Increasing Effectiveness in Prevention of Crime and Promoting Rehabilitation in Execution of Sanctions

- More horizontal and less vertical system of management at institutional and sub-sector (execution of sanctions) level

- Further depoliticising of appointment process of prison managers

- Further demilitarisation of prison service

- Prison service quality policy defined, linked to performance management system and all career management decisions

- Merits-based (score-based) system applied for all penitentiary appointments, promotions, and assignments to particular posts (transfers)
on basis of new quality policy

- Performance management system tied to staff motivation schemes, with targets and indicators interoperable with other justice and law
enforcement agencies

- Suitable candidates and more specialist staff (psychologists, psychiatrists, social and welfare workers, teachers, vocational, physical
education and sport instructors) targeted for employment at prison service

- SPS (Training Centre) empowered to deliver in-service and specialised training for prisons staff

- Training system for prison staff; annual training curricula and sound methodology of training in place; training for all prisons staff
carried out regularly on that basis; specialised training for staff working with certain categories of prisoners

- Training courses for prisons staff, probation officers, legal professionals (lawyers, judges, prosecutors, police etc.) approximated,
some curricula and courses harmonised

- On-line and distance learning training available

- Key training subjects include international human-rights standards, (in particular prevention and effective investigation of
ill-treatment), professional ethics and disciplinary matters, information technology, psychology, budget and financial management,
communication

- Permanent pool of well-trained and experienced trainers, including trainers from regions, fully and regularly mobilised

- Experienced practitioners, including European and international counterparts, among regular trainers

- Full electronic management of all institutional functions

- Ensured proper protection of informational resources and confidential information

- Interoperability of IS with those of other State and non-State actors

- Automated or on-line systems for measuring user satisfaction

- Applicability and efficiency of disciplinary rules in case of violation of law; consistent, clear and foreseeable disciplinary
proceedings concerning responsible prison staff member

- Principle of proportionality applied when making decision on necessity of sanction and on defining type of sanction

- Repeated or serious violations of ethics amounting to ground for disciplinary responsibility, with detailed and consistent explanations
of relevant linkage in practice guides

- Online tool for filing complaints against prison staff, and system of online-reporting to SPS for handling complaints, in place; ample
information available to foster prisoners ‘s awareness of complaint mechanisms

- Public provided access to analytical and statistical data on disciplinary practice at SPS

- Inspectors enjoying requisite degree of autonomy within SPS system

- Liability established for inspectors for non-performance of duties, avoidance of appropriate response to potential or actual offenses

- Effective mechanism for investigating cases, hearing individual complaints for disciplinary cases and application of anti-corruption
measures within SPS

- Mixture of discussion-based and incentive/repression-based approaches in disciplinary oversight and carrying out of internal inspections

- Inspectors’ reports analysed and used to provide feedback for prison management to improve regulation and management policy and
implementation

- Regular internal monitoring reports, with conclusions drawn from external monitoring by NPM and CSOs

- Sentencing guidelines with clear targets and margins of sentences to be requested by PPO for different crimes and perpetrator profiles

- Strengthened individual sentence planning, advanced progressive imprisonment schemes, support to implementation of criminological
cognitive (behavioural) programmes and modules for treatment of vulnerable categories of prisoners

- Comprehensive individual sentence plans with measures to address these risks

- Risk management integrated as essential prison policy development and implementation tool; assessment tools in place with scoring systems
linked to suitability criteria for each intervention programme

- Case management process with cycle of assessment, sentence plan, sentence execution, review and enforcement

- Practical and effective application of dynamic security model

- Regular in-depth analysis of numbers and/or deployment of custodial staff in prisons and detention centres; staff numbers optimised for
sufficient staff-inmate ratio; increased number of custodial staff with respect to gender balance

- Optimised shift-pattern for custodial staff (from 24hrs)

- Informal prisoner hierarchy and inter-prisoner violence and intimidation is better addressed through strengthened static and dynamic
elements of security as well as through improved staff-inmate interaction by way of improved interpersonal communication skills

- Clear and transparent disciplinary procedures for inmates and properly kept disciplinary records and files; prisoners provided with and
informed about their right to challenge disciplinary decisions before independent authority

- Role of health-care staff is clearly defined and not abused in prisoner disciplinary measures

- Automatic video-recording system of all persons in custody (first questioning); regular, systematic record on use of force or special
means in prisons

- Enforceable obligation to record all alleged medical problems of prisoners

- Clear and foreseeable system to deal with prisoner complaints; online tool for filing complaints against prison staff, and system of
online-reporting to SPS for handling complaints, in place; ample information among prisoner about complaints mechanisms

- Clear follow-up to each complaint on ill-treatment in prisons via official inquiry, obligatory medical check-up, secure recording of
medical data via electronic system, documentation of investigation and notification to complainants

- Institutionalisation of management obligation to prevent and deal with inter-prisoner violence, including monitoring of illicit prisoner
behaviour, obligatory reporting of confirmed and suspected cases of inter-prisoner intimidation/violence and thorough investigation of all
incidents

- Improved convoying conditions; clear instructions for custodial/escort staff at secure wards

- Improved competences of prisons health staff prison staff medical and interpersonal communication skills

- Individual risk assessment of prisoners (dynamic security) and individualised sentence planning in place

- Purposeful activities in place depending on prisoner categories (life-sentence etc.)

- Clear and foreseeable obligation of prison system to cooperate with all external oversight mechanisms

- Sustainable (year-on-year) funding and resources allocated for NPM

- National authorities have access to and use information on the factors contributing to prison overcrowding and receive strategic guidance
on approaches related to tackling these phenomena

- Projections for required capacities of penitentiary establishments and their foreseen structure and type supported by evidence from
studies and reflected in relevant policies

- Practical and effective transition from dormitory type barracks to block placement, increasing average living space per prisoner,
introduction on modern security technologies and telecommunication system, further development of ‘halfway houses’, separate facilities for
juveniles and young offenders

- Greater employment of public-private partnerships in escort provision, electronic monitoring, provision of work to prisoners and other
services

- Greater competition between various service providers

- Incentivising private providers, such as by way of subsidies to farmers, for employing prison workforce

- Development of rating system for ranging from ‘excellent prisons’, delivering ‘exceptionally high performance’ to ‘poor performing
prison’; rating being informed by cost performance and output data, showing performance against key performance targets

- Practical and effective application of standardised healthcare procedures, processes and protocols, as part of process transferring all
prison healthcare staff under auspices of the Ministry of Health

- Increased protection by legislation and practice of the prison medical staff; institutionalised principle of professional independence of
prison medical staff and guarantees for confidentiality of examinations

- Clear and foreseeable guidelines for healthcare professionals working in penitentiary establishments, necessitating development of
specialised competences (i.e. medical ethics, medical records and documentation, documentation and interpretation of injuries, medical
examination on admission, technique of interviewing persons who may have been ill-treated, suicide prevention, drug harm reduction etc.)

- Treatment programmes tailored to needs of each category of prisoners (especially female prisoners and juveniles)

- Regular needs and risks assessment of prisoners integrated as key prison management policy and implementation tool

- Vocational educational training system supplements and consolidates employment policy and recruitment system changes

- New State-funded VET, other education and rehabilitation programmes designed and launched

- All prisoners engaged in VET or other education and rehabilitation programmes on weekly basis

- Clear and foreseeable regulation on provision of out-of-cell activities and provisions guiding inmates’ contact with outside world

- Programmes of structured out-of-cell activities tailored to needs of each category of prisoners (adult remand or sentenced prisoners,
inmates serving life sentences, sentenced prisoners held in special conditions of high security or control, female prisoners, juveniles,
etc.)

- System of incentives and model cooperation schemes for attracting private enterprises to employ prison workforce in place; regular
information fora for local enterprises

- Practical and effective application of Public-Private Partnerships (PPPs) in prisons;

- Regular engagement of CSOs in providing meaningful activities and work for both sentenced and remand prisoners, while ensuring
sustainability of pre-release programmes without over-reliance on CSOs and other third parties working purely on basis of project-based
financing

- Facilitation of public procurement and grant procedures, introduction of tax and other incentives to involve CSOs more actively in the
rehabilitation, re-socialisation and reintegration work

- Clear and transparent criteria for conditional release

- Separate procedures for parole boards (for juveniles and other categories)

- Reinforced use of early release through parole by elaboration of clear and transparent criteria for release on parole, consistent
practice of courts in applying them, and special programme for preparation for release

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- Expansion of range of obligations possible under probation, including community service

- Discretion introduced for judges to impose community work or additional obligations for violations of alternative sanctions

- Rehabilitation and social integration policies and programmes developed, implemented and reviewed for various target groups, including
offenders, prisoners, former inmates; relevant programmes integrated into criminal legislation as obligations

- Clear and foreseeable status of divisions in charge of probation as part of State Penitentiary Service

