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2009-10
Report on Plans and Priorities



Correctional Service Canada





Supplementary Information (Tables)





Table of Contents




Table 3: Green Procurement

How is your department planning to meet the objectives of the Policy on Green Procurement?

CSC has developed a Sustainable Development Strategy that responds to each of the seven Government Operations goals as described in Table 4.

Has your department established green procurement targets?


Yes    

Expected results are described for each plan in Table 4.

Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

The proposed targets for CSC include:

  • reduction in negative environmental impacts generated from toxic products;
  • reduction in water consumption;
  • reduction in energy consumption;
  • reduction in solid waste disposal;
  • reduction in the use and disposal of hazardous materials;
  • timely reporting to Senior Management


Table 4: Sustainable Development Strategy (SDS)


SDS Departmental Goals:
Federal SD goal, including Greening of Government Operations goals Performance measurement from current SDS Department's expected results for 2009-10
1. Contribute to the reduction of greenhouse gas (GHG) emissions that are responsible for climate change;
  • Weight (in metric tonnes) of CO2 emissions produced by CSC’s central heating plants and institutional heating systems.
  • Number of renewable energy production projects implemented.
  • % of new acquired vehicles that run on alternative fuels (hybrid and E85).
  • A reduction of 0.5% of natural gas and/or heating oil consumption.
  • Implementation of one large wind turbine (Drumheller institution) and one solar energy project (Joyceville).
  • At least 10% of new acquired vehicles will have the capacity to run on alternative fuels.
2. Contribute to the protection of the atmosphere;
  • Number of measures to improve the efficiency of our large boilers.
  • Number of halocarbon cooling systems replaced.
  • Visit and analyse eight central heating plants to improve (tune-up) the efficiency of large boilers.
  • Replace at least one large halocarbon cooling system.
3. Contribute to the conservation of the tropospheric air quality;
  • Number of phase 1 and 2 VOC recovery projects/units installed/completed.
  • Complete at least three phase 1 and 2 VOC recovery projects.
4. Contribute to the protection of the hydrosphere;
  • Number of projects to upgrade our wastewater treatment systems implemented.
  • Number of measures to conserve potable water implemented.
  • Potable water consumption (litres/occupant/day).
  • Implement at least two projects to upgrade CSC’s wastewater treatment systems.
  • Implement a minimum of three water conservation projects.
  • Reduce total water consumption by at approximately 3%.
5. Contribute to the support of sustainable communities;
  • Number of priority contaminated sites remediated.
  • Number of assessments of potentially contaminated areas.
  • Number of actions taken to expand the Environmental Farms Management Plan.
  • Implementation of at least 4 contaminated site remediation projects.
  • Environmental assessments will be conducted for approximately 12 new potentially contaminated sites based on their risks to health and ecosystems.
  • Proceed with the required work/actions to expand the environmental farms management plan at Westmorland institution.
6. Contribute to the sustainable use of natural resources;
  • Number of solid waste audits conducted.
  • Estimate of weight of landfilled solid waste (kg/occupant/day).
  • Publication of an internal policy on green procurement.
  • Number of employees who received training on green procurement.
  • Completion of 3 solid waste audits to improve solid waste management practices.
  • Development of an internal policy on green procurement.
  • Further the related training for procurement officers.
7. Contribute to the reinforcement of governance and decisions that support Sustainable Development.
  • Number of SDS progress reports presented to Senior Management.
  • Production of two SDS progress report (October 2008 and April 2010) for Senior Management.



Table 6: Internal Audits

Consistent with the 2006 Policy on Internal Audit, CSC is currently developing a three year internal audit plan (2009-2010/2011-2012) that will address areas of higher risk and significance for the organization. It is expected that the plan will be reviewed by CSC's Audit Committee in May 2009 and a list of approved audits for 2009-2010 will be available soon after at: http://www.csc-scc.gc.ca/text/pa/adt-toc-eng.shtml



Table 7: Upcoming Evaluations over the next three fiscal years

FISCAL YEAR 2008 - 2009
Name of Evaluation Program Type Status Expected Completion Date
1. Integrated Police/Parole Initiative (IPPI) Treasury Board Required Program Evaluation Ongoing March 2009
2. Effective Corrections Initiatives:
  1. Pathways, Aboriginal Community Development Officers (ACDO),
  2. Community Employment Centres
  3. Community Maintenance and
  4. Residential Alternative
 Treasury Board Required Program Evaluation Ongoing September 2009
3. Community Mental Health Strategy Treasury Board Required Program Evaluation Ongoing January 2009
4. Lifeline Program Ministerial requested Evaluation Ongoing March 2009


