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Minister's Message

The Honourable Vic Toews

As Minister of Public Safety, I am pleased to present to Parliament the Correctional Service of Canada’s (CSC’s) 2009-2010 Departmental Performance Report for the period ending March 31, 2010.

CSC is part of a larger public safety continuum that aims to keep Canadians safe through delivering programs and services in areas such as law enforcement, border security, emergency management, national security, crime prevention, and conditional release.

For its part, CSC is focused on the care and custody of federal offenders serving sentences of more than two years as imposed by the courts. This involves managing institutions of different security levels, supervising offenders on various forms of release in the community, and providing programs and services to offenders that will contribute to their rehabilitation and eventual safe return to society. CSC also provides information about federal offenders to registered victims, and invites them to provide statements which are considered when making offender case decisions.

In the fiscal year 2009-2010, CSC continued to implement its Transformation Agenda in accordance with the Government's new vision for the federal correctional system. The changes to date, and those yet to come, will better position CSC to fulfill its mandate and contribute to safer institutions and communities across the country.

Furthermore, the organization has greatly contributed to the development of new legislation and policies that will enhance its ability to effectively respond to the challenges of an increasingly complex and diverse offender population. Among these, the Truth in Sentencing Act and the Tackling Violent Crime Act came into force in 2009-2010, and CSC is now working to identify the impacts these bills will have on its policy and operational framework.

CSC continues to evolve as an organization, and is making the changes required to remain focused and flexible in a dynamic security environment. I am proud of the professional manner with which the more than 17,000 CSC employees carry out their duties every day, and I remain confident they will use this same approach to meet whatever future challenges may come their way.

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety



Section I – Departmental Overview

Raison d’être

The Correctional Service of Canada (CSC) is an agency within the Public Safety Portfolio which is comprised of five key federal agencies dedicated to public safety: the Royal Canadian Mounted Police, the National Parole Board, the Canada Border Services Agency, the Canadian Security Intelligence Service, and CSC. There are also three review bodies, including the Office of the Correctional Investigator.

CSC’s Mission has guided the organization since 1989. It affirms the organization’s commitment to public safety and clearly states how CSC will fulfill its mandate. CSC’s legislative foundation is the Corrections and Conditional Release Act, promulgated in 1992. Together the Mission and the Act provide the organization with not just an enduring vision of its raison d’être, but a firm basis for the way forward:

The Correctional Service of Canada (CSC), as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.1

Since 2008, CSC has been fully engaged in a Transformation Agenda2 that supports the Government’s vision for a federal correctional system. CSC’s focus on transformation aligns with recommendations from the 2007 Report of the CSC Review Panel entitled A Roadmap to Strengthening Public Safety3. CSC’s achievements to date and its plans to implement more initiatives will further strengthen the organization’s ability to contribute to safer institutions and communities across the country.

CSC’s efforts, initiatives, and results are guided by the themes of the Transformation Agenda:

  • enhancing offender accountability throughout the correctional process;
  • eliminating illicit drugs in the institutions;
  • enhancing correctional programs and interventions to address the needs of offenders;
  • modernizing CSC’s physical infrastructure; and
  • strengthening community supervision, monitoring, programs, and interventions.

Phase 1 of the Transformation Agenda received government support in Budget 2008 and primarily focused on short-term goals, those immediate achievements CSC was able to deliver quickly to improve public safety results. Phase 2 focused on the development and implementation of more detailed project plans and their integration into the daily business of every institution and office across the country4.

The ongoing transformation initiatives have been integrated into CSC’s regular operations and plans reflected in the 2010-2011 Report on Plans and Priorities.

Responsibilities

Mandated by the Corrections and Conditional Release Act and related regulations,5 CSC contributes to public safety by administering court-imposed sentences from admission to warrant expiry for offenders sentenced to two years or more and by providing post-sentence supervision of offenders with Long Term Supervision Orders for up to ten years. This involves managing institutions of various security levels, supervising offenders on various forms of conditional release, and assisting them to become law-abiding citizens.

FEDERALLY
MANAGED
FACILITIES INCLUDE

  • Institutions6
  • Community Correctional Centres
  • Parole offices and sub-offices

In general, CSC’s responsibilities include the provision of services across the country – from large urban centres with their increasingly diverse populations to remote Inuit communities across the North. CSC manages institutions for men and women, Mental Health Treatment Centres, Aboriginal Healing Lodges, Community Correctional Centres, and Parole Offices.

Five regional headquarters provide management and administrative support and serve as the delivery arm for CSC’s programs and services. In addition, CSC manages an addictions research centre, a correctional management learning centre, regional staff colleges and a national headquarters.

CSC employs approximately 17,400 staff and strives to maintain a workforce that reflects Canadian society. Just over 47 percent of CSC staff are women. Slightly more than 5.8 percent are from visible minority groups, approximately 4.6 percent are persons with disabilities, and approximately 7.9 percent are Aboriginal. These rates are at or above the labour market availability with the exception of women where CSC is slightly below market levels.

WORKFORCE

  • Approximately 17,400 employees, 84 percent of whom work in institutions and communities

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 percent of staff while another 15 percent of staff are in the Welfare Programs category, the group that includes Parole and Program Officers who work in 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 institutions operate in a secure and safe fashion and that offenders are properly supervised on release.

Volunteers continue to be essential contributors to public safety by enhancing and supporting the work of CSC staff, and by creating a liaison between the community and the offender. CSC benefits from the contributions of over 9,000 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, and faith-based services. CSC also engages volunteer Citizen Advisory Committees at the local, regional and national levels to provide citizen feedback on CSC policies and practices.

Many offenders benefit from programs delivered by volunteers and these programs have a tremendous positive impact on their lives. Offenders gain enhanced employability skills, increased motivation to participate in other programs, a desire for more meaningful interaction with their families, and enhanced community support.

CSC also plays a role on the world stage, primarily through its International Development Program, that contributes to international peace and stability by promoting good governance, human rights and democratization. For example, during this reporting period CSC continued to assist with training and mentoring staff at the Sarpoza prison in Kandahar and in various prisons in Haiti.

In addition, followingthe January 2010 earthquake in Haiti, CSC expert personnel were deployed as part of the Canadian government’s contribution to help the massive rebuilding effort, including correctional operations.

Strategic Outcome(s) and Program Activity Architecture (PAA)

While many departments have multiple strategic outcomes, CSC has one: its contribution to public safety. In all CSC activities and decisions, public safety is the paramount consideration.

CSC’s Program Activity Architecture is depicted in the following chart as a single strategic outcome with five program activities.

CSC modified its Program Activity Architecture in 2009-2010 shifting to a smaller number of business lines. “CORCAN” was integrated with Correctional Interventions in the 2010-2011 Report on Plans and Priorities. It is a Special Operating Agency (revolving fund) within CSC that provides employment and job readiness programs for offenders as well as products for the marketplace.