- Evidence-based approach to identifying needs and planning business for material and technical support of functioning and development of
probation

- Suitable office premises in each sub-division separate from police and prisons fully equipped with private interviewing facilities,
telephones, IT equipment etc., and meeting relevant regulatory requirements for office premises

- IT needs are identified, software specifications drawn up and relevant business plan drafted to deliver products

- MOUs between relevant bodies adopted on scope and extent of automated and on-demand exchange of data on probationers

- Technical support of probation divisions provided; pilot software developed and regulatory framework for the use of data bases and
software elaborated

- Practical and effective use of software, including basic case management system, and database for risk/needs assessments

- Greater interoperability of probation information systems (IS) with other national IS in justice (penitentiary, PPO, courts, bailiffs)
and law enforcement (investigation bodies, migration, border control, national security)

- SPS research and analysis units regularly producing analysis of risk/needs profiles of offenders under supervision, providing guidance
for probation system management with regard to aggregated probationer profiles

- Public opinion on necessity to involve local municipalities to facilitate the work with probation subjects is studied

- Participation of local municipalities in creation and functioning of probation establishments

- System for informing local municipalities and state authorities in place about activities and development of probation services

- Public opinion regarding impact of probation on public security enhanced

- Regular information campaigns on objective and perspectives of probation in Ukraine, with cooperation of local and national media

- Regular contacts for the exchange of information with probation services in EU and other countries of region

- Automated and on-line systems for measuring user satisfaction

- Intensive and regular consultations on development and content of volunteering in probation (meetings with CSOs, information measures)
based on best international practices;

- Proposals of amendments to regulatory framework on volunteering in probation developed in consultation with experienced CSOs

- Facilitated public procurement facilities (grant) procedures for probation services to contract CSOs, introducing various incentives
(e.g. tax) to involve CSOs more actively in rehabilitation, re-socialisation and reintegration work in pilot regions

- Centres established and range of programmes in place for juveniles including anger management, managing emotions, life skills and
cognitive behavioural interventions

- Clear and foreseeable content and procedure of training and certification of probation service employees involving educational capacities

- Requirements for professional selection and training of probation employees make emphasis on recruiting staff with backgrounds in
psychology, social work and social pedagogy;

- PMF standards for frontline staff containing standards allowing line managers to develop and monitor their performance through annual
appraisals

- Training programmes for employees of probation service are developed and implemented using interactive training methods, including
training for line managers

- Training delivery plan with analysis of project resources (international and national) in place to cover quickly maximum number of future
probation employees with trainings on probation activities forms and application of probation instruments

- Regular selection and training of staff and faculty of educational institutions for training of trainers to train future probation
employees

- Sufficient capacity in regional training centres to deliver training plans in reasonable time

- Pilot projects on implementation of training modules to prepare future probation employees with fast coverage of maximum number of staff

- Training modules of judges, prosecutors and probation service employees on usage of pre-trial reports includes detailed explanation of
risk/needs model

- Regular joint training events for probation service employees, judges and prosecutor on pre-trial reports preparation and application

- Focal points for exchange of information on probation are identified

- Indicators included in PMF to assess quality of application of risk/needs assessment system

- National implementation of ASSET-based risk needs assessment system for juvenile offenders

- Training package for use of assessment tool for all staff designated to prepare pre-trial reports or to be case managers

- Database in place to store completed assessments and validation study conducted on adult tool after 2 full years that data have been
collected to establish actuarial predictor of risk of re-offending (expressed a percentage score)

- Revised version of adult assessment system issued after completion of validation study with accurate scoring system linked to suitability
criteria for each intervention programme

- Establishment of case management process for probation cases with cycle of assessment, sentence plan, sentence execution, review and
enforcement

- Gained international experience in implementing programs for subjects of probation, used by probation services in EU MS and other regions
systematised

- System of licensed training on programs implementation by probation staff in place

- Introduction and organisation of probation programs, with list, content, procedure of probation assignment for particular subject

- Clear and foreseeable procedures for probation programs implementation, definition of responsibilities of parties involved in process,
list of entities involved in these procedures and their functions

- Exchange of visits for purpose of information sharing network establishment is conducted; teaching and didactic materials is exchanged;

- Agreements for educational professionals in place

- Proposals for borrowing or development of regulations, educational, practical and methodological products in sphere of implementation of
rehabilitation and correction programs in Ukraine,

- Outreach and finalising works to establish advisory body (with representatives of State authorities) for expert review of developed
probation programs are carried out