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Section II – Analysis of Program Activities

CSC has one Strategic Outcome:

The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

2.1 Custody

This program activity ensures that offenders are provided with reasonable, safe, secure and humane custody while serving their sentence. Custody 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 basics such as food, clothing, mental health services, and physical health care. It also includes security measures within institutions including drug interdiction, and appropriate control practices to prevent incidents.

Financial Resource Table30
2009-10 Financial Resources
($ millions)
2009-10 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference
1,651.60 1,571.39 1,379.57 8,956 9,479 523

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

CSC mostly met its identified targets against the Custody program activity. 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.

The introduction of new and sophisticated mechanisms to detect drugs in institutions has mitigated the entry, trafficking and use of drugs. As a direct result of these enhanced drug interdiction measures, drug-related seizures increased from 1,398 in 2008-2009 to 1,791 in 2009-2010. Random urinalysis sample positive results showed no discernible increase over the previous fiscal year (hovering around 8.0 percent), while the refusal to provide random urinalysis samples decreased (from 10.47 percent in 2008-2009 to 8.61 percent in 2009-2010). These results suggest an overall reduction in the availability of drugs in institutions.

Performance Indicators31 Targets Performance Status Data Type Performance Summary
2008-200932 2009-2010
Rate of escapes from federal institutions Reduce over five years The one-year rate is increased OPY* 0.18 0.24
Flow** 0.12 0.16
Rate of offender deaths by other than natural causes Reduce over five years The rate is stable OPY 0.13 0.13
Flow 0.09 0.09
Rate of offenders with identified mental health disorder released by eligibility Increase, over five years, the number of offenders with an identified mental health disorder who are adequately prepared for release at eligibility33 % on Day Parole 32% 30%
% on Full Parole 3.7% 1.6%
Rate of assaultive behaviour:          
  • Staff assaulted by inmates
Reduce over five years The one-year OPY rate is increased, though the flow-through shows a slight reduction OPY 2.00 2.10
Flow 2.11 2.07
  • Inmates assaulted by inmates
Reduce over five years The one-year OPY rate is increased; the flow-through is stable OPY 4.22 4.28
Flow 2.80 2.80
Staff injured by inmates Reduce over five years The rate is reduced OPY 0.39 0.31
Flow 0.26 0.21
Availability of drugs in institutions:          
Drug-related seizures Reduce over five years The one-year rate is increased OPY 14.8 14.99
Flow 7.00 8.97
Offender drug-related seizures*** Reduce over five years The one-year rate is increased OPY 8.86 11.83
Flow 5.86 7.74
 Percent of positive urinalysis results Reduce over five years The one-year rate is marginally increased Percent 8.0% 8.02%
 Percent of urinalysis refusals Reduce over five years The rate is reduced Percent 10.47% 8.68%

* Rate per 100 Offender-Person-Years, ** Flow-through, ***Excludes all seizures that do not involve an offender (i.e. excludes Staff, Visitors and Community)

Performance Analysis

As previously noted, 2009-2010 is the first year of a five-year initiative to enhance correctional results in specific, targeted areas. CSC is working toward meeting the targets associated with this program activity, however, as will be seen, the organization has not achieved the desired results in all areas in the first year. The trend over several years is more telling as it will eliminate the impact of year-over-year variability, either high or low, in results. Work continues to achieve the five-year goals.

The rate of assaults by inmates against both staff and other inmates has risen year-over-year, though the five-year trend shows a slight decrease. The rate of staff injuries resulting from inmate assaults has decreased continually each year over the past five years. The rate of offender deaths by other than natural causes has remained stable within a narrow margin, apart from fiscal year 2007-2008 when it decreased. The number has remained stable at 17 in both 2008-2009 and 2009-2010.

The rate of escapes in 2009-2010 increased from the previous year, however the four-year trend is decreasing overall.

The rate of drug-related contraband seizures increased in 2009-2010 from the past year, but is down from five years ago. The percentage of positive urinalysis test results is marginally elevated year-over-year (8.02 percent in 2009-2010 as compared to 8.00 percent in 2008-2009), but is reduced significantly from five years ago (when it was 12.03 percent), and the percentage of random urinalysis test refusals has decreased over the past year, and is down from five years ago.