CORCAN’s employment and employability skills training is available to offenders in institutions and, for brief periods of time, after they are released into the community to increase the likelihood of successful reintegration. Offenders who spend six months or more in CORCAN's structured work environment are more likely to find full time employment upon release and less likely to return to custody. CORCAN’s services are provided through internal and external partnerships with other government organizations, Non-Governmental Organizations, and private enterprise.

CSC has begun the process of revising its Performance Management Framework in order to ensure it is aligned with the departmental Program Activity Architecture and that performance measurement indicators are both data-rich and meaningful.

This phase of the work was initiated in 2009-2010, and will be completed in 2010-2011. Performance indicators will continue to be refined in subsequent years as CSC develops both strong baseline data, and data collection methodologies for information not currently captured in electronic systems.

This framework will support the Program Activity Architecture by identifying performance measurement information. Analysis of that data will enable CSC to assess its performance in achieving both its strategic outcome and the intended results for each program in the Program Activity Architecture.

To achieve the strategic outcome, offenders are maintained in “Custody” in institutions. Those who become eligible and are granted conditional release are transferred to the community where they are managed under “Community Supervision”.7

In both the institution and the community, offenders receive “Correctional Interventions” to help them both change the behaviours that contributed to their criminal activity and to become law-abiding citizens. Some interventions begin while the offender is in the institution and continue or are maintained once the offender returns to the community, thus providing opportunities for the safe and successful reintegration of individuals back into the community.

Program Activity Architecture
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody Correctional
Interventions
Community
Supervision
CORCAN
(Revolving Fund)
Internal
Services
Institutional Management and Support Offender Case Management Community Management and Security   Governance and Management Support
Institutional Security Community Engagement Community-Based Residential Facilities   Management and Oversight
Intelligence and Supervision Spiritual Services Community Residential Facilities   Communications
Drug Interdiction Correctional Reintegration Program Community Correctional Centres   Legal
Institutional Health Services Violence Prevention Program Community Health Services   Resource Management Services
Public Health Services Substance Abuse Program     Human Resource Management
Clinical Health Services Family Violence Prevention Program     Financial Management
Mental Health Services Sex Offender Program     Information Management
Institutional Services Maintenance Program     Information Technology
Food Services Social Program     Travel and Other Administrative Services
Accommodation Services Offender Education     Asset Management Services
  CORCAN Employment and Employability     Real Property
        Materiel
        Acquisitions

Strategic Outcome     

Program Activity    

Sub Activity    

Sub Sub Activity    

As a result of the Transformation Agenda and the Government’s investment in federal corrections, CSC is better positioned to contribute to public safety and to continue to create safe and secure environments for offenders to actively engage in their correctional plans and to successfully return to the community.

Summary of Performance - Financial

2009-10 Financial Resources ($ millions)
Planned Spending8 Total Authorities Actual Spending
2,416.00 2,379.24 2,265.10

The variance between total authorities and actual spending is mainly due to the re-profile of resources into future years, resources frozen by Treasury Board, the funding related to the new mandatory minimum penalties for serious drug offences as well as operating and capital budget carry forward.

2009-10 Human Resources (FTEs)
Planned Actual Difference9
16,029 16,208 179

Summary of Performance - Operational

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety
Performance Indicators Targets 2009-10 Performance
Custody:    
Rate of escapes from federal institutions Reduce over five years from the 2008-2009 baseline The rate of escapes has fluctuated over the past five years. Compared with fiscal 2008-2009, the rate is increased in 2009-2010.
Rate of offender deaths by other than natural causes Reduce over five years from the 2008-2009 baseline Offender deaths, by other than natural causes, have remained stable within a narrow margin, apart from fiscal 2007-2008 when the rate and number dropped.
Rate of assaultive behaviour Reduce over five years from the 2008-2009 baseline While assaultive behaviour rates are less in 2009-2010 than they were five years ago, rates have increased each year for the last three years.
Percentage of offenders with identified mental health needs released by eligibility Increase, over five years, from the 2008-2009 baseline the number of offenders with an identified mental health disorder who are adequately prepared for release at eligibility A CSC Evaluation found that CSC's community mental health specialist services were associated with fewer suspensions and technical revocations of offenders with mental health disorders compared with a comparison group.
Availability of drugs in institutions Reduce over five years from the 2008-2009 baseline Offender urinalysis refusals have dropped every year for the past five years. Offender drug-related seizures are reduced from five years ago, but are up in fiscal 2009-2010 over 2008-2009. The positive random urinalysis results are unchanged.
Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety
Performance Indicators Targets 2009-10 Performance
Correctional Interventions:    
Rate of participation in correctional interventions identified in the Correctional Plan Increase over five years from the 2008-2009 baseline The offender-person-year rate of offenders enrolled in correctional interventions increased from 113.1 in 2008-2009 to 116.1 in 2009-2010.
For offenders who participate in correctional interventions:
Rate of completion of the correctional interventions12 identified in the Correctional Plan Increase over five years from the 2008-2009 baseline The actual number of completions rose slightly from 4,101 in 2008-2009 to 4,531 in 2009-2010.
Percentage of offenders granted discretionary release at eligibility13 Increase over five years from the 2008-2009 baseline There is a marginal year-over-year increase from 27.26% in 2008-2009 to 27.83% in 2009-201014.
Percentage of offender readmission after release for a new conviction (two years post-warrant expiry)15 Reduce over five years from the 2008-2009 baseline CSC follows offenders post-warrant expiry at two- and five-year intervals to determine their progress16. Between 2006-2007 and 2007-2008 there was a marginal increase in readmissions (from 10.28% to 10.48%).
Percentage of offender readmission after release for a new violent conviction (two years post-warrant expiry) Reduce over five years from the 2008-2009 baseline In the case of new violent convictions, there was also an increase between 2006-2007 and 2007-2008 from 4.84% to 5.27%.
Percentage of offender readmission after release for a new conviction (five years post-warrant expiry) Reduce over five years from the 2008-2009 baseline Between 2003-2004 and 2004-2005 there was an increase in readmissions (from 18.74% to 19.49%).
Percentage of offender readmission after release for a new violent conviction (five years post-warrant expiry) Reduce over five years from the 2008-2009 baseline In the case of new violent convictions, there was also an increase between 2003-2004 and 2004-2005 from 9.53% to 10.45%.

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety
Performance Indicators Targets 2009-10 Performance
Community Supervision:    
Percentage of offenders under community supervision who incur new convictions Reduce over five years from the 2008-2009 baseline The rate of new convictions for offenders under community supervision was reduced in each of the five years between 2004-2005 and 2008-2009, with the exception of an increase in fiscal 2006-2007.
Percentage of offenders under community supervision who incur new convictions for violent offences Reduce over five years from the 2008-2009 baseline The rate of new convictions for violent offences for offenders under community supervision in 2008-2009 is reduced from the rate in 2004-2005. Over the last five years the rate has fluctuated within a range of 3.18 and 1.98.
Percentage of offenders under community supervision who incur new convictions for non-violent offences Reduce over five years from the 2008-2009 baseline The rate of new convictions for non-violent offences for offenders under community supervision in 2008-2009 is reduced from the rate in 2004-2005. Over the last five years the rate has fluctuated within a range of 12.60 and 10.16.
Percentage of offenders under community supervision who incur suspensions Reduce over five years from the 2008-2009 baseline The rate of suspensions for offenders under community supervision in
2008-2009 is reduced from the rate in 2004-2005. Over the last five years the rate has fluctuated from a high of 76.19 to a low of 70.43.

