Through agreements with external partners, the
Branch incorporated a broader scope of
offender management information. While
responsible for analyzing issues and challenges
for Branch management, the Strategic Planning
and Corporate Programs Division made all staff
more aware of research and evaluation
outcomes. For example, it distributed bulletins
on topics such as the implementation and
effectiveness of core programs. It also
instituted an annual research plan to ensure that
applied research and evaluation focused on
emerging operational needs and priorities.

Cote programs development

Four core programs became operational in
correctional centres and the community:

1. Breaking Barriers (BB)°—a motivational or
critical thinking skills program—was
implemented first and became widely available.

2. Violence Prevention program (VPP) was
introduced in 1998 as the first program
developed for the Corrections Branch. The
program was available in institutions and the
community,

3. Substance Abuse Management program
(SAM) was introduced in 1999 in custody
and community settings.

4, Respectful Relationships (RR)—the family
violence prevention program—was

introduced in 2001. This treatment readiness
program was available in the community and
some correctional centres.

Core programs were developed with
consideration of the length of time offenders
were incarcerated in provincial institutions.
Most programs were 10 sessions, each of which
was 2 or 2'/2 hours long. SAM was a longer
program of 18 sessions, each 112 houts long.

By 2001, a sex offender program and
educational upgrading program were being
developed. A life skills program was planned
that would include modules addressing
problems faced by offenders in the community.
Research was conducted into cognitive skills
programming.

Unlike previous offender programming, core
programs were developed to deliver
standardized, complementary programs within
the community and institutions. Core programs
took a psycho-educational approach and helped
offenders prepare for treatment. They also
served as the basis of case management
strategies and follow-up. Rather than replace
treatment programs delivered by contractors,
core programs were intended to complement
them.’ The Corrections Branch also took a
more active role in defining its expectations of
contracted treatment programs.®

6 Gordon Graham and Company Inc. holds the copyright for this program.

7 Johnson, Doug, “Core Programs and Community Corrections,” CorrTech Quarterly, 20 (Winter), Corrections

Branch, pp. 7 & 12, 1998.
8 From interview with Selma Swaab, 2002.

The Era of Directing Change (1997-2001)

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