Audit of training activities, 2012

Internal Audit Report

378-1-274

May 11, 2012

Table of Contents

EXECUTIVE SUMMARY

Background

The Audit of Training Activities is being conducted as part of Correctional Service Canada's (CSC) 2011-2014 Risk-Based Audit Plan (RBAP), and is linked to numerous CSC initiatives such as the CSC Corporate Risk Profile, the Report on Plans and Priorities, and the CSC Human Resource Strategic Plan.

Despite its small budget in comparison to overall departmental spending, training is material as the Learning and Development Branch plays a critical role in assuring CSC meets its public safety objectives. Learning and Development (L&D) initiatives and training activities are of particular interest to CSC management due to the anticipated increase in staff and subsequent training requirements resulting from legislative changes such as the Truth in Sentencing Act, and the resulting increase in the number of offenders entering the criminal justice system.

The objectives of this audit, as outlined in the RBAP, are:

To achieve these objectives, the audit team reviewed key documentation and policies, conducted interviews with institutional, regional and national staff, and performed file reviews. The audit was national in scope and focused on compliance with CSC's NTS, including Treasury Board required training, regulated training, and CSC-driven training.

Conclusion

Overall, the audit found that a management framework to support training activities is in place. CSC employees are receiving mandatory training as per the NTS, and these training activities are monitored regularly by way of compliance reports provided to senior management. The audit also found that CSC is in compliance with legislation and policy with regard to the NTS examined in this audit.

That stated, our examination has revealed that NTS courses are inconsistently administered across CSC. CSC Guidelines and CSC's Management Control Framework for Staff Training require updating to reflect the current governance structure and to define the roles and responsibilities of key personnel to ensure the equitable distribution of duties and responsibilities. Duplicate monitoring systems exist at the institutional level, and reporting processes vary across regions, resulting in inefficiencies across the organization and documentation being managed inconsistently across the country.

The impact of these findings is that CSC's administrative control over some NTS courses is limited and opportunities to ensure consistency of implementation and efficiencies are missed. Further, risk management of critical courses is required due to the significant number of NTS courses. Inconsistent documentation practices render the monitoring of course compliance for individual CSC staff challenging.

Recommendations have been made in the report to address these areas for improvement. Management has reviewed and agrees with the findings contained in this report and a Management Action Plan has been developed to address the recommendations (see Annex F).

STATEMENT OF ASSURANCE

This engagement was conducted with a moderate level of assurance.

In my professional judgment as Chief Audit Executive, sufficient and appropriate audit procedures have been conducted and evidence gathered to support the accuracy of the opinion provided and contained in this report. The opinion is based on a comparison of the conditions, as they existed at the time, against pre-established audit criteria that were agreed on with management. The opinion is applicable only to the area examined. The evidence was gathered in compliance with Treasury Board policy, directives and standards on internal audit and the procedures used meet the professional standards of the Institute of Internal Auditors. The evidence gathered was sufficient to provide senior management with proof of the opinion derived from the internal audit.

_ Date:
Sylvie Soucy, CIA
Chief Audit Executive

1.0 INTRODUCTION

Background

The Corrections and Conditional Release Act, 1992 (CCRA) states that "the purpose of the federal correctional system is to contribute to the maintenance of a just, peaceful and safe society".1 The principle within this Act related to training that guides the CSC in achieving this purpose is listed under s.4(j)(1) of the Act, and requires the Commissioner ensure "that staff members [are] properly selected and trained and [are] given appropriate career development opportunities".2

The TB Policy on Learning, Training and Development sets out additional requirements for training, and provides Deputy Heads with the authority, pursuant to section 12(1)(a) of the Financial Administration Act, to "determine the learning, training and development requirements of persons employed in the Public Service and fix the terms on which the learning, training and development may be carried out".

Under this authority, CSC developed the Learning, Training and Development Guidelines, 2007 (the Guidelines) which illustrate CSC's commitment to continuous learning, training and development, and also outline organizational priorities, such as ensuring compliance with CSC's approved NTS, as well as Public Service required training.

National Training Standards (NTS) - Mandatory Training

CSC has developed a suite of training courses, previously referred to as the National Training Standards (NTS), now defined by the Learning and Development Branch as Mandatory Training. For the purpose of this audit, these courses will be identified as NTS.

These courses "represent the fundamental learning and development requirements an employee will be provided in order to perform certain aspects of their roles and responsibilities. All training activities are compulsory by the deadline indicated in the individual trainings, in order to meet the various legal requirements".