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety
Performance Indicators Targets 2009-10 Performance
Internal Services:    
An organizational culture and operation respectful of Public Service values and ethics Maintain strong Management Accountability Framework rating in this area in addition to increasing positive responses from staff through surveys Positive responses from staff surveys increased over five years. CSC’s rating under the Management Accountability Framework results was “Opportunity for Improvement” in Round VII compared to “Acceptable” for Round VI.
Effective organizational relationships where conflict is appropriately managed A decrease over five years from the 2008-2009 baseline in related staff grievances. An increase over five years in positive responses from staff in surveys Staff grievances were reduced over the last three years17.
Positive responses from staff surveys increased over five years.
Public resources are well managed through effective internal controls and timely monitoring Financial discrepancies, if any, raised on time and resolved immediately In the context of the implementation of the Policy on Internal Controls, an assessment was performed in 2009-2010 for the “Salaries, Travel and Allowance” for doubtful accounts processes and no significant issues were identified. In addition, financial reports were tabled on a regular basis at the Executive Committee for decision making purposes.
Effective outreach to community partners and information services to victims Increase in satisfaction ratings over five years from the 2008-2009 baseline Satisfaction ratings related to outreach activities increased over the last five years.
Recruitment and retention strategies for health care professionals, trades and other occupational groups with low workforce availability Reduction in vacancies from the 2008-2009 baseline within CSC health care professionals, trades and other occupational groups Vacancies within CSC health care professionals, and other occupational groups were reduced.
A Common Human Resources Business Process is implemented in conjunction with the Office of the Chief Human Resources Officer Reduction in timeframes for staffing processes from the 2008-2009 baseline Timeframes for staffing processes were reduced.

In the past, CSC has used offender flow-through18 as the basis for calculating rates for outcome performance indicators in the Departmental Performance Report.

Due to the limitations of using flow-through in rate calculations, CSC will be adopting a more comprehensive method of rate calculation based on Incidence Rate19.

The new method uses Offender Person Years (or total offender “risk days”) as opposed to offender flow-through counts, and represents a more accurate, reliable and complete rate calculation method.20 The shift to incidence rate will enable performance comparisons over different periods of time (previously unattainable) and provide for increased validity or “frequency” of the events being measured.

The reporting format will consist of a “Rate per 100 Offender Person Years” where the incidence rate is multiplied by 100 to provide for relative context in relation to offender populations.

CSC will be implementing the new rate calculation method immediately, starting with the 2010-2011 reporting cycle.

Performance Summary

($ millions)
Program Activity 2008-09
Actual
Spending
2009-10 Alignment to Government of Canada Outcomes
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending21
Custody 1,571.81 1,494.39 1,651.60 1,571.39 1,379.57 Safe and secure Communities
Correctional Interventions 519.34 382.89 414.30 417.05 416.65 Safe and secure Communities
Community Supervision 131.65 105.00 109.80 109.73 100.26 Safe and secure Communities
CORCAN 8.50 0.00 0.00 9.70 -0.35 Safe and secure Communities
Internal Services22 N/A 222.24 240.30 271.37 368.97  
Total 2,231.30 2,204.52 2,416.00 2,379.24 2,265.10  

Commencing in the 2009-10 Estimates cycle, the resources for Program Activity: Internal Service is displayed separately from other program activities; they are no longer distributed among the remaining program activities, as was the case in previous Main Estimates. This has affected the comparability of spending and FTE information by Program Activity between fiscal years.

Contribution of Priorities to Strategic Outcome(s)

On an average day in fiscal year 2009-2010, CSC was responsible for 13,500 federally incarcerated offenders and 8,700 offenders in the community. Including all admissions and releases in the year, CSC managed 19,968 incarcerated offenders and 16,702 supervised offenders in the community.

Five over-arching priorities advance CSC’s Strategic Outcome and their contributions are described in the following pages. Transformation Agendathemes, in response to recommendations in the report of the CSC Review Panel, have been integrated into CSC’s regular operational plans. The integration of the Transformation Agenda initiatives plays a key role in CSC’s long-term vision to be both a world-recognized leader in corrections and an employer of choice.

In addition, CSC redesigned a number of business planning and reporting initiatives to assist managers at all levels in the organization to understand and monitor progress on commitments. Enhancements were made to the Performance Management Framework, the Strategic Toolkit and the Progress Reports which provide a status for each plan and mitigation strategy, including the budget. To further complement CSC’s strategic priorities, a set of 12 business directions was identified to further contextualize plans and initiatives.

The following table describes key business directions and their links to CSC’s Program Activities and Corporate Priorities.

Program Activities Corporate Priorities Key Business Directions
Custody
Correctional Interventions
Community Supervision
1. Safe transition of eligible offenders into the community. 1. Improve employment and employability of offenders.
2. Enhance correctional interventions.
3. Strengthen community corrections.
Custody 2. Safety and security for staff and offenders in our institutions. 4. Eliminate drugs and improve safety and security of operational sites.
5. Enhance offender accountability.
Custody
Correctional Interventions
Community Supervision
3. Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders. 6. Increase capacity to address the needs of First Nations, Métis, and Inuit Offenders.
Custody
Correctional Interventions
Community Supervision
4. Improved capacities to address mental health needs of offenders. 7. Increase capacity to address the mental health needs of offenders.
Internal Services 5. Strengthened management practices. 8. Support the regional Transformation Agenda.
9. Enhance Internal Services.
10. Strengthen human resource capacities in all areas.
11. Enhance relationships with partners.
12. Review infrastructure and accommodation strategies.

 

Operational Priority 1:
Safe Transition of Eligible Offenders into the Community
As stated in the 2009-2010 Report on Plans and Priorities, CSC's ultimate goal is to enhance public safety through reduced re-offending. In this regard, CSC will continue to develop and implement integrated strategies that focus on providing interventions, correctional programs and effective supervision, as well as improved monitoring of the offenders' progress. A key focus will be streamlining case management processes to better assess the potential of offenders to re-offend violently, designing tools and integrating program interventions to better identify and address those factors earlier and, where serious problems persist, providing sound control mechanisms.
Type
Ongoing
Status

CSC mostly met its commitments in relation to this priority in 2009-2010. All results reported in this Departmental Performance Report are from the first year of CSC’s five-year initiative, begun in fiscal year 2009-2010, to improve correctional results. The data must, therefore, be interpreted in that context, recognizing that in the first years of this kind of initiative, processes, plans and strategies are being developed and implemented that will produce planned correctional results by the end of the five-year period.

