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SECTION 2:   ANALYSIS OF PROGRAM ACTIVITIES

This section explains i) how CSC's program activities, and the plans associated with them, support CSC's single strategic outcome, and ii) how progress toward achieving the strategic outcome will be measured and reported in CSC's 2008-2009 Departmental Performance Report.

The determination of CSC's plans over the next three fiscal years is based largely on a risk-based decision-making process as reflected in CSC's Corporate Risk Profile.²⁷

2.1 Custody

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody	Correctional Interventions	Community Supervision	CORCAN (Special.Operating Agency)	Internal Services

As mandated in the Corrections and Conditional Release Act, CSC contributes to the maintenance of a just, peaceful and safe society by carrying out sentences imposed by courts through the safe and humane custody of offenders. The Custody Program Activity encompasses all activities related to the provision of reasonable, safe, secure and humane custody of inmates. This includes a wide range of activities that address health and safety issues as well as the provision of basics such as food, clothing, accommodation and health services. It also includes security measures within institutions including drug interdiction, and appropriate control practices to prevent security incidents.

Expected Result: Offenders are provided reasonable, safe, secure and humane custody.

Performance Indicators:

1. Rate of escapees from federal institutions
2. Rate of inmate deaths by other than natural causes²⁸
3. Rate of assaultive behaviour      

Plans:

Continue to increase safety and security of CSC's institutions

One of CSC's priorities is to continue to increase the safety and security of staff and offenders in its institutions.

Following are CSC's milestones for 2008-09:

• Enhance the Gang Management Strategy by including a specific component for Aboriginal offenders;
• Complete the acquisition and distribution of stab-resistant vests to designated front line correctional staff;
• Assess and evaluate the need for stab-resistant vests for other staff;
• Procure new pistols which were approved by Executive Committee and ensure all required staff are trained;
• Commence procurement process of remaining firearms as approved by Executive Committee;
• Determine next steps (pilot) for Taser usage within CSC;
• Explore legal options to enhance or develop more effective disciplinary responses to drug smuggling and trafficking in institutions; and
• Implement a smoke-free environment in all federal institutions by April 30, 2008.

Improve capacity to deliver essential physical health care services to inmates

CSC is legally obligated to provide essential health services to inmates. In addition, adequately addressing the health needs of offenders allows them to more fully engage in their correctional plan and therefore contributes directly to public safety for Canadians.

• Develop and implement a recruiting and retention strategy for Health Care professionals.
• Institute a Continuous Quality Improvement  program in the Health Services sector that includes accreditation by the Canadian Council on Health Services Accreditation;
• Finalize implementation of CSC's new governance model for health services;
• Finalize implementation of the regional pharmacies; and
• Strengthen CSC's public health response to infectious diseases through:
  • Increased focus on health promotion activities;
  • Ensuring effective discharge planning for offenders with ongoing treatment needs; and
  • Developing specific approaches for women and Aboriginal offenders.

Improve capacity to deliver mental health care to offenders in institutions

As per CSC's Mental Health Strategy, CSC will:

• Enhance clinical screening and mental health assessment processes at intake;
• Provide primary mental health care in all institutions; and
• Ensure consistent standards and approach in CSC mental health treatment centres.

Implement the Correctional Officer Deployment Standards

CSC has approved a new organizational model to improve the management structures and processes in its institutions, as well as a strategy for implementing revised correctional officer deployment standards. Implementation of the new organizational management model, completed in September 2007, is expected to enhance management of unit-centered correctional operations on a continual basis while improving supervision of interventions with offenders.

The implementation of the new deployment standards is on hold to allow for a full review of the recommendations identified in the CSC Independent Panel’s report. A number of the report’s recommendations may affect the standards that were being developed for implementation.  

Ensure CSC's ability to deal with a potentially growing number

World events and shifting immigration trends have given rise to legitimate concerns that persons with radical values and extremist approaches are to be increasingly found in Canadian society and thereby potentially under custody. International experience is also showing that prisons are ripe environments for nurturing the disaffection that can lead to adopting radical points of view, particularly against the State or Government. Because these points of view may be based on political, religious, cultural or other non-criminal values, correctional approaches that target criminogenic factors may not have an impact on such offenders. CSC carefully monitors developments in this area, including engagement with international criminal justice partners and will continue to ensure that the safety and security of its institutions is not jeopardized.

• Closely monitor trends;
• Enhance secure information sharing; and
• Maintain a centralized detention centre.

Improve interception and interventions to reduce the presence of drugs in institutions

• Implement a pilot of the external threat detector system to prevent intruders from approaching institutional perimeters;
• Assess the feasibility of introducing a millimetre wave imaging system to detect possession of contraband;
• Build on our capacity to exchange pertinent information between the institution and community police as it relates to drug trafficking;
• Review existing inmate visiting protocols in a effort to better control the access to the institution; and
• Pilot enhanced drug interdiction measures at two sites by ensuring all visitors and contractors entering the federal institutions are subjected to a non-intrusive search.

2.2  Correctional Interventions

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody	Correctional Interventions	Community Supervision	CORCAN (Special.Operating Agency)	Internal Services

As mandated in the Corrections and Conditional Release Act, CSC contributes to the maintenance of a just, peaceful and safe society by assisting the rehabilitation of offenders and their reintegration into the community as law-abiding citizens through the provision of programs in penitentiaries and in the community. The Correctional Interventions Program Activity encompasses all activities related to the delivery of correctional interventions and programs in institutions and communities designed to successfully reintegrate offenders into society as law-abiding citizens. It includes the development of individualized correctional plans for offenders, offender case management, the provision of cultural and spiritual services, engagement of the community, the provision of targeted correctional programs designed to address criminogenic factors and to sustain behavioural improvements of offenders, as well as the provision of offender education and employment training.

Expected Result: Offenders’ individualized risks and needs are addressed

Performance Indicators:

1. Percentage of offenders granted discretionary release 
2. Percentage of offenders granted parole at earliest possible parole date

Plans:

Expand measures to reduce violent re-offending 

• Continue delivery of violence prevention programming, substance abuse programming and maintenance programs;
• Promote the Community Maintenance Program as an aftercare strategy for offenders who have participated in institutional violence prevention and substance abuse programming;
• Implement the Alternatives, Attitudes and Associates program in the community; and
• Implement the Violence Prevention Program for Women.

Improve capacity to address the unique needs and risks of Aboriginal offenders, including Aboriginal women offenders

•  Increase cultural competency throughout CSC, including in case management, through Aboriginal perceptions training of parole officers and assignment of Aboriginal offenders to their caseloads;
• Continue development and implementation with territorial and provincial governments of options to address the unique needs of Northern offenders, particularly the Inuit;
• Implement the Aboriginal relapse prevention maintenance program for women offenders;
• Implement modifications to the Offender Management System to allow for the monitoring and reporting of results against the Aboriginal Continuum of Care; and
• Increase the opportunities for released Aboriginal offenders to be employed in their communities, through collaboration with other federal departments in initiatives that address labour market shortages.

Enhance internal and horizontal collaboration on Aboriginal community development issues (Strategic Plan for Aboriginal Corrections)

• Internal Collaboration: Ensure that the planning, reporting and accountability mechanisms at all levels of CSC integrate the Aboriginal dimension;
• Horizontal Collaboration: Address the gaps in external collaborative capacity through a more coordinated approach within the Public Safety Portfolio, with other federal departments and agencies, and with other levels of government; and
• Aboriginal Community Engagement: Engage Aboriginal communities in the further development and implementation of new programs and approaches that will contribute to safe and healthy communities.

Enhance community partnerships

This plan aims at increasing community engagement, including information sharing and coordination of activities and services, thereby decreasing re-offending risk to communities.

• Implement and champion a national citizen engagement governance structure;
• Develop and amend terms of reference with major partner organizations in order to clarify roles and responsibilities;
• Provide leadership within CSC and with other agencies and departments to foster the growth of citizen engagement expertise; and
• Engage a broader range of stakeholders in making use of existing engagement initiatives, including grants and contributions, community forum programs, outreach fund and speakers bureau.

Enhance the employability of offenders prior to release

 This plan aims to improve offenders’ job skills while matching the targeted skills to the needs of the labour market in the geographical area to which the offenders are likely to be released.

• Increase the number of offenders certified in a vocation program recognized by the broader community; and
• Refine vocational training and skills learning to meet labour market opportunities, thereby increasing the likelihood of steady employment.  

