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The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
The Public Safety Portfolio of the Government of Canada continues to establish ambitious plans and priorities and to achieve successes in ensuring the safety and security of Canadians. As the Minister of Public Safety, I am pleased to present to Parliament this Report on Plans and Priorities that outlines our further objectives for 2008-2009.
This year, Correctional Service of Canada (CSC) played an important role in maintaining a just, peaceful and safe society while helping the Government to uphold its crime prevention agenda. CSC worked to ensure the safety and security of Canadians by focusing on programs that support the safe transition of eligible offenders into the community, providing effective interventions for First Nations, Métis and Inuit offenders, improving capacities to address mental health needs of offenders, and strengthening management practices.
In the coming year, we will continue to support the transformation of the federal corrections system and to advance important law reforms. The Government of Canada convened an independent panel to conduct a review of CSC's operational priorities, strategies and plans.
The independent panel’s report, A Roadmap to Strengthening Public Safety, was released in December 2007 and contains 109 recommendations. Over the course of the next year, we will be looking to implement this report in order to modernize and reform Canada’s corrections system.
Thanks to the ongoing commitment and dedication of Public Safety Portfolio staff and partners, I am confident that we will continue to enhance the safety and security of Canada in the year to come.
__________________________________________
The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
The Correctional Service of Canada (CSC) is working hard to protect the safety and security of Canadians. The 2008-2009 Report on Plans and Priorities (RPP) outlines our plans to sustain the public safety results we achieve in the context of increasingly complex challenges.
Recognizing the need to develop our workforce to meet the demands of the future, we will continue to strengthen our practices with respect to managing our most precious resource - our people. To this end, in response to changing workforce demographics and projected labour shortages, we are about to enter the second year of implementation of our comprehensive three-year strategic plan
for human resources. As described in this RPP, continued implementation of this plan is among our top priorities for 2008-2009 and is central to our effort to strengthen management practices at CSC.
At the same time, our work in institutions will continue with new measures to enhance the safety of both staff and offenders through improved security practices. We will also continue to focus our attention on the safe transition of eligible offenders to communities, on enhancing our capacities to provide effective interventions for First Nations, Métis and Inuit offenders, and on
improving our capacities to address the mental health needs of offenders.
In April 2007, the Honourable Stockwell Day, Minister of Public Safety, announced the appointment of an independent panel to review the operations of CSC. This review has recently been completed and the panel’s report outlines a roadmap for CSC to strengthen its contributions to public safety. The report, which includes 109 recommendations, sets a long-term agenda for the transformation of corrections at the federal level. It is now under active consideration by the Government and will likely have a major impact on corrections for years to come.
As we move forward in 2008-2009 and beyond, I am confident that the CSC team will continue to work with enormous dedication to deliver the best possible public safety results for Canadians.
__________________________________________
Keith Coulter, Commissioner
I submit for tabling in Parliament, the 2008-2009 Report on Plans and Priorities for the Correctional Service of Canada.
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008-2009 Estimates: Reports on Plans and Priorities and Departmental Performance Reports.
__________________________________________
Keith Coulter
Commissioner, Correctional Service of Canada
This section presents general information about the Correctional Service of Canada and focuses on the current strategic context and priorities of the organization.
The Correctional Service of Canada (CSC) is an agency within the Public Safety Portfolio. The Portfolio brings together key federal agencies dedicated to public safety, including the Royal Canadian Mounted Police, the National Parole Board, the Canada Border Services Agency, the Canadian Security Intelligence Service, and three review bodies, including the Office of the Correctional Investigator.
CSC contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more. This involves managing institutions (penitentiaries) of various security levels and supervising offenders on different forms of conditional release, while assisting them to become law-abiding citizens. CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders for up to 10 years.1
At the end of the 2006-07 fiscal year, CSC was responsible for approximately 13,200 federally incarcerated offenders and 8,000 offenders in the community. Over the course of the year, including all admissions and releases, CSC managed 19,500 incarcerated offenders and 14,000 supervised offenders in the community.2
FEDERALLY
MANAGED
FACILITIES INCLUDE
CSC has a presence from coast to coast to coast--from large urban centres with their increasingly diverse populations, to remote Inuit communities across the North. CSC manages penitentiaries, mental health treatment centres, Aboriginal healing lodges, community correctional centres and parole offices. In addition, CSC has five regional headquarters that provide management and administrative support and serve as the delivery arm of CSC's programs and services. CSC also manages an addictions research centre, a correctional management learning centre, regional staff colleges and a national headquarters.
CORCAN, a Special Operating Agency of CSC, provides work and employability skills training to offenders in institutions in order to enhance job readiness upon their release to communities, and to increase the likelihood of successful reintegration. CORCAN also offers support services at 37 community-based employment locations across Canada to assist offenders on conditional release in securing employment. CORCAN’s services are provided through partnership contracts internally (CSC and CORCAN) as well as externally with other government organizations, Non-Governmental Organizations, and private enterprises.
Approximately 72% of CSC's 2006-07 Annual Reference Level3 was dedicated to the provision of care and custody of offenders in institutions and in communities, which includes such fixed and semi-fixed costs as security systems, salaries for correctional staff, facilities maintenance and food. The remaining 28% was allocated to rehabilitation and case management services.4
WORKFORCE
CSC employs approximately 15,200 staff5 across the country and strives to maintain a workforce that reflects Canadian society. Slightly more than 5% are from visible minority groups, approximately 4% are persons with disabilities, and approximately 7% are Aboriginal.6 These rates are at or above the labour market availability7 of workers in these operational groups for the types of employment offered by CSC. Just under 46% of CSC staff are women.
Two occupational groups, for the most part exclusive to CSC, represent over half of all staff employed in operational units. The Correctional Officer group comprises 41% of staff, while another 15% of staff are in the Welfare Programmes category, the group that includes parole and program officers who work in the institutions and in the community. The remainder of CSC's workforce reflects the variety of other skills required to operate institutions and community offices--from health professionals, to electricians, to food service staff--as well as staff providing corporate and administrative functions at the local, regional and national levels. All staff work together to ensure that the institutions operate in a secure and safe fashion and that offenders are properly supervised on release.
Volunteers have been essential contributors to public safety for many years by enhancing the work of CSC and creating a liaison between the community and the offender. CSC benefits from the contributions of over 8,100 volunteers active in institutions and in the community. CSC volunteers are involved in activities ranging from one-time events to providing ongoing services to
offenders and communities, including tutoring, social and cultural events, faith-based services and substance abuse programming. CSC also engages a volunteer Citizen Advisory Committee at the local, regional and national level to provide citizen feedback on CSC policies and practices.
CSC is organized to provide effective correctional services in a fiscally responsible manner. There are three levels of management: national, regional and local.
National Headquarters
Provides support to the Commissioner and the Executive Committee and delivers services to all of CSC including: provision of information to Parliamentary Committees, Central Agencies and the public; ministerial liaison; communications and citizen engagement; correctional operations; human resource and financial management expert advice; national investigations and audit; performance assurance; policy and planning; program development; leadership on women offender and Aboriginal offender initiatives; research; legal services; and information management.
Regional Headquarters
Provides support to National Headquarters in the development of Commissioner’s Directives and national programs; implements national policies and manages correctional operations in the region; develops and implements regional procedures, plans and programs for performance measurement, human resources, financial management, federal/provincial/territorial relations and public consultation; and provides information to the media, elected officials, interest groups and the public.
Institutional/Parole Offices
CSC manages 58 institutions, 16 Community Correctional Centres and 71 Parole Offices. A description of institutional security level classifications (i.e., maximum, medium, minimum and multi-level) is provided in the Glossary, at the end of this report.
