Adult services private mature private escort New South Wales

adult services private mature private escort New South Wales

These then inform SLAs and tenders. An approach of this type supports setting clear and consistent performance requirements that are understood by providers and commissioners of services. Operating standards are used to assess compliance with performance requirements and enhance qualitative performance of correctional centre operations.

This manual sets processes and procedures that correctional centres must follow. The following performance requirements for private correctional centres are established through contracts:. Unlike public correctional centres, contractual obligations ensure that performance requirements are better defined and understood by both the agency and private operator.

Despite being clearer than public requirements, private centre performance requirements could also be better set. Contract flexibility is crucial to allow services to change in response to changing operating environments. However, variations should be minimised to ensure that winning bidders do not benefit from unnecessary concessions. Setting clear performance expectations should minimise the need for variations. Private correctional centre performance requirements could also be improved through commissioning approaches.

An important principle of good commissioning is consulting potential providers, including those from non-government organisations and local experts, well in advance of commissioning new services, and working with them to set priority outcomes for that service. Under such an approach, private providers would have greater involvement in setting performance expectations with the aim of improving clarity and understanding of what is required. An outcomes-based approach may also reduce variations required to meet prescriptive requirements by allowing more flexibility in how a service is delivered.

It may also simplify the number of private correctional centre KPIs set. For example, NOMS stated that the number of performance indicators for probation fell from 42 in —11 to 13 in — CSNSW advises that these targets reflect government policy and can be difficult to consistently achieve in a high risk corrective services environment. CSNSW operates a low cost, low time out of cell system. Given the level of crowding, this presents significant risks to the correctional system.

Reviews of operating standards assist to mitigate these risks — 12 reviews have been completed at high security public correctional centres with reasonable results. However, low security correctional centres have not been reviewed. Where security is not compromised, CSNSW should publish performance results to improve accountability and encourage innovation. Parklea Correctional Centre met all but one PLF and met all but one of the 12 operating specifications assessed for the —15 contract year.

CSNSW advised that it has a tiered approach to performance management. Key organisational performance reporting is as follows:. Tiers 5 and 6 have been omitted because they relate to lower level reporting.

CSNSW advised that it has limited control over utilisation rates and does not set targets. CSNSW advised that it has limited control over vacancy rates. This report includes cost per prisoner per day, time out of cells and prison utilisation. Cost per prisoner per day performance could not be assessed because a target was not set.

This was the lowest of all Australian jurisdictions. CSNSW did not meet its target of an average of eight hours time out of cell in secure custody.

In —15, time out of cells in secure custody was 6. As discussed in Exhibit 5 above, a true and accurate utilisation rate is difficult to obtain because of the varying definitions of centre capacity. In —15, the utilisation rate based on design capacity was per cent — the average daily number of adult inmates was 11, while design capacity was for 9, inmates. CSNSW reported that, as a downstream agency, it is unable to directly control the number of inmates entering or leaving the prison system.

Therefore, utilisation is mostly outside its control and no target is set. In the QPR for the fourth quarter of —15 all centres were smoke-free, there were nil escapes from correctional centres, and nil serious prisoner on staff assaults.

CSNSW advised that it aims to keep a five to ten per cent vacancy rate of beds at each correctional centre, however, this is not an official target. A utilisation rate of CSNSW advised that some of its targets reflect government policy, for example, a zero tolerance approach to violence in custody. These targets may not be consistently achievable. For example, nil prisoner-on-prisoner assaults may be difficult to achieve given the high-risk nature of a correctional services environment.

The rules are well defined and allow comparison between the two reports and over time. Defining counting rules ensures consistency of data collection, interpretation and, if rules are the same, allows for comparison with other Australian jurisdictions. Generally, there is a negative relationship between cost and time out of cells. Increased time out of cells requires increased supervision and hence incurs additional cost. Time out of cells versus cost per prisoner per day in secure centres — — It is likely that cost pressures and increasing inmate numbers have led to a reduction in time out of cells.

As noted by the Inspector of Custodial Services, this presents significant risks to the correctional system:. NSW has the lowest number of hours out-of-cell each day for inmates, and this, combined with overcrowding, presents significant risks to the correctional system.

Confining two or three inmates to cells designed for one or two for prolonged periods, where they shower, eat and defecate, inevitably raises tensions in an already volatile population. The experience in other jurisdictions has been that this potentially increases the risk of assault, self-harm and suicide and more general correctional centre disorder. Every month each correctional centre is required to complete a Trends of Operations TOR report to support performance management.

We found that there would be the following benefits from rationalising reporting and providing General Managers with the Custodial Corrections QPR report:. This will assist to determine if each centre is operating at a reasonable level of efficiency.

Some stakeholders suggested that this could be adopted in New South Wales. The WA Inquiry found that, on the whole, the advantages of the ranking system outweigh the disadvantages and it proposed a model for ranking correctional centres Exhibit Categories include safety and security, rehabilitation, prisoner quality of life, and centre management.

Each correctional centre is then assigned a performance grade that is based on the performance of the centre against targets for its performance measures and the weights assigned to those performance measures and the four performance categories.