FISCAL YEAR 2009-2010
Name of Evaluation Program Type Status Expected Completion Date
1. Electronic Monitoring System Program Enhancement Evaluation Starts in January 2009 Expected completion in August 15, 2009
2. Horizontal Evaluation of the National Victim Services Program (NVSP) Treasury Board Required Program Evaluation Start in April 2009 Expected Completion on March 2010
3. Community Correctional Strategies Corporate Risk Assessed as requiring evaluation Start in April 2009 Expected Completion on June 2010
4. Grants and Contribution Programs Treasury Board Required Program Evaluation Start in April 2009 Expected Completion on March 2010
5. National Employability Skills Program (NESP) Corporate Risk Assessed as requiring evaluation Start in April 2009 Expected Completion on May 2010


FISCAL YEAR 2010 - 2011
Name of Evaluation Program Type Status Expected Completion Date
1. Approaches to Population Management Corporate Risk Assessed as requiring evaluation Start in April 2010 Expected Completion on March 2011
2. Intensive Intervention Strategy for Women Corporate Risk Assessed as requiring evaluation Start in April 2010 Expected Completion on May 2011
3. Correctional Intervention Strategies Corporate Risk Assessed as requiring evaluation Start in April 2010 Expected Completion on May 2011
4. Staff Safety in Institutions and the Community Corporate Risk Assessed as requiring evaluation Start in April 2010 Expected Completion on May 2011


FISCAL YEAR 2011 - 2012
Name of Evaluation Program Type Status Expected Completion Date
1. Aboriginal Horizontal Framework Corporate Risk Assessed as requiring evaluation Start in June 2011 Expected Completion on May 2012
2. Institutional Mental Health Corporate Risk Assessed as requiring evaluation Start in April 2011 Expected Completion on March 2012
3. Citizen and Community Engagement Corporate Risk Assessed as requiring evaluation Start in April 2011 Expected Completion on March 2012
4. Values and Ethics – Healthy Environments Corporate Risk Assessed as requiring evaluation Start in April 2011 Expected Completion on March 2012
5. Education of Offenders Corporate Risk Assessed as requiring evaluation Start in April 2011 Expected Completion on March 2012



Table 9: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ millions)
    Forecast Revenue
2008-09		 Planned Revenue
2009-10		 Planned Revenue
2010-11		 Planned Revenue
2011-12
 CORCAN (Revolving Fund)   95.9 95.0   95.0 96.9
         
Total Respendable Revenue 95.9 95.0   95.0 96.9



Non-Respendable Revenue
($ millions)
Program Activity Non-respendable revenue Forecast Revenue
2008-2009		 Planned Revenue
2009-2010		 Planned Revenue
2010-2011		 Planned Revenue
2011-2012
Custody  Psychiatric Services - Contracted 0.5 1.2  1.2 1.2
Inmate Maintenance Contracted - (Federal - Provincial Agreements) 2.1  2.9 2.9 2.9
Proceeds From Sales 2.0 1.9 1.9 1.9
Refund of Previous Year's Expenditures 0.7 0.3 0.3 0.3
Other Non-Tax Revenue 0.6 0.2 0.2 0.2
Total Custody 5.9   6.5 6.5 6.5
 Correctional Interventions          
Board & Lodging - Inmates 0.5 0.6  0.6 0.6
Inmate Maintenance Contracted - (Federal - Provincial Agreements) 1.1 1.2 1.2 1.2
Refund of Previous Year's Expenditures 0.2 0.1 0.1 0.1
Other Non-Tax Revenue 0.1 0.1 0.1 0.1
Total Correctional Interventions 1.9  2.0 2.0 2.0
Community Supervision          
Refund of Previous Year's Expenditures 0.1 0.1 0.1 0.1
Other Non-Tax Revenue   0.3 0.3 0.3
Total Community Supervision 0.1 0.4 0.4 0.4
Internal Services          
Refund of Previous Year's Expenditures 0.0 0.4 0.4 0.4
Other Non-Tax Revenue 0.0 0.1 0.1 0.1
Total Internal Services 0.0  0.5 0.5 0.5
Total Non-respendable Revenue 7.9 9.4  9.4 9.4
Total Respendable and Non-respendable Revenue 103.8 104.4  104.4 106.3