It should be noted that while all NTS courses are mandatory, this suite of courses does not include all mandatory regulated and legislated training, such as Workplace Hazardous Materials Information System (WHMIS).

During the time this audit was conducted, the number of NTS courses totalled 62; an increase from 39 in 2005-06.

There are three types of NTS courses:

  1. CSC driven training, which is developed by CSC, e.g. the Correctional Training Program (CTP) for correctional officers;
  2. Regulated training, e.g. First Aid and CPR; and,
  3. Government of Canada Required Training, e.g. Canadian School of Public Service (CSPS) Orientation to the Public Service.

These courses are delivered by internal or external instructors, at various locations such as institutions, staff colleges or Canada School of Public Service sites. In instances where availability of resources is an issue, as with institutions that do not have a firing range, training is conducted off-site at privately run locations.

Every employee3 at CSC has a career plan that identifies which NTS courses are required to perform their job, based on their classification, position and work location. Each NTS course has at least one competency associated with it; they are created and assigned by CSC and are unique to the organization. These competencies are used to track employee compliance with the mandatory training requirements in the Human Resource Management System (HRMS). Employee career plans are determined and manually entered into HRMS by the Staff Training Coordinators (STC), who are responsible for monitoring all NTS training activities at the institution/site/district level.

Organizational Structure

The STC generally works on-site at the institution and reports to the Manager of Management Services at the regional staff college, who, in turn reports to the Director of the Regional Staff College.

The five Regional Staff College Directors report to the Director General of Learning & Development (L&D) at NHQ, who reports to the Assistant Commissioner Human Resources Management (ACHRM). The L&D Branch also includes three divisions at NHQ: Policy, Planning and Performance; Training, Design and Development; and, Implementation of National Learning Programs, Partnerships and Infrastructure.4

Risk Identification and Analysis

A risk analysis to identify the most important risks facing CSC training was completed by the audit team. The assessment was based on an examination of the management framework and organizational governance structure, a review of past audits, and interviews with L&D staff.

Training demands are expected to increase significantly as hiring is underway in response to the projected increase in offender population resulting from newly passed legislation. As such, the audit team concluded that CSC's main risk relates to ensuring compliance with mandatory training requirements for those staff working directly with offenders.

It was also brought to the attention of the audit team that reporting information pertaining to training may be inconsistent and unreliable.

These risks were considered in establishing audit objectives and developing supporting audit tools for testing and gathering of evidence.

2.0 AUDIT OBJECTIVES AND SCOPE

2.1 Audit Objectives

The audit objectives are:

2.2 Audit Scope

The audit was national in scope and focused on compliance with CSC's NTS, including TB required training, regulated training, and CSC-driven training. It also focused on substantive CX, WP and AS employees5, as these staff classifications represent more than 60% of CSC's employees and require mandatory courses from each type of NTS.

Non-mandatory training, developmental training, or professional certifications and designations, all of which are not included in the NTS were considered out of the scope of this audit. Also out of the scope, was how individual mandatory training courses are developed, maintained, or delivered. Additionally, the audit did not assess the quality of individual courses, or their adherence to legislative or policy requirements.

The audit examined the controls in place to ensure that training is completed in compliance with the NTS, and that compliance is monitored and reported in an accurate manner. The audit focused on NTS training activities for 12 selected courses as of September 30, 2011 and employee career plans as of January 6, 2012. These courses were selected as they represented courses from CSPS training, CSC driven – training, and regulated training.

However, the audit did examine how the NTS suite as a whole is approved, updated and amended.

3.0 AUDIT APPROACH AND METHODOLOGY

The approach included site visits to three regions, interviews with institutional, regional and NHQ staff, and a review of relevant policies, legislation and documentation such as strategic plans and compliance reports. It also included a review of a sample of 372 employee files from across all regions.

Annex B lists and describes the techniques used to gather evidence to complete this audit.

5.0 OVERALL CONCLUSION

Overall, the audit found that CSC employees are receiving mandatory training as per the NTS, and that these training activities are monitored regularly by way of compliance reports provided to senior management. The audit also found that CSC is in compliance with legislation and policy with regard to the National Training Standards examined in this audit.