Importantly, there is no limit on the number of correctional centres allocated to each performance grade, and the grade of one correctional centre is not affected by the grade of other correctional centres.

CSNSW advised that the main obstacle to adopting a ranking system is the current inability to account for centre uniqueness using benchmarks. Transparency and regular public reporting is important to foster greater accountability and enable an informed public debate about the performance of individual correctional centres and CSNSW.

However, it does not publish performance information for individual public correctional centres. CSNSW advised that it would consider publishing additional information where there is no impact on security, operations or the good order of a correctional centre.

Actions may be classified as:. The reviews also identify good practice — for example, where expectations have been exceeded and could be implemented in other facilities. An assessment of three reviews chosen at random shows that most operating standards were met Exhibit Given their detailed and evidenced-based nature, some reviews can take up to three months to complete.

To manage its limited resources, CSNSW prioritises sites based on risk, resulting in the prioritisation of maximum security sites. Due to the review length and resource limitations, we found that lower security correctional centres had not been subjected to a review.

The increasing risk inall correctional centres due to rapidly changing inmate profiles and increasing number of inmates warrants regular review in lower security correctional centres. General Managers that had not been subjected to a review also noted that the previous audit function — which performed a similar, if narrower, function — was valuable in identifying improvements.

The OPM sets out the processes and procedures that correctional centres must follow. There are several sections of the OPM that require update and enhancement including in response to recommendations from external agencies of scrutiny and law enforcement such as the NSW State Coroner.

Once the OPM is updated, a full schedule of reviews will be implemented commencing in May Rather than conducting a full review, CSNSW could investigate other review options suitable to the level of centre risk. It gives an overall rating out of through the assessment of the following performance areas:. The Monitor formally reports against PLFs and operating standards that are scheduled for review during that period.

A penalty applied as a result. We found that PLFs could be improved by strengthening the link to outcomes. Currently, PLFs of the greatest weight relate to contractual obligations such as maintenance and the replacement of assets. However, a lesser weight is applied to PLFs relating to desired outcomes, for example the percentage of inmates returning a positive urinalysis.

A stronger link between PLFs and outcomes could help to incentivise desired behaviours before the issues are escalated to contract termination. Snap-shot testing is a methodology used by the Monitors to determine whether the provider is on track to comply with the operating specifications. It involves onsite observation of work practices and gathering performance data over the relevant reporting period. The performance data from the snap-shot testing informs a comprehensive compliance review of the Operating Specifications that is made at the conclusion of the relevant reporting period.

For Parklea Correctional Centre, GEO met all but one of the 12 operating specifications assessed for the —15 contract period from November to October In —14 the Department reported:. Although this met the legislative requirement, more detail on the performance of private correctional centres would allow greater public scrutiny.

Exhibit 14 gives an example of detailed reporting in Western Australia. Acacia Correctional Centre is one of two privately operated correctional centres in Western Australia.

This report publishes the following information:. The WA Inquiry notes that international standards of reporting are also more mature than standards in Australian jurisdictions. This is a missed opportunity because greater transparency can also serve to encourage innovation, new service delivery options, and investment. Specifically, we assessed whether processes existed to set and manage actions to respond to performance variations.

CSNSW put processes in place to set and manage actions in response to variations in performance against operating standards and private correctional centre PLFs and operating specifications.

Actions were also set for KPI variations, however, the process to set actions was not documented at the time of the audit. However, the process for setting actions was not documented. A dynamic and high performing workforce is required to implement effective remedial action.

This limited the effectiveness of remedial action and impacted centre performance. Further, we found that General Managers were, at times, reluctant to implement remedial action, such as significant changes in rostering to improve staff allocation, where there was a heightened risk of an industrial dispute. Processes for managing variations in PLFs, and operating standards and specifications were well defined.

Taking action in response to variations is important to support a proactive approach to performance management, rather than a reactive approach. We found that CSNSW set actions in response to KPI variations, however the process to do so was not documented at the time of the audit, which could lead to inconsistency and limit transparency. We found evidence of the following steps taking place:. CSNSW noted that the unprecedented increase in inmate population was a contributing factor to this increase in assaults.

The following actions were set to reduce the time inmates spent in heavily populated yards and increase officer supervision:. This Committee will comprise CSNSW senior operational executives and will be responsible for monitoring the status and effectiveness of actions taken in response to variations in operational performance across CSNSW including custodial corrections.

We found that corrective action was largely driven by processes prescribed by the OPM. Although use of force is reported in the TOR, it is likely that any corrective action, if required, was already in place as a result of OPM requirements.

In the use of force example above, KPI trends may show signs of systemic issues that may not be apparent in dealing with individual cases. We found that General Managers focused on budget-related KPIs for example, budget versus actuals and cost per inmate per day , and staff-related KPIs for example, sick leave, excess recreational leave, and overtime cost to manage their centre to budget.

VORs are used to efficiently manage a centre during operational difficulties due to staff shortages. Some of the strategies that may be used under a VOR include:. General Managers must consider the following guiding principles when deciding a strategy to employ:.