Table 11: Summary of Capital Spending by Program Activity



($ millions)
Program Activity Forecast Spending
2008-2009		 Planned Spending
2009-2010		 Planned Spending
2010-2011		 Planned Spending
2012-2012
Custody 244.9 212.7  255.7 222.9
Correctional Interventions 16.2 15.1  8.8 8.6
Community Supervision 2.5 0.6 0.6 0.6
Internal Services 0.0 2.4  2.4 2.4
Total 263.6 230.8  267.5 234.5



Table 12: User Fees



User Fees
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



Table 13: Revolving Funds (From Corcan Sector)

Statement of Operations
($ millions)
Revenues Forecast Spending
2008-2009		 Planned Spending
2009-2010		 Planned Spending
2010-2011		 Planned Spending
2011-2012
CORCAN Revenues 95.9 95.0 95.0 96.9
Other Revenues 0.0 0.0 0.0 0.0
Respendable Revenue 95.9 95.0  95.0 96.9
Expenses        
Salaries and employee benefits 37.1 37.1  37.1 37.9
Depreciation 2.2 2.2  2.2 2.2
Repairs and maintenance 1.2 1.2  1.2 1.2
Administrative and support services 9.8 9.8  9.8 10.0
Utilities, materials and supplies 45.6 44.7  44.7 45.6
Total Expenses 95.9 95.0  95.0 96.9
Surplus (deficit) 0.0 0.0  0.0 0.0



Statement of Cash Flows
($ millions)
Operating Activities Forecast Spending
2008-2009		 Planned Spending
2009-2010		 Planned Spending
2010-2011		 Planned Spending
2011-2012
Surplus (Deficit) 0.0 0.0  0.0 0.0
Add: Items Not Requiring Use of Funds        
Provision for Employee Termination Benefits 0.7 0.7  0.7 0.7
Amortization of fixed assets 2.2 2.2  2.2 2.2
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) 2.9 2.9  2.9 2.9
         
       
Changes in Current Assets and Liabilities        
Deferred Charges 0.0 0.0 0.0 0.0
Accounts Receivable (0.5) 0.1 0.0 (0.1)
Inventory (1.9) 0.1 0.0 (0.3)
Accounts Payable 0.8 (0.2) 0.0 0.2
Payment on changes in provision for Employee Termination Benefits (0.5) (0.5) (0.6) (0.6)
Total Changes (2.1) (0.5) (0.6) (0.8)
         
Net Financial Resources 0.8 2.4 2.3 2.1
         
Investing Activities        
Capital Assets Purchased (3.1) (3.0) (3.0) (3.0)
Net Financial Resources (3.1) (3.0) (3.0) (3.0)
         
         
Net Financial Resources used and Change in the Accumulated Net Charge against the Fund's Authority Account during the Year (2.3) (0.6) (0.7) (0.9)



Projected Use of Authority
($ millions)
  Forecast Spending
2008-2009		 Planned Spending
2009-2010		 Planned Spending
2010-2011		 Planned Spending
2011-2012
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 18.8 16.5  15.9 15.2
Projected surplus (drawdown) (2.3) (0.6)  (0.7) (0.9)
Sub-Total Drawdown - March 31 16.5 15.9  15.2 14.3
Projected Balance on March 31 21.5 20.9   20.2 19.3

* Five million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund.



3.2 Performance Indicators against Corporate Priorities

Cutting across the work of the Correctional Service are our Corporate Priorities that compliment the expected results under our Program Activity Architecture and our Transformation initiatives.  At a high level, they describe how separate but related actions integrate on five over-arching outcomes where we must succeed:

Priority #1: Safe Transition of Eligible Offenders into the Community

Result Commitment:

Reduce the level of violent re-offending by federal offenders returning to the community over the next five years, as measured by:

  • The percentage of federal offenders in communities convicted of a violent offence while under CSC supervision;
  • The percentage of federal offenders convicted of a violent offence and returning to federal custody within two years of the end of their sentence; and
  • The percentage of federal offenders convicted of a violent offence within five years of the end of their sentence.