2.3 Community Supervision

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody	Correctional Interventions	Community Supervision	CORCAN (Special.Operating Agency)	Internal Services

As mandated in the Corrections and Conditional Release Act, CSC contributes to the maintenance of a just, peaceful and safe society by carrying out sentences imposed by courts through the safe and humane supervision of eligible offenders in the community. The Community Supervision Program Activity encompasses all activities related to the supervision of eligible offenders in the community, including the provision of a structured and supportive environment during the gradual reintegration process through Community Residential Facilities, Community Correctional Centres and Aboriginal Healing Lodges, as well as the provision of limited specialized services for mentally disordered offenders in the community.

Expected Result: Re-offending in the community is reduced.

Performance Indicators:

1. Percentage of offenders under community supervision who incur new convictions
2. Percentage of offenders under community supervision who incur new convictions for violent offences
3. Percentage of offenders under community supervision who incur new convictions for non-violent offences
4. Percentage of offenders under community supervision who incur suspensions                                                                  

Plans:

Improve the safety and security of staff working in the community

• Expand  and evaluate the Community Staff Safety Program;
• Deliver safety training non-parole officer staff;
• Review small parole office staffing strategy for expansion;
• Revise orientation program for new parole officers; and
• Enhance capacity to manage offenders released at Statutory Release or those serving a Long Term Supervision Order.

Improve the safety and security of offender supervision

• Evaluate the Community Corrections Liaison Officer positions (police officers working under agreements with CSC);
• Pilot test electronic monitoring;
• Expand CSC's Security Intelligence Network to parole offices; and
• Expand Security Intelligence Officer positions in the community.

Improve capacity to deliver mental health care to offenders under community supervision

As per the Community Mental Health Initiative, the following are milestones for
2008-09:

• Deliver Community Mental Health training to front line staff;
• Enhance services in the community for special subgroups of offenders, including women and Aboriginals; and
• Enhance discharge planning in select institutions and mental health treatment centres.

Enhance the employment results for released offenders

This plan is to assist released offenders to find employment and remain employed as a stabilizing factor in their reintegration:

• Strengthen the employment assistance available to released offenders through alliances with employers and trades training institutions to focus on finding jobs to meet labour market shortages.

2.4 CORCAN

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody	Correctional Interventions	Community Supervision	CORCAN (Special Operating Agency)	Internal Services

CORCAN²⁹ is a Special Operating Agency of CSC that employs federal offenders for its workforce and, in doing so, provides them with working skills and working habits necessary to compete in the workforce once released from federal custody.

Employment and employability are recognized as major factors in an offender’s ability to pursue a crime-free life. Currently, more than 70% of offenders at admission have unstable work histories; more than 70% have not completed high school and more than 60% have no trade or skill knowledge.³⁰ Without the means to earn a living upon release, an offender’s rehabilitation is jeopardized.

The CORCAN program is thus an integral part of CSC's reintegration strategy. Over two million hours of employment and training are provided each year as a complement to other reintegration programs. Up to 20% of the offender population is active in CORCAN training and there can be a long waiting list.

Further information about CORCAN, including its annual reports, can be found at: http://www.csc-scc.gc.ca/text/prgrm/corcan/home-eng.shtml.

2.5 Internal  Services

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody	Correctional Interventions	Community Supervision	CORCAN (Special Operating Agency)	Internal Services

This Program Activity entails all corporate and administrative services that support the effective and efficient delivery of operational programs and activities across the organization. (e.g., human resources management services; financial management services; information management services; etc.)

Treasury Board Secretariat does not require formal "Expected Result" and "Performance Indicators" associated with this Program Activity. Improvements in Internal Services is measured annually by Treasury Board through its Management Accountability Framework.

Plans:

Achieve an effective and representative workforce

In April 2007, the Executive Committee approved the Strategic Plan for Human Resource Management 2007-10. Human resource management is increasingly important in today's changing workforce. Some of the challenges CSC currently faces are common across the Public Service, while others are unique to CSC. CSC's challenges include changing demographics, projected labour shortages, effective labour relations and evolving learning needs. To ensure that CSC meets these challenges and to strengthen its human resource management, CSC has developed a comprehensive three-year strategic plan.

The plan supports CSC's efforts to strengthen management practices across the organization. It focuses on four priorities: Strengthen human resource management practices, build an effective representative workforce; provide learning, training and development; and improve workplace health and labour relations.