It showed that VORs were used on most days to cover for the average daily number of officers reporting on sick leave — 14 officers or eight per cent of the total daily shifts. After filling most vacancies with officers on overtime and casual officers, an average of three posts were left unmanned per day. Most of these unmanned posts occurred after 11 new posts were rostered to cope with the increased inmate state.

On seven days, additional lockdown hours were in place due to unmanned posts, training days or a combination of both.

As a result, 1, inmates were in lockdown for an additional eight hours for those seven days. We found that General Managers actively use efficiency and savings initiatives in response to budget-related KPIs. We found that there were a number of barriers which limited the effectiveness of actions to respond to variations. A dynamic and high performing workforce is required to implement effective remedial action to address performance variation.

An effective PMS is particularly important given the devolved people management authority to General Managers following the Hamburger Review. Flexible operations are important to address performance variation in response to changing conditions. Under the Crown Employees Correctional Officers, Department of Attorney General and Justice — Corrective Services NSW Award, General Managers shall endeavour to resolve any dispute or any resolution passed at a meeting of members of a sub-branch which may give rise to an industrial dispute — including changes to operations.

In some cases, General Managers were reluctant to act on remedial action where there was a risk of industrial action. Private correctional centre monitoring guides set a clear process for managing variations in PLF and operating specification performance see Exhibit 17 below. Skip to main content. Professional people with purpose. There are four key elements of a best practice performance management framework: Plan — establishing organisational priorities and integrating broader requirements, such as legislation and policy, into performance Deliver — implementing the right practices and structures for effective delivery Monitor — assessing delivery of outcomes by tracking ongoing performance Review and refine — assessing performance to identify improvements, implement change and review and re-benchmark of key performance indicators.

Audit Office analysis, best practice performance management framework. The Way Forward The Way Forward reform package aimed to improve the safety, security and cost effectiveness of correctional centres.

Inspector of Custodial Services In , the Inspector of Custodial Services the Inspector was appointed to provide independent scrutiny of the conditions, treatment and outcomes for adults and young people in custody and to promote excellence in staff professional practice. Current state of corrections in New South Wales Strained resources due to increases in inmate population and budget constraints Recently, New South Wales has experienced significant growth in its inmate population.

Number of inmates — October to November Source: What is the audit about? The audit answered the following questions: The audit did not examine the following areas: Information on the audit scope, focus and criteria is in Appendix 7. Are key performance requirements specified and targets set? CSNSW advised that it operates under a tiered approach to performance management, comprising: General Managers were unclear about which KPIs the agency uses to assess correctional centre performance We found that General Managers were unclear about which KPIs the agency used to assess correctional centre performance.

For example, targeting minor prisoner-on-officer assaults will likely reduce the risk of serious prisoner-on-officer assault priorities may differ across correctional centres. For example, a correctional centre with a relatively stable population may prioritise program attendance, whereas a reception centre — which receives a large number of new inmates — may prioritise the completion of inmate risk assessments. Wild kangaroos, and an abundance of local birds may be spotted along the way, as well as the iconic Three Sisters, Narrowneck and other spectacular lookouts.

The tour will also visit Featherdale Wildlife Park for a close encounter with all Aussie animals. Enjoy an Aussie picnic lunch, including a gourmet sandwich choice of wholemeal, white or Turkish bread , with choice of: Chicken and bacon, with salad Haloumi cheese and olive tapanade, with salad Tasmanian smoked salmon with cream cheese and capers or avocado, with salad Roast beef with Camembert and cranberry sauceFresh juice mango, apple, orange Piece of fruit Sweets, biscuits Coffee, tea, or water Return via the scenic Bell's Line of Road, Bilpin, for a visit of the award winning Mt.

Travel along the Hawkesbury River area back to Sydney and arrive back at your hotel at approximately 5: Leave the hustle and bustle of the city for the beautiful and scenic Blue Mountains. Visit Featherdale Wildlife Park and hand-feed kangaroos and emus, see stunning mountain views and travel through historic towns. Stay overnight at Lilianfels and enjoy a morning of exploring the countryside at your own pace.

Sydney to Blue Mountains L Departing early from Sydney and traveling to the World Heritage listed Blue Mountains, we make our first stop at Featherdale Wildlife Park, where you have the opportunity to get up-close to the animals, stroke a koala and hand feed kangaroos, wallabies and emus. Then head through the northern section of Blue Mountains National Park, visit one of a range of stunning outlooks over the Jamison Valley to take in the spectacular views before visiing Eaglehawk Lookout for views of the 3 Sisters from a Remote Lookout Location.

Your overnight stay is at the beautiful five-star Lilianfels Blue Mountains Resort, housed in a historic country house set amidst two acres of manicured gardens. Arrive at your hotel around 12noon and enjoy the rest of the day at your own leisure. Lillianfels Blue Mountain Resort Day 2: Travel around the mountains to arrive at Blackheath and enjoy a delicious 2-course meal at a picturesque Hydro Majestic overlooking the stunning Megalong Valley beverages not included and at own expense After lunch visit one of the most spectacular lookouts in the Blue Mountains, Govetts Leap.

Enjoy the stunning views of the Escarpments and the falls. Take a leisurely walk through the gardens and see the expansive views before departing the mountains and heading back to Sydney. Get picked up from your Sydney accommodation at 9am for your private day tour of the Hunter Valley wine region.