Priority #2: Safety and Security for Staff and Offenders in our Institutions

Result Commitment:

Reduce the level of violent behaviour within institutions over the next five years, as measured by the rate of security incidents.

Reduce in assaultive behaviour within institutions as measured by:

  • The rate of assaults on staff;
  • The rate of assaults on offenders;
  • The rate of injuries to staff caused by offenders; and
  • The rate of injuries to offenders caused by offenders.

Reduce illicit drugs within institutions as measured by the percentage of offenders testing positive during random urinalysis tests.

Priority #3: Enhance Capacities to Provide Effective Interventions FOR FIRST Nations, Métis and Inuit Offenders

Result Commitment:

Reduce the gap between Aboriginal and non-Aboriginal correctional results from widening, as measured by:

  • The percentage of Aboriginal and non-Aboriginal federal offenders convicted of violent or non-violent offences in communities while under CSC supervision;
  • The percentage of Aboriginal and non-Aboriginal federal offenders convicted of a violent or non-violent offence and returning to federal custody within two years of the end of their sentence; and
  • The percentage of Aboriginal and non-Aboriginal federal offenders convicted of violent or non-violent offences within five years of the end of their sentence.

Priority #4: Improved capacities to address mental health needs of offenders

Result Commitment1

Sustaining current correctional results for federal offenders with mental health disorders, as measured by:

  • The percentage of federal offenders with mental health disorders returning to federal custody within two years of the end of their sentence.
  • The percentage of federal offenders with mental health disorders returning to federal custody within five years of the end of their sentence.

Priority #5: Strengthening management practices

Result Commitment:

A stronger contribution to public safety in priority areas, as measured by:

  • A healthy workplace that includes reductions in workplace conflicts in the areas of harassment, staff grievances, and improvements in mutual respect, trust, and accountability as reflected in employee surveys.
  • Improvements in management practices as reflected in Management Accountability Framework assessments by the Treasury Board Secretariat; and
  • Improvements in the areas of ethics, integrity, fairness, and respect, as measured through assessment against baseline data from employee surveys.

1  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.



3.3 Detailed Plans by Program Activity

These tables describe some of the major actions CSC is undertaking in the next three years. They are organized first by our Program Activity Architecture. Within that, they are organized into plans carried over from the previous RPP and new plans.

New plans are organized under the themes of our Transformation Agenda or headings found within A Roadmap to Strengthening Public Safety. Plans are not provided for the theme of Elimination of Statutory Release: Moving to Earned Parole. This would require legislative changes which are not yet promulgated

Each project is cross referenced to the Corporate Priority it supports. Some projects have components that will require more than one year to complete.

There are components to many of CSC’s transformation initiatives which are common to all plans. Working groups must be formed, consultations held, resources identified, policies revised, staff trained, and communications put forth. For the sake of brevity, these standard project components are not repeated here.

 


PROGRAM ACTIVITY CUSTODY
Plans Link to Priority Projects / Action Items
2009-2010 2010-2011 2011-2012
Ongoing 2008/09 RPP Plans
Continue implementation of a recruiting and retention strategy for Health Care professionals 2,3 X X X
Implement a Continuous Quality Improvement program for Health Services leading to accreditation by Accreditation Canada 2 X X X
Finalize implementation of regional pharmacies 2 X X  
Strengthen CSC’s public health response to infectious diseases through health promotion activities; ensuring effective discharge planning; and developing specific approaches for women and Aboriginal offenders 2,4 X X X
Improve capacity to assess and address mental health needs of offenders in institutions 2,3 X X X
Continue to increase safety and security of CSC’s institutions 2 X X X
Improve interception and interventions to reduce the presence of drugs in institutions 2 X X X
Ensure CSC’s ability to deal with a potentially growing number of radicalized offenders, including terrorists 2,1 X X X
New Plans
Population Management  
Manage and respond to challenges in dealing with sub-populations within our existing infrastructure 2 X X X
Enhance offender accountability through review of discipline and incentive measures in conjunction with proposed legislative change 2 X X X
Develop and implement short and long term accommodation strategies for women offenders including increased capacity to intervene with Maximum-Security women with High Risk / Needs 2,4 X X X
Eliminate Drugs from Institutions  
Expand significantly the drug detector dog program at all federal institutions 2 X X X
Enhance the consistency of visitor searching with increased targeting of those who are identified as risks 2 X X X
Improve the tools and techniques we employ to detect drugs being brought to the institution, to prevent drugs entering the institution, or to locate drugs that have entered the institution. 2 X X X
Employ procedures to protect children from being used to traffic illicit substances into institutions 2 X X X
Improve the management presence and threat risk assessment process at the Principle Entrance 2 X X  
Safety and Security  
Significantly increase the number of security intelligence officers 1,2 X X X
Strengthen security intelligence framework for the collection, analysis and dissemination of information 1,2 X X X
Field test Initial Security Classification Scale for women offenders 1,2 X X X
Improve the Services’ capacity to intervene in preventable deaths of inmates in penitentiaries 2 X X X
Mental Health  
Implement the funded elements of the Mental Health Strategy: the implementation of enhanced clinical screening and mental health assessment processes at intake; the provision of primary mental health care in all institutions; and the enhancement of facilities and staff-patient ratios in CSC's treatment centres 2,3 X X X