The results of the audit demonstrate that a management framework to support training activities is in place. More specifically, the audit team found that:

The audit identified areas that require attention, as follows:

ANNEX A

AUDIT OBJECTIVES AND CRITERIA

OBJECTIVES CRITERIA
1. To provide assurance that a management framework is in place for training activities and that it is implemented and monitored. 1.1 Policy and Legislative Framework

i) CSC guidelines and standards are consistent with government policies and legislation relating to training; and,

ii) a process exists to ensure CSC meets its learning and development requirements due to new legislation such as the Truth in Sentencing Act.
1.2 Roles & Responsibilities

CSC organizational structure, roles and responsibilities at all levels (NHQ, RHQ) are clearly defined, understood and are documented.
1.3 Monitoring and Reporting

Compliance monitoring and reporting practices are in place to ensure management receives accurate and timely information as required.
2. To provide reasonable assurance that CSC is complying with relevant legislation, policy directives and guidance pertaining to the National Training Standards. 2.1 Quality Assurance & Controls

Controls are in place to ensure data is entered in HRMS accurately, consistently, and in a timely manner so as to validate employee compliance with NTS.
2.2 Documentation

i) Files contain evidence that mandatory training has been completed; and,
ii) Data is captured in HRMS.

ANNEX B

AUDIT APPROACH AND METHODOLOGY

Audit evidence was gathered through a number of methods as follows:

Institutions were selected for the audit based on CSC's Internal Audit Branch Analysis of Site Coverage for Internal Audit/Review Engagements FY 2007-08 to 2010-11 to prevent over-auditing of sites, and to ensure equal coverage across regions and institutions.

Interviews: 97 interviews were conducted either in person, by videoconference or by teleconference with staff from Learning and Development (NHQ), all five Regional Staff Colleges, and from selected institutions (see Annex D for a list of interviewees).

Review of documentation: Relevant documentation such as strategic plans, meeting minutes, process documentation, performance and compliance reporting, training files, procedure manuals and training material was reviewed.

Testing: File review was performed to provide assurance that training compliance data is entered, monitored and reported accurately. A statistically valid random sample was selected (using a 95% confidence level and 5% confidence interval) from an HRMS employee report for all CX, WP and AS employees across Canada, resulting in a population of 372 career plans. From this sample, a sub-sample of 20 files per Region (10 from NHQ) was selected for a secondary documentation review of career plans and substantiating documentation for 12 NTS courses (Annex E).

ANNEX C

LOCATION OF SITE EXAMINATIONS/VIDEOCONFERENCE INTERVIEWS

REGIONS SITES
NHQ
  • Learning and Development
Atlantic
  • Regional Staff College- Moncton
  • Atlantic Institution
  • Westmorland Institution
  • Nova Institution for Women
  • Atlantic District Office
Quebec
  • Regional Staff College – Laval
  • Donnacona Institution
  • Cowansville Institution
  • La Macaza Institution
  • Montée Saint-François Institution
  • Montreal Metropolitan District Office
Ontario
  • Regional Staff College – Kingston
  • Millhaven Institution
  • Regional Treatment Centre
  • Fenbrook Institution
  • Beaver Creek
  • Grand Valley Institution for Women
Prairies
  • Regional Staff College – Saskatoon
  • Edmonton Institution
  • Pê Sâkâstêw Healing Lodge
  • Bowden Institution
  • Grierson Centre
  • Regional Psychiatric Centre
Pacific
  • Regional Staff College – Abbotsford
  • Mission Institution
  • William Head Institution
  • Fraser Valley Institution
  • Pacific District Office

