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Section 2 – Analysis of Program Activities by Strategic Outcome

This section explains i) how CSC's program activities, and the plans associated with them, support CSC's single strategic outcome, and ii) how progress toward achieving the strategic outcome will be measured and reported in CSC's 2010-2011 Departmental Performance Report.

2.1 Custody



Program Activity Architecture
Strategic Outcome:
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody Correctional Interventions Community Supervision Internal Services

Program Activity Summary: This Program Activity ensures that offenders are provided with reasonable, safe, secure and humane custody while serving their sentence. This program activity provides much of the day-to-day needs for offenders in custody including a wide range of activities that address health and safety issues as well as provide basics such as food, clothing, mental health services, and physical healthcare. It also includes security measures within institutions including drug interdiction, and appropriate control practices to prevent incidents.


Program Activity: Custody
Human Resources (FTEs) and Financial Resources ($ millions)
2010-11 2011-12 2012-13
FTEs Financial Resources FTEs Financial Resources FTEs Financial Resources
9,423 1,687.4 10,776 2,070.6 12,175 2,216.8


Program Activity Expected Results Program Activity Performance Indicators Program Activity Targets*
Expected Result of Program Activity: Offenders in institutions are provided reasonable, safe, secure and humane custody. Rate of escapes from federal institutions Reduce over five years
Rate of offender deaths by other than natural causes Reduce over five years
Rate of assaultive behaviour by offenders Reduce over five years
Percentage of offenders with identified mental health needs granted parole at eligibility Reduce over five years in the number of offenders denied conditional release at eligibility due to unaddressed mental health problems
Availability of drugs in institutions Reduce over five years


*Fiscal Year 2008-2009 is the benchmark year for the above targets.

Setting precise numeric targets for correctional activities is a challenge because the offender population is constantly changing. Offenders who succeed in changing their behaviour eventually return to the community and may be replaced with others who bring the same or different needs. Notwithstanding, CSC remains committed to demonstrating that our plans and priorities are consistent with our strategic outcome, and that our methods of measuring our performance are best able to quantify the magnitude of our results in ways that are meaningful to Canadians.

Planning Highlights

In February 2008, the Correctional Service of Canada launched the Transformation Agenda with the end goal of enhancing public safety for Canadians.21 Phase 1 of the Transformation Agenda (February 2008 -February 2009) focussed on the engagement of stakeholders internal and external to CSC, policy review and development, and immediate achievements that would contribute to lasting public safety results. Phase 2 (March 2009-March 2010) focused on the development and implementation of more detailed project plans. In March of 2010, the ongoing transformation initiatives were integrated into CSC's regular operations and plans.

The organization's Corporate Business Plan22 reflects the integration. Each plan has been linked to transformation where applicable, and the anticipated impacts on the organization's Corporate Risk(s) have been identified. The expected results for each plan have also been identified, which will ensure more effective management of the organization's progress against plans.

In order to achieve the expected result under this Program Activity and advance the Transformation Agenda, CSC has developed the following plans:

  • Addressing safety and security for staff and offenders at institutions
  • Implementation of initiatives to increase the capacity to intervene and address preventable deaths in custody.
  • Continued development of self-injury research and pilot projects toward the development of new and effective strategies to reduce self-harm incidents.
  • Implementation of an integrated set of initiatives to eliminate drugs from our institutions.
  • Implementation of strategies to manage conflict between inmate sub-populations.
  • Implementation of enhancements to security intelligence practices that are designed to prevent further criminal activity.
  • Implementation of initiatives to deal with radicalized offenders, including terrorists.
  • Implementation of initiatives focussed on dealing with the needs of women offenders, including specific accommodation strategies and security classification.
  • Implementation of improved methods to maximize the level of safety and security within institutions.
  • Implementation of improved initiatives to encourage greater offender accountability.
  • Implementation of additional enhancements to gender-based and/or culturally-appropriate services.
  • Conduct research on organized crime and gangs in order to develop offender profiles and examine approaches to gang management in other jurisdictions.
  • Implementation of enhanced strategy to manage gang members as part of an overall integrated population management strategy.
  • Improving capacities to address the health needs of offenders
  • Implementation of additional enhancements to assess and address the health needs of offenders particularly as they relate to physical and mental health.
  • Implementation of a Continuous Quality Improvement program for Health Services leading to accreditation by Accreditation Canada.
  • Continued implementation of a recruitment and retention strategy for healthcare professionals.
  • Development of a profile of mental health needs of women offenders in order to identify their areas of special needs.

Benefits to Canadians

CSC's services also promote an institutional environment that is safe, secure, and drug-free. Offenders who are drug-free within a safe and secure environment are best able to change their behaviour and prepare for a safe return to the community.

CSC's ongoing commitment to improving existing and developing new service-delivery practices in the areas of mental health and physical health ensure that services remain responsive to the needs of a diverse and changing offender population. Better health outcomes will lead to lower costs for Canadians.

A more coordinated approach between various national and international criminal justice partners will lead to correctional practices that are more efficient, and cost-effective.

2.2 Correctional Interventions



Program Activity Architecture
Strategic Outcome:
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody Correctional Interventions Community Supervision Internal Services

Program Activity Summary: The Correctional Interventions Program Activity, which occurs in both institutions and communities, is necessary to help bring about positive changes in behaviour and to safely and successfully reintegrate offenders back into Canadian communities. This program activity is focussed on addressing offender needs across a number of life areas that are associated with criminal behaviour.


Program Activity: Correctional Interventions
Human Resources (FTEs) and Financial Resources ($ millions)
2010-11 2011-12 2012-13
FTEs Financial Resources FTEs Financial Resources FTEs Financial Resources
4,172 436.0 4,793 515.9 5,070 559.1


Program Activity Expected Results Program Activity Performance Indicators Program Activity Targets*
Expected Result of Program Activity: Correctional interventions address identified individual offender risks and needs and contribute to the offender's successful rehabilitation and reintegration. Rate of participation in correctional interventions identified in Correctional Plans Increase over five years
For offenders who participate in correctional interventions:  
Rate of completion of the correctional interventions identified in Correctional Plans Increase over five years
Rate of offenders granted discretionary release at eligibility Increase over five years
Rate of offender readmission after release for a new conviction Reduce over five years
Rate of offenders readmission after release for a new violent conviction Reduce over five years


*Fiscal Year 2008-2009 is the benchmark year for the above targets.

Planning Highlights

CSC is facing increasing challenges regarding the effective and efficient delivery of correctional programs to an offender population which has increasing levels of educational and learning deficits, mental health disorders, shorter sentences, and higher security level ratings. This year's RPP signals the arrival of a number of initiatives that are designed to capitalize on operational efficiencies and increase the capacity to deliver effective interventions to these sub-populations.

There is growing international recognition and support for the development and implementation of programming that is gender specific. Since 1992, CSC has been providing programs to women that are structured to respect women's unique needs, as well as ethnic, cultural, spiritual, and linguistic differences. CSC continues to improve its response to the needs of women through a number of initiatives highlighted in this year's RPP.

Similarly, CSC continues to develop and implement programs that are culturally-appropriate and designed to address the unique needs of Aboriginal offenders. In addition, to respond to the increasing cultural diversity of the Canadian population and the resulting diversity within the offender population, CSC will also implement programs that are responsive to the ethno-cultural offender.

In order to achieve the expected result under this Program Activity and advance the Transformation Agenda, CSC has developed the following plans:

  • Addressing safety for staff and offenders at institutions
  • Improve capacity to address the unique needs and risks of Aboriginal offenders, including Aboriginal women offenders.
  • Integrate all members of the case management team to ensure a focused approach to case management and risk decision making.
  • Facilitating the safe transition of eligible offenders into the community
  • Enhance offender case management policies and procedures.
  • Development and implementation of strategies to improve the employment and employability of offenders.
  • Implementation of an Integrated Correctional Program Model and an Integrated Aboriginal Correctional Program Model to maximize program capacity so that offenders have access to the programs they need.
  • Development and implementation of strategies to extend the time available to offenders for productive activity in the institution.
  • Development and implementation of a new framework for correctional interventions (targeted at maximum security institutions) and offenders classified as maximum-security at multi-level institutions.
  • Implementation of strategies to intervene more effectively with offenders in the community, including strategies that enhance the supervision of offenders on Statutory Release with a Residency condition and those under Long-Term Supervision Orders.
  • Strengthen and improve supervision tools and strategies available to Parole Officers to support supervision of offenders in the community.
  • Implementation of strategies and programs that are gender informed for women offenders.
  • Strengthen the provision of services to ethno-cultural offenders.
  • Enhancing the capacities to provide effective interventions for First Nations, Métis, and Inuit offenders
  • Conduct research that examines the efficacy of programs that are delivered to Aboriginal offenders.
  • Implementation of culturally-appropriate strategies and programs to address the needs of First Nations, Métis and Inuit offenders, including improved organizational capacity to work with communities to ensure safe reintegration.

Benefits to Canadians

CSC has emerged as a world leader in the development, implementation, and delivery of evidence-based programs that are designed to make offenders accountable for changing their criminal behaviour and attitudes, thereby significantly reducing the risks they present to Canadians when they are returned to the community. Many industrialized nations, such as Australia, the United Kingdom, and United States, import CSC Correctional Programs to rehabilitate their most serious offenders.

Better integration of correctional programs across the service delivery continuum, from admission to end of sentence and beyond will also benefit Canadians by increasing correctional capacity to deliver effective programming to more offenders within existing time constraints and resource limitations. Better integration and efficiency of services will lead to lower costs for Canadians.

CSC continues to make investments in modernizing its employment program strategies to better resource offenders with the kinds of job skills that will be required once they return to the community. Acquiring meaningful employment supports an offender's safe transition into the community. This, in turn, contributes to reducing the financial burden on significant others, Canadians at large, and social services supports.

Research has shown that the most effective correctional programs are those that target the factors that are associated with criminal behaviour and which consider the unique characteristics of the participant, such as gender and ethnicity. Correctional programs that follow these principles are better able to mitigate the offender's risk for re-offending, thereby improving public safety for all Canadians. CSC's ongoing investments in programs such as these will contribute to public safety by promoting the safe transition of eligible offenders into the community.

CSC continues to strengthen and improve supervision tools and strategies, such as Electronic Monitoring, so that Parole Officers can intervene more effectively with offenders in the community. Strategies such as this one will result in strong community supervision and contribute to public safety.

2.3 Community Supervision



Program Activity Architecture
Strategic Outcome:
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody Correctional Interventions Community Supervision Internal Services

Program Activity Summary: The Community Supervision Program ensures eligible offenders are safely reintegrated into communities through strong management of the community corrections infrastructure, accommodation and health services, where required, as well as comprehensive supervision for the duration of the offender's sentence. The expected result for this program activity is that offenders will be maintained in the community as law-abiding citizens.


Program Activity: Community Supervision
Human Resources (FTEs) and Financial Resources ($ millions)
2010-11 2011-12 2012-13
FTEs Financial Resources FTEs Financial Resources FTEs Financial Resources
174 123.9 250 135.4 291 147.7


Program Activity Expected Results Program Activity Performance Indicators Program Activity Targets*
Expected Result of Program Activity: The provision of a structured and supportive environment during the gradual reintegration process contributes to the rehabilitation and reintegration of offenders and to public safety. Percentage of offenders under community supervision who incur new convictions Reduce over five years
Percentage of offenders under community supervision who incur new convictions for violent offences Reduce over five years
Percentage of offenders under community supervision who incur new convictions for non-violent offences Reduce over five years
Percentage of offenders under community supervision who incur suspensions Reduce over five years

*Fiscal Year 2008-2009 is the benchmark year for the above targets.

Planning Highlights

In order to achieve the expected result under this Program Activity and advance the Transformation Agenda, CSC has developed the following plans:23

Benefits to Canadians


  • Facilitating the safe transition of eligible offenders into the community
  • Continued implementation of strategies to maximize the effectiveness of community residential facilities.
  • Respond to Community Based Residential Facility Review Paper to enhance accommodation options for offenders, with a focus on women offenders, Aboriginal offenders, and offenders with mental and physical health needs.
  • Ongoing focus on improvements to the safety and security of offender supervision in the community, including a Secure Intelligence Network, improved sharing of information with Criminal Justice partners, and community staff safety initiatives.
  • Implementation of a revised National Community Strategy for Women offenders with a focus on enhanced integration between institution and community operations, community residential options, employment and employability, as well as access to mental health services.
  • Enhance District community public education capacity to be more proactive and purposeful in communicating with Canadians.
  • Ongoing focus on initiatives to strengthen community partnerships and collaborative undertakings, including enhanced consultations with citizens, especially with communities associated with First Nations, Métis and Inuit groups.
  • Ongoing focus on improvements to staffing processes, skills training and management support of staff working in the community.
  • The development of a comprehensive community corrections strategy focusing on federal corrections and providing direction for the future through significant engagement of partners and stakeholders.

Many offenders will eventually return to the community either through some form of conditional release or because their sentence has expired. Ensuring that those offenders are effectively and efficiently supervised is essential to public safety.

Many offenders face significant difficulties re-establishing themselves upon return to the community. Working closely with partners encourages the most effective use of community resources so that they are best aligned to meet the needs of all Canadians.

Matching the right levels of control and supervision to the offender's risks and needs will ensure that the community-based resources are appropriately aligned to best protect Canadians. Reviewing and improving the service's use of community-based residential facilities, whether operated by CSC or contracted from community agencies, will ensure that public safety is maintained while at the same time supporting the offender's community reintegration.

Specialized community-based services and supports that focus on unique sub-groups within the offender population, such as women, Aboriginal offenders, and those with mental health issues, further mitigate risk for re-offending and enhance public safety for all Canadians.

Improvements to the structure, management, and staff training in our community operations results in more effective use of limited resources and brings more expertise to bear on preventing re-offending, thereby protecting the public.

Enhancing the consultation process with communities will benefit Canadians by assuring them of meaningful opportunities to influence policy and management decisions.

Employing and expanding alternative methods of intervening with offenders in the community, such as using Electronic Monitoring, will allow CSC to use effective controls to monitor the offender. Existing resources can then be concentrated on those offenders who represent the most challenge.

2.4 Internal Services



Program Activity Architecture
Strategic Outcome:
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.
Custody Correctional Interventions Community Supervision Internal Services

Program Activity Summary: This Program Activity includes corporate and administrative services supporting the effective and efficient delivery of operational programs and activities across the organization, and contributes meaningfully to horizontal and/or government-wide initiatives.


Financial Resources ($ millions)   Human Resources (FTEs)
2010-11 2011-12 2012-13   2010-11 2011-12 2012-13
212.9 204.5 204.6   2,818 3,032 3,170


Program Activity Expected Results Program Activity Performance Indicators Program Activity Targets
Expected Result of Program Activity: Efficient organizational functioning and support to our Transformation Agenda. 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
Effective organizational relationships where conflict is appropriately managed A decrease over five years in related staff grievances.  An increase over five years in positive responses from staff in surveys
Public resources are well managed through effective internal controls and timely monitoring Financial discrepancies, if an , raised on time and resolved immediately
Effective outreach to community partners and information services for victims Increase in satisfaction ratings over five years
Recruitment and retention strategies for healthcare professionals, trades and other occupational groups with low workforce availability Reduction in vacancies within CSC healthcare professionals, trades and other occupational groups
A Common Human Resources Business Process is implemented in conjunction with the Canada Public Service Agency Reduction in timeframes for staffing processes
Human resource capacities in all areas Strengthen human resource capacities in all areas
Relationships with partners Enhance relationships with partners
Infrastructure and accommodation strategies Review infrastructure and accommodation strategies