Offenders admitted to CSC’s institutions have increasingly extensive histories of violence, previous youth and adult convictions, affiliations with gangs and organized crime, and increased prevalence of infectious diseases and mental health concerns. There is still a disproportionate representation of Aboriginal people.

The percentage of offenders with identified gang and/or organized crime affiliations increased from 8.37 percent in March, 2008, to 9.55 percent in March 2009, then dropped slightly to 9.19 percent in March, 2010. In CSC, 24 percent of major institutional incidents and 14 percent of major incidents in the community involved gang members. Gang-related activities pose a serious threat to safety and security, to CSC’s efficiency and effectiveness in managing its operational units, and to assisting eligible offenders with their safe transition into the community.

In addition, in the context of the expected increase in the inmate population, methods are required to both control incidents of assaultive behaviour where possible, and respond to them where not (spontaneous, impulsive behaviour). Specific attention will be paid to increasing dynamic security on one hand, and on the other to reducing the effects of aggressive action with additional personal protective or responsive equipment. Of course, the behaviour of offenders with mental health problems may require more clinical planning and response.

To achieve the Custody Program Activity targets, CSC identified the following plans in its 2009-2010 Report on Plans and Priorities:

  • an integrated set of initiatives to eliminate drugs in institutions;
  • strategies to manage conflict between inmate sub-populations;
  • enhancement for sharing security intelligence to prevent further criminal activity;
  • enhancements that improved capacity to assess and address the needs of offenders, particularly as they relate to infectious disease and mental health; and
  • methods to maximize the level of safety within the institution.

To address the availability of drugs in institutions, CSC implemented safety and security measures which provide more stringent control of its institutional perimeters. Measures include enhanced search procedures at institutional principle entrances that integrate updated electronic screening technologies and search procedures, drug detector teams, and security intelligence information to mitigate risk associated with the entry of drugs into institutions. Additional Correctional Officers were posted to perimeter towers in some institutions. Furthermore, CSC introduced nationally consistent search procedures for visitors, staff, and contractors and their belongings in order to detect the presence of drugs and contraband.

CSC strengthened and improved many of its security practices, and acquired and installed better security equipment in targeted locations. There is, for example, surveillance equipment that detects individuals attempting to throw drugs over institutions’ perimeters from the outside.

To provide an integrated set of initiatives to eliminate drugs in institutions, CSC implemented a Population Management Strategy for offenders that is focused on anti-drug and anti-gang management strategies. Results continue to demonstrate that a multi-faceted approach to the interdiction of drugs into institutions has made a considerable impact. But the diligence and dedication with which this approach has been approached is difficult to maintain. Additional means must be explored.

The seizure of contraband and drugs at institutional perimeters has been significant. However, there is still work to be done with respect to preventing the activity even earlier. Additional emphasis will be placed on using intelligence information and preventing communications to control the institutional drug trade. Positive urinalysis results from random testing have remained consistent and tetrahydrocannabinol, the main psychoactive substance found in the cannabis plant, continues to be the drug of choice.

To provide strategies to manage conflict between inmate sub-populations, CSC implemented a coordinated and integrated national security intelligence framework, involving partner law enforcement agencies and other key partners to help manage offender sub-populations through better sharing of information. At the institutional level, CSC focused its attention on movement control of various groups, sub-groups, and individuals who pose challenges to the overall management of the offender population. CSC delivered staff training on gangs and organized crime and provided an orientation to correctional environments for new Chaplains and representatives of religious groups, and to volunteers.

During the last year, CSC has continued to address recommendations as identified in the Audit of Administrative Segregation, attending to deficiencies in relation to the segregation process. In 2009, regional audits were conducted to assess compliance with policy direction. Subsequently, at the national level, CSC reported on segregation trends across the country and ensured follow-up was completed on action plans at the regional level. Such monitoring enables CSC to ensure any deficiencies are identified and addressed immediately, thereby enhancing the overall administrative segregation process.

In order to address the unique needs and risks of Aboriginal offenders, particularly Aboriginal women offenders, CSC expanded Pathways Units, which are unique environments that utilize an Aboriginal continuum of care model, and expanded Aboriginal Elder resources in delivering services to change behaviour.

These strategies enhance CSC’s capacity to respond to the current and future risks and needs of the offender population, increase the accountability and participation of offenders in their own Correctional Plans, provide a more secure environment for both staff and offenders, and contribute to public safety.