The Commissioner is the Agency Head of the Correctional Service Canada and is accountable to the Minister of Public Safety. An Executive Committee of national and regional officials sets the vision and agenda for correctional services delivery. Specific functions are depicted in the following chart and outlined in the paragraphs below:8
The Senior Deputy Commissioner supports the Commissioner by focusing on the management of operational and strategic issues, providing leadership on Aboriginal initiatives and oversight of policy and program development for Aboriginal offenders, overseeing the incident investigation process, and acting as Commissioner when required. As of July 2007, the Senior Deputy Commissioner acquired additional accountabilities, including the Information Management Technology Branch and the Performance Assurance Sector.
The five Regional Deputy Commissioners are responsible for the management of CSC operations within their respective regions, implementation of correctional policy, and leadership in providing advice on criminal justice system matters.
The Deputy Commissioner for Women provides functional leadership and corporate expertise on women offender issues, including program and policy development and implementation, through collaboration with other sectors at National Headquarters and with the Regions in order to monitor operational activities at the institutional and community levels.
The Assistant Commissioner, Correctional Operations and Programs is responsible for the integrity of community and institutional operations across CSC and for improving the development and delivery of security, case management, programming, chaplaincy and victim services.
The Assistant Commissioner, Policy and Research is responsible for corporate policy and research in support of the government agenda; federal, provincial, territorial and international relations; and fairness and equity of correctional practices through offender redress mechanisms and delivery of services under the Access to Information Act and the Privacy Act.
The Assistant Commissioner, Performance Assurance is responsible for ensuring mechanisms are in place to analyze, monitor and measure CSC's performance on delivering correctional results. In addition, Performance Assurance is accountable for evaluation, internal disclosure programs, the informal conflict management system, integrated business planning and reporting. The Assistant Commissioner is currently the Senior Values and Ethics Officer.
The Assistant Commissioner, Corporate Services is the Chief Financial Officer for CSC, and as such is the most senior departmental executive in charge of the financial management function and responsible for supporting the Commissioner in his role of Chief Accounting Officer. The Assistant Commissioner is also accountable for the operational planning function; the contract and procurement function; the design, construction, engineering and maintenance of all federal correctional facilities; the departmental environmental program; the vehicle fleet; the food and clothing services; and other administration services such as office accommodation and telecommunications.
The Assistant Commissioner, Health Services is responsible for improving the quality of health services provided to inmates, while ensuring that policies are applied consistently. In addition, the Health Services Sector will ensure standardized practices and provide greater integration of physical and mental health services. In September 2007, the Assistant Commissioner also became responsible for the direct management and operations of health services, excluding mental health treatment centres.
The Assistant Commissioner, Human Resource Management is responsible for human resource management strategies, management of administrative and human resource activities and interpretation of human resources-related policies, directives and guidelines.
The Assistant Commissioner, Communications and Citizen Engagement is responsible for leadership in the development of the voluntary sector and communication engagement initiatives, for the implementation of communication policy, and for the development and implementation of strategies to improve media and public understanding of CSC's mandate, policies and programs, through outreach activities and public consultation, as well as the design, production, dissemination and evaluation of multi-media products.
The Executive Director, Executive Secretariat is responsible for Ministerial liaison and Parliamentary relations to support the Commissioner and the Minister in fulfilling CSC's mandate.
The Director and General Counsel, Legal Services Unit provides advice on legal risks in the development of correctional policy, programs and services, as well providing legal advice to CSC on litigation.
The Chief Audit Executive is responsible for the management of the internal audit function, which is designed to assess and improve the effectiveness of risk management, control and governance processes within CSC.
2 Source: CSC Offender Management System. Note that, within a given year, many offenders move between incarceration and conditional release. In such cases, the offender is counted only once in each category.
3 A Reference Level is the current dollar balance of funding available to an organization for each year as approved by Treasury Board and/or statutory estimates related to statutes of Canada.
4 Corporate management costs are factored into the above 72-28 percent distribution.
5 Source: CSC Human Resources Management System (November 30, 2007).
6 Source: CSC Human Resources Management System (Employment equity data, November 30, 2007).
7 As per the latest data released by Statistics Canada (2001 Census Data).
8 Although not a member of the Executive Committee, the Chief Audit Executive reports directly to the Commissioner.
The Management Resources and Results Structure of a federal department or agency identifies the organization’s strategic outcome(s), describes the activities supporting these outcomes and establishes the structure by which the organization will manage these activities. The Program Activity Architecture, an inherent part of the Management Resources and Results Structure, establishes an inventory of activities and sub-activities that allows the organization to clearly and accurately demonstrate results and value-for-money to Parliament, Central Agencies and Canadians against the priorities, expected results, plans and day-to-day operations it sets out to achieve.
In 2006-07, CSC worked closely with Treasury Board Secretariat program and policy analysts to strengthen and refine its Management Resources and Results Structure while ensuring it complied with the Treasury Board Management Resources and Results Structure policy. The result is an amended Management Resources and Results Structure that is comprehensive and well understood across the organization and that provides meaningful insight into program effectiveness for management decision-making purposes.
As part of the recent exercise to amend its Management Resources and Results Structure, CSC modified its single strategic outcome to better reflect the paramount importance of CSC's contribution to enhancing public safety while ensuring continued alignment to the Government of Canada "Safe Homes, Safe Communities" priority.
In addition, the amended Program Activity Architecture better reflects the way CSC manages its operations, capturing the long term strategic direction for CSC and allowing for better internal alignment of financial and human resources, results commitments, operational plans, milestones and deliverables, corporate risk profile, management control framework, audit plan, evaluation plan, management accountability framework, performance management program, etc., against the Program Activity Architecture. Treasury Board of Canada approved the amended Program Activity Architecture in June 2007.
Furthermore, CSC moved from a predominantly financially-oriented Program Activity Architecture to a clearly defined results-based architecture that is well aligned to support the organization's strategic outcome. CSC has aligned its financial 'envelope framework' to its amended Program Activity Architecture to ensure that the appropriate allocation of approved budgets is in line with the activities and functions performed by CSC officials.
As required under Phase 2 of the Management Resources and Results Structure Implementation Roadmap, efforts are currently underway to improve upon the already strong performance measurement framework that is available to senior management to support decision-making. In addition, CSC is taking immediate steps to develop a system to capture and report on all components of its Management Resources and Results Structure as part of the Phase 3 requirements of the Management Resources and Results Structure Roadmap.
Combining non-financial performance indicators and measures with its robust and rigorous financial and risk management frameworks will position CSC to evaluate its operational performance relative to the resources entrusted to the organization and to take the necessary actions to ensure the organization continues to achieve results for Canadians.
Below is a comparison of CSC's previous Program Activity Architecture, down to the Program Activity level, and the amended Program Activity Architecture adopted by organization for fiscal year 2008-09.
Strategic Outcome: Offenders are safely and effectively accommodated and reintegrated into Canadian communities with due regard to public safety |
||
Program Activity: Care & Custody |
Program Activity: Rehabilitation & Case Management |
Program Activity: CORCAN (Special Operating Agency) |
Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety. |
||||
Program Activity: Custody |
Program Activity: Correctional Interventions |
Program Activity: Community Supervision |
Program Activity: CORCAN (Special Operating Agency) |
Program Activity: Internal Services |
Note: CSC received 2-year interim funding for 2007-08 and 2008-09 to address its most pressing needs. At the time of publishing this RPP, it is uncertain whether this funding will be extended, which accounts for the decrease in 2009-10 and 2010-11.