This tour is flexible, allowing you to customize your itinerary to your own preferences, and is the ideal romantic experience for couples. Travel in your private vehicle to the Hunter Valley to meet local winemakers with your sommelier guide. As you are touring privately, anything is possible, including cheese and olive oil tastings, sampling boutique beers, and visiting farmers markets. At the end of your day tour, arrive back in Sydney and get dropped off back at your hotel.

Perched on the water's edge in the heart of the Ku-ring-gai Chase National Park, the award-winning Cottage Point Inn is one of Sydney's best kept secrets. Tranquil Cottage Point Inn is only 20 minutes' flying time from Sydney's hustle and bustle. On arriving at Cottage Point Inn, you'll land on the water and taxi to the restaurant's seaplane dock, where the inn's friendly staff will be waiting with a warm welcome ' and some great Australian wines! To top off your magical afternoon, on your flight back to Sydney you'll have incredible photo opportunities as you fly over the Sydney Harbour Bridge and Sydney Opera House before landing at Rose Bay, eight kilometers from Sydney's city center.

This exclusive tour gives you the opportunity to design your very own perfect beach day out. You will have your own private surf guide, who will be not only be extremely knowledgeable about the area but also a professional lifesaver and surf instructor. They will be able to work with you from the start of the day to ensure every need is met. Explore Bondi Beach with your own private local guide and customise your day to suit you and your friends or families wants and needs.

Once on board the surf combi, you'll travel through the city to the beach, checking out some great sites along the way. Fun, interactive and informative, you will be taken on a relaxed guided walking tour which allows you to learn all about the colorful history of Bondi and how surf lifesaving began.

While at Bondi Beach you can enjoy a private surf lesson! All equipment is included; surfboard, wetsuit, sunscreen, rash vest and zinc! Already had some experience surfing? No worries, your guide will adapt the lesson around all abilities.

If you don't want to surf you can also have the option to body board, stand up paddle board or enjoy a guided swim. Other optional activities for the day include; taking in the breathtaking Coastal cliff top walk, chill out with a relaxing yoga or spa session or shop till you drop with a guided shopping tour of Bondi's funky back streets, cafes and hidden galleries.

After all of these activities you will definitely have built up an appetite, so the next stop is lunch! Your taste buds will be tantalized by whats on the menu and you get to enjoy 5 star views while you enjoy this.

You can finish the day at any time you choose and you can be driven past some of the other hidden gems of Sydney on return to your accommodation.

Marrickville Council State District: Grayndler In and around Enmore: Then head to the Hunter Valley for wine tastings, delicious winery meals, optional activities and free time to explore.

With numbers limited to 17 people and deluxe overnight accommodations, you can see a lot and relax on this small-group tour. Fly from Sydney to the famed Hunter Valley by helicopter, with spectacular aerial views of the Sydney Opera House, iconic landmarks and coastline.

Enjoy a wine tasting and a three-course gourmet lunch at an award-winning restaurant. This tour is perfect for those of all skill levels, whether you're a beginner or an experienced climber, your private guide will help you throughout the day. With all equipment provided, this group tour caters for up to 4 people plus your private guide. A private guide will create a flexible, balanced itinerary that can be as active or as relaxed as you prefer. Check out classic attractions like the Three Sisters in Katoomba, the Jenolan Caves, Scenic World, or Featherdale, or perhaps get away from the crowds with a hike through the rainforest to spectacular lookout points.

Light refreshments and private transportation by air-conditioned vehicle are provided. Land at Scenic World, a park in the Blue Mountains offering incredible nature experiences. Here, enjoy an a la carte lunch, ride the Scenic Railway and Scenic Cableway, and stroll along the boardwalks of the Scenic Walkway through the rainforest before returning to Sydney by helicopter.

Your tour of the city can be tailored to suit your preferences; see sights such as Sydney Harbour, the Opera House, and Bondi Beach with the option of including personalized experiences like galleries, architecture, museums, central suburbs, cafes, and restaurants.

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These principles were informed by approaches adopted in other jurisdictions and academic research. Our intention was to develop a best practice performance framework that could be applied to any corrective services environment. Exhibit 1 gives an example of some of these principles. Key elements of a best practice performance management framework and key components of each phase. Its primary role is to reduce re-offending and enhance community safety by delivering professional correctional services.

It is responsible for both custodial and community corrections. Custodial Corrections, the focus of this audit, administers remand and sentenced offenders operations.

In New South Wales, there are 33 correctional centres; 31 public and two privately operated. Three centres are exclusively for women and 13 are exclusively maximum-security environments or host a maximum-security unit. A summary of correctional centres in New South Wales is in Appendix 3. CSNSW has undergone significant structural reforms in recent years.

These changes have been driven by a number of reviews Exhibit 2. The Way Forward reform package aimed to improve the safety, security and cost effectiveness of correctional centres.

It resulted in a number of operational changes, including new management plans, a leaner staff to inmate ratio, and closure and refurbishment of a number of centres.

Government Expenditure the Commission of Audit identified opportunities for departments to deliver improved services more efficiently and effectively. Similar to the Hamburger Review, the devolution of authority from central to more local units was a key theme. The Commission of Audit specifically recommended that CSNSW develop flexibility in workforce deployment and explore opportunities to outsource correctional facilities, prisoner transportation and escort services.

In , the Inspector of Custodial Services the Inspector was appointed to provide independent scrutiny of the conditions, treatment and outcomes for adults and young people in custody and to promote excellence in staff professional practice. Recently, New South Wales has experienced significant growth in its inmate population. Over the last two years the total increase in the inmate population has been 20 per cent. This paper reported that if nothing is done to alter the factors that influence prisoner numbers, the size of the correctional centre population in the short, medium and long-term will significantly increase.

Forecasted growth in correctional centre population adds to the pressure already on New South Wales correctional centre infrastructure and resources. The growth of the inmate population in NSW, current facilities and resources are inadequate to support the current correctional population.

The Inspector found that the situation faced by CSNSW today has mainly developed through inadequate capital asset planning and inappropriate geographic distribution of correctional centres over the past two decades.

The effects of these factors are magnified by budget constraints. This audit assessed the effectiveness of the performance frameworks CSNSW has in place to deliver its services. The audit answered the following questions:. Operating standards were set for public correctional centres, and Performance Linked Fees PLFs and operating specifications were set for private centres.

As a result, General Managers were unclear about centre KPI performance expectations, individual centre performance could not be assessed, and it is difficult to vary performance expectations in response to changing operating environments.

Under a commissioning approach, performance requirements are established and then used to inform Service Level Agreements SLAs and contracts. An SLA is a formal agreement between the agency and individual centres which establishes clear performance expectations and holds each party to account.

Performance requirements Performance Linked Fees and operating specifications for private centres and operating standards for public centres were specified. By June , Corrective Services NSW should consider reporting on design correctional centre capacity augmented for expansions and renovations consistent with standards.

The alignment of Key Performance Indicators KPIs is important to ensure that service providers are clear about, and work to, the objectives the organisation wants to achieve. Without well-aligned KPIs, correctional centres may not arrange their operations in a way that supports the achievement of organisational outcomes. CSNSW advised that it operates under a tiered approach to performance management, comprising:.

We found that General Managers were unclear about which KPIs the agency used to assess correctional centre performance. However, these were not aligned to all tiers. For example, time out of cells was not recorded in the TOR and therefore would likely be overlooked.

Service Level Agreements SLAs may clarify performance requirements for both the agency and General Managers by establishing a formal understanding of requirements. An SLA is a formal agreement which establishes clear performance expectations and holds each party to account. We found that targets were set for 13 of the 17 QPR indicators. For example, escapes and serious prisoner-on-officer assaults were set at zero.

We did not assess headline indicators relating to programs and services or community corrections. CSNSW advise that there is no utility in reporting prisoner-to-staff ratios until its benchmarking program is complete see below.

While suitable for operational purposes, operational capacity measures can be a misleading indicator of true utilisation Exhibit 5. CSNSW should report on design correctional centre capacity augmented for expansions and renovations consistent with standards. This will improve the transparency and understanding of true utilisation.

The WA Inquiry notes that design capacity is the best measure to use but could also be improved by adjusting for prison expansions and renovations that are consistent with standards. Lack of clarity around KPIs is compounded by the absence of benchmarks for correctional centres.

We were advised by multiple stakeholders that performance comparisons without benchmarks are meaningless due to the unique characteristics of each centre, including:. CSNSW advised that it has been requested to benchmark all correctional centres as part of its commissioning and contestability project. Benchmarks may be informed by past performance. The WA Inquiry found this method to be inadequate because poor performing centres are favoured over well-performing ones. Based on past performance, a well-performing centre will be set a higher benchmark than a poorly performing centre.

As a result, centres may not meet their benchmark even though their performance is superior to other centres. The WA Inquiry proposed that benchmarks could be set based on an average of comparable centres. The graph below shows groups of New South Wales centres with similar traits. Audit Office analysis; Trends of operations report June to July Group A — Minimum, male, small, old, public, remote centres; Group B — Medium, male, small, old, public, regional centres; Group C — Maximum, male, large, old, public, regional centres; Group D — Maximum, male, large, new, public, regional centres; Group E — Minimum, male, small, old, public, regional centres.

Cooma has maximum security inmates, however, due to its purpose of accommodating mainly protected inmates, we were advised that comparisons to Mannus is more appropriate. An analysis of this type is limited because many correctional centres have no appropriate comparator.

This approach is based on the assumption that the different behaviour of cohorts of inmates impact on the ability for correctional centres to achieve its benchmarks. Correctional centre performance expectations did not vary with changing operating environments, often resulting in unachievable expectations. For example, the targeted total hours of overtime worked of 83, per quarter remained constant despite increasing inmate numbers requiring additional overtime hours.

Ideally, the hours of overtime worked target would fluctuate in response to changing inmate numbers. Commissioning is a relatively new concept to the NSW Government sector. Commissioning can be broadly defined as the set of linked activities which covers the following components:. The National Offender Management Service, which is responsible for commissioning adult custodial services for the UK Ministry of Justice, sets Commissioning Intentions which outline the priorities of the commissioning authority in respect of the services it wishes to secure, including KPIs.