In order to appropriately advance community corrections within CSC, a Community Reintegration Branch was created to provide appropriate support to regions and districts in order to ensure the safe transition of offenders into the community.

CSC developed a framework for monitoring the community population that matches the provision of programs, services and accommodation options to offender risks and needs. As well, training designed to enhance Parole Officers’ understanding of risk assessment was delivered. Finally, improved monitoring of offenders was achieved through the implementation of initiatives focused on managing higher risk offenders, offenders with residency conditions and testing the use of electronic monitoring of offenders.

The offender’s Correctional Plan, based on the Intake Assessment, now focuses on integrating the principal plan, the Aboriginal Healing Plan, mental health interventions and the Community Strategy (Release Plan)23, when and where applicable. Content of the plan and status reports better reflect the offender’s motivation and capacity to change. In addition, there is renewed focus on strengthened communication between the community and institutions in order to ensure the development of a Correctional Plan that focuses on workable options for community release.

Offenders who participate in programs have reduced rates of reoffending24. Therefore, in 2009-2010, CSC continued to maximize program capacity to ensure that offenders have access to the programs they need, as directed by their Correctional Plans. This included having programs at intake units so that offenders could begin working on changing their behaviour sooner in their sentence.

These programs are having an impact. Offenders who participated in Violence Prevention Programs were 41 percent less likely to return to custody for a new offence, and 52 percent less likely to be readmitted with a new violent offence. In terms of CSC’s ability to prevent future conjugal violence, offenders who participated in the moderate-intensity Family Violence Prevention Program were 36 percent less likely to be readmitted for a new offence and 57 percent less likely to be readmitted for a new violent offence.

Among offenders with substance abuse issues, those who participated in the high-intensity National Substance Abuse Program were 45 percent less likely to return to custody with a new offence and 63 percent less likely to return with a new violent offence.

An examination of outcomes for sex offenders with non-child victims revealed participation in the high-intensity sex offender program to be associated with reduced levels of general readmission (25 percent), and readmission with a new sex offence (71 percent). Outcomes for sex offenders with child victims who participated in the same program also reveal considerable reduction in readmission levels for both general offences (54 percent) and sex offences (50 percent).

Research25 indicates that non-Aboriginal offenders who participate in the Community Maintenance Program are 29 percent less likely to be readmitted after release for any reason, including technical revocation; 40 percent less likely to return to custody for a new offence; and 56 percent less likely to be readmitted for a new violent offence. As part of CSC’s Transformation Agenda, funding for the Community Maintenance Program increased, and enrolments in the Community Maintenance Program increased by
78 percent in 2008-2009 from 1,085 to 1,93126.

A Community Corrections Strategy, in concert with partners, was initiated in 2009-2010 to enhance partnerships with internal and external partners. The strategy will include a community accommodations component which is designed to enhance the planning and availability of services and residential options for offenders in the community. The strategy will be completed in the latter part of 2011.

CSC completed an Electronic Monitoring Pilot Project, which provided important information to CSC on the use of the technology and the capacity to use electronic monitoring for supervision. The learning CSC has garnered through this pilot project will help prepare for any broader implementation that may occur.

CSC’s Institutional and Community Mental Health Initiatives have improved CSC’s capacity to identify and initiate plans to address the mental health needs of offenders. The Institutional Mental Health Initiative provides, within the regular institutional setting, coordinated, comprehensive mental health care that addresses the varied mental health needs of offenders, maximizes well being and promotes effective reintegration. The Community Mental Health Initiative provides continuity of care for offenders with serious mental disorders throughout their transition from institutions into the community by strengthening the continuum of specialized mental health care and providing stable support during their reintegration.

CSC advanced the establishment of an employment continuum that ranges from intake assessment to program assignment and skills building both in institutions and the community. The continuum begins with the identification of employment needs of offenders during the intake assessment process, followed by a specialized vocational assessment. This is followed by appropriate assignments from the Correctional Intervention Board to address identified needs and provide offenders with an institutional job placement, training and experiential learning. The primary objective of CSC’s vocational programming is to provide labour-related training opportunities that will enhance the job readiness of offenders so that when they are released into their communities, they are better able to find and retain employment.

CSC has also made progress in the area of restorative justice. The program “Restorative Opportunities” provides victim-offender mediation services and is experiencing a consistent increase in referrals year after year. Restorative Opportunities mediators continually work towards building community partnerships in order to support the needs of offenders, victims and community members impacted by crime.

Links to Strategic Outcome(s)
Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity:
  • Custody
  • Correctional Interventions
  • Community Supervision

CSC continued strengthening community corrections.

Providing programs at intake units where the needs of offenders are assessed and their Correctional Plans are developed contributes to public safety by enabling offenders to start rehabilitation sooner in their sentences.

The Community Maintenance Program provides offenders with enhanced supervision services and tools to maintain the progress they made while in the institution, thereby reducing the risk to re-offend.

A community strategy that maximizes partnerships fosters public safety because it broadens the network of monitoring and assistance to offenders in the community. It also expands the availability of community resources and accommodation options. This encourages prompter intervention when problems begin to materialize.

Focusing on the special needs of offenders in the community, such as accommodation and employment, contributes to public safety by enabling offenders to become law-abiding citizens.

Operational Priority 2:
Safety and Security of Staff and Offenders in our Institutions
As stated in the 2009-2010 Report on Plans and Priorities, for further improvement of safety and security, CSC will focus on ways to eliminate the entry, trafficking and demand for drugs in its institutions. CSC will enhance its Security Intelligence capacity and will continue to work closely with local police forces and Crown prosecutors to develop a more proactive approach for dealing with cases where drugs are seized. In addition CSC will enhance static and dynamic security practices in an effort to reduce assaults and injuries to staff and offenders.
Type
Ongoing
Status
CSC has mostly met its commitments in relation to this priority in 2009-2010. All results reported in this Departmental Performance Report are from the first year of CSC’s five-year initiative, begun in fiscal year 2009-2010, to improve correctional results. The data must, therefore, be interpreted in that context, recognizing that in the first years of this kind of initiative, processes, plans and strategies are being developed and implemented that will produce planned correctional results by the end of the five-year period.

An integrated approach was taken to develop and implement safety and security measures, including new standards and training for Correctional Officers, an updated search policy for visitors and staff, enhanced training for Correctional Managers, a new national visitor data base, a Population Management Strategy for offenders, and new public communications instruments.

A mandatory training program on Interviewing Techniques was developed and delivered to all Correctional Managers that enables them to complete more comprehensive Threat Risk Assessments and to determine the appropriate security measures for intervening with persons who may be carrying illicit drugs. This course has been integrated into the mandatory training for all new Correctional Managers.

The average number of training days per Correctional Officer has increased from 7.6 in 2007-2008 to 7.9 in 2009-2010. During the 2009-2010 fiscal year, CSC’s Regional Staff Colleges delivered 53 Correctional Training Programs and 1009 new Correctional Officers graduated. This is almost double the number of graduates from the previous year (658). A new version of the Correctional Training Program was implemented in all regions in 2009-2010 to ensure that new Correctional Officers are better equipped to contribute to overall institutional safety. CSC is in the process of conducting a formal evaluation of this training program.