ANNEX D

LIST OF INTERVIEWEES

REGIONS SITES
NHQ
  • Director General, Learning and Development
  • Director of Policy Planning and Performance
  • Employee Learning Training Coordinator
  • National Required Training Coordinator, CSPS
Atlantic
  • Staff College:
    Staff College Director; STC / Registrar
  • Atlantic Institution
    Deputy Warden; AWO; CMSD; STC
  • Westmorland Institution
    Warden; CMSD; STC
  • Nova Institution for Women
    Deputy Warden; AWMS; STC* shared service with District
  • Atlantic District Office
    District Director; Assistant District Director, Management Services; STC* shared service with Nova
Quebec
  • Regional office / staff college – Laval
    Staff College Director; MMS; Registrar; STC
  • Donnacona Institution
    AWO; AWMS; CMSD; STC
  • Cowansville Institution
    Deputy Warden; AWO; CMSD; STC
  • La Macaza Institution
    AWO; CMSD; STC
  • Montée Saint-François Institution
    Warden; AWMS; CMSD; STC
  • Montreal Metropolitan District Office
    District Director; AWMS; STC
Ontario
  • Regional office / staff college – Kingston
    Staff College Director; MMS; Registrar; STC
  • Millhaven Institution
    Deputy Warden; AWO; CMSD; STC
  • Regional Treatment Centre
    Executive Director; AWO; CMSD; STC
  • Fenbrook Institution
    Warden; AWO; CMSD; STC* shared service with Beaver Creek
  • Beaver Creek Institution
    Warden; Manager of Operations; Correctional Manager; STC* shared service with Fenbrook
  • Grand Valley Institution for Women
    A/Deputy Warden / AWO; CMSD; STC
Prairies
  • Regional office / staff college – Saskatoon
    Staff College Director; MMS; STC
  • Edmonton Institution
    Warden; AWO; CMSD; STC* shared service with Grierson
  • Pê Sâkâstêw Healing Lodge
    Executive Director; AWMS; STC* shared service with Bowden
  • Bowden Institution
    Warden; AWO; CMSD; STC* shared service with Pê Sâkâstêw
  • Grierson Centre
    Executive Director; Correctional Manager; STC* shared service with Edmonton
  • Regional Psychiatric Centre
    Executive Director; AWO; CMSD; STC
Pacific
  • Regional office / staff college – Abbotsford
    Staff College Director; MMS; STC / Registrar
  • Mission Institution
    Deputy Warden; AWO; CMSD; STC
  • William Head Institution
    Deputy Warden; AWMS; CMSD; STC* share service with Fraser Valley
  • Fraser Valley Institution
    Warden; AWO; CMSD; STC* shared service with William Head
  • Pacific District Office
    District Director; ADDMS; STC

ANNEX E

MANDATORY COURSES (NTS) INCLUDED IN SECONDARY DOCUMENTATION REVIEW

The following courses were selected as they apply to the greatest number of CX, WP and AS employees:

CSC-Driven:
Correctional Training Program (CTP), 2008
Parole Officer Orientation
New Employee Orientation Program (NEOP)
Firearms 9mm - initial
Firearms 9mm - refresher
Firearms 9mm - transition
Regulated Training:
First Aid/CPR - basic
First Aid/CPR - standard
Anti-Harassment (JLP) - for employees
Anti-Harassment (JLP) - for management
Required Training:
CSPS Orientation to the Public Service
CSPS Essentials of Managing in the Public Service

ANNEX F

AUDIT OF TRAINING ACTIVITIES MANAGEMENT ACTION PLAN (MAP)

** PLEASE NOTE THAT THE ABOVE ACTION PLAN IS BASED ON PROPOSED L&D MODEL FUNDING LEVEL**
Recommendation: Recommendation 112

The Assistant Commissioner, Human Resources Management should update fundamental documents pertaining to NTS training activities to accurately reflect the current governance structure and define the roles and responsibilities of key personnel.
Management Response / Position: checked-box Accepted Accepted in part Rejected
Action(s) Deliverable(s) Approach Accountability Timeline for Implementation

What action(s) has / will be taken to address this recommendation?

Expected deliverable(s) / indicator(s) to demonstrate the completion of the action(s)

How does this approach address the recommendation?

Who is responsible for implementing this action(s)?

When will action(s) be completed to fully address the recommendation?

1. Streamline and communicate Governance Board secretarial procedures.

1. Clearer business processes in place and communicated via Governance Board, Infonet and official documentation.

1. Well documented and accessible business procedures will ensure clients understand the roles and responsibilities of each player and will guide them through the governance process.

1. DG/L&D

1. December 31, 2012

2. Redesign the HR Directive on Learning and Development, including roles and responsibilities of key players. (L&D, Training Owners, Governance Board, Regions and Institutions/Districts).

2. HR Directive on Learning and Development approved and communicated.

2. Well documented and accessible HR directive clearly defining roles and responsibilities.

2. DG/L&D

2. June 1, 2013

Recommendation: Recommendation 213

The Assistant Commissioner, Human Resources Management should assess and rank the full complement of the NTS courses to identify mission-critical courses to ensure that NTS courses address the operational risks, fulfill legislative requirements and meet the operational readiness of CSC in an effective and efficient manner. The Assistant Commissioner, Human Resources Management should examine the current L&D service delivery model and identify opportunities to fully centralize planning, monitoring and reporting processes to ensure the consistent application and administration of NTS courses across CSC.
Management Response / Position: checked-box Accepted Accepted in part Rejected
Action(s) Deliverable(s) Approach Accountability Timeline for Implementation

What action(s) has / will be taken to address this recommendation?