Attracting and retaining an innovative and representative workforce with the appropriate skills and competencies to meet CSC's business needs at all levels of the organization is fundamental to the sustainability of correctional results today and in the future. This must be achieved in the context of the broader Public Service as well as in the context of the current labour market trends in Canada, an ageing workforce, projected increases in retirements, and the business needs with regards to staffing nurses, doctors and psychologists. CSC has actively hired post-secondary school graduates and has met other important objectives in the context of the Public Service Renewal Action Plan.

The following milestones in key areas have been established for 2008-09:

• Develop an Aboriginal Employee Recruitment Strategy;
• Develop a succession planning framework for executive groups and executive feeder groups, and refine the Performance Management Plan for executives; and
• Implement Business Process Re-engineering.

Enhance CSC's Training and Development Capacity

In order to be able to attract, develop and retain a qualified, motivated and adaptable workforce, CSC must provide its workforce with the training and development essential to meet current and future needs.

The following milestones have been established for 2008-09:

• Implement the following  redesigned programs: the Correctional Training Program,  the Parole Officer Orientation Program, the Women-Centered Training
• Program and the Revised Women-Centered Training--Refresher Program;
• Implement a professional development strategy in support of recruitment and succession planning; and
• Implement a Corporate Learning Plan.

Contribute to the improvement of the health of CSC's Workforce and promote effective and responsive labour relations

Given the nature of CSC's business, employees endure a high level of stress. This can manifest itself in poor morale, high level of staff grievances (as revealed in the 2005 Public Service Employment Survey results) and an increasing rate of employees taking sick leave, all of which impact directly on service delivery and increases the risk of  incidents in institutions and communities.

• Implement the Grievance Delegation Strategy;
• Implement the Informal Conflict Management System;
• Renew the Occupational Safety and Health framework; and
• Develop and implement the ethics strategy.

Enhance physical infrastructure  

• Review the CSC Long-Term Capital Plan, and develop a revised resourcing strategy for a sustainable long-term plan;
• Allocate interim funding to highest priority areas, including fire safety (equipment and training), electronic security systems, vehicle fleet, infrastructure maintenance, enhanced security measures and equipment, environmental protection (drinking water quality), as well as food and health equipment; and
• Refine population forecast information and demographics.

Enhance Information Management/Information Technology infrastructure

• Approve Information Technology Strategy
• Ensure Security Intelligence Network has been installed in institutions to support Security Intelligence Officers;
• Develop a process to test and monitor CSC's Information Technology disaster recovery capacity for mission-critical applications;
• Redevelop Security Offender Management System module; and
• Implement a new computing platform that will enable CSC to consolidate the distributed Offender Management System database and further bring our platform into alignment with the industry.

Enhance organizational capacity to adjust to changing government priorities and direction

• Implement integrated and risk-based business planning;
• Align priorities and plans with Long Term Capital Plan and corporate risks; and
• Implement revised Program Activity Architecture to assist with improved resource allocation, activity-based reporting, accountabilities and corporate evaluations.

Ensure CSC's financial sustainability

CSC must ensure it will have sufficient financial resources to sustain its corporate commitments, legal obligations and results in the context of a changing operating environment.

• In collaboration with central agencies, secure funding for the National Capital Accommodation and Operations Plan as well as funding for the implementation of approved recommendations of the Independent Panel report; and
• Assess impact on correctional results and CSC's workforce if no additional funding is received.

Enhance National Victim Services Program

The Corrections and Conditional Release Act recognizes that victims of crime have a legitimate interest in receiving information about the offenders who harmed them and mandates CSC to notify victims of certain information³¹ at their request. The National Victim Services Program currently responds to requests from 5,500 registered victims and their agents. These numbers are expected to increase significantly as a result of the new service delivery.

• The expected results of the program are:
• Greater continuity of service delivery and timely notification by dedicated staff;
• Increased number of registrations of victims of federally sentenced offenders;
• Increased number of notifications provided to victims; and
• Detailed evaluation framework developed for corporate reporting.

Improve the greening of CSC's operations

In accordance with CSC's Sustainable Development Strategy 2007-2010 and the Government of Canada’s Policy on Green Procurement, CSC has established targets in greening its operations, and contributing to a healthier physical and social environment. More information can be found in Section 3, Table 2 (Sustainable Development Strategy),  as well as Table 6 (Green Procurement) at http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp

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