To address enhancements for sharing security intelligence to prevent further criminal activity, CSC strengthened its security intelligence framework for the collection, analysis and dissemination of information. The policy framework was strengthened to provide clearer direction and accountability. A fully integrated strategic security intelligence network in institutions and in communities enhances CSC’s capacity and capability to share intelligence information with decision makers in operational units as well as with police and other federal, provincial, and international law enforcement agencies.

To address enhancements or improved capacities to assess and address the needs of offenders particularly as they relate to infectious disease and mental health, CSC advanced in several areas.

Specifically with respect to infectious diseases, CSC has revised and updated the Choosing Health in Prisons health promotion program for inmates which includes components on infectious diseases. The program, offered monthly, provides participants with information and resources to make lifestyle and behaviour choices that promote good health. Infectious disease discharge planning continues with a focus on improving consistency, expanding partnerships, and addressing access to provincial health care for offenders upon release.

Furthermore, in 2009-2010, CSC expanded its implementation of Regional Pharmacies to reduce costs and increase quality regarding the provision of medication. Regional Pharmacies have now been established in four of the five regions, with the Quebec region anticipated to be established in 2011.

In addition, CSC is also in the process of seeking accreditation of the health units in institutions through Accreditation Canada. This will ensure that established standards are met in the delivery of health care. A Quality Improvement program is also in place to address issues such as patient safety.

With respect to mental health, CSC introduced a Computerized Mental Health Screening System in 2008 to improve the identification of offenders who are exhibiting symptoms that are consistent with mental health disorders at admission and to better assess and address the needs of offenders with mental health concerns. As of January 2010, the Computerized Mental Health Screening System was fully implemented.

To address methodsto maximize the level of safety within the institution, CSC posted additional Correctional Officers and motor patrols in 22 maximum and medium security institutions. In conjunction with these measures, CSC introduced an integrated set of policies, procedures, and practices to decrease the level of violent and assaultive behaviour in its institutions. CSC will continue to enhance safety and security measures through the addition of new technologies, such as life-sign monitoring, cellular telephone detection, biometric systems, and new technologies in trial-phase, including radar-infrared detection systems.

Benefits for Canadians

In light of the current offender population profile where more offenders are affiliated with gangs, organized crime and terrorist groups, increasing CSC’s intelligence capability plays an integral role in the safety of both staff and offenders. Gathering, analyzing and sharing intelligence with partners in the criminal justice system at local, regional and national levels is one way in which CSC is a full partner in the criminal justice enterprise, nationally and internationally. CSC’s horizontal partnerships with justice partners contribute to public safety, and support a multi-faceted knowledge transfer in relation to new crime trends and issues emerging in different communities and institutions.

The elimination of drugs within institutions is a key component of creating environments where offenders can concentrate on becoming law-abiding citizens and prepare to reintegrate safely into their communities.

Addressing the needs of offenders suffering from mental health issues and infectious diseases mitigates the risk they pose not only in institutions, but also in the community once they are released.

Lessons Learned

In the context of CSC’s organizational changes that are part of its aforementioned ongoing transformation large initiatives have been, and will be, not uncommon. While they are an essential part of change, these initiatives bring with them particular challenges as well as opportunities. For example, the New Deployment Standards for Correctional Officers and the significant growth in the Preventive Security and Intelligence program reconfirmed the need for the proper level of support capacity and coordination at both the local and the Headquarters level of the organization. For example, the enhanced Preventive Security and Intelligence program would have benefited from more clarity in the program and policy frameworks. The early identification and development of integrated models (reporting structures, roles and responsibilities) and tools (electronic systems and software) would have been a definite asset in its effective and efficient implementation. This learning will be applied to future national initiatives.

CSC has confirmed the complexity and breadth of the Security Intelligence sphere, and the requirement to respond in a multifocal way. The partnership between Security Intelligence Analysts and Security Intelligence Officers has provided high quality results, particularly in the area of identifying gang affiliations within institutions. As well, Community Correctional Liaison Officers, because they are police officers seconded to work with CSC, have been able to facilitate timely arrests of suspended offenders and share offender information between CSC and law enforcement agencies.

These experiences have reconfirmed the value of collaboration with criminal justice partners in the effort to increase public safety. As a further example, several Ