

As one of the largest government organisations, the Department maintains a larger (absolute) footprint in social, economic and environmental terms than many other entities. The challenge for the Department is to ensure that its internal operations reduce the adverse effects of that footprint as far as possible and work towards ensuring that the positive effects are emphasised both locally and nationally.

In meeting that challenge, the Department aims to act as a role model and benchmark for other government organisations, with minimum adverse impacts and minimum cost. The Department’s methodology for sustainability reporting continues to evolve. The standard of reporting and the tools used will continue to improve as measures and targets are refined and developed, and as stakeholder involvement is increased.


The Department’s current sustainable development approach centres on the development and implementation of a customised sustainable development framework that contributes to the Department’s decision making and core processes.

The Department’s strategy includes the identification of relevant social, environmental and economic indicators against which the Department’s sustainable development performance can be measured on an ongoing basis.

This will create the foundation for a more social, environmental and economic organisation positioned to meet government expectations in respect of safer communities by protecting the public and reducing re-offending through people, performance and quality, and, as a result, have the New Zealand public’s trust and confidence.

The Department seeks to contribute towards achieving a sustainable New Zealand, and will promote sustainable development through eco-efficiency, environmental technologies and decision making.


In order to deliver its outputs effectively, the Department is organised into service delivery functions (the Public Prisons Service, Probation and Offender Services and Corrections Inmate Employment) and support functions (Policy Development Group, Corporate Management Group, Strategic Services Group and Finance Group). The Department’s achievements in terms of strategic direction and range of outputs are set out in Part 1 and Part 2 of this annual report respectively. There is a particular focus for the groups and services to work together in a cohesive manner across the organisation to improve overall performance. For service delivery, this focus is enhanced by Regional Management Committees that are responsible for ensuring that operational management and service delivery are fully integrated.


The Public Prisons Service is responsible for the safe, secure and humane containment of sentenced and remand prisoners. Sentenced prisoners are those imprisoned following conviction. Remand prisoners are those who have been charged with an offence and are being held in custody pending plea, trial or sentencing.

The Service is also responsible for managing the sentences of each sentenced prisoner, including prisoner rehabilitation and reintegration needs. The Public Prisons Service operates 20 prisons throughout the country’s five prison service regions. Each Public Prisons Service region is run by a regional manager who is accountable to the General Manager Public Prisons Service.

Probation and Offender Services
incorporates the Community Probation Service, the Psychological Service and Intervention Services.

  • The Community Probation Service provides information and reports to judges (to assist them when sentencing offenders) and provides information to prison management and the New Zealand Parole Board. The Service manages communitybased sentences and orders including supervision, community work, parole, home detention, and release from prison on conditions. During the year, the Service also began the management of extended supervision orders in accordance with the Parole (Extended Supervision) Amendment Act 2004. The Service contracts with community providers for community-based rehabilitative and reintegrative programmes for offenders.
  • The Psychological Service provides specialist clinical treatment and assessment advice for offenders, and training and education for departmental staff and community groups. The Service provides specialist pre-assessment reports to courts and detailed psychological reports, including assessments of risk, to the New Zealand Parole Board. The Service undertakes research and is responsible for monitoring the integrity of assessments and programmes delivered within the Department.
  • Intervention Services has been operational from 1 July 2004 and provides programmes to offenders serving prison terms and those on community-based sentences or orders. The Service manages the Department’s programme delivery requirements for Straight Thinking and some criminogenic programmes, and provides training to prison and probation staff on criminogenic needs assessment tools. Intervention Services’ facilitators work closely with staff managing sentences in other Services.

The Department currently operates 20 Public Prisons Service institutions, including the Northland Region Corrections Facility. The Department is currently progressing the full commissioning of this facility. Management of the Auckland Central Remand Prison transferred from GEO Group Australia Pty Limited to the Public Prisons Service on 12 July 2005.

In addition, three new corrections facilities, in Auckland, Otago and Waikato, will be under construction in the 2005/06 financial year. Construction of the Auckland Region Women’s Corrections Facility is scheduled to be completed early in the 2006/07 financial year, with commissioning of this facility to commence by the end of the second quarter. Further construction at five existing facilities will provide additional accommodation of 493 beds, including the relocation of Ohura Prison to the new unit at Tongariro/Rangipo Prison.