Financial Resources ($M)
2008-09 |
2009-10 |
2010-11 |
---|---|---|
$ 2,174.2 |
$ 2,014.7 |
$ 2,001.5 |
Human Resources (FTEs)
2008-09 |
2009-10 |
2010-11 |
---|---|---|
15,945 |
15,537 |
15,473 |
Voted and Statutory Items displayed in the Main Estimates
Vote or Statutory Item |
Truncated Vote or Statutory Wording |
2008-09 |
2007-08 |
---|---|---|---|
30 |
Operating expenditures |
1,717.1 |
1,529.5 |
35 |
Capital expenditures |
263.6 |
153.7 |
(S) |
Contributions to employee benefit plans |
193.5 |
186.8 |
(S) |
CORCAN revolving fund |
- |
- |
|
Total Department or Agency |
2,174. 2 |
1,870.0 |
Explanation of the major differences between 2008-09 and 2007-08 Main Estimates:
At this time, CSC's planned spending table forecasts a decrease of more than $160M from 2008-09 to 2009-10 and 2010-11. This is almost entirely due to the 2-year interim funding which was received for 2007-08 and 2008-09 to address challenges related to items such as ageing institutional facilities, maintenance of basic safety and security within institutions and meeting basic legal and policy program obligations. At the time of finalizing this RPP, a decision had not yet been taken with respect to the period beyond 2008-09.
In recent years, the offender population has been increasingly characterized by offenders with extensive histories of violence and violent crimes, previous youth and adult convictions, affiliations with gangs and organized crime, serious substance abuse histories and problems, serious mental health disorders, higher rates of infection with Hepatitis C and HIV and a disproportionate representation of Aboriginal people. For example:9
“Canadians feel less safe today and rightly worry about the security of their neighbourhoods and the country. There is no greater responsibility for a government than to protect this right to safety and security.”
-Speech from the Throne (October 16, 2007)
Effective management of the more challenging and complex offender population requires new training and equipment for staff, an increase in specialized services--most notably in the provision of mental health care for offenders--and more distinct and targeted interventions, all of which result in the need for additional resources. Moreover, with a greater proportion of offenders serving sentences of under three years (over 50% for new offender admissions11), CSC is faced with having less time than in the past to deliver correctional programming and other necessary interventions.
Close to ninety percent of CSC's expenditures are non-discretionary or prescribed by legislation (e.g., salaries, utilities, food, medical services).12 These expenditures are driven by factors beyond CSC's direct control (e.g., inflation, price fluctuations, and new employee contracts) and are escalating.
Another major challenge is the basic maintenance requirements of CSC institutions. CSC has one of the largest facility portfolios in the Government of Canada, consisting of a variety of institutions, community correctional centres and parole offices13 in communities across Canada. Together, these represent nearly 200 different sites. These facilities date from the early 1800s to the present, with most being over 40 years old.
On March 19, 2007, shortly after the 2007-08 RPP was finalized, the Government announced, in the Federal Budget, interim funding over the two subsequent fiscal years (2007-08 and 2008-09) to address CSC's most pressing operational needs. Subsequently, on April 20, 2007, Minister of Public Safety, Stockwell Day, announced the establishment of an Independent Panel to look at CSC's operational policies, strategies and business plans in order to determine future directions for the Service, as part of the Government’s commitment to protecting Canadian families and communities.
The Independent Panel released its report on December 13, 2007, A Roadmap to Strengthening Public Safety. It includes 109 recommendations, focusing on five key themes:
These themes define a potential long-term transformation agenda for CSC. The Independent Panel’s recommendations are currently under active consideration by the Government.
This section presents the background for each strategic priority, the associated challenges and the direction CSC needs to follow to address these challenges; as well as results commitments and measurement strategies.
Given the challenges described previously, CSC continues to pursue five priorities established in 2006-07, in order to sustain its public safety results:
In support of each priority, CSC developed result commitments. These targets will ensure that CSC remains focussed on results that matter to Canadians and that its progress against its priorities, in the long term, is measurable and transparent.
CSC also identified plans in order to ensure specific, concrete actions would be undertaken. These plans are summarized at the end of this section, and detailed in
Section 2.
Priority: Safe transition of eligible offenders into the community
Based on current law and practice, over ninety percent of inmates will at some point in their sentence be released into the community under supervision. The changing offender profile and trends toward shorter sentences present new challenges with regard to managing an offender’s risk and needs.
As the following tables show, while CSC has achieved a small decline in violent re-offending while under supervision, there has been an increase in violent re-offending within two years after sentence completion.
Re-Offending with a Violent Conviction while on Supervision
01-02 |
02-03 |
03-04 |
04-05 |
05-06 |
||
---|---|---|---|---|---|---|
Violent Convictions |
Year |
249 |
250 |
246 |
232 |
192 |
3-year average |
266 |
262 |
248 |
243 |
223 |
|
Release Flowthrough |
Year |
16,611 |
16,382 |
16,168 |
16,156 |
16,368 |
3-year average |
16,870 |
16,656 |
16,387 |
16,235 |
16,231 |
|
Rate |
Year |
1.5% |
1.5% |
1.5% |
1.4% |
1.2% |
3-year average |
1.6% |
1.6% |
1.5% |
1.5% |
1.4% |
Source: Offender Management System (April 8, 2007).
Return to Federal Custody with Violent Conviction within 2 years Post-Sentence Completion14
00-01 |
01-02 |
02-03 |
03-04 |
04-05 |
||
---|---|---|---|---|---|---|
Offenders who completed their sentence and were re- |
Year |
233 |
222 |
242 |
233 |
271 |
3-year average |
228 |
221 |
232 |
232 |
249 |
|
Total number of offenders who completed their sentence in this period |
Year |
4,636 |
4,690 |
4,634 |
4,523 |
4,543 |
3-year average |
4,529 |
4,576 |
4,653 |
4,616 |
4,567 |
|
Rate |
Year |
5.0% |
4.7% |
5.2% |
5.2% |
6.0% |
3-year average |
5.0% |
4.8% |
5.0% |
5.0% |
5.4% |
Source: Offender Management System (April 8, 2007).
The increasing return to federal custody as depicted in the above table contributes to the changing offender profile as outlined in Section 1.5 and the greater concern for both staff and public safety. Furthermore, approximately 36% of offenders who complete their sentence will be convicted of a new crime, the majority receiving some type of provincial sentence.
Due to that changing offender profile, and in the context of limited resources, CSC has been finding it an increasing challenge to reduce levels of re-offending in the community, including violent re-offending. In this context, CSC is committing to preventing an increase in the level of violent re-offending over the next three years in order to sustain its contribution to public safety:
Preventing an increase in the level of violent re-offending15 by federal offenders returning to the community, as measured by:
CSC compares the rate of re-offending during supervision with the rate after the period of supervision has been completed. This is done in order to assess the enduring effect of efforts the offender undertook to change their behaviour, as well as to signal to us social factors that may diminish the offender’s ability to remain law-abiding and thus enable us to identify future program options that could mitigate those factors.
Priority: Safety and Security for staff and offenders in our institutions
The changing offender profile presents new and/or elevated risks and needs. CSC is concerned about the vulnerability of institutional staff, inmates, and visitors to acts of physical or verbal aggression, including serious assaults and bodily injury.
CSC has undertaken numerous measures to increase the safety level of our penitentiaries. However, the presence of staff and security cameras, and the consequences of institutional discipline or further criminal charges, are not deterring inmates sufficiently from committing assaults. Part of the problem is the continued introduction and use of illicit drugs.17 While CSC is working with police, security intelligence officials, and other partners on an array of activities to reduce the entry and consumption of drugs in institutions, the sale or use of drugs in the institutional environment can lead to aggression, intimidation, and violence.