These then inform SLAs and tenders. An approach of this type supports setting clear and consistent performance requirements that are understood by providers and commissioners of services. Operating standards are used to assess compliance with performance requirements and enhance qualitative performance of correctional centre operations.

This manual sets processes and procedures that correctional centres must follow. The following performance requirements for private correctional centres are established through contracts:.

Unlike public correctional centres, contractual obligations ensure that performance requirements are better defined and understood by both the agency and private operator. Despite being clearer than public requirements, private centre performance requirements could also be better set. Contract flexibility is crucial to allow services to change in response to changing operating environments. However, variations should be minimised to ensure that winning bidders do not benefit from unnecessary concessions.

Setting clear performance expectations should minimise the need for variations. Private correctional centre performance requirements could also be improved through commissioning approaches. An important principle of good commissioning is consulting potential providers, including those from non-government organisations and local experts, well in advance of commissioning new services, and working with them to set priority outcomes for that service. Under such an approach, private providers would have greater involvement in setting performance expectations with the aim of improving clarity and understanding of what is required.

An outcomes-based approach may also reduce variations required to meet prescriptive requirements by allowing more flexibility in how a service is delivered. It may also simplify the number of private correctional centre KPIs set. For example, NOMS stated that the number of performance indicators for probation fell from 42 in —11 to 13 in — CSNSW advises that these targets reflect government policy and can be difficult to consistently achieve in a high risk corrective services environment.

CSNSW operates a low cost, low time out of cell system. Given the level of crowding, this presents significant risks to the correctional system. Reviews of operating standards assist to mitigate these risks — 12 reviews have been completed at high security public correctional centres with reasonable results. However, low security correctional centres have not been reviewed. Where security is not compromised, CSNSW should publish performance results to improve accountability and encourage innovation.

Parklea Correctional Centre met all but one PLF and met all but one of the 12 operating specifications assessed for the —15 contract year. CSNSW advised that it has a tiered approach to performance management. Key organisational performance reporting is as follows:.

Tiers 5 and 6 have been omitted because they relate to lower level reporting. CSNSW advised that it has limited control over utilisation rates and does not set targets. CSNSW advised that it has limited control over vacancy rates. This report includes cost per prisoner per day, time out of cells and prison utilisation. Cost per prisoner per day performance could not be assessed because a target was not set.

This was the lowest of all Australian jurisdictions. CSNSW did not meet its target of an average of eight hours time out of cell in secure custody. In —15, time out of cells in secure custody was 6. As discussed in Exhibit 5 above, a true and accurate utilisation rate is difficult to obtain because of the varying definitions of centre capacity. In —15, the utilisation rate based on design capacity was per cent — the average daily number of adult inmates was 11, while design capacity was for 9, inmates.

CSNSW reported that, as a downstream agency, it is unable to directly control the number of inmates entering or leaving the prison system.

Therefore, utilisation is mostly outside its control and no target is set. In the QPR for the fourth quarter of —15 all centres were smoke-free, there were nil escapes from correctional centres, and nil serious prisoner on staff assaults. CSNSW advised that it aims to keep a five to ten per cent vacancy rate of beds at each correctional centre, however, this is not an official target. A utilisation rate of CSNSW advised that some of its targets reflect government policy, for example, a zero tolerance approach to violence in custody.

These targets may not be consistently achievable. For example, nil prisoner-on-prisoner assaults may be difficult to achieve given the high-risk nature of a correctional services environment. The rules are well defined and allow comparison between the two reports and over time.

Defining counting rules ensures consistency of data collection, interpretation and, if rules are the same, allows for comparison with other Australian jurisdictions. Generally, there is a negative relationship between cost and time out of cells.

Increased time out of cells requires increased supervision and hence incurs additional cost. Time out of cells versus cost per prisoner per day in secure centres — — It is likely that cost pressures and increasing inmate numbers have led to a reduction in time out of cells. As noted by the Inspector of Custodial Services, this presents significant risks to the correctional system:. NSW has the lowest number of hours out-of-cell each day for inmates, and this, combined with overcrowding, presents significant risks to the correctional system.

Confining two or three inmates to cells designed for one or two for prolonged periods, where they shower, eat and defecate, inevitably raises tensions in an already volatile population. The experience in other jurisdictions has been that this potentially increases the risk of assault, self-harm and suicide and more general correctional centre disorder.

Every month each correctional centre is required to complete a Trends of Operations TOR report to support performance management. We found that there would be the following benefits from rationalising reporting and providing General Managers with the Custodial Corrections QPR report:.

This will assist to determine if each centre is operating at a reasonable level of efficiency. Some stakeholders suggested that this could be adopted in New South Wales. The WA Inquiry found that, on the whole, the advantages of the ranking system outweigh the disadvantages and it proposed a model for ranking correctional centres Exhibit Categories include safety and security, rehabilitation, prisoner quality of life, and centre management.

Each correctional centre is then assigned a performance grade that is based on the performance of the centre against targets for its performance measures and the weights assigned to those performance measures and the four performance categories.