The Department operates six special treatment units located in prisons:

  • two sex offender treatment units
  • three drug and alcohol treatment units
  • one violent offender treatment unit.

There are also 16 prison units with a specific focus:

  • five Maori Focus Units
  • five Self-care Units
  • five Young Offenders Units
  • one Faith-based Unit.

The Department’s Community Probation Service operates from 139 locations, there are eight Psychological Service offices, and Intervention Services operates from eight locations nationwide. Service delivery locations are shown on pages 152-3.


The Policy Development Group provides policy advice, strategic and trend analysis, develops correctional policy, contributes to legislative reviews and coordinates policy with other government agencies. The Group comprises the following units:

  • The Strategic Analysis Unit provides analysis of forecasts and trends, manages the Department’s research and evaluation work programme, and controls the Department’s externally reported outcome measures.
  • The Maori and Pacific Policy Unit provides strategic and operational advice designed to improve outcomes for Maori and Pacific peoples.
  • The Treaty Relationships Unit works to support the development and ongoing management of the Department’s Treaty relationships with Maori.
  • The Strategic and Legislative Policy Unit provides advice on externally driven policy, and input on any legislative development impacting on the Department.
  • The Operational Policy Unit is responsible for ongoing development of the Department’s key operational business processes.

The Corporate Management Group provides a range of services and advice to the Department. The Group comprises the following units:

  • Information and Technology is responsible for the development and ongoing implementation of the Department’s information technology strategy, business critical applications and the implementation of the Department’s knowledge management strategy.
  • Planning, Standards and Monitoring is responsible for the Department’s strategic and business planning and reporting processes, contract management with key external providers, provision of national systems, service descriptions and specifications for core corrections services, compliance monitoring, and international benchmarking activities.
  • Corporate Support Services is responsible for the provision of project management, matrix management and reporting, administration of statutory delegations, authorisations and appointments, facilities and services delivery monitoring, victim support services, legal services and support services delivered within the Department’s Head Office.

Corporate Management also provides administrative support and training services for the New Zealand Parole Board.

The Strategic Services Group provides specialist advice and services to assist with the management of the Department and provides assurance to the Chief Executive. The Group comprises the following units:

  • Human Resources is responsible for the development of department-wide human resource management strategy.
  • The Communications Unit is responsible for providing advice on communications strategy, media management, projects and publications.
  • Internal Audit provides assurances on key statutory accountabilities and the operation of the Department’s risk management framework. Its services include operational audits, security and custodial audits, financial audits, IT audits, special investigations, quality assurance and advisory reports. It also supports groups and services to implement risk management practices and robust self-review mechanisms. The Director Internal Audit is part of the Strategic Services Group but also reports directly to the Chief Executive.
  • The Prison Inspectorate reports directly to the Chief Executive on matters that affect the fair, safe, secure and humane treatment of offenders and the maintenance of the integrity of sentences imposed by the courts.

The Finance Group provides a range of financial and property advice and support services to the Department. The Group comprises the following:

  • Corporate Financial Services provides accounting and payroll services, the management of the budget process and the Department’s interface with the Treasury.
  • Corrections Inmate Employment manages prisoner employment in prisons throughout New Zealand. Prisoners work and receive training under the supervision of instructors, in areas such as joinery, catering, farming and forestry.
  • Assets and Property manages the Department’s land and buildings, which has a current gross book value of approximately $880 million. It  also determines the suitability of new sites on which to construct prison facilities, and the expansion of existing facilities. Construction underway to deliver additional beds for offenders is budgeted to be $130 million for the 2005/06 financial year.
  • The Regional Prisons Development Project works towards the design, construction and commissioning of new facilities once prison sites are acquired. This includes the planned new prisons in Otago, Auckland and the Waikato.


Service Delivery Locations
View a larger version of the Service Delivery Locations image (jpg: 718KB)



PPS Regions map

Northern Region

Wellington Region

1 Northland Region Corrections Facility*

13 Rimutaka Prison

2 Auckland Prison

14 Arohata Women’s Prison

3 Mt Eden Prison

15 Wellington Prison

4 Mt Eden Women’s Prison

Southern Region

5 Auckland Central Remand Prison †

16 Christchurch Prison

Waikato/Central Region

17 Christchurch Women’s Prison

6 Waikeria Prison

18 Rolleston Prison

7 Ohura Prison

19 Dunedin Prison

8 Tongariro/Rangipo Prison

20 Invercargill Prison

Midland Region


9 New Plymouth Prison

10 Hawkes Bay Regional Prison

Corrections Inmate Employment (CIE) operates

11 Wanganui Prison


12 Manawatu Prison


* operational in third quarter of 2004/05

† Managed by the Public Prisons Service from 13 July 2005



CPS and Intervention Services map

CPS sites comprise either:

– Probation Offices – Community Work Centres – Reporting Centres – Area/Regional Offices

Northern Region


1 Kaitaia

39 Wairoa

2 Kerikeri

40 New Plymouth

3 Kaikohe

41 Stratford

4 Whangarei (3 sites)

42 Turangi

5 Dargaville

43 Opunake

6 Warkworth

44 Hawera

7 Auckland (24 sites)

45 Hastings

Central Region

46 Napier (2 sites)

8 Coromandel

47 Wanganui (2 sites)

9 Thames

48 Waipukurau

10 Waihi

49 Dannevirke

11 Paeroa

50 Fielding

12 Te Aroha (2 sites)

51 Palmerston North (2 sites)

13 Katikati

52 Pahiatua

14 Huntly

53 Foxton

15 Ngaruawahia

54 Levin

16 Morrinsville (2 sites)

55 Otaki

17 Tauranga (2 sites)

Southern Region

18 Hamilton (6 sites)

56 Masterton

19 Mt Manganui

57 Paraparaumu

20 Raglan

58 Wellington (11 sites)

21 Cambridge

59 Motueka

22 Te Puke

60 Nelson

23 Te Awamutu

61 Blenheim (2 sites)

24 Tokoroa

62 Westport

25 Ruatoria

63 Reefton

26 Opotiki

64 Greymouth

27 Whakatane

65 Hokitika

28 Putaruru

66 Rangioria

29 Mangakino

67 Christchurch (9 sites)

30 Otorohanga

68 Ashburton

31 Kawerau

69 Timaru

32 Rotorua (3 sites)

70 Oamaru (2 sites)

33 Te Kuiti

71 Queenstown

34 Murupara

72 Alexandra

35 Gisborne

73 Dunedin (4 sites)

36 Taupo

74 Gore

37 Taumarunui (3 sites)

75 Balclutha

38 Waitara

76 Invercargill


Key Intervention ServicesINTERVENTION SERVICES


PS map

Northern Region

Northern Region

1 Kaikohe Office

1 Kaikohe Office

2 Auckland Regional Office

2 Auckland (2 sites)

Central Region

3 Hamilton Office

3 Hamilton Regional Offices (2 sites)

4 Rotorua Office

4 Napier Regional Office

5 Hawkes Bay Office

5 Palmerston North Regional Office

6 Palmerston North Office

Southern Region

Southern Region

6 Lower Hutt Regional Office

7 Wellington (2 sites)

7 Christchurch Regional Office

8 Christchurch (2 sites)

8 Invercargill Regional Office

9 Dunedin Office


This programme is run in conjunction with Child, Youth and Family

1 Auckland


2 Christchurch



In addition to the groups and services, the Department’s governance structure includes a number of management teams, committees and advisory groups as follows.

Senior Management Team

The Department’s Senior Management Team comprises the Chief Executive and the General Manager of each of the groups and services, including the Chief Financial Officer. The General Managers and the Chief Financial Officer provide support to the Chief Executive on matters of strategic direction, risk management, staff capability, communications, resourcing and relationship management.

Barry Matthews

Phil McCarthy

Katrina Casey

Bob Calland

Mike Martelli

John Ryan

Jane von Dadelszen

Barry Matthews
Chief Executive

Phil McCarthy
General Manager
Public Prisons Service

Katrina Casey
General Manager
Probation and Offender Services

Bob Calland
General Manager
Corporate Management

Mike Martelli
General Manager
Strategic Services

John Ryan
Chief Financial Officer

Jane von Dadelszen
General Manager
Policy Development

The aim of the Senior Management Team is to:

  • establish and implement the strategic business planning framework
  • establish, distil and promote the organisation’s values, principles, goals and objectives
  • serve as the central forum for discussion of and decision on the Department’s public policy issues and internal organisational policies, practices and systems
  • review existing and proposed changes to output delivery and mix including consideration of the related operational practices and standards with a view to ensuring the effective accomplishment of strategic goals
  • serve as an information exchange enabling members to better perform their individual roles and manage external communications issues
  • provide advice and support to the Chief Executive.