Planning Highlights

CSC continues to focus efforts on the future management of its physical infrastructure, improvements to information services to victims, the way in which it communicates its public education message, and the way it measures and reports on its performance. Further, CSC is engaged in all major government-wide initiatives such as Public Service Renewal and Canada's Economic Action Plan. It is also an effective partner in horizontal initiatives such as Canada's efforts to improve conditions for Aboriginal peoples.

Identifying specific targets for Internal Services is a challenge because their success is often seen in the contribution they make to the results of other Program Activities. For example, the organization's initiatives that contribute to the health of the workforce may be found in the results of other Program Activities, such as Correctional Interventions, because human resources who deliver correctional programs are healthy and resilient, and therefore better able to sustain efforts and positively impact on correctional results. By focusing on sound management practices, CSC will create an integrated and sustainable environment for its staff and their endeavours, which will ultimately support them in their continued efforts and commitments to public safety for all Canadians. Strong performance on our Internal Services and overall management functions is critical to achieving and sustaining the gains made in all Program Activities.

In order to achieve the expected result under this Program Activity and advance the Transformation Agenda, CSC has developed the following plans:

  • Addressing safety for staff and offenders at institutions
  • Installation of range cameras in women's secure units and medium security institutions.
  • Implementation of new technologies to preserve inmate lives.
  • Development of a Dynamic Security training strategy.
  • Strengthening management practices
  • Enhancements to organizational capacity in order to respond to changing government priorities and direction.
  • Development of a simulation model that will more effectively predict offender population trends and characteristics in order to improve corporate planning.
  • Implementation of initiatives to enhance outreach to Aboriginal victims.
  • Ongoing implementation of enhancements to information services for victims of crime including collaboration with partners.
  • Ongoing focus on ways to ensure an ethical workplace.
  • Implementation of initiatives to contribute to the health of CSC's workforce.
  • Implementation of initiatives to achieve an effective and representative workforce.
  • Strengthening human resource capacities in all areas.
  • Enhancing relationships with partners.
  • Reviewing infrastructure and accommodation strategies.

Benefits to Canadians

CSC will continue to transform the efficiency and effectiveness of how it delivers its services so that resources are better able to deliver the correctional results that ensure public safety. CSC will also continue to monitor financial transactions and controls in order to maximize the investments that Canadians have made in their Correctional Service.

Building and maintaining partnerships are critical to the achievement of CSC's plans and priorities and ultimately to the organization's contribution to public safety. CSC's commitment to strengthening community engagement through renewed partnerships will ensure that Canadians have a voice in decisions that will make their communities safer.

Canadians who have been victims of crime will benefit from CSC's improvements to Victim Services by providing them with better support and information to understand and contribute to the correctional decisions about the person(s) who victimized them. This ensures that Canadians have a voice in the correctional process.

CSC will continue to collaborate with various federal government departments who provide services and information to victims; and hold regular joint meetings with all partners, including the Federal Ombudsman for Victims of Crime, thereby ensuring that the government's policies are better able to address the needs of Canadians who have been victimized.

CSC's Strategic Plan for Human Resource Management (2009-2010 to 2011-2012) will benefit Canadians working for, or seeking employment with CSC, especially given that a more streamlined and effective recruitment process will be in place with stronger ties to universities and community colleges. Additionally, the strategic plan will ensure that the workforce is reflective of the Canadian mosaic. By contributing to a highly skilled professional correctional service, Canadians will have a workplace of choice to consider, where they can expect to grow personally while making an important contribution to Canada.