Expected deliverable(s) / indicator(s) to demonstrate the completion of the action(s)

How does this approach address the recommendation?

Who is responsible for implementing this action(s)?

When will action(s) be completed to fully address the recommendation?

1. Centralize loading of CTP recruits.

1. Process in place for central loading and support to CTP recruits based on national business processes and monitoring.

1. Better management of CX recruit intake, maximized CTP classes in stage 3. Recruits better informed and supported in the process. Monitoring mechanisms will improve communication and pro activity.

1. ACHRM

1. Completed
March 2012

2. Centralize loading of POIT recruits.

2. Process in place for central loading and support to POIT recruits based on national business processes and monitoring.

2. Better management of PO recruits intake. Linked to new POIT model.

2. ACHRM

2. April 2013

3. Analyze integration and centralisation opportunities for key induction training (CTP/POIT).

3. Option for centralization and recommendation to be presented to L&D Governance Board.

3. Will result in more efficient and effective training for operational recruits, uniform application of induction training. End result: Better trained and rounded CX and parole officers entering CSC with strong attachment to CSC values.

3. ACHRM

3. June 2012

4. Currently conducting a centralized "Block Training" pilot in Pacific Region along with an evaluation to assess efficiency and effectiveness of this approach and further expansion of the model.

4. Report to L&D Governance Board containing options and recommendations to expand implementation of centralized block training nationally.

4. Based on preliminary evaluation results, the block training model appears to have improved attendance, reduced overtime and improved quality of content delivery. This model also removes the burden of training coordination and scheduling from the sites.

4. ACHRM

4. October 2012

5. Review current trainer model in light of required competencies and trainer requirement.

5. Report on proposed model to L&D Governance Board with recommendations and options to move towards a permanent trainer model in conjunction with block training expansion.

5. The new model approach will ensure that all trainers have the required competencies to deliver centrally managed core training programs. Will result in consistent application of Induction and Core Training programs and better trained employees.

5. DG L&D

5. October 2012

6. Establish uniform level of services to sites/districts by L&D Staff Training Coordinators (STC) and Registrars.

6.1 National Level of services for level of (STC) approved by Governance Board. The level of service will be communicated and implemented in all sites.

6.1 Will resolve discrepancies with respect to level of services and internal processes related to planning and monitoring for training.

6. DG L&D

6.1 Implementation of approved new level of service: April 2013.

6.2 Implement L&D Training Compliance Dashboard in all regions (sites) to provide a standard level of compliance reporting according to recently approved compliance methodology.

6.2 By providing senior and site management with an online standard reporting tool meeting the national needs, we will remove requirements for producing time intensive site-level reports and spreadsheets. Will also remove the risk of producing misleading and incompatible reports.

6.2 Pilot Dashboard already developed and being tested. Technical automation by January 2013.

Recommendation: Recommendation 314

The Assistant Commissioner, Human Resources Management should assess and rank the full complement of the NTS courses to identify mission-critical courses to ensure that NTS courses address the operational risks, fulfill legislative requirements and meet the operational readiness of CSC in an effective and efficient manner.
Management Response / Position: checked-box Accepted Accepted in part Rejected
Action(s) Deliverable(s) Approach Accountability Timeline for Implementation

What action(s) has / will be taken to address this recommendation?

Expected deliverable(s) / indicator(s) to demonstrate the completion of the action(s)

How does this approach address the recommendation?

Who is responsible for implementing this action(s)?

When will action(s) be completed to fully address the recommendation?

1. Identified NTS Core operational training as part of a risk assessment exercise conducted in 2011.

1. A list of core operational training was established.

1. Helped to determine core operational training and establish a CX training plan.

1. DG L&D

1. Completed

2. Review core operational NTS for CX and identify training that could be removed or reduced.

2. Analysis started in March 2012 to review CX training plan and identify any training that could be removed or target group reduced.

2. Initiate the work on reducing NTS for 2012-13. Establish foundation for global review (see action 3).

2. DG L&D

2. June 2012

3. Establish working group to review all NTS in the context of training requirements, risks , efficiency/ effectiveness, as well as source of funding. The group will also review target group to identify opportunity to reduce target group while ensuring operational readiness).