9 The Changing Federal Offender Population: Profiles and Forecasts, 2006 (CSC Research Branch, August 2006)
10 The length of sentence served by these offenders causes a natural accumulation of this category of offender in the institutional population. In addition to their conviction for a violent offence, it is a cause for safety concern when any group of violent offenders is present in large numbers.
11 Ibid.
12 The annual average cost per offender increased by 4.6% from 2005-06 ($71,004) to 2006-07 ($74,261). Source: CSC Comptroller Branch.
13 Parole offices, typically being rented facilities, do not present the same maintenance issues as correctional institutions.
14 The reporting of new offender convictions is delayed by one year in order to allow time for the judicial process. Reporting these results at the end of each fiscal year would misrepresent the actual results since the courts would not have had the opportunity to process the charges. This results in a total delay of three years from the current fiscal year, as we wait a year for the charges laid in the later part of the second year following sentence completion to be processed.
15 It is important to note that while CSC contributes to reducing the long-term rate of offenders returning to federal custody, several external factors influence this result, including the profile of the offenders, legislation, sentencing trends, law enforcement capacity, and events that happen to offenders following sentence completion and when they are no longer under CSC's jurisdiction.
16 This mental health indicator was not available at intake for most of the offenders who reached the end of their sentence five to ten years ago. The few that had a completed intake mental health assessment are not representative of the offender population over the past ten years. For this reason, CSC is not able to report at this time on the re-offending rate of offenders with mental health disorders at five years past sentence completion.
17 In 2006-07 CSC completed an internal audit on drug interdiction at CSC institutions. An enhanced drug interdiction plan was developed and implemented, which includes increased use of drug dogs and ion scanning technology as well as enhanced searching within the institutions. Available at: http://www.csc-scc.gc.ca/text/pa/adt-toc-eng.shtml
Staff Assaults18 (by Inmates)
02-03 |
03-04 |
04-05 |
05-06 |
06-07 |
||
Staff Assaults |
year |
465 |
367 |
293 |
375 |
355 |
3-year average |
478.7 |
446.7 |
375.0 |
345.0 |
341.0 |
|
Institutional Staff19 |
year |
11,277 |
11,480 |
11,260 |
11,247 |
11,339 |
3-year average |
10,985 |
11,267 |
11,339 |
11,329 |
11,282 |
|
Rate |
year |
4.1% |
3.2% |
2.6% |
3.3% |
3.1% |
3-year average |
4.4% |
4.0% |
3.3% |
3.0% |
3.0% |
Source: Offender Management System (April 8, 2007).
Inmate Assaults (by Inmates)
02-03 |
03-04 |
04-05 |
05-06 |
06-07 |
||
Inmate Assaults |
year |
540 |
468 |
463 |
558 |
556 |
3-year average |
530.7 |
506.0 |
490.3 |
496.3 |
525.7 |
|
Number of Inmates (Institutional Flowthrough) |
year |
18,588 |
18,532 |
18,623 |
19,039 |
19,490 |
3-year average |
18,628 |
18,567 |
18,581 |
18,731 |
19,051 |
|
Rate |
year |
2.9% |
2.5% |
2.5% |
2.9% |
2.9% |
3-year average |
2.8% |
2.7% |
2.6% |
2.6% |
2.8% |
Source: Offender Management System (April 8, 2007). Institutional Flowthrough as of April 8, 2007.
The two charts above should be viewed together. The 3-year average for assaults on staff show a downward trend whereas that for inmate assaults on inmates has remained relatively stable. This suggests that while inmate violence remains a serious issue, staff’s ability to prevent that violence from resulting in an assault on them is improving. Hence, although some gains have been made on this issue, there is additional room for improvement in CSC's commitment to make institutions safe environments for everyone.
Front-line staff have identified that the climate in institutions is changing, with assaultive behaviour becoming more pronounced and with more incidents of aggressive, intimidating behaviour that is problematic but short of reportable assaults.
The increase in instances of bodily fluids and waste being thrown on staff and verbal assaults such as threats to harm, has only recently been fully appreciated for its impact. These incidents are now better understood as precursors to physical violence and indicative of an ingrained lack of respect for others. They are understood to have lasting and significant impact on staff and offenders' sense of safety and security, and as hampering effective interaction between staff and offenders.
In response to these challenges, and in the context of tight resource constraints as outlined in Section 1.5, CSC is committing to achieving the following results over the next three years:
Preventing an increase in the level of violent behaviour within institutions, as measured by the rate of security incidents.
Preventing an increase in assaultive behaviour within institutions as measured by:
Preventing an increase in illicit drugs within institutions as measured by the percentage of offenders testing positive during random urinalysis tests.
CSC is further looking for ways to capture other indicators of relevant behaviours such as gang affiliation or intimidation and threats, which indicate a propensity towards violent behaviour and which reflect the experiences reported by staff.
There is a considerable gap between Aboriginal and non-Aboriginal offenders with respect to re-offending, both while under CSC supervision in the community, and following the completion of their sentence.
According to a recent Statistics Canada report,20 crime rates on Reserves are about three times higher than crime rates elsewhere in Canada and violent crime rates are significantly higher; rates of spousal violence are 3½ times higher among Aboriginals than among non-Aboriginals; and Aboriginal people are 10 times more likely than non-Aboriginals to be accused of homicide involving alcohol and/or drug consumption. The report suggests that social disruption, particularly on Reserves, will remain a significant challenge, and that most Aboriginal communities’ focus on crime prevention will continue to be diverted by the need to improve clean water, health, housing, and education to support economic development.
As the following table shows, the gap between Aboriginal re-offending versus non-Aboriginal re-offending while under CSC supervision has decreased somewhat over the past five years:21
However, the gap in re-offending within two years of end of sentence is increasing,22 which is not surprising given the lack of adequate Aboriginal community capacity for offenders once they are no longer supervised.
On the other hand, the gap in re-offending within five years of end of sentence has been decreasing marginally.23 This may be due to the fact that in the initial two-year post-supervision period offenders are more vulnerable to re-offend than during the longer term when they have had more time to adjust
to living without supervision.
CSC will continue to address the continued disproportionate representation of Aboriginal offenders within CSC institutions. A critical component of this effort is strengthening partnership with Aboriginal stakeholders.
In response to these challenges, and in accordance with its Strategic Plan for Aboriginal Corrections (2006-2011), CSC is committing to achieving the following result over the next three years:
Preventing the gap between Aboriginal and non-Aboriginal correctional results from widening, as measured by:
Priority: Improved capacities to address mental health needs of offenders
Mental health disorders are three times more likely among CSC inmates than the general population. The number of offenders with identified mental health needs is increasing. At the same time, community capacity for support of mental health cases is eroding.
Penitentiaries are, by their very nature, closed environments where all offender interactions can be strained and difficult. Inmates can not always easily avoid other offenders they find unpleasant or frightening. Even offenders without mental disorders find the environment stressful and continued levels of stress can lead to inappropriate behaviour, aggression, despondency or depression. Offenders with mental health disorders may be subject to abuse; unpredictable behaviours may become a source of fear or suspicion in others; and the acting out associated with some disorders can be violent towards others or self-destructive.
Inmates with untreated mental health disorders cannot fully engage in their correctional plans. They may compromise the safety of other inmates and front-line staff, and may become unstable within the community upon release, particularly where service providers may not perceive offenders as one of their client groups.
Federal inmates are excluded from the Canada Health Act and their treatment is not covered by Health Canada or provincial/territorial health systems during their incarceration. As a result, CSC provides a full-spectrum response to the broad and multi-dimensional mental health needs of offenders. CSC has developed an overarching Mental Health Strategy that has five24 components. Late in 2006-07, the Government of Canada provided two-year funding to address the most urgent requirements within three components of CSC's Mental Health Strategy, namely: clinical screening and assessment, enhanced provision of primary mental health care in all CSC institutions, and consistent standards and approach in CSC mental health treatment. Implementation in these areas began in 2007-08.
In addition, in 2006-07 CSC continued development of the one previously funded component of its Mental Health Strategy, namely, the Community Mental Health Initiative.25 The goal of the Community Mental Health Initiative is to ensure that inmates requiring mental health services receive the best possible
preparation for reintegration, and can transition to the community mental health system at the appropriate time with continuity of support. The funds are earmarked for discharge planning; transitional care; specialized mental health staff working out of selected parole offices to provide support to offenders with mental health disorders in Community Correctional Centres and in
Community Residential Facilities; annual mental health training for staff of selected parole offices, Community Correctional Centres and Community Residential Facilities; and funds for specialized services such as psychiatric and psychological interventions.
In response to these challenges, CSC is committing to achieving the following result over the next three years:
Sustaining current correctional results for federal offenders with mental health disorders, as measured by:
CSC's most recent Management Accountability Framework assessment by the Treasury Board Secretariat identified three areas where additional attention is required: Human Resource Management, Values and Ethics, and Internal Communications.
An important focus for CSC is in strengthening its human resource management. This is increasingly important in today’s changing workforce--changing demographics, projected labour shortages, effective labour relations and evolving learning needs present new and important challenges. To ensure that CSC meets these challenges and to strengthen its human resource management, CSC developed the three-year Strategic Plan for Human Resource Management (2007-2010), which is approaching the second year of implementation.
The plan focuses on four priorities for the organization: strengthen human resource management practices; build an effective representative workforce; provide learning, training and development; and improve workplace health and labour relations.
Another way CSC is strengthening its management practices is by further promoting ethical awareness and decision making through the organization. Building on the ethical training workshops piloted at 17 operational units during fiscal year 2007-08, CSC intends to expand the workshops to ensure a large percentage of staff and managers at all levels of the organization have the necessary tools and skills to apply ethical decision making skills in day-to-day work. Additionally, CSC will work to benchmark ethical indicators as a basis of assessing the effectiveness of the ethical initiatives undertaken.
In addition, CSC has been actively engaged with its major unions on issues arising out of the 2005 Public Service Employee Survey, in particular around issues of grievances and harassment. In addition, CSC will continue to use the Joint Learning Program that engages union-member line staff and managers to teach courses in anti-harassment and respecting differences. CSC will seek evidence, by way of staff surveys, that we have reduced workplace conflict through more ethical interactions.
Finally, a major focus for the next three years and beyond will be to continue improving internal communications. This includes effectively communicating to staff the information coming out of the Independent Panel recommendations and the Government’s response. CSC will improve existing communication tools, develop new ones and deliver consistent, regular messaging from the Commissioner, as well as face-to-face meetings, videoconferencing and town halls when possible.
CSC is improving its two-way communications by streamlining processes for employee feedback. The biannual Executive Development Symposiums will be more focussed to help ensure that executives receive consistent messages that they can take back to staff. To assist employees with communicating, CSC will launch and promote an internal communications toolkit, which includes information for all levels of staff on improving communications at all levels.
18 An assault is defined as "a deliberate attack on any person". (Commissioner’s Directive: Recording and Reporting of Security Incidents). Data includes "Commit" , "Attempt to commit", "Threaten to commit", "Suspected of committing", "Conspire to commit" and so on.
19 "Institutional Staff" reflects the number of CSC employees in institutions at a given point in the year. This number is thus a snapshot, rather than a flowthrough.
20 Statistics Canada, Victimization and Offending Among Aboriginal Population in Canada, Juristat,
Catalogue No. 85-002-XIE, Volume 26, No. 3, June 2006.
21 CSC year-end data. Corporate Reporting System. April 8, 2007.
22 Ibid.
23 Ibid.
24 The five components are: Implement clinical screening and assessment process at intake; Provide primary mental health care in all CSC institutions; Create intermediate mental health care units in selected men’s institutions; Ensure consistent standards and approach in CSC mental health treatment centres; and, Implement community mental health initiative.
25 The Community Mental Health Initiative received five-year funding starting in 2005-06.
26 In the short term, CSC is limited to reporting results based on the mental health condition of offenders at admission. CSC is working toward implementing a more comprehensive measurement strategy which will capture both correctional and health performance.
CSC will hold a second Internal Communications Survey before the end of fiscal year 2007-08 to measure progress on key areas and initiatives since the last Survey in the Spring of 2007, and to identify new areas for improvement. It is significant to note that this survey will include questions to gauge the effectiveness of the initial internal communications around the transformation of the Service flowing from the CSC Independent Panel’s report and recommendations. Those results will attempt to benchmark the results of internal communications activities in individual sectors and regions to provide Executive Committee members with useful data they can use to change/improve their internal communications efforts.
In addition to addressing the above areas of focus related to the Management Accountability Framework assessment, in 2007-08 CSC implemented a Corporate Risk Profile, which will serve as the foundation of a new integrated risk-based decision-making process to guide management decision-making. In 2007-08, major plans and strategies for the organization such as CSC's Human Resource Plan, Research Plan, and Evaluation Plan used the Corporate Risk Profile as a basis for identifying planned initiatives.
In 2008, CSC's Program Activity Architecture, Management Accountability Framework Assessment, Corporate Risk Profile and the various risk-based plans mentioned above will be integrated into a Business Plan for the organization.
The next step will be to create Functional Risk Profiles that draw in the Regional and Sector based risks and strategies and which links them to CSC's Legal Risk Management Profile. In this way, the organization will have an integrated risk foundation that will facilitate planning decisions at the field as well as corporate level.
In pursuing the above management improvement challenges, CSC is committing to achieving the following result over the next three years:
A stronger contribution to public safety in priority areas, as measured by:
The following table lists, by Program Activity, CSC's plans for the next three fiscal years and for each plan indicates the associated strategic priority. The plans are further described in Section 2 of this report. Note that the Program Activity CORCAN does not appear in this table as there are no plans associated with it.
Program Activity | Plans | Ongoing Priority |
---|---|---|
|
Continue to increase safety and security of CSC's institutions |
Safety and security for staff and offenders in our institutions |
|
Improve capacity to deliver essential physical health care services to inmates |
Safety and security for staff and offenders in our institutions |
|
Improve capacity to deliver mental health care to offenders in institutions |
Improved capacity to address mental health needs of offenders |
|
Strengthened management practices |
|
|
Safe transition of eligible offenders into the community |
|
|
Improve interception and interventions to reduce the presence of drugs in institutions |
Safety and security for staff and offenders in our institutions |
|
Safe transition of eligible offenders into the community |
|
|
Enhanced capacities to provide effective intervention for First Nations, Métis and Inuit offenders |
|
|
Enhanced capacities to provide effective intervention for First Nations, Métis and Inuit offenders |
|
|
Safe transition of eligible offenders into the community |
|
|
Safe transition of eligible offenders into the community |
|
|
Improve the safety and security of staff working in the community |
Strengthened management practices |
|
Safe transition of eligible offenders into the community |
|
|
Improve capacity to deliver mental health care to offenders under community supervision |
Improved capacity to address mental health needs of offenders |
|
Safe transition of eligible offenders into the community |
|
|
Strengthened management practices |
|
|
Strengthened management practices |
|
|
Strengthened management practices |
|
|
Strengthened management practices |
|
|
Enhance Information Management/Information Technology infrastructure |
Strengthened management practices |
|
Enhance organizational capacity to adjust to changing government priorities and direction |
Strengthened management practices |
|
Strengthened management practices |
|
|
Strengthened management practices |
|
|
Strengthened management practices |
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
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:
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:
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.