Regional Management Committees

Regional Management Committees were established to support the Department’s outcomes by maintaining continued attention to operational

management, integration across service delivery entities, and managing relationships with local communities and stakeholders including Maori and Pacific peoples. There are three Regional Management Committees, comprising the respective regional managers of each Public Prisons Service, Community Probation Service and Psychological Service region and senior representatives from Corrections Inmate Employment and Intervention Services. The committees have four key roles:

  • ensure safe, effective and culturally appropriate management of ‘whole of Department’ service delivery in the region
  • ensure that operational management and service delivery are more integrated on the boundary and interface areas across delivery entities
  • demonstrate ongoing ownership of the implementation of the Department’s Maori Strategic Plan, and its key principles of responsiveness, effectiveness and partnership
  • demonstrate ongoing ownership of the implementation of the Department’s Pacific Strategy.

Working within the framework of the Regional Management Committees are Regional Operating Groups that support the integration of the regional approach to operational management across the Department’s service delivery entities.

Assurance Board

The Assurance Board assists the Chief Executive to ensure that the Department’s risk management framework is operating effectively. In particular, that:

  • internal control and quality assurance environments are robust and enhanced where necessary
  • operational, legal, financial, information technology, human resources management and security systems’ risks are identified and managed
  • management of the offender environment is maintained, with issues appropriately addressed when they arise.

The Board, which meets bi-monthly, maintains professional oversight of the operation of the Department’s internal audit and inspectorate functions. Formal departmental reporting on risk management is provided to the Assurance Board, which also reviews progress in key risk areas through reports from internal audit, the inspectorate and departmental management.

The Board is chaired by the Chief Executive and includes five external members.

Chief Executive’s Maori Advisory Group

The Chief Executive’s Maori Advisory Group provides direct advice and feedback to the Chief Executive on strategic, policy and operational issues that affect Maori communities.

The Group is chaired by the Chief Executive and includes six external members.

The Maori Advisory Group supports the development of initiatives that meet the Department’s aim to be more responsive to Maori. Its work contributes to the second theme of the Department’s Strategic Business Plan, “Improving Responsiveness to Maori”, and, in particular, the Department’s Maori Strategic Plan.

Chief Executive’s Pacific Advisory Group

The Chief Executive’s Pacific Advisory Group provides direct advice and feedback to the Chief Executive on strategic, policy and operational issues that affect Pacific communities, offenders and staff.

The Group represents an important connection with the Pacific community, and assists the Department to become more responsive to Pacific peoples’ needs, with a focus on reducing re-offending by Pacific offenders, within the context of the Department’s Pacific Strategy.

The Group is chaired by the Chief Executive and includes five external members.

Inmate Employment Advisory Committee

The Inmate Employment Advisory Committee advises the Chief Executive on:

  • implementation of prisoner employment policy
  • external and internal operational targets and financial performance
  • identification and management of risks arising from the Department’s prisoner employment activities.

The Board is currently chaired by the Department’s Chief Financial Officer and includes external representation, the Chief Executive and other departmental representatives.

Interagency Agreements

The Department of Corrections has in place a number of agreements with other government departments and agencies to assist with achieving its goals of protecting the public and reducing re-offending.

The purpose of these agreements is to create an environment of cooperation to facilitate a sharing of information and provide free-flowing access to the services each department and agency can provide.

The Department currently has in place agreements with the following agencies:

  • Ministry of Justice
  • New Zealand Police
  • Child, Youth and Family
  • Ministry of Health
  • Inland Revenue Department
  • Department of Building and Housing
  • Housing New Zealand Corporation
  • Career Services
  • New Zealand Parole Board
  • Ministry of Social Development
  • Accident Compensation Corporation
  • Office of the Ombudsmen
  • Department of Labour.

During the 2004/05 financial year, the Department continued to develop the framework and mechanisms to ensure strong collaborative  relationships with other agencies (including government departments) at a national and local level.

Intersectoral Committees

The Department is represented on a large number of local, regional and national intersectoral committees that have been established to contribute towards achievement of one of the Government’s key goals, to ’reduce inequalities in health, education, employment and housing’. The purpose of these committees is to facilitate achievement of this goal through intersectoral cooperation and participation in the wider community.

Committees on which the Department is represented throughout the country include:

  • Strengthening Families
  • Safer Community Councils
  • Violence Prevention Network
  • Family Violence Funding Circuit Breaker
  • Child Welfare Liaison
  • Restorative Justice Committees
  • Reducing Inequalities Officials Committee
  • Reducing Youth Offending
  • Regional Forensic Advisory Committee
  • Regional Intersectoral Fora
  • Pacific Island Capacity Building Project
  • Social Equity Pacific Senior Officials Group
  • Pacific Crime Reduction Strategy Project Advisory Group
  • Inter-agency Committee on Drugs
  • National Drug Policy Steering Group.


The New Zealand Parole Board is an independent statutory body established under section 108 of the Parole Act 2002 to perform various functions, primarily in relation to the release from detention of offenders serving sentences of imprisonment of more than two years and to consider offenders for home detention. The New Zealand Parole Board publishes its own annual report that can be viewed at The Department provides administrative, financial and secretariat services to the New Zealand Parole Board.


The Victim Notification System was set up in 1987 as a result of the Victims of Offences Act 1987. The objective of the system is to provide registered victims of certain offences with notice or advice about prisoners in prison or offenders on home detention or parole.

The Victims’ Rights Act 2002 has extended this to include offenders held by district health board mental health services.

Section 29 of the Victims’ Rights Act 2002 sets out the eligibility criteria for a victim of an offence to receive notice or advice. The right to receive this information applies if the offence is:

  • one of sexual violation or other serious assault; or
  • one that resulted in the serious injury to a person, in the death of a person, or in a person being incapable; or
  • one of another kind that has led to the victim having ongoing fears on reasonable grounds for their physical safety or security, or, the physical safety or security of members of their immediate family.

The Police receive and verify that applications fulfil the eligibility criteria. The Department records victim and offender information, on a database and sends a confirmation letter to the victim. The victim also receives a fact sheet describing the notification processes. The Department notifies registered victims of information, such as the escape or death in custody of offenders, release to work, temporary releases and impending release dates.

The New Zealand Parole Board is responsible under the Parole Act 2002 for notifying registered victims of impending parole hearings and the victim’s right to make submissions to the Board. Victims are also entitled to information about a prisoner’s sentence (including any programmes they have undertaken and completed, and their security classification) to help them prepare their submission.

More information on the Victim Notification System is available on the Department’s website.


Escort and Courtroom Custodial Services

During the year, Chubb New Zealand Limited carried out 32,633 prisoner escort and 8,792 court custody tasks in Northland and Auckland under a new contract with the Department, which commenced on 1 July 2004.

Auckland Central Remand Prison

The management of the Auckland Central Remand Prison transferred from GEO Group New Zealand Pty Limited to the Public Prisons Service on 12 July 2005. The standard prison population at Auckland Central Remand Prison is 277 general population prisoners and 22 special needs prisoners. The prison also has 82 beds provided for disaster recovery, used during 2004/05 to manage over forecast prisoner numbers.

Home Detention

Home detention allows eligible offenders to serve their sentences outside prison under electronic and physical surveillance, and under supervision by Probation Officers from the Community Probation Service. Chubb New Zealand Limited provides electronic monitoring and  manual surveillance services to the Department relating to offenders who are serving a home detention order throughout New Zealand under a new contract with the Department, which commenced on 1 December 2004. During the year, 1,515 offenders commenced a home detention order.

External Providers of Programmes for Offenders

The Department contracted with a number of external providers for the provision of rehabilitative, motivational, educational and reintegrative programmes during the 2004/05 financial year.

Public Prisons Service

To assist in the rehabilitation of offenders, the Public Prisons Service has entered into external contracts for the delivery of drug and alcohol and Maori therapeutic programmes. Care New Zealand has been contracted for in-house delivery of alcohol and drug treatment programmes at Waikeria and Arohata Prisons for the period through to 30 June 2005. Local Maori providers were contracted to deliver therapeutic programmes at two of the five Maori Focus Units with a further three providers to be appointed in the first quarter of 2005/06. These programmes are designed to addressthe key specific cultural criminogenic needs of Maori within a culturally effective context.

