2015-16

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OUR ORGANISATION Divisional Structure On 1 February 20<strong>16</strong>, a revised structure for the Department was introduced creating the new position of the Deputy Commissioner. Management oversight for adult and youth custodial and detention centres, including work camps, was brought under the position of Executive Director Custodial Operations. Offender programs and services were combined as Correctional Programs and Services with an Executive Director responsibility and while Community Corrections remained unchanged. Corporate functions expanded to include facilities management and the Private Public Partnership contract management as Corporate and Strategic Services. Media and Communications functions transferred to the Office of the Commissioner. Office of the Commissioner Established to provide executive support to the Commissioner and includes the Secretariat, Professional Standards Units and the Media and Communications Hub. The Hub also provides services and support to the Department of the Attorney-General and Justice, and Independent offices. The Office of the Commissioner undertakes a range of functions including coordination of whole-of-department information utilised within NTDCS or to be provided to external stakeholders. It is responsible for determining the policy directions across all divisions to guide activities and service delivery. It acts as the point of contact between NTDCS and the Minister’s office, both for formal, written correspondence and informal, verbal or emailed correspondence. Corporate and Strategic Services Corporate and Strategic Services (CASS) provides the underpinning corporate support for the future strategic direction of the agency as a whole, whilst ensuring NTDCS is compliant as a legislative and fiscally responsible agency. CASS is a source of strategic, specialist technical advice relative to research and statistics, financial and procurement services, human resources, organisational performance, staff training, policy and Information Technology. The division acts as a conduit between the Department and other Northern Territory Government agencies, including Treasury and Finance, Office of the Commissioner of Public Employment, Corporate and Information Services, Education and Training and the Attorney –General and Justice. CASS manage these relationships and any service issues at the agency level. The Staff Learning and Development Unit provide a centralised service to the Department which ensures a strategic and coordinated approach to all learning and development activities. Infrastructure and Facilities Management provides leadership and effective planning processes for capital works, minor new works and repairs and maintenance programs for the Department Territory wide. The unit is also responsible for efficient and effective planning processes for fleet management; and provide oversight and support services including consultation with divisions regarding accommodation requirements, development of accommodation planning options and negotiation with key stakeholders on property requirements. DEPARTMENT OF CORRECTIONAL SERVICES 20
OUR ORGANISATION Custodial Operations Custodial Operations provides for the safe, secure and humane care and custody of adult prisoners and youth detainees by providing support strategies, services and programs that contribute to a reduction in their likelihood of re-offending upon release. Custodial Operations is responsible for: • Two adult correctional centres and two adult work camps • Two youth detention centres • Offender Programs and Reintegration • Health Services • Sex Offender management • Community engagement • Vocational training and education • NT Correctional Industries. Community Corrections The division comprises Community Corrections and the Parole Board Secretariat. Community Corrections provides assessment, monitoring and supervision services to community-based offenders in line with sentences and orders issued by the Courts and the Parole Board. Community Corrections is accountable and responsible for: • Assessing the risks and needs of offenders in order to provide recommendations to the Courts and Parole Board • The management of orders of the courts and Parole Board by effective supervision of community based offenders • Working with offenders to address factors that contribute to their offending behaviour, providing assessments and reports to the courts and the Parole Board to assist with effective sentencing and enhancing judicial decision-making processes • Contributing to community safety and crime prevention through effective and timely case management of community based offenders • Identifying offenders who are at risk of causing significant harm to others to provide assessment, offender management and brokering therapeutic interventions to provide an enhanced level of offender management that will reduce their risk of reoffending • Participating with, and promoting, partnerships and service delivery with Indigenous organisations and remote communities to provide better rehabilitation and reintegration outcomes • Participating with, and promoting partnerships and service delivery to community based offenders and youth detainees that contribute to a safer and more secure community. DEPARTMENT OF CORRECTIONAL SERVICES 21
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Page 7 and 8: INTRODUCTION THE YEAR IN REVIEW BY
Page 9 and 10: INTRODUCTION Highlights for 2015-16
Page 11 and 12: INTRODUCTION Strategic Issues for 2
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Contact Information The Northern Te
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Northern Territory Correctional Ser
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2015-16

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