The book opens with a description of the business of corrections and the activities that compose it including those unique to a corrections agency and those common to all departments of the Federal Government. In the second chapter, the Commissioner of Corrections discusses why he perceived the need for fundamental change in the organization when he assumed his responsibilities in 1988. This is followed by a chapter that discusses the benefits of a clearly defined "mission" for the Correctional Service of Canada. The subsequent chapter describes the development of the mission document and its contents. The essential mission is that the Correctional Service of Canada "contribute to the protection of society by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure, and humane control." Another chapter explains the tasks of developing an appropriate leadership style and of generating the necessary commitment among staff. A chapter then describes what it means to "do good corrections." This includes an explanation of the way in which the Service manages those inmates deemed to be the most dangerous in the system, followed by a description of the new approach for the management of prisons. Remaining chapters outline initiatives to ensure that the Service's commitment to its mission does not waiver and present personnel views on how the organizational renewal has impacted their daily work. Appended supplementary material and chapter references