Improve capacity to deliver mental health care to offenders in institutions
As per CSC's Mental Health Strategy, CSC will:
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.
Improve interception and interventions to reduce the presence of drugs in institutions
27 A corporate risk profile helps a department or agency establish a direction for managing corporate risks. The profile presents a snapshot of the organization's risk status at a particular point in time by addressing the following questions from a risk perspective: Where is the
organization now (threats, opportunities, strengths, and weaknesses); where is it going (organizational objectives and expected results); and what are the key high-level risks that need to be managed at the senior management level to enable the organization to achieve its corporate objectives and results.
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:
Plans:
Expand measures to reduce violent re-offending
Improve capacity to address the unique needs and risks of Aboriginal offenders, including Aboriginal women offenders
Enhance internal and horizontal collaboration on Aboriginal community development issues (Strategic Plan for Aboriginal Corrections)
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.
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.
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:
Plans:
Improve the safety and security of staff working in the community
Improve the safety and security of offender supervision
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:
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:
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.
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:
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:
- Fourteenth Annual Report to the Prime Minister on the Public Service of Canada (March 31, 2007)
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.
Enhance physical infrastructure
Enhance Information Management/Information Technology infrastructure
Enhance organizational capacity to adjust to changing government priorities and direction
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.
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.
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
Table 1: Link to the Government of Canada Outcome Areas32
Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety. |
||||
Program Activity | Planned Spending ($millions)33 |
Alignment to Government of Canada Outcome Area |
||
2008-09 | 2009-10 | 2010-11 | ||
Custody | 1,632.0 | 1,506.9 | 1,498.1 |
Canada’s Social Affairs |
Correctional Interventions | 424.6 | 407.6 | 403.2 |
Canada’s Social Affairs |
Community Supervision | 117.6 | 100.2 | 100.2 |
Canada’s Social Affairs |
CORCAN (Special Operating Agency) | 0.0* | 0.0* | 0.0* |
Canada’s Social Affairs |
* CORCAN operates through a revolving fund; spending is expected to be offset by revenue.
A "whole-of-government" framework groups all federal departments' Strategic Outcomes and Program Activities into 13 long-term benefits to Canadians--referred to as "Government of Canada Outcomes"--in three broad sectors: social, economic, and international.
Through its Program Activities, CSC contributes most directly to the social affairs sector, under the Government of Canada Outcome, "Safe and Secure Communities", as follows:
CORCAN contributes also to the economic sector, under the Government of Canada Outcome, "Income Security and Employment for Canadians", as follows:
CSC makes an important, but more indirect, contribution to other Government of Canada Outcomes, notably, "Healthy Canadians", via infectious diseases surveillance and control within federal institutions; provision of harm reduction programs that reduce the impact of high-risk behaviour; and interdiction procedures that reduce the amount of illicit drugs getting into institutions.
CSC is one of 34 federal departments and agencies engaged in the government-wide Aboriginal Affairs agenda. Correctional initiatives are reported in annual updates to the federal Aboriginal Programs and Spending web site. As the only federal public service organization responsible for a segment of the Aboriginal Canadian population 24/7, CSC priorities and plans are explicitly linked to the government-wide agenda to reduce disparities between Aboriginal and non-Aboriginal Canadians.
Table 2: Sustainable Development Strategy
1. Sustainable Development Departmental Goals: Contribute to a just, peaceful and safe Canadian society, respectful of natural resources and ecological capacities.
|
Sustainable Development Strategy 2007-2010 reflects our expanded efforts to achieve realistic targets and commitments. For each of our commitments, measuring our performance will be straightforward, for we have defined, in most cases, qualitative targets. We will continue to implement data management systems that will allow us to quantify, store, retrieve and manipulate our data, and then make decisions about how to improve our performance. Consequently, since the first year of Sustainable Development Strategy 2007-2010, most of our efforts to improve our Sustainable Development/Environmental performance have been focused on increasing our dedicated human resource capacities to ensure adequate workload transition, optimal human resource restructuring and robust program delivery. |
2. Federal Sustainable Development Goal (including Greening of Government Operations goals)
|
CSC's Sustainable Development Strategy 2007-2010 sets out the following 7 goals that are all in line with the Federal Sustainable Development goals:
|
3. Performance Measurements from current SDS |
CSC's Sustainable Development Strategy 2007-2010 will refer to the following performance measures to evaluate progress toward its commitments/targets:
|
4. CSC's Expected Results for 2008-09 |
Although CSC's Sustainable Development Strategy targets span over a 3-year cycle, we implement Sustainable Development/Environmental initiatives on an annual basis in accordance with the available budget and human resource level.
|
The following tables are available electronically, and can be found on Treasury Board Secretariat website at: http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.
CSC uses research-based approaches across the full continuum of the offender’s sentence. The following four key activities comprise CSC's correctional strategy and are anchored in this research-based approach:
CSC actively works with a broad range of governmental and non-governmental agencies, soliciting their input and implementing partnerships toward achieving results. Many of these partners are involved in the delivery of programs and other services involving our federal offenders. They include the National Associations Active in Criminal Justice, the Canadian Criminal Justice Association, the National Volunteer Association, the National Judicial Institute, the Federation of Canadian Municipalities, and others.
Citizen groups, such as Citizen Advisory Committees (for each institution and parole district), the Health Care Advisory Committee, the Interfaith Committee, the national and regional Ethnocultural Advisory Committees, national and regional Aboriginal Advisory Committees and the National Elders Working Group provide advice and act as a link between communities and CSC.
In addition to federally-operated facilities, CSC partners with non-government organizations that manage approximately 200 community-based residential facilities across the country, which provide important programs and services to offenders on conditional release to the community. Specialized correctional services and programs are also provided through a variety of Exchange of Service Agreements with provincial and territorial correctional and justice authorities. CSC also partners with Aboriginal communities to provide custody and supervision of Aboriginal offenders through the establishment of healing lodges under section 81 of the CCRA and through release plans under section 84 of the CCRA. There are currently four healing lodges, operated by Aboriginal Communities in collaboration with CSC, that are the result of section 81 agreements.34 There are also four CSC-operated healing lodges under Memoranda of Agreement with local Aboriginal communities. Other partnerships are represented by the faith communities and agencies who provide Institutional and Community Chaplaincy or Circles of Support and Accountability. The Canadian Families and Corrections Network has also been of assistance to the CSC in its work with families of offenders.
CSC also partners with experts in the community in order to consider possibilities for victim-offender mediation and restorative justice circles which can contribute to safer communities and provide further potential for victim satisfaction for those involved.
Because of its international reputation and significant correctional expertise, CSC is able to contribute to the establishment of a sound correctional system in war-torn countries that respects international standards of human rights and is responsive to the rule of law. CSC is playing a key role in Haiti and Afghanistan, both as an active United Nations member, and in concert with
other interested nations, to help build stable, secure and democratic societies.