Gang awareness training allows officers to be better prepared to manage gangs in federal institutions, and has now become a key component of Correctional Officer training. It is available on-line and in fiscal year 2009-2010, gang awareness training was completed by 3,201 staff in 5,598.8 hours of training. As well, Mental Health Awareness training helps increase institutional staff’s understanding of various mental health issues and their individual role(s) in interacting with and assisting offenders with mental disorders. In 2009-2010 this training was provided to 1,097 staff.

There was also new training provided to Correctional Officers to facilitate the change from the .38 special revolver to a more modern 9mm pistol to ensure all Correctional Officers were properly trained and fully qualified.

CSC met its target of hiring 24 additional Security Intelligence Officers. Additionally, CSC hired 11 new Security Intelligence Analysts. To enhance security intelligence capacity, CSC intelligence staff are also now located in key external agencies such as the Criminal Intelligence Service of Canada and the Integrated Threat Assessment Centre, as well as in parole districts.

Integrating security intelligence with enhanced search procedures has proven to be a key component in the elimination of drugs and complements the piloting of more advanced technology, greater management presence, more stringent search standards, training, and deployment rosters for principal entrances. A database, along with the introduction of mandatory scheduling of visits to offenders, has allowed CSC’s Security Intelligence Officers and principal entrance staff to be both proactive and more strategic in searching visitors who are suspected of carrying illicit drugs.

All regions have established collaborative relationships with local, provincial and federal justice partners both at the management and operational levels. CSC personnel participate in law enforcement and intelligence forums (such as the Criminal Intelligence Service Provincial Bureau meetings) concerning security threat groups and criminal activity, including illegal drug trafficking and organized crime. Individual cases are discussed to ensure that detection and interdiction efforts are coordinated, ultimately to enhance the potential for successful prosecution of illegal activities involving offenders. CSC has also engaged Crown Prosecutors and Judges through workshops and awareness sessions, including sessions delivered through the National Judicial Institute.

Amendments to the Controlled Drugs and Substances Act were introduced through Bill C-15 in 2009 and reintroduced in Bill S-10 on May 5, 2010. They include a new provision providing for a minimum term of imprisonment of two years for substances included in Schedule I or II in circumstances where the person committed the offence in a prison, as defined in Section 2 of the Criminal Code, or on its grounds.

CSC identified and acted on a requirement to enhance electronics, security measures and equipment as part of its commitment to maintain the security and safety of its institutions and Community Parole Officers. As part of this initiative, CSC focused on:
  • technology at the principle entrances;
  • equipment for Correctional Officers and electronics for Community Parole Officers in support of the Community Staff Safety Program;
  • support for drug-detector dog teams; and
  • introduction of associated security equipment, electronics and measures to support safety and security initiatives in CSC's institutions.

Specific initiatives included the purchase of advanced cellular telephone detection and interception systems; replacement/addition of x-ray baggage scanners and metal detectors, procurement of thermal imaging goggles for perimeter surveillance, the purchase/modernization of ion scan drug detector units, replacement of older weapons with more modern firearms, expanding access to stab-resistant vests, expanding the use of cellular/wireless detection systems, and the national implementation of standardized inmate containment inserts in security vehicles. CSC also developed new communication instruments to warn the public about the impacts and penalties of introducing drugs into institutions.

Search procedures being introduced at principal entrances integrated updated electronic screening technologies, drug detector teams, and security intelligence information so as to mitigate risks associated with the possibility of drugs entering into institutions.

CSC posted additional Correctional Officers to towers while offenders are in yards to further prevent “throw-overs” of drugs into institutional perimeters.

Fifteen drug-detector dog teams were added in 2009-2010, bringing the total to 74, to enhance coverage at maximum security institutions in the Prairie and Quebec Regions and at nine medium security institutions across the country. As well, additional vehicles for the implementation of the drug-detector dog team program were provided in
2009-2010.

The total number of drug-related seizures is up from 1,398 in 2008-2009 to 1,791 in 2009-2010 and this increase can be attributed largely to the new initiatives CSC implemented in the last year to better detect drugs in institutions.

The percentage of offenders testing positive during random urinalysis remained constant, at 8.02 percent (500) in 2009-2010 and 8.00 percent (511) in 2008-2009. The percentage of refusals for urinalysis testing decreased to 8.61 percent (587) in 2009-2010 from 10.47 percent (747) in 2008-2009.

CSC continued efforts to reduce assaults and injuries. Despite efforts, however, the rate of assaults on staff by inmates increased to 2.10 (275) in 2009-2010 from 2.00 (265) in 2008-2009. As well, the number of assaults on inmates by other inmates remained the same at 559, while the rate, related to a change in the population number, increased slightly from 4.22 in 2008-2009 to 4.28 in 2009-2010. On a more positive note, there were fewer injuries to inmates resulting from assaults in fiscal 2009-2010 when compared to five years ago, and both rates are lower year-over-year from 2008-2009 to 2009-2010. Injuries to staff caused by inmates also decreased, both in comparison with five years ago (3.94 in 2005-2006 versus 3.80 in 2009-2010), and year-over-year (3.94 in 2008-2009).

Despite best efforts to maintain offender safety and well-being, deaths in custody do occur. Any time an offender dies while in CSC’s custody, CSC conducts an investigation to help prevent and reduce the occurrence of similar incidents in the future. CSC also develops and implements action plans, identifies significant findings and shares these with pertinent staff.

During the past five years, CSC has taken steps to reduce deaths in custody and emphasis has been placed on dynamic security practices based on ongoing observation and interaction with offenders to prevent security incidents from happening and, if they do occur, to address them quickly and effectively. CSC remains committed to identifying and implementing appropriate and effective measures that will help prevent non-natural deaths in custody, including improvements to administrative segregation, institutional transfers, security practices, provision of mental health services, infrastructure deficiencies, as well as training, staffing, and managerial accountabilities.
Links to Strategic Outcome(s)
Strategic Outcome: The custody, correctional interventions, and supervision of offenders in communities and institutions, contributes to public safety.

Program Activity:
  • Custody

Eliminating drugs from institutions contributes directly to the safety of staff, visitors, and offenders. It also contributes to public safety in important ways.
  • Offenders under the influence of substances are less able to concentrate on their Correctional Plans and programs. Inmates who do not overcome addiction or substance abuse are less likely to remain drug free on release.
  • More sophisticated intelligence gathering and interaction with police partners contributes to a reduction in drug activity in the community by organized crime, thereby helping to make communities safer.

