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This document is archival in nature and is intended Le présent document a une valeur archivistique et for those who wish to consult archival documents fait partie des documents d’archives rendus made available from the collection of Public Safety disponibles par Sécurité publique Canada à ceux Canada. qui souhaitent consulter ces documents issus de sa collection. Some of these documents are available in only one official language. Translation, to be provided Certains de ces documents ne sont disponibles by Public Safety Canada, is available upon que dans une langue officielle. Sécurité publique request. Canada fournira une traduction sur demande. , 98 394-2-43 E?2 2005 Evaluation Framework of the Assessment of the Nekaneet First Nation Capacity to enter into CCRA Section 81 with the Correctional Service of Canada Evaluation & Review Branch Performance Assurance Correctional Servicel January 20, 2005 of Canada 2008 FEB 0 4 Okirnaw Ohci Healingi Leckie LIBRARY / BIBLIOTHÈQUE PSEPC/SPPCC 98 .C87 JAN 1 0 2008 E92 2005 OTTAWA (ONTARIO) KIA OP8. TABLE OF CONTENTS TABLE OF CONTENTS II I. INTRODUCTION II. BACKGROUND 4 III. DESCRIPTION OF THE PROGRAM 5 1) CCRA SECTION 81 5 2) NEKANEET FIRST NATION 6 3) OKIMAW OHCI HEALING LODGE 6 4) GOALS AND OBJECTIVES 7 5) PROGRAM DELIVERY APPROACH 7 6) RESOURCES AND PROGRAM COSTS 9 7) GOVERNANCE STRUCTURE 10 8) STAKEHOLDERS 10 IV. CAPACITY ASSESSMENT CONCEPTS 11 1) THE SYSTEM LEVEL 11 2) THE ORGANIZATION LEVEL 12 3) THE INDIVIDUAL LEVEL 12 V. SEVEN DOMAINS OF THE CAPACITY ASSESSMENT 12 1) MISSION AND STRATEGY ASSESSMENT 13 2) CULTURE, GENDER AND STRUCTURE ASSESSMENT 13 3) PROCESS ASSESSMENT 14 4) HUMAN RESOURCES MANAGEMENT ASSESSMENT 15 5) FINANCIAL RESOURCES AND FINANCIAL MANAGEMENT ASSESSMENT 15 6) INFORMATION MANAGEMENT ASSESSMENT 16 7) INFRASTRUCTURE/ASSET MANAGEMENT ASSESSMENT 16 VI. CAPACITY MATRIX 16 VII. ASSESSMENT STRATEGY 28 VIII. EVALUATION/ASSESSMENT DESIGN 29 IX. DESCRIPTION OF METHODS . 30 1) Document Review 30 2) Interviews 31 3) Observations 31 X. REPORTING STRATEGY 32 XI. WORKPLAN AND RESOURCES COMMITMENT 32 REFERENCES 34 SIGNATURES 35 Copyright of this document does not belong to the Crown. Proper authorization must be obtained from the author for any intended use Les droits d'auteur du présent document n'appartiennent pas à l'État Toute utilisation du contenu du présent document doit être approuvée préalablement par l'auteur. I. INTRODUCTION The Correctional Service Canada (CSC) is an agency of the portfolio of Public Safety and Emergency Preparedness Canada (PSEPC). The portfolio allows for a continuum of service delivery from prevention to response, including, for example, emergency preparedness, crime prevention, border management, emergency response, law enforcement, conections and parole. The creation of the portfolio, in 2003, enhances our ability, among other things, to make Canada's communities safer. CSC contibutes directly to this goal. Within the PSEPC portfolio, CSC plays a key role in maintaining a just, peaceful and safe society and in assisting in the government's overall agenda of improving the quality of life of Canadians. CSC's plans and programs are designed to ensure the safe and effective accommodation of offenders and their reintegration into Canadian communities as law-abiding citizens, while reflecting long-standing Canadian values of justice, fairness and respect for human rights. CSC has exclusive authority under the Corrections and Conditional Release Act (CCRA) to administer the sentences of adult offenders serving two or more years within a federal institution. This department manages 54 federal penitentiaries, six (6) of which are exclusively women's institutions, 16 community correctional centres and 71 parole offices across Canada. The Corrections and Conditional Release Act, Section 81 authorizes the Minister, or a person authorized by the Minister to enter into an agreement with an Aboriginal community for the provision of correctional services to Aboriginal offenders and for payment by the Minister, or by a person authorized by the Minister, in respect to the provision of those services. The Act similarly allows offenders to be placed with private individuals whom CSC has assessed as possessing the capacity to provide the required con-ectional services. CSC has signed four such agreements with Aboriginal communities and/or individual placements since 1997. In 1997, the Minister signed Section 81 agreements with Prince Albert Grand Council in Saskatchewan, Waseskun in Quebec and Stan Daniels in Alberta; and in 2000 with Ochichakkosipi First Nation in Manitoba. There are also two individual placements under Section 81 agreements. 