1. Offender Risk Management Correctional Strategy
Reception & Orientation
Criminal Profile Report
Assessment of Offender Concerns & Needs
Pre-Release
UNIT MANAGEMENT
MAXIMUM
MEDIUM
LOW MEDIUM
MINIMUM
Community Supervision
Security Classification
Security Re-Classification
CHANGE-Oriented Correctional Environments
Case Management Towards Reintegration
During Incarceration
In the Community
Literacy & Educational/Vocational
Other Rehabilitative Activities
Community Service Orders
Low Risk Offenders
Other Rehabilitative Activities
Other Rehabilitative Activities
T & LS
Violence &
Anger
PROGRAMMES
WOMEN
MMSU
Brief Motivational
Interventions

2. Progress in realisation of the New Strategy
Structured Core Programmes
Who Facilitates these programmes…?
Well trained, supervised and competent programme officers with a Psychology or Social work background.

3. Programme delivery

4. Progress in realisation of the New Strategy
Recruitment and Training of Programme
With the new salary structure in 2010, the NCS was able to favourably compete with other government institutions in terms of remuneration.
This is a historical achievement the NCS, the NCS was
not only able to attract, but also recruit and hire a significant number of professional social work and psychology staff.

5. Progress in realisation of the New Strategy
Religious programmes
The NCS allows and encourages offenders to satisfy their spiritual inclinations and needs by attending religious services of their specific church organisations.
We have chosen to concentrate on restorative justice and pastoral counselling as a major focus of our religious programming because there is a growing body of research evidence demonstrating their efficacy in promoting desistance from crime.

6. Progress in realisation of the New Strategy
Training and Recruitment of Case Management Officers
The effective implementation of the Offender Risk Management Correctional Strategy requires professional staff with good interviewing skills, and the requisite critical analysis and judgement for managing offenders who deny criminal responsibility.

7. Progress in realisation of the New Strategy
Training and Recruitment of Case Management Officers
It was a challenging task to impart interviewing and analytical skills to most of our CMOs as most of our correctional officers barely have any form of tertiary education.

8. Progress in realisation of the New Strategy
Training and Recruitment of Case Management Officers
The decision to train Correctional Officers as CMOs stemmed from our belief that in order for the strategy to work, we needed to empower and involve our existing work force, while not compromising on quality
Intensive training to potential CMOs.

9. Progress in realisation of the New Strategy
Institutional Release Committee
Another accomplishment of the NCS is the establishment of the Institutional Release Committee.
This body is tasked with the function of reviewing the structured Profile Reports and make appropriate recommendations to the National Release Board.
This committee consist of representative from different divisions within the prison.

10. Progress in realisation of the New Strategy
Development and review of policies
Various Standard Operating Procedures (SOP’s) to support the implementation of the ORMCS have been completed such as
Reception and Initial Assessment of offenders
Unit Management and Correctional Strategy
Institutional Release Committee
The Operating and Management Manual for Programmes
SOP’s for the National Release Board.