 


PROGRAM ACTIVITY CORRECTIONAL INTERVENTIONS
Plans Link to Priority Projects / Action Items
2009-2010 2010-2011 2011-2012
Ongoing 2008/09 RPP Plans
Improve capacity to address the unique needs and risks of Aboriginal offenders, including Aboriginal women offenders 1,3 X X X
Enhance internal and horizontal collaboration on Aboriginal community development issues (Strategic Plan for Aboriginal Corrections) 1,3 X X  
Employment Equity Group Volunteer Representation: Enhance recruitment of Employment Equity group volunteers where beneficial 1,3 X X X
Enhance community partnerships 1,5 X X X
Develop and implement the framework for correctional interventions (targeted at maximum security) 1,2 X X  
Improve capacity to deliver mental health care to offenders under community supervision in line with the Community Mental Health Initiative 1,4 X    
New Plans
Employment and Employability  
Implement a National Employment Strategy for women offenders 1 X X X
Develop and implement an Aboriginal Offender Employment strategy 1,3 X X X
Develop and implement an Employment Skill Assessment tool for all offenders 1 X X  
Develop and implement strategies to extend the time available to offenders for productive activity 1,2 X X  
Enhance employment and employability opportunities for offenders through private and public sector engagement 1,2,3 X X X
Enhance education levels and development of work skills training to provide increased opportunities for employment in the community 1 X X X
Develop a business plan for the introduction of e-learning education (primary and secondary education curriculum) 1 X X  
Aboriginal / Women Offenders  
Align community programs and interventions with institutional initiatives, with a particular focus on Aboriginal and women offenders needs. 1,3 X X X
Develop and implement strategies to improve the capacity of Aboriginal communities to participate in the Section 84 process under the Corrections and Conditional Release Act 3 X X X
Program Management  
Develop and implement National Correctional Program Referral Guidelines based on actuarial risk assessment and priority sequence. 1 X X X
Propose innovative Correctional Program methodology to address the risk and criminal behaviour of the changing offender population. (Integrated Correctional Program Model) 1,2,3,4 X X X
Develop web-based learning tools to assist multi-disciplinary staff to adapt correctional program material to diverse and special need offenders. (Correctional Program Responsivity Portal) 1 X    
Develop and implement enhanced case management and Offender Intake Assessment strategies 1,2 X X  
Strengthen the provision of services to ethno-cultural offenders 1,2,3 X X X
Strengthening Community Interventions  
Enhance and streamline case management policies and procedures, to ensure more comprehensive community release plans 1,2,5 X X X
Enhance the supervision and intervention of offenders on statutory release with residency. 1 X X  
Enhance capacity to manage Long-Term Supervision Orders 1 X X  
Implement revised Parole Officer Induction Training 1 X X  
Develop new and enhanced risk assessment training for Parole Officers in consultation with the National Parole Board 1 X X  
Develop formal protocols template for use between CSC and Police Services regarding the supervision of offenders participating in Witness Protection Programs, to ensure appropriate information sharing in support of public and staff safety 1 X    
Align community programs and interventions with institutional initiatives, with a particular focus on Aboriginal offenders and women offenders 1,3,4 X    

 


