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.

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