Operational Priority 3:
Enhance Capacities to Provide Effective Interventions for First Nations, Métis and Inuit Offenders
As stated in the 2009-2010 Report on Plans and Priorities, CSC continues to improve its capacity to provide Aboriginal-specific interventions. To support Aboriginal offenders to succeed at rates comparable to non-Aboriginal offenders, CSC will further enhance its capacity to provide effective interventions for First Nations, Métis, and Inuit offenders and strive to achieve correctional results comparable to non-Aboriginal offenders. CSC will also work horizontally with other government departments to address the challenges that contribute to the disproportionate representation of Aboriginal peoples in the criminal justice system.
Type
Ongoing
Status
CSC has mostly met its commitments related to this priority in 2009-2010. All results reported in this Departmental Performance Report are from the first year of CSC’s five-year initiative, begun in fiscal year 2009-2010, to improve correctional results. The data must, therefore, be interpreted in that context, recognizing that in the first years of this kind of initiative, processes, plans and strategies are being developed and implemented that will produce planned correctional results by the end of the five-year period.

In the 2009-2010 fiscal year CSC continued to enhance its capacity to provide effective interventions for First Nations, Métis and Inuit offenders in order to achieve correctional results comparable to non-Aboriginal offenders.

While Aboriginal people comprise 3.8 percent27 of the adult Canadian population, as of April 25, 2010, 17.9 percent of offenders serving federal sentences (20.6 percent of incarcerated offenders and 13.7 percent of offenders on conditional release) are of First Nations, Métis, and Inuit ancestry. Policies and guidelines for Aboriginal corrections were enhanced. Areas of significant improvement include the development of strengthened guidelines for the management of agreements with Aboriginal communities pursuant to Section 81 of the Corrections and Conditional Release Act, processes related to the release of offenders pursuant to Section 84 of the Act, and expansion of the Pathways28 initiative.

Strategic Review Reinvestment has allowed CSC to expand the number of Pathways units with up to an additional 17 to be fully implemented by the end of fiscal year 2011-2012. The number of offenders residing in Pathways units increased from 704 in 2008-2009 to 715 in 2009-2010, and that number is expected to rise as more spaces become available. Reinvestment of existing resources has also allowed for expansion of Aboriginal Community Liaison Officer services. Funding was approved for an additional five officers, and they will be hired in 2010-2011.

Significant investments were made as a result of CSC’s Strategic Review to enhance interventions for First Nations, Métis, and Inuit offenders related to increased delivery of Aboriginal Correctional Programs. Phased in over a three-year period commencing in 2009-2010 and sustained thereafter, this strategic reinvestment will see more than an additional $5.1M committed to Aboriginal Correctional Programs.

As a result, CSC’s Performance Measures of increased program enrolments, increased recruitment of Aboriginal program facilitators, managers, and Elders, and increased program facilitator training surpassed all projections for the 2009-2010 fiscal year. Specifically, as can be seen in the table below, program enrolments saw an overall 28 percent increase.

Total number of Aboriginal Program enrolments
2008-2009 2009-2010 Total % Change
First Nation 333 441 774 32%
Inuit 24 30 54 25%
Métis 89 98 187 10%
Total 446 569 1,015 28%

Additional program facilitators, Elders and Program Managers were hired, and 124 Program Officers were trained in Aboriginal Program delivery for programs such as Basic Healing, more than doubling the 60 trained last year.

CSC continues to engage its partners through the National Aboriginal Advisory Committee, the National Elders Working Group, as well as its community partners included in both CSC and Section 81 Healing Lodges. CSC has also worked with other external partners including Human Resources and Skills Development Canada, Indian and Northern Affairs Canada and the Federal/Provincial/Territorial Heads of Corrections sub-Committee on Northern Corrections in order to increase Aboriginal offenders’ access to housing, employment and substance abuse services after release from an institution. These endeavors have resulted in a homelessness pilot project in Winnipeg and a housing construction partnership in Saskatchewan, to name two examples. A Northern Corrections Framework was developed for consultation with Inuit, Territorial and Provincial partners in order to finalize a strategy in 2010-2011.

CSC Healing Lodges received additional funding as a result of the Healing Lodge Resource Review in order to enhance services for Aboriginal offenders. Bed utilization rates for Healing Lodges continue to average above 80 percent with the exception of one facility where the region has implemented an action plan to improve rates.

The gap between Aboriginal and non-Aboriginal offenders convicted of violent or non-violent offences within two years of the end of their sentence narrowed. In 2006-2007 the gap was 2.8 percent and in 2007-2008 it was 1.9 percent. The percentage of Aboriginal offenders returned to federal custody decreased from 12.7 percent in 2006-2007 to 12.3 percent in 2007-2008 while the percentage of non-Aboriginal offenders increased, from 9.8 percent in 2006-2007 to 10.4 percent in 2007-2008. The gap between Aboriginal and non-Aboriginal federal offenders convicted of violent or non-violent offences within five years of the end of their sentence widened. The percentage of reconvicted Aboriginal offenders increased to 28 percent in 2004-2005 compared to 25.1 percent in 2003-2004 while there was a minimal increase in the percentage of reconvicted non-Aboriginal offenders, from 17.7 percent in 2003-2004 to 18 percent in 2004-2005.

Significant improvement in the percentage of Aboriginal offenders convicted of offences while under conditional release supervision is noted from last year’s results, with the current rate reduced by 2.9 percent as compared to a reduction of only 0.9 percent for non-Aboriginal offenders.

Finally, enhanced monitoring and reporting was instituted in order to better measure the correctional gap between Aboriginal and non-Aboriginal offenders. The Aboriginal Corrections Accountability Framework and the template for Results Reporting and Monitoring that were approved and implemented set targets for further reducing this correctional gap.
Links to Strategic Outcome(s)
Strategic Outcome: The custody, correctional interventions, and supervision of offenders in communities and institutions, contributes to public safety.

Program Activity:
  • Custody
  • Correctional Interventions
  • Community Supervision

Providing effective and targeted interventions to First Nations, Métis, and Inuit offenders promotes achieving correctional results for these individuals and contributes to public safety.

Operational Priority 4:
Improved capacities to address mental health needs of offenders
As stated in the 2009-2010 Report on Plans and Priorities, over the last few years, CSC has witnessed an increase in the proportion of offenders diagnosed with mental health problems at admission to CSC. To respond to this trend, CSC will continue to focus on improving its capacity to assess and address the mental health needs of offenders in order to improve their correctional results and respond to offenders’ increasingly broad and multi-dimensional mental health needs. In particular the focus will be on strengthening a continuum of intervention from the time of admission to the end of the offender’s sentence.
Type
Ongoing
Status
CSC met all its commitments in relation to this priority in 2009-2010. All results reported in this Departmental Performance Report are from the first year of CSC’s five-year initiative, begun in fiscal year 2009-2010, to improve correctional results. The data must, therefore, be interpreted in that context, recognizing that in the first years of this kind of initiative, processes, plans and strategies are being developed and implemented that will produce planned correctional results by the end of the five-year period.

With the ongoing progress towards full implementation of its Mental Health Strategy, CSC continues to improve its capacity to assess and address the mental health needs of offenders. An improved continuum of mental health care has been achieved through the full implementation of computerized mental health screening at intake, hiring of mental health care professionals to provide primary care in institutions, and the provision of clinical discharge planning and community mental health specialist services. CSC has also continued to actively pursue funding for intermediate mental health care units to address the needs of offenders who are unable to cope in regular institutional settings, but whose mental health problems are not so severe as to require care in a psychiatric facility (i.e. Regional Treatment Centre).