1 1 I The purpose of this evaluation is to conduct an assessment of the Nekaneet First Nation's capacity to enter into CCRA Section 81 agreement with CSC and assume the responsibility of managing Okimaw Ohci Healing Lodge (0OHL) as a Section 81 facility, with the intended outcomes of the legislation, within budget and without unwananted negative outcomes l . The Nekaneet First Nation is situated in Maple Creek, Saskatchewan. According to Laverack (1998), building community capacity describes a process that increases the assets and attributes that a community is able to draw upon in order to take more control of, and improve the influences on the lives of its members. Hepworth and Larsen (1993) have identified a number of universally required social and physical enviromnental resources that range from immediate home environnent (e.g. food, sanitation, space, etc) to the surrounding community (e.g., adequate police and fire protection). Zastrow (1995) suggests similar social support needs, such as emotional support from significant others, and support on the basis of needs. These lend credence to the functioning of a community and individual networks, and demonstrate the significance of capacity building in a community. The United Nations Development Policy (UNDP) Directorate (1998) defined 'Capacity Assessment' as a structured and analytical process whereby the various dimensions of capacity are assessed within the broader systems context, as well as evaluated for specific entities and individuals within the system. Laverack and the United Nations definitions will be used to define the focus of this evaluation as it relates to the capacity of the Nekaneet First Nation to enter into a Section 81 agreement with CSC. In completing this evaluation framework, we have extensively drawn upon the United Nations Development Policy Directorate's (UNDP) experiences in capacity assessment, community development and governance programmes. Similarly, several assessment tools from which we built our assessment are those identified by Vosler (1990), Dunst (1994) and Dunst et al (1988). Those tools assist to determine the extent to which basic resources are available, accessible and adequate to meet perceived needs, as well as the extent to which needs that are not adequately met contribute to stress and strain. For 1 CSC EXCOM Decisions (September 2004) 2 years, UNDP has focused on assessing the capacities of institutions and communities. In 1994, the Management Development and Governance Division (MDGD) of the United Nations (UN) prepared guidelines on "process consultancy", which emphasized the need for external player's support for capacity assessment and capacity building processes. There are other frameworks such as those for institution-building (e.g., UNDP 's "CAPbuild" for Institutions) and participatory methodologies to assess the capacity requirements of communities. In this case we will look at those stresses and strains that may impact on a successful implementation of an agreement between the Nekaneet First Nation and CSC and draw on all the experiences found in the literature in completing this framework. A capacity assessment essentially involves three levels of analysis: the system level, the organization level, and the individual level (UNDP, 1998). The approach we have taken requires an understanding of capacity in both a strategic context and at these three levels: the individual level, the level of the organization or entity, and the level of the broader system or enabling environment within which entities and individuals function. We will use two of the current four Section 81 agreement communities2 as a benchmark because of the similarity in the existing framework between 0OHL and the lodges, in terms of identification of both ()OHL and the Nekaneet community capacity to meet those needs. The assessment will include a written and oral presentation of findings and recommendations to the Executive Committee, (EXCOM). The assessment will contribute to a better understanding of the issues confi-onting the lodge, and provide a foundation for which a collaborative action plan

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