Importantly, there is no limit on the number of correctional centres allocated to each performance grade, and the grade of one correctional centre is not affected by the grade of other correctional centres. CSNSW advised that the main obstacle to adopting a ranking system is the current inability to account for centre uniqueness using benchmarks.

Transparency and regular public reporting is important to foster greater accountability and enable an informed public debate about the performance of individual correctional centres and CSNSW. However, it does not publish performance information for individual public correctional centres.

CSNSW advised that it would consider publishing additional information where there is no impact on security, operations or the good order of a correctional centre. Actions may be classified as:. The reviews also identify good practice — for example, where expectations have been exceeded and could be implemented in other facilities. An assessment of three reviews chosen at random shows that most operating standards were met Exhibit Given their detailed and evidenced-based nature, some reviews can take up to three months to complete.

To manage its limited resources, CSNSW prioritises sites based on risk, resulting in the prioritisation of maximum security sites. Due to the review length and resource limitations, we found that lower security correctional centres had not been subjected to a review. The increasing risk inall correctional centres due to rapidly changing inmate profiles and increasing number of inmates warrants regular review in lower security correctional centres.

General Managers that had not been subjected to a review also noted that the previous audit function — which performed a similar, if narrower, function — was valuable in identifying improvements. The OPM sets out the processes and procedures that correctional centres must follow. There are several sections of the OPM that require update and enhancement including in response to recommendations from external agencies of scrutiny and law enforcement such as the NSW State Coroner.

Once the OPM is updated, a full schedule of reviews will be implemented commencing in May Rather than conducting a full review, CSNSW could investigate other review options suitable to the level of centre risk. It gives an overall rating out of through the assessment of the following performance areas:. Wild kangaroos, and an abundance of local birds may be spotted along the way, as well as the iconic Three Sisters, Narrowneck and other spectacular lookouts. The tour will also visit Featherdale Wildlife Park for a close encounter with all Aussie animals.

Enjoy an Aussie picnic lunch, including a gourmet sandwich choice of wholemeal, white or Turkish bread , with choice of: Chicken and bacon, with salad Haloumi cheese and olive tapanade, with salad Tasmanian smoked salmon with cream cheese and capers or avocado, with salad Roast beef with Camembert and cranberry sauceFresh juice mango, apple, orange Piece of fruit Sweets, biscuits Coffee, tea, or water Return via the scenic Bell's Line of Road, Bilpin, for a visit of the award winning Mt. Travel along the Hawkesbury River area back to Sydney and arrive back at your hotel at approximately 5: Leave the hustle and bustle of the city for the beautiful and scenic Blue Mountains.

Visit Featherdale Wildlife Park and hand-feed kangaroos and emus, see stunning mountain views and travel through historic towns. Stay overnight at Lilianfels and enjoy a morning of exploring the countryside at your own pace. Sydney to Blue Mountains L Departing early from Sydney and traveling to the World Heritage listed Blue Mountains, we make our first stop at Featherdale Wildlife Park, where you have the opportunity to get up-close to the animals, stroke a koala and hand feed kangaroos, wallabies and emus.

Then head through the northern section of Blue Mountains National Park, visit one of a range of stunning outlooks over the Jamison Valley to take in the spectacular views before visiing Eaglehawk Lookout for views of the 3 Sisters from a Remote Lookout Location.

Your overnight stay is at the beautiful five-star Lilianfels Blue Mountains Resort, housed in a historic country house set amidst two acres of manicured gardens. Arrive at your hotel around 12noon and enjoy the rest of the day at your own leisure. Lillianfels Blue Mountain Resort Day 2: Travel around the mountains to arrive at Blackheath and enjoy a delicious 2-course meal at a picturesque Hydro Majestic overlooking the stunning Megalong Valley beverages not included and at own expense After lunch visit one of the most spectacular lookouts in the Blue Mountains, Govetts Leap.

Enjoy the stunning views of the Escarpments and the falls. Take a leisurely walk through the gardens and see the expansive views before departing the mountains and heading back to Sydney. Get picked up from your Sydney accommodation at 9am for your private day tour of the Hunter Valley wine region. This tour is flexible, allowing you to customize your itinerary to your own preferences, and is the ideal romantic experience for couples.

Travel in your private vehicle to the Hunter Valley to meet local winemakers with your sommelier guide. As you are touring privately, anything is possible, including cheese and olive oil tastings, sampling boutique beers, and visiting farmers markets.

At the end of your day tour, arrive back in Sydney and get dropped off back at your hotel. Perched on the water's edge in the heart of the Ku-ring-gai Chase National Park, the award-winning Cottage Point Inn is one of Sydney's best kept secrets. Tranquil Cottage Point Inn is only 20 minutes' flying time from Sydney's hustle and bustle.

On arriving at Cottage Point Inn, you'll land on the water and taxi to the restaurant's seaplane dock, where the inn's friendly staff will be waiting with a warm welcome ' and some great Australian wines! To top off your magical afternoon, on your flight back to Sydney you'll have incredible photo opportunities as you fly over the Sydney Harbour Bridge and Sydney Opera House before landing at Rose Bay, eight kilometers from Sydney's city center.

