Kylie Yallop

Currently appointed to the General Manager Corella Place, an established post sentence facility that accommodates and supervises complex high risk sex offenders on post sentence supervision orders for the Department of Justice and Community Safety.

Achievements in my current role have been:

• Successfully decommissioning one of 3 facilities within the Corella precinct to align the facility to proposed State budgets of reducing public service budget by 10%. This has taken just over 12 months to achieve.
• Inline with the above decommissioning I oversaw the relocation of staff, residents and facility resources as well as managed the Departments early retirement scheme on site to reduce the overall workforce numbers.
• Facility oversight of a $6 million dollar fit for purpose facility build with an expected to commissioning date of February 2024.
• During my tenure I've successfully negotiated and secured funding to engage service provision from Occupational Therapists, Exercise Physiologists, Personal Trainers, Art Therapists and First Aid trainers and Aboriginal support services for residents as well as Aboriginal cultural awareness courses for staff.
• Implementation of the training recovery program on site to re train staff in mandatory skills that are required to carry out their role
• Implementation of staff wellbeing and peer support programs to provide trained mental health first aiders into the workplace.
• Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
• Implemented operational strategies and effectively built customer and employee loyalty.

• A role implemented in response to the COVID outbreak in the Victorian prison system.
• Tasked with coordinating and overseeing the granting of sentence reductions, under the authority of the Deputy Commissioner of Corrections, for prisoners who had suffered deprivation or disruption to their normal structured out of cell hours
• A large portion of the role was liaising with the Corrections Victoria Intelligence Unit, Post Sentence Detention Branch, Transition and Reintegration Unit, Sentence Calculations and Warrants Administration and the Deputy Commissioner of Corrections
• With indirect supervision and coordination of the 17-prison based EMD Co Originator's across the state the role required liaison with Prison General Managers and operational teams to coordinate the collation of COVID statistical data in order to identify prisoners who had been affected and met the criteria for sentence reductions.

• Prisoner Case Management
• In 2020 I was requested to return to the Offender Management Development Branch for a further 12-month secondment to work with prison locations on maintaining case management practices during COVID 19
• A challenging role I was tasked with negotiating with General and Operations Managers across 17 prison sites to maintain case management practices in prisons whilst program service provision, and face to face interactions were restricted
• I was required to develop and implement online training in case management, weekly network forums to support staff in case management practices and ongoing fact sheets detailing how to support staff and prisoner fatigue throughout the pandemic.
• Complied with regulatory guidelines and requirements
• Met deadlines by proactively managing individual and team tasks and streamlining processes

• In 2017 I made the move back into operations to expand my knowledge of the public run prison environment
• I successfully gained a position as Operations Manager of the 760-medium security, Hopkins Correctional Facility
• Initially managing the main reception precinct of the facility, I commenced with 4 direct reports, 26 prisoner officers and oversight of 98 remand prisoners
• After 12 months I requested a move into the Security precinct where I had 10 direct reports 42 prison officers, oversight of the Intelligence division all security aspects of the prison
• The coordination of prisoner visits, gatehouse functions, external escorts, the prison emergency response group and the 10 bed in patient health unit
• In mid-2019 I was assigned to the General Manager position whilst the substantive GM acted in the Assistant Commissioners role
• Managing the 760-bed facility included administration of the budget, human resource oversight, incident management, stakeholder engagement, participation in statewide General Managers forums and formal reporting obligations to the Regional Assistant Commissioner.

• Having been in the private sector of Corrections for 16 years at this point I was approached by a colleague within the public sector of Corrections Victoria to apply for the newly created role of Manager Prisoner Case Management
• Looking to take on a new challenge and move into the public sector I was successful in gaining the role within the Offender Management Development Branch
• My role was to ensure the review and update of the Offender Management Framework
• The guiding framework for case management practices across the Victoria Prison and Community Corrections environments
• In conjunction with the OMF update I was tasked with conducting a review of the quality assurance tool used to monitor case management outcomes
• This included liaising with relevant stakeholders across the system that contribute to prisoner outcomes such as Community Corrections, Adult Parole Board, Post Sentence Branch, Service and Program providers was required to ensure a wholistic end to end approach to case management was applied., : Managing all aspects of static security for the facility as well as the emergency management and intelligence portfolio
• Liaising with numerous external parties to ensure an effective incident response in times of emergency as well as input into the regional emergency response plan
• Stakeholders included Victoria Police, Ambulance Victoria, Melbourne Fire Brigade, Corrections Victoria (CV) Security and Emergency Services Group, local Country Fire Authority
• Other prison locations and local council.