PROGRAM ACTIVITY COMMUNITY SUPERVISION
Plans Link to Priority Projects / Action Items
2009-2010 2010-2011 2011-2012
Ongoing 2008/09 RPP Plans
Enhance community partnerships inclusive of the expansion of Aboriginal community based accommodation alternatives 1,3 X X X
Provide all staff at halfway houses accommodating women with training in mental health issues 1 X X X
Implementation of revised National Community Strategy for Women Offenders 1 X X X
Improve the safety and security of offender supervision 1 X X  
New Plans
Community Management and Security  
Review and update performance indicators for community corrections 1,5 X    
Develop Results-based Management Accountability Framework for Community Corrections 1,5 X    
Implement national policy and training for the Management of Community Incidents 1,5 X X  
Implement revised national training of Supervising Community Professionals 1,5 X    
Increase Community infrastructure capacity to support community engagement, outreach and partnership development 1,5 X X X
Partnerships  
Develop and implement a tool for analyzing the capacity of various community and government partners to collaborate on specific community corrections initiatives 1 X X X
Enhance District community public education capacity to be more proactive and purposeful in communicating with Canadians 1 X X X
Develop and implement a Northern Strategy for Community Corrections 1,2,3 X X X
Community Security Intelligence Capacity  
Complete the installation of Secure Intelligence Network in community offices 1,2,5 X X X
Develop and implement strategies to enhance the capacity to share Security Intelligence with local authorities and to improve information sharing, generally with criminal justice partners. 1,2,5 X X X
Community Based Residential Facilities  
Develop and implement solutions for staffing, communication, and population management challenges for residential facilities. 1 X X X
Respond to Community Based Residential Facility Review Paper recommendations pertaining to adapting facilities to CSC’s sub–Populations such as women offenders, Aboriginal offenders, and mentally/physically challenged offenders 1 X X X
Conduct an in-depth review and analysis of the programming and residential needs of women offenders across Canada 1 X    
Community Correctional Centres  
Complete a national review of the role of Community Correctional Centres and develop a strategy for the Centres that supports the transformation agenda 1 X    
Community Residential Facilities  
Enhance Community Residential Facilities capacity to better manage offender community population and ensure staff safety, through amendments to Community Residential Facilities standards 1,5 X X X
Mental Health  
Continue to provide specialized support services to offenders with mental health needs in the community 1,3 X    

 


PROGRAM ACTIVITY INTERNAL SERVICES
Plans Link to Priority Projects / Action Items
2009-2010 2010-2011 2011-2012
Ongoing 2008/09 RPP Plans
Implement the Correctional Officer Deployment Standards Study 1,5 X    
Achieve an effective and representative workforce 5 X X X
Contribute to the improvement of the health of CSC’s Workforce and promote effective and responsive Labour relations 5 X X X
Enhance organizational capacity to adjust to changing government priorities and direction 5 X X X
New Plan
National Victim Services Program  
Establish and maintain capacity to engage victims in advisory role along with federal and provincial partners 5 X X X
Create materials, deliver information sessions, and develop partnerships to enhance outreach to Aboriginal victims 5 X X X
Government Program  
CSC will fully participate in the government-wide Sustainable Development Plan 5 X X X
Resource Management  
Develop and implement opportunities to create economies and improve the efficiency of our operations 5 X X X
Develop and implement strategies to maximize the effective and economical use of overtime in our operations 2,5 X X X
Human Resources  
Ensure that CSC’s renewal agenda is integrated into its business strategy through the implementation of a multi-year Strategic Plan for Human Resources Management 1. 5 X X X
Implement learning and development strategies and plans to ensure that the CSC workforce possesses the skills and competencies to address business needs 5 X X X
Develop and implement action plan in response of the 2008 Public Service Employee Survey 5 X X X
Develop Values and Ethics initiatives with a focus on healthy workplaces 5 X X  
Develop and implement an Aboriginal Recruitment Strategy 3,5 X X X
Community Engagement  
Develop and implement an external communication strategy to proactively promote and coordinate communications with Canadians 5 X X X
Strengthen the Volunteer program in CSC 5 X X X
Evaluate and strengthen the Lifeline program within CSC 5 X X X
RStrengthen Citizen Advisory Committees within CSC establishments 5 X X X
Performance Reporting  
Develop and implement a more robust performance management framework of performance indicators, quality data, and appropriate tools for sharing and reporting on results. 5 X X X

1 http://www.csc-scc.gc.ca/text/pblct/sphrm07_10/StrPlaHRMn_e.pdf