This exclusive tour gives you the opportunity to design your very own perfect beach day out. You will have your own private surf guide, who will be not only be extremely knowledgeable about the area but also a professional lifesaver and surf instructor. They will be able to work with you from the start of the day to ensure every need is met.

Explore Bondi Beach with your own private local guide and customise your day to suit you and your friends or families wants and needs. Once on board the surf combi, you'll travel through the city to the beach, checking out some great sites along the way. Fun, interactive and informative, you will be taken on a relaxed guided walking tour which allows you to learn all about the colorful history of Bondi and how surf lifesaving began.

While at Bondi Beach you can enjoy a private surf lesson! All equipment is included; surfboard, wetsuit, sunscreen, rash vest and zinc! Already had some experience surfing? No worries, your guide will adapt the lesson around all abilities. If you don't want to surf you can also have the option to body board, stand up paddle board or enjoy a guided swim. Other optional activities for the day include; taking in the breathtaking Coastal cliff top walk, chill out with a relaxing yoga or spa session or shop till you drop with a guided shopping tour of Bondi's funky back streets, cafes and hidden galleries.

After all of these activities you will definitely have built up an appetite, so the next stop is lunch! Your taste buds will be tantalized by whats on the menu and you get to enjoy 5 star views while you enjoy this.

You can finish the day at any time you choose and you can be driven past some of the other hidden gems of Sydney on return to your accommodation. Marrickville Council State District: Grayndler In and around Enmore: Then head to the Hunter Valley for wine tastings, delicious winery meals, optional activities and free time to explore. With numbers limited to 17 people and deluxe overnight accommodations, you can see a lot and relax on this small-group tour. Fly from Sydney to the famed Hunter Valley by helicopter, with spectacular aerial views of the Sydney Opera House, iconic landmarks and coastline.

Enjoy a wine tasting and a three-course gourmet lunch at an award-winning restaurant. This tour is perfect for those of all skill levels, whether you're a beginner or an experienced climber, your private guide will help you throughout the day. With all equipment provided, this group tour caters for up to 4 people plus your private guide. A private guide will create a flexible, balanced itinerary that can be as active or as relaxed as you prefer.

Check out classic attractions like the Three Sisters in Katoomba, the Jenolan Caves, Scenic World, or Featherdale, or perhaps get away from the crowds with a hike through the rainforest to spectacular lookout points. Light refreshments and private transportation by air-conditioned vehicle are provided. Land at Scenic World, a park in the Blue Mountains offering incredible nature experiences.

Here, enjoy an a la carte lunch, ride the Scenic Railway and Scenic Cableway, and stroll along the boardwalks of the Scenic Walkway through the rainforest before returning to Sydney by helicopter. Your tour of the city can be tailored to suit your preferences; see sights such as Sydney Harbour, the Opera House, and Bondi Beach with the option of including personalized experiences like galleries, architecture, museums, central suburbs, cafes, and restaurants.

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Encounter dating free nsa site Queensland The purpose of a performance framework is to enhance the achievement of organisational goals and outcomes for the government. Despite being clearer than public requirements, private centre performance requirements could also be better set. The WA Inquiry proposed that benchmarks could be set based on an average of comparable centres. Current state of corrections in New South Wales Strained resources due to increases in inmate population and budget constraints Recently, New South Wales has experienced significant growth in its inmate population. Already had some find sex local best escorts surfing? It showed that VORs were used on most days to cover for the average daily number of officers reporting on sick leave — 14 officers or eight per cent of the total daily shifts. A private guide will create a flexible, balanced itinerary that can be as active or as relaxed as you prefer.

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THE CLASSIFIEDS LOCAL HOOKUP APPS Time out of cells versus cost per prisoner per day in secure centres — — Take a leisurely walk through the gardens and see the expansive views before departing the mountains and heading back to Sydney. Monitoring Guide Parklea Correctional Centre, p. An assessment of three reviews chosen at random shows that most operating standards were met Exhibit Tiers 5 and 6 have been omitted because they relate to lower level reporting.
Ladyboys classified ads Western Australia Other optional activities for the day include; taking in the breathtaking Coastal cliff top walk, chill out with a relaxing yoga or spa session or shop till you drop with a guided shopping tour of Bondi's funky back streets, cafes and hidden galleries. Your private guide will tailor your tour to suit your interests and make sure that your day is comfortable and full of local hospitality. Processes for managing variations in PLFs, and operating standards and specifications were well defined. We found that there would be the following benefits from rationalising reporting and providing General Managers with the Custodial Corrections QPR report:. Due to the review length and resource limitations, we found that lower security correctional centres had not been subjected to a review.
WOMEN LOOKING FOR NSA CRAIGSLIST PERSONAL ENCOUNTER In —15, time out of cells in secure custody was 6. The performance data from the snap-shot testing informs a comprehensive compliance review of the Operating Specifications that is made at the conclusion of the relevant reporting period. This audit assessed the effectiveness of the performance frameworks CSNSW has in place to deliver its services. Cost per prisoner per day performance could not be assessed because a target was not set. All States recorded assaults.
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