The vacancy rate for front-line mental health professionals who provide health assessments, primary care and discharge planning in institutions was reduced from approximately 29 percent to 9 percent.

The Computerized Mental Health Intake Screening System was introduced in all 16 CSC intake assessment sites. During the 2009-2010 fiscal year, approximately 3,400 offenders were screened at intake for symptoms that may indicate mental health concerns. Between November 2009 and March 2010, 1,030 offenders received mental health services in CSC institutions from a mental health care professional at six sites piloting a mental health services tracking database, which was fully implemented nationally as of April 1, 201029. In an effort to increase awareness of mental health issues among correctional staff, 1,097 institutional staff received two-day mental health awareness training in fiscal year 2009-2010, including approximately 900 Correctional Officers.

To support offenders upon release, Community Mental Health Initiative staff provided services to approximately 1,048 offenders. They also engaged in community capacity building activities in an effort to build and sustain partnerships and relationships. These included promoting the development of new and additional services; encouraging communities and organizations to be responsive to identified needs; coordinating and working with various organizations to combat relevant social issues; and consideration of the needs of offenders with mental disorders. During the 2009-2010 fiscal year, they had contact with 1,777 individuals and agencies. They also provided mental health training to 274 CSC front-line staff in the community, which includes the following training sessions: two-day mental health awareness training, Fetal Alcohol Spectrum Disorder (FASD) and Effective Intervention Strategies.

Finally, CSC focused on improved practices to manage the mental health needs of offenders. For example, CSC has taken steps to reduce deaths in custody and emphasis has been placed on dynamic security practices. CSC has focused on approaches based on ongoing observation and interaction with offenders to prevent security incidents from happening, and if they do occur, to address them in an effective and expeditious manner. CSC has also collaborated with its federal, provincial, territorial and community partners - including the Mental Health Commission of Canada - to ensure that best practices are followed. CSC will continue to work with this group towards the long-term development of a Pan-Canadian Correctional Mental Health Strategy.
Links to Strategic Outcome(s)
Strategic Outcome: The custody, correctional interventions, and supervision of offenders in communities and institutions, contributes to public safety.

Program Activity:

  • Custody
  • Correctional Interventions
  • Community Supervision

Results from a recent evaluation of the Community Mental Health Initiative reported that the risk of suspension and revocation for offenders receiving community mental health services was 34 percent and 59 percent lower, respectively, than for a comparison group. The Community Mental Health Initiative enhances public safety and supports the transformation of the correctional system by promoting the principles of offender accountability, partnerships and continuity of care.

Operational Priority 5:
Strengthening Management Practices
As committed in the 2009-2010 Report on Plans and Priorities, CSC focused on improving the way it delivers on its operational priorities, and more generally, on all aspects of its mandate. To do this, CSC promoted Values and Ethics, improved its Internal Communications, strengthened its human resources management including renewal as well as improved its internal monitoring of results and performance against plans, priorities and financial accountabilities. CSC also strengthened its capacity to assess and analyze opportunities to identify economies and efficiencies in its operations. A thread that weaves through all of these efforts is the need to build effective relationships internally, with partners, and with communities.
Type
Ongoing
Status
CSC mostly met its commitments in relation to this priority in 2009-2010. All results reported in this Departmental Performance Report are from the first year of CSC’s five-year initiative, begun in fiscal year 2009-2010, to improve correctional results. The data must, therefore, be interpreted in that context, recognizing that in the first years of this kind of initiative, processes, plans and strategies are being developed and implemented that will produce planned correctional results by the end of the five-year period.

Following the introduction of the risk-based assessment process in the Management Accountability Framework Round VII (2009-2010) CSC was assessed on 13 Areas of Management. The results were generally positive with four “Strong” ratings, eight “Acceptable” ratings, and one “Opportunity for Improvement” rating. Ratings in the assessed areas were unchanged, with the following exceptions:
  • Values-based Leadership and Organizational Culture which decreased from acceptable to opportunity for improvement;
  • Evaluation which decreased from strong to acceptable; and
  • Excellence in People Management which, as a newly composite area of management, could not be accurately compared with the previous assessment. The Round VII rating was acceptable.
CSC compared favourably with other government departments in general, scoring above the government average in six areas of management, equal to the average in six and below average in only one area.

While the number of harassment complaints was identified as a weakness for CSC in this year’s Management Accountability Framework assessment, the assessment itself was based on the 2008 Public Service Employee Survey, and so the data used were old. As well, it did not take into account the significant number of harrassment complaints in which the perpetrator was an inmate. In fact, the proportion of founded harassment complaints has declined since last fiscal year (11.8 percent founded in 2008-2009 versus 5.8 percent in 2009-2010). Efforts continue to ensure that all staff (managers and non-management staff) receive the mandatory National Training Standard Anti-Harassment training. In 2009-2010, close to 80 percent of managers and 61 percent of employees were trained. In addition, all Regions participated in the Conflict Management training offered.

To address workplace wellness issues, CSC created a Joint National Working Group of bargaining agents, employees and management, and has begun working with an award-winning wellness author and professor from L’École nationale d’administration publique (ENAP) to develop both a strategic and an implementation plan for an Integrated Wellness Approach for CSC. Phase I, developing the strategic plan and accompanying communications strategy, is expected to be finalized by the end of fiscal year 2010-2011 and is to include tangible deliverables that will increase workplace wellness for all employees of CSC.

A call letter was issued to managers and staff inviting input on how CSC can become an employer of choice. The results were compiled and analysed for trends and will contribute to deliberations leading to the development of the strategic plan for CSC’s Integrated Wellness Approach.

CSC is one of the early implementers of the Government of Canada Common Human Resources Business Process that is designed to bring consistency to the delivery of effective and efficient human resources services while maximizing the use of existing and innovative methods and tools. CSC identified staffing, learning and development and position management as the first areas of focus. To ensure a successful implementation, CSC created working groups including human resources professionals, policy centres and managers. Recommendations proposed from the working groups include: clarifying roles and responsibilities of various actors throughout the staffing process, standardizing the business process by providing clear and consistent procedures and electronic forms, implementing a consistent means to track and measure progress during the staffing process, and providing the means to share and reuse existing tools and best practices. Implementation continues through fiscal year 2010-2011 with the development of the required tools and a communications strategy that will enable change management across the organization.

CSC also developed a noteworthy new tool, called the “Employment Equity Data Cube,” that enables the organization to better plan, promote and track employment equity representation at entry, mid-career and at executive levels of the organization.

CSC adopted a new governance structure for Values and Ethics, the membership of which includes its most senior management. As part of a national multi-year work plan regional senior management focused in 2009-2010 on providing leadership and promoting Values and Ethics initiatives within the regions. As well, local ethics committees have been established at several sites in order to increase organizational capacity to identify and resolve ethical issues.