3. Formal Report to L&D Governance Board for decision to remove or reduce target group of current Mandatory Training.

3. All key players (L&D, owners, operations, Unions, etc.) will be involved to ensure adequate representation.

3. DG L&D

3. March 2013

Recommendation: Recommendation 415

The Assistant Commissioner, Human Resources Management should include a formalized follow-up and reporting cycle to the existing QA business process as a means of continually improving career plan and compliance reporting data.
Management Response / Position: checked-box Accepted Accepted in part Rejected
Action(s) Deliverable(s) Approach Accountability Timeline for Implementation

What action(s) has / will be taken to address this recommendation?

Expected deliverable(s) / indicator(s) to demonstrate the completion of the action(s)

How does this approach address the recommendation?

Who is responsible for implementing this action(s)?

When will action(s) be completed to fully address the recommendation?

1. Review compliance calculation and training coding structure.

1. Compliance methodology and coding structure approved and implemented.

1. More accurate compliance reporting designed to drive new HRMS procedures and more stringent and timely data entry.

1. DG L&D

1. Completed

2. Establish formal Q&A cycle inclusive of monthly Q&A reports and random review of career plans in HRMS.

2. Q&A cycle in place and communicated to monitor training data quality.

2. Training data in HRMS has significantly improved within the last year as mentioned in audit with the introduction of monthly Q&A reports.

2. DG L&D

2. Work in progress, completion: August 2012.

3. Develop formal training for L&D front line staff (STC, Registrars) on HRMS procedures.

3. Full training package available online and delivered to STCs / Registrars and available online for future reference.

3. Staff will understand the "how", "what" and "why" of Q&A and importance of capturing good data in HRMS. The training package will also provide staff with online reference tools.

3. DG L&D

3. Work already initiated. Completion: December 2012.

Recommendation: Recommendation 516

The Assistant Commissioner, Human Resources Management should, in consultation with the Senior Deputy Commissioner, develop and implement national Standard Operating Procedures that include detailed business processes for document storage, retention, and file management, particularly for those courses required to fulfill legislative requirements and ensure operational readiness.
Management Response / Position: checked-box Accepted Accepted in part Rejected
Action(s) Deliverable(s) Approach Accountability Timeline for Implementation

What action(s) has / will be taken to address this recommendation?

Expected deliverable(s) / indicator(s) to demonstrate the completion of the action(s)

How does this approach address the recommendation?

Who is responsible for implementing this action(s)?

When will action(s) be completed to fully address the recommendation?

1. Establish business requirements for training data storage, retention and file management.

1. Defined requirements

1. Parameters required to action on this recommendation.

1. DG L&D

1. January 2013

2. Develop national processes in line with record management policies.

2. Requirements and procedures established and communicated to all front line L&D staff and management.

2. Formalised processes will ensure uniformity.

2. ACHRM
SDC

2. April 2013

1 Corrections and Conditional Release Act (S.C. 1992, c. 20), section 3

2 Corrections and Conditional Release Act(S.C. 1992, c. 20), section 4.

3 Every employee excluding students and terms less than 4 months.

4 Learning and Development Integrated Business Plan 2011-2012, p 7: Policy, Planning and Performance (PPP) deals with financial management and reporting, L&D Governance Board secretariat, strategic and business processes, monitor training data and compliance, training evaluations, and managing HRMS training modules; Training Design and Development (TDD) consults with clients to determine training needs, provides recommendations of the right level of training and non-training solutions to meet these needs, provides recommendations and develops customized learning solutions; Implementation of National Learning Programs, Partnership and Infrastructure (IPI) ensures the national management of operational and required learning programs, establishes partnerships to better support CSC's learning needs and evaluates the required infrastructure for the effective and efficient implementation of learning products/programs.

5 Employees included in this group were Correctional Officers, Correctional Managers, Parole Officers, Security Intelligence Officers, and Administrative Assistants

6 The Block Training pilot project is a training model in the Pacific Region. 10 specially trained Block Training instructors deliver core CX courses such as Firearms, Chemical and Inflammatory Agents and Personal Safety Refresher, to 50 participants in two Training Units from institutions across the region in a block period of time of 3+2 days.

7 Recommendation requires management's attention, oversight and monitoring.

8 Recommendation requires management's attention, oversight and monitoring.

9 Recommendation requires management's attention, oversight and monitoring.

10 Recommendation requires management's attention, oversight and monitoring.

11 Recommendation requires management's attention, oversight and monitoring.

12 Recommendation requires management's attention, oversight and monitoring.

13 Recommendation requires management's attention, oversight and monitoring.

14 Recommendation requires management's attention, oversight and monitoring.

15 Recommendation requires management's attention, oversight and monitoring.

16 Recommendation requires management's attention, oversight and monitoring.

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