In an institution, it's organized mayhem. You're managing 30-plus offenders, and as a parole officer, you're the central person for everything in terms of problems in the unit. There's a lot of, as I'll call it, managing dysfunction, and then trying to target whether, for example, I can get this offender a job in the kitchen. I might be able to, but I might not. There's a lot of juggling.
I can make referrals, I can make suggestions in terms of program, but it's quite restricted. You almost have to...I don't want to say “sell your soul”, because that's too hard, but if you want to get one offender into a program and they're an exception because they somehow fall outside these rigid guidelines, it's quite difficult to get them in.
There are not enough psychologists, and all these mental health issues are way higher than in the normal population. There's the need for those resources and to integrate that with elders, and sometimes in institutions there's a breakdown. In the Edmonton Institution, for example, there are silos. In better institutions, you have a good relationship as a parole officer with the elder, with the aboriginal, with the social programs, with the kitchen, and informally you get a lot of stuff done.
To answer your question, it's managing all that, as well as legislative timelines and new objectives, and there is a swamping of work and new best practices.