Atlantic Region |
Quebec Region |
Atlantic Institution (Maximum) |
Donnacona Institution (Maximum) |
Nova Institution for Women (Multi) |
Port-Cartier Institution (Maximum) |
Shepody Healing Centre (Multi) |
Regional Reception Centre36 (Maximum) |
Dorchester Penitentiary (Medium) |
Joliette Institution (Multi) |
Springhill Institution (Medium) |
Regional Mental Health Centre (Multi) |
Westmorland Institution (Minimum) |
Archambault Institution (Medium) |
CarltonCCC (Minimum) |
Cowansville Institution (Medium) |
Carlton Annex CCC (Minimum) |
Drummond Institution (Medium) |
Newfoundland and LabradorCCC (Min) |
La Macaza Institution (Medium) |
Parrtown CCC (Minimum) |
Leclerc Institution (Medium) |
|
Federal Training Centre (Minimum) |
|
Montée Saint-François Institution (Min) |
Ontario Region |
Sainte-Anne-des Plaines Institution (Min) |
Kingston Penitentiary (Maximum) |
Hochelaga CCC (Minimum) |
Millhaven Institution (Maximum) |
Laferrière CCC (Minimum) |
Grand Valley Institution for Women (Multi) |
Marcel Caron CCC (Minimum) |
Regional Treatment Centre (Multi) |
Martineau CCC (Minimum) |
Bath Institution (Medium) |
Ogilvy CCC (Minimum) |
Collins Bay Institution (Medium) |
SherbrookeCCC (Minimum) |
Fenbrook Institution (Medium) |
|
Joyceville Institution (Medium) |
|
Warkworth Institution (Medium) |
Prairie Region |
Beaver Creek Institution (Minimum) |
Edmonton Institution (Maximum) |
Frontenac Institution (Minimum) |
Edmonton Institution for Women (Multi) |
Isabel McNeill (Minimum) |
Okimaw Ohci Healing Lodge (Minimum/Medium) |
Pittsburgh Institution (Minimum) |
Regional Psychiatric Centre (Multi) |
HamiltonCCC (Minimum) |
Saskatchewan Penitentiary (Multi) |
Keele CCC (Minimum) |
Bowden Institution (Medium) |
PortsmouthCCC (Minimum) |
Bowden Annex (Minimum) |
|
Drumheller Institution (Medium) |
|
Drumheller Annex (Minimum) |
Pacific Region |
Stony Mountain Institution (Medium) |
Kent Institution (Maximum) |
Grande Cache Institution (Minimum) |
Fraser Valley Institution (Multi) |
Riverbend Institution (Minimum) |
Pacific Institution (Multi) |
Rockwood Institution (Minimum) |
Regional Treatment Centre (Multi) |
Willow Cree Healing Lodge (Minimum) |
Matsqui Institution (Medium) |
Grierson Centre (Minimum) |
Mission Institution (Medium) |
Pê Sâkâstêw (Minimum) |
Mountain Institution (Medium) |
Osborne CCC (Minimum) |
Ferndale Institution (Minimum) |
Oskana CCC (Minimum) |
Kwikwèxwelhp Healing Village (Minimum) |
|
William Head Institution (Minimum) |
|
ChilliwackCCC (Minimum) |
|
35 Includes 58 institutions as well as Community Correctional Centres, displayed in italic. For names and location of Parole Offices, District Offices, Regional Headquarters and National Headquarters, go to: http://www.csc-scc.gc.ca/text/organi/region-eng.shtml
Correctional Service of Canada Internet site: www.csc-scc.gc.ca
CSC Contacts:
Bill Staubi
Director General
Performance Management
340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9
Telephone: (613) 992-8723
Facsimile: (613) 995-5064
Email: StaubiBH@csc-scc.gc.ca
Lynn Garrow
Assistant Commissioner
Performance Assurance
340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9
Telephone: (613) 996-1710
Facsimile: (613) 943-9292
Email: GarrowLY@ csc-scc.gc.ca
Name of Evaluation | Plan Type | Status | Expected Completion Date | Electronic Link to Report* |
---|---|---|---|---|
Year 2008 - 2009 | ||||
Canada / New Brunswick Correctional Services Co-ordination Agreement (CSCA) | MOU | In progress | FY 2008 - 09 | |
Employment Continuum | Internal funding | In progress | FY 2008 - 09 | |
Correctional Programs Strategy | Internal funding | In progress | FY 2008 - 09 | |
Integrated Police / Parole Initiative | Treasury Board Submission | Planned | FY 2009 - 10 | |
Section 81 Healing Lodges in the Management and Reintegration of Aboriginal Offenders | MOU | Planned | FY 2009 - 10 | |
Effective Corrections Initiatives:
|
Treasury Board Submission | Planned | FY 2009 - 10 | |
Community Mental Health | Treasury Board Submission | Planned | FY 2009 - 10 | |
LifeLine | Internal funding | Planned | FY 2008 - 09 | |
Year 2009 - 2010 | ||||
Exchange of Service Agreements (British Columbia, Yukon, Ontario) | MOU | Planned | FY 2009 - 10 | |
Horizontal Evaluation of the National Victim Services Program | Treasury Board Submission | Planned | FY 2009 - 10 | |
Managing Aggressive Behaviour in the Institution (Pilot) | Internal funding | Planned | FY 2009 - 10 | |
ICIS (Kent) | Internal funding | Planned | FY 2009 - 10 | |
Grant and Contribution Programs | Treasury Board Submission | Planned | FY 2009 - 10 | |
Year 2010 - 2011 | ||||
*The Evaluation Branch is presently in the process of consultation in preparation for the new multi-year Evaluation Plan, including projects for the fiscal year 2010-11. All projects currently in the multi-year plan will be reviewed as part of the annual consultative process. The Evaluation Branch’s annual risk-based planning process could result in changes to evaluations currently planned for fiscal years 2008-09 and 2009-10. Following approval of the new multi-year Evaluation Plan by the Evaluation Committee, it will be published on the CSC website. |
1. How is your department planning to meet the objectives of the Policy on Green Procurement?
As established in CSC’s SDS 2007-2010, target 6.1.2 commits to the development and publication by March 2010 of an internal policy on green procurement. CSC’s green procurement policy will be in line with the applicable objectives set out in TBS’s Policy on Green Procurement. Drafting of CSC’s green procurement policy is scheduled for 2008-2009 so
that it can be published by March 2010. It is expected that the related training will occur in 2008 and 2009.
2. Has your department established green procurement targets?
Yes No In progress
Following a national workshop in May 2007 with all the regional environmental officers, green procurement items were identified in order to set out a prioritized list for green procurement targets.
3. Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.
Based on internal consultations conducted in 2007-2008 with all CSC’s regions, and as a starting point, the targeted priority areas and associated benefits are as follows:
Targeted Products | Anticipated Benefits |
---|---|
Low-lead ammunition (9 mm) | Avoid soil contamination by lead on firing ranges |
Phosphate-free detergents | Reduce phosphate contamination of water courses |
Two sided printers | Significantly reduce paper consumption and costs |
Compact fluorescents | Reduce electrical consumption and related costs |
Ethanol 85 (E85) for Vehicle Fleet (Prairie Region) | Reduce gasoline consumption and related GHG emissions in targeted vehicles |
Hybrid Cars | Reduce gasoline consumption and related GHG emissions in targeted vehicles |
Air-cooled A/C systems instead of water-cooled A/C systems | Significantly reduce water consumption |
CSC’s Internal Audit Plan for 2007-08 to 2009-10 has been approved by its Audit Committee in May 2007 and is subject to an annual review and update as needed.
The following table provides a list of all internal audit engagements initiated and completed in 2007-08; those currently in progress and expected to be completed in early 2008-09; and the engagements listed for 2008-09 as per the multi-year plan mentioned above. Note that the list for 2008-09 may change in the context of the annual update expected to take place in the coming months. Once the list has been reviewed and approved by the Audit Committee, it will be posted on the website, along with completed audit reports at the following address: http://www.csc-scc.gc.ca/text/pa/adt-toc-eng.shtml.
Name of Internal Audit |
Status1 | Expected Completion Date2 |
---|---|---|
Audit of Physical Health care Delivery to Inmates | In progress | April 2008 |
Audit of Assistance to Employees | In progress |
January 2008 |
Health Information Management Module Annual Review | Completed and available at: http://www.csc-scc.gc.ca/text/pa/adt-himm-378-1-233/himm378-1-233-eng.shtml | Not Applicable |
Audit of Financial Planning and Monitoring | In progress | April 2008 |
Audit of Logical Access Controls | In progress | April 2008 |
Review of Change Management Practices | In progress | April 2008 |
Audit of Healing Lodges | In progress | May 2008 |
Audit of Case Management | Planned | 2008-09 |
Audit of the Safeguarding of Offenders and Staff Records | Planned | 2008-09 |
Audit of the Administration of Prescription Drug | Planned | 2008-09 |
Audit of Mental Health Activities (Community Level) | Planned | 2008-09 |
Audit of Exchange of Services Agreements | Planned | 2008-09 |
Audit of Offenders Complaints and Grievance System | Planned | 2008-09 |
Audit of CSC Performance Management Framework | Planned | 2008-09 |
Audit of Accommodation and Infrastructure Planning (CSC’s Long-term Capital Plan) | Planned | 2008-09 |
Audit of Management Information Systems Disaster Recovery Plan | Planned | 2008-09 |
Statement of Operations |
||||
---|---|---|---|---|
($ millions) | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Revenues | ||||
CORCAN Revenues | 77.5 | 83.7 | 85.4 | 85.4 |
Other Revenues | 0.0 | 0.0 | 0.0 | 0.0 |
Respendable Revenue | 77.5 | 83.7 | 85.4 | 85.4 |
Expenses | ||||
Salaries & employee benefits | 31.8 | 33.8 | 35.2 | 36.4 |
Depreciation | 1.5 | 1.8 | 1.9 | 2.0 |
Repairs & maintenance | 1.2 | 2.6 | 2.6 | 2.6 |
Admin & support services | 8.1 | 9.5 | 9.5 | 9.5 |
Utilities, materials & supplies | 34.9 | 36.0 | 36.2 | 34.9 |
Total Expenses | 77.5 | 83.7 | 85.4 | 85.4 |
Surplus (deficit) | 0.0 | 0.0 | 0.0 | 0.0 |
Projected Use of Authority |
||||
---|---|---|---|---|
($ millions) |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Authority * | ||||
Authority - April 1 | 5.0 | 5.0 | 5.0 | 5.0 |
Adjustment to the Revolving Fund Authority | 0.0 | 0.0 | 0.0 | 0.0 |
Sub-Total Authority - March 31 | 5.0 | 5.0 | 5.0 | 5.0 |
Drawdown | ||||
Balance - April 1 | 10.5 | 9.7 | 8.8 | 7.4 |
Projected surplus (drawdown) | (0.8) | (0.9) | (1.4) | (1.0) |
Sub-Total Drawdown - March 31 | 9.7 | 8.8 | 7.4 | 6.4 |
Projected Balance at March 31 | 14.7 | 13.8 | 12.4 | 11.4 |
*Five million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund.
Statement of Cash Flows |
||||
---|---|---|---|---|
($ millions) |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Operating Activities | ||||
Surplus (Deficit) | 0.0 | 0.0 | 0.0 | 0.0 |
Add: Items Not Requiring Use of Funds | ||||
Provision for Employee Termination Benefits | 1.7 | 0.5 | 0.5 | 0.5 |
Amortization of fixed assets | 1.7 | 1.8 | 1.9 | 2.0 |
Amortization of deferred charges | 0.0 | 0.0 | 0.0 | 0.0 |
Allowance for doubtful accounts | 0.0 | 0.0 | 0.0 | 0.0 |
Cash surplus (requirement) | 3.4 | 2.3 | 2.4 | 2.5 |
Charges in Current Assets and Liabilities | ||||
Deferred Charges | 0.0 | 0.0 | 0.0 | 0.0 |
Accounts Receivable | 0.3 | 0.0 | (0.1) | 0.0 |
Inventory | (1.0) | 0.1 | (0.2) | 0.0 |
Accounts Payable | (0.2) | 0.2 | (0.2) | 0.0 |
Payment on charges in provision for Employee Termination Benefits | (0.3) | (0.4) | (0.2) | (0.3) |
Total Changes | (1.2) | (0.1) | (0.7) | (0.3) |
Net Financial Resources | 2.2 | 2.2 | 1.7 | 2.2 |
Investing Activities | ||||
Capital Assets Purchased | (3.0) | (3.1) | (3.1) | (3.2) |
Net Financial Resources | (3.0) | (3.1) | (3.1) | (3.2) |
Net Financial Resources used and Change in the Accumulated Net Charge against the Fund’s Authority Account during the Year | (0.8) | (0.9) | (1.4) | (1.0) |
($ Millions) | 2008-2009 |
---|---|
Accommodation provided by Public Works and Government Services Canada | 11.9 |
Contributions covering the employers’ share of employees’ insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) | 79.3 |
Worker’s compensation coverage provided by Social Development Canada | 5.2 |
Salary and associated expenditures of legal services provided the Department of Justice Canada | 2.2 |
Total 2008-2009 Services received without charge | 98.6 |
($ Millions) |
Forecast Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
---|---|---|---|---|
CORCAN (Revolving Fund) |
77.5 |
83.7 |
85.4 |
85.4 |
Total respendable revenue | 77.5 | 83.7 | 85.4 | 85.4 |
Non-Respendable revenue |
||||
($ Millions) |
Forecast Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Custody | ||||
Psychiatric Services - Contracted | 1.0 | 0.5 | 0.5 | 0.5 |
Board & Lodging - Inmates | 0.6 | 0.0 | 0.0 | 0.0 |
Inmate Maintenance Contracted - (Federal - Provincial Agreements) | 1.7 |
2.1 |
2.1 |
2.1 |
Proceeds From Sales | 2.3 | 2.0 | 2.0 | 2.0 |
Refund of Previous Year’s Expenditures | 0.9 | 0.7 | 0.7 | 0.7 |
Other Non-Tax Revenue | 0.0 | 0.6 | 0.6 | 0.6 |
Total Custody | 6.5 | 5.9 | 5.9 | 5.9 |
Correctional Interventions | ||||
Board & Lodging - Inmates | 0.0 | 0.5 | 0.5 | 0.5 |
Inmate Maintenance Contracted - (Federal - Provincial Agreements) | 0.0 |
1.1 |
1.1 |
1.1 |
Refund of Previous Year’s Expenditures | 0.1 | 0.2 | 0.2 | 0.2 |
Other Non-Tax Revenue | 0.8 | 0.1 | 0.1 | 0.1 |
Total Correctional Interventions | 0.9 | 1.9 | 1.9 | 1.9 |
Community Supervision | ||||
Refund of Previous Year’s Expenditures | 0.0 | 0.1 | 0.1 | 0.1 |
Total Community Supervision | 0.0 | 0.1 | 0.1 | 0.1 |
Total Non-Respendable Revenue | 7.4 | 7.9 | 7.9 | 7.9 |
Total Respendable and Non-respendable Revenues | 84.9 | 91.6 | 93.3 | 93.3 |
($ Millions) |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Program Activity | ||||
Custody | 148.7 | 244.9 | 127.9 | 127.7 |
Correctional Interventions | 17.7 | 16.2 | 9.1 | 7.3 |
Community Supervision | 0.6 | 2.5 | 0.1 | 0.1 |
Total | 167.0 | 263.6 | 137.1 | 135.1 |
Name of User Fee | Fee Type | Fee-Setting Authority | Reason for Planned Introduction of or Amendment to Fee | Effective date of planned change | Consultation and Review Process Planned |
---|---|---|---|---|---|
Access to Information Request | Regulatory Service (R) | - Access to information Act - CSC ATIP Compliance Manual |
N/A Subject to ATI Act | N/A | N/A |