In 2009-2010, the Office of Values and Ethics successfully completed 49 one-day Ethics Workshops across the five regions with a total of 714 workshop participants, and the Office of Internal Disclosure was more visible as a result of its Director attending all Regional Management Committee Meetings and visiting several operational sites.

In addition to its focus on ethics, CSC also implemented strategies to support recruitment, professional development, succession planning, and informal conflict management.

The Information Management Branch undertook several initiatives to improve efficiency.

For example, to improve information technology planning and governance processes, the Information Management Branch implemented formalized integrated business and human resource planning, including a three year business plan. It established an Office of Project Management and developed and implemented a governance model to provide strategic direction in investment decisions based on the Val-Information Technology framework. Additionally, a service-based business model in support of the development of a service catalogue and service level agreements was created.

With respect to development/operational processes, the Information Management Branch finalized the System Development Life Cycle model and conducted an initial functional review of all areas within Application Services and Infrastructure Services and Operations. As well, it reduced the number of corporate applications by 50 percent and implemented application lifecycle procedures to ensure a healthy balance between cost and value. It also implemented the National Service Desk and converted a proportion of the contracting workforce to full-time equivalents in order to reduce costs and improve stability.

Consistent with the direction set by the Internal Services Finance Group, the Information Management Branch revamped the coding structure to improve financial analysis and reporting, visibility and transparency. The Branch provided delegation of authority training to budget managers and delegated budgets to the manager level to reinforce stewardship and accountability. It implemented monthly forecasting processes and benchmarked costing for key cost drivers. Finally, it commenced the consolidation of procurement demand and developed and implemented activity-based reporting.
Links to Strategic Outcome(s)
Strategic Outcome: The custody, correctional interventions, and supervision of offenders in communities and institutions, contributes to public safety.

Program Activity:

  • Internal Services

CSC contributed to its public safety commitments by improving the management of its activities both generally (Management Accountability Framework) and specifically in areas that make for an efficient, effective and productive workplace.

Enhancements in the area of Values and Ethics also contribute to a respectful workplace.

Risk Analysis

During fiscal year 2009-2010, CSC continued to face significant challenges in mitigating various risks that impact on delivering effective correctional services which lead to public safety results for Canadians.

The offender population profile continues to be complex and challenging. A larger portion of offenders who are sentenced to federal custody have more serious criminal histories, are more likely to be associated with gangs and have higher rates of mental health issues.

CSC’s Corporate Risk Profile identified a number of risks and mitigation strategies in the areas of:

  • sustaining an ageing physical infrastructure;
  • addressing potential pandemic readiness;
  • reducing re-offending and violence;
  • implementing Strategic Human Resource Management and Deployment;
  • responding to offender physical and mental health issues;
  • creating the capacity to meet the needs of Aboriginal Offenders;
  • effectively managing financial and technological resources;
  • building and sustaining partnerships and relationships; and
  • fostering a responsive and more adaptive organization.

To manage the risks it faced in 2009-2010 and to support executive decision-making, CSC’s Executive Committee reviewed progress achieved against its Corporate Risk Profile and identified mitigation strategies.

A broader source of risk for CSC was born out of the recent economic climate. Collectively, the Federal Government deficit, downturn in the economy, limited affordable housing, and rising unemployment rates influenced the safe transition of eligible offenders to the community. To lessen the impact of the worsening economic climate, progress was achieved with respect to offender employment and employability through the development of the National Employment Strategy for Aboriginal Offenders.

Like many government departments, CSC continued to face risks posed by both retirement of many experienced staff and strong competition in the labour market to attract diverse professionals and skilled workers. Attracting and retaining a skilled workforce that is able to succeed in a difficult working environment continued to be a challenge in 2009-2010. CSC managed these risks through its Strategic Plan for Human Resource Management. The organization continued to place emphasis on recruitment and retention strategies for health care professionals, trades, and other occupational groups. This focus included pursuing strategies to improve the recruitment and development of Aboriginal staff members and other employment equity groups in addition to new actions to improve workplace health and to nurture effective labour-management relationships (consistent with the Public Service Modernization and Public Service Labour Relations Acts). CSC continued to develop and implement both learning and development strategies for staff and approaches to establish interdisciplinary teams in order to support the diverse supervisory requirements specific to the work of Correctional Officers.

To further respond to the pressures of senior management succession planning in key areas of the organization, CSC has invested in existing human talent and building organizational capacity through a professional development and growth initiative called the Leadership Development Program. The Program responds to the changing demographics, projected labour shortages and cultural change of CSC’s operations. As well, the Program contributes to achieving the renewal of the Public Service.

As a next step toward Integrated Risk Management, CSC has introduced a Functional Risk Profile that links corporate risks, legal risks, ethical risks, privacy risks and financial risks. Based on the Program Activity Architecture, it focuses on key risks that have implications at the operational and activity levels. It is a single alternative to five Regional Risk Profiles and multiple Sector Risk Profiles. The Functional Risk Profile is currently being finalized and, once implemented, will further position CSC as an integrated risk management organization that manages organizational and strategic risks proactively and continuously.

Expenditure Profile

The variance between total authorities and actual spending in 2009-2010 is principally related to the re-profile of resources into future years for the Health Information

Spending Trend

Spending Trend Graph

[D]

Management Module and the Construction Portfolio, resources frozen by the Treasury Board for Mandatory Minimum Penalties, Operating Budget Carry Forward and Capital Carry Forward.

The overall increase seen in fiscal year 2008-2009 addresses challenges related to items such as ageing institutional facilities, maintenance of basic safety and security within institutions, meeting basic legal and policy program obligations, stabilizing CSC’s operating and capital expenditures base, enhancing capacity as well as improving results in the areas of community program delivery and increasing control of its institutions.


Voted and Statutory Items
($ millions)
Vote # or Statutory Item (S) Truncated Vote or Statutory Wording 2007-08
Actual
Spending
2008-09
Actual
Spending
2009-10
Main
Estimates
2009-10
Actual
Spending
30 Operating expenditures 1,645.80 1,827.70 1,779.20 1,843.19
35 Capital Expenditures 140.60 198.00 230.80 200.36
(S) Contributions to employee benefit plans 181.20 195.60 194.52 221.70
(S) CORCAN Revolving Fund -4.50 8.50 - -0.35
(S) Spending of proceeds from the disposal of surplus Crown assets 0.80 1.50 - 0.20
Total 1,963.90 2,231.30 2,204.52 2,265.10

The variance between actual spending in 2009-2010 and 2008-2009 (1.5 percent) is mainly due to an increase related to the implementation of the transformation agenda.

The variance between actual spending in 2008-2009 and 2007-2008 is principally accounted for by inflation and the signing of renegotiated collective agreements.

Canada’s Economic Action Plan

CSC is a participant in the horizontal initiative entitled Accelerated Federal Contaminated Sites Action Plan. In 2009-2010, under this plan CSC spent $0.45M on two remediation projects in Ontario and one environmental site assessment in British Columbia.