The Public Prisons Service has contracted with two national providers and one regional provider for the delivery of Tikanga Maori programmes in the men’s prisons for the period through to 30 June 2006. Local Maori providers were also contracted to deliver Tikanga programmes in the Young Offenders Units and in two of the female prisons. The Public Prisons Service has also introduced Christianbased programmes that are delivered in the Faith-based Unit at Rimutaka Prison by the Prison Fellowship of New Zealand.

The Public Prisons Service provides the following educational services to sentenced prisoners:

  • basic literacy and numeracy
  • unit standards to attain the National Certificate in Employment Skills (NCES) qualification
  • secondary education (the National Certificate in Educational Achievement (NCEA))
  • English as a second language (ESOL)
  • vocational training.

The Public Prisons Service has contracted with five regional providers for the delivery of NCES for the period through to 30 June 2006. For literacy and numeracy, secondary education and ESOL, the delivery of learning material is through a national provider, while offenders are supported through the process by locally contracted tutors.

Local providers are contracted for the delivery of vocational training (computer skills and driver licences).

Reintegrative Services
The Public Prisons Service has contracted two external providers to deliver living, parenting and budgeting skills programmes throughout the prison sites. In addition, external providers have been contracted to deliver a tattoo removal programme at Auckland and Waikeria Prisons and a restorative justice programme where prisoners are encouraged to confront their offending and to restore the damage done to victims.

Providers contracted by the Department include:

  • Care New Zealand – alcohol and drug programmes
  • Mahi Tahi Trust – Tikanga Maori programmes
  • MH Wananga Trust – Tikanga Maori programmes
  • Aotea Associated Consultants – Tikanga Maori programmes
  • Prison Fellowship of New Zealand – Faith-based Unit programme – restorative justice programme
  • Workforce Consultants – NCES
  • Literacy Aotearoa – NCES
  • Dunedin Methodist Mission – NCES
  • Southland YMCA Education Limited – NCES
  • Literacy Training Limited – NCES – living and budgeting skills
  • Correspondence School of New Zealand – literacy and numeracy – ESOL
  • Relationship Services – parenting skills
  • Mangere Health Centre – tattoo removal
  • Rou Rou Consultants – Maori theraputic programmes
  • Te Korowai Aroha O Tupoho – Maori therapeutic programmes
  • Te Rapu Ora – Maori theraputic programmes
  • Aotea Associated Consultants – Maori therapeutic programmes
  • Hine Wirangi Kohe-Morgan – Womens Tikanga Maori programme
  • Prison Chaplaincy Services, Aotearoa New Zealand – chaplaincy services
  • Arts Access Aotearoa – arts programmes.

Community Probation Service
The Community Probation Service contracted with a number of providers for the provision of both residential and non-residential programmes during the 2004/05 financial year. All community-based Tikanga Maori programmes are delivered via contracts with Maori providers. Non-residential programmes purchased included domestic violence prevention, sex offender treatment, and some alcohol and drug treatment programmes. The Department continued to contract with three community residential centres for the provision of residential programmes:

  • Te Ihi Tu Trust in New Plymouth, which delivers a Kaupapa Maori programme addressing issues relating to offending on an individual case management basis.
  • Salisbury Street Foundation in Christchurch, which focuses on men who have a long history of offending and imprisonment.
  • Montgomery House in Hamilton, which provides programmes for men who repeatedly commit serious violent offences.

In addition, the Community Probation Service contracted with providers of reintegrative support services to conduct the Te Hokinga Mai programme in Auckland and Christchurch. New Zealand Prisoners’ Aid and Rehabilitation Society (NZPARS) NZPARS operates under a primary contract with the Department of Corrections to contribute to a reduction in re-offending by assisting offenders (and their family/whanau) to address practical problems as they reintegrate back into the community or home detention following their release from prison. Specifically, NZPARS assists offenders to address the following reintegrative needs:

  • obtaining employment
  • managing finances
  • managing relationship issues
  • developing pro-social community support
  • acquiring accommodation
  • assisting to prevent victim-related problems
  • assisting with post-release health care continuity.

In addition, the Auckland Prisoners’ Aid and Rehabilitation Society has been contracted to provide a pilot scheme for supported accommodation, providing housing assistance for recently released prisoners in the Auckland area.


The Department operates within a strong compliance environment, governed by legislation, regulations, contracts and delegations. Key pieces of legislation include:

  • The Corrections Act 2004 (with the Corrections Regulations 2005), which was implemented on 1 June 2005 provides the legal framework for the management and operation of prisons and prisoners, and replaced the Penal Institutions Act 1954 (and the Penal Institution Regulations 2000). The Department of Corrections administers the Corrections Act. The new Act introduces reforms that reflect modern conditions and approaches to how the Department manages offenders. It is also in line with other recent criminal justice reforms. It emphasises that public safety is of central importance and that the Department has to consider victims’ interests when managing offenders.
  • Corrections Regulations 2005. Comprehensive regulations are required to give full effect to the Corrections Act 2004. While the Act contains matters of principle and a policy framework for the corrections system, the regulations provide for matters of detail and implementation. The Corrections Regulations 2005 were enacted on 7 March 2005. The commencement date was 1 June 2005, the same date as for the  Corrections Act 2004. The new Regulations are made pursuant to the Corrections Act and replace the Penal Institutions Regulations 2000.
  • The Sentencing Act 2002 (and associated regulations) was implemented on 30 June 2002 and together with the Parole Act 2002, largely replaces the Criminal Justice Act 1985. The Department of Corrections and the Ministry of Justice jointly administer this Act.
  • The Parole Act 2002 (and associated regulations) was implemented on 30 June 2002 and, together with the Sentencing Act 2002, largely replaces the Criminal Justice Act 1985. Most of the provisions relating to home detention are contained in the Parole Act. The Department of Corrections and the Ministry of Justice jointly administer this Act.

The Department’s social, environmental and economic issues are governed by legal obligations and through organisational strategies and policies. The Department manages its social issues through the Strategic Business Plan 2003–2008 and its accompanying companion strategies. In relation to social issues, the Department is regulated by many Acts, including the:

  • New Zealand Bill of Rights Act 1990
  • Children, Young Persons, and Their Families Act 1989
  • Employment Relations Act 2000
  • State Sector Act 1998
  • Treaty of Waitangi Act 1975
  • Victims’ Rights Act 2002
  • Health and Safety in Employment Act 1992.

The Department is working towards the development of a national environmental strategy, which is designed to integrate environmental management into daily operations. On environmental issues, the Department conducts business in compliance with the:

  • Environment Act 1986
  • Resource Management Act 1991
  • Local Government Act 2002
  • Ozone Layer Protection Act 1996
  • Building Act 2004
  • Hazardous Substances and New Organisms Act 1996
  • Health Act 1956
  • Biosecurity Act 1993
  • Energy Efficiency and Conservation Act 2000.

The Department’s financial management arrangements incorporate the economic aspects of sustainable development reporting. These aspects include accountability under the Public Finance Act 1989 and the Department’s Risk Management Framework on financial and governance issues.


New Zealand’s highest-risk offenders was released in July 2004. The report involved 149 prisoners from Waikeria Prison and seeks insight into offenders predicted to re-offend seriously.

  • Strategy to Reduce Drug and Alcohol Use by Offenders 2005–2008. The strategy, released in September 2004, aims to reduce re-offending by reducing offender drug use in prison and post release. The following reports were produced during the year and are available from the Department of Corrections Information Centre.
  • Annual Report 2003/04 – An annual report for the year 2003/04 is required under the Public Finance Act 1989.
  • Statement of Intent 2005/06 – A statement of corporate intent for the year 2005/06 is required under the Public Finance Act 1989.
  • Integrated Offender Management System Review. The independent review of the Integrated Offender Management System was carried out as part of the Department’s Output Pricing Review. The objective of the review was to define the future direction of the IOMS system from 2004 through to 2012.
  • New Zealand high-risk offenders: Who are they and what are the issues in their management and treatment? A year-long study into


This report highlights performance against the targets and goals for sustainable development set out in the Department’s 2004/05 Statement of Intent. Many of these indicators are drawn from relevant social, environmental and economic indicators included in the 2002 Global reporting Initiative Sustainability Reporting Guidelines.

Statistics New Zealand, in its draft report Monitoring Progress Towards a Sustainable New Zealand, has proposed a range of indicators to measure sustainable development progress from a New Zealand public sector perspective. The key difference with these indicators is the identification of a separate cultural dimension distinct from the social dimension. These indicators, however, remain at a developmental stage and it is envisaged that the Department’s sustainable development framework  will reflect these indicators once approved and adopted by government.

1 Department of Prime Minister and Cabinet, Sustainable Development for New Zealand – Programme of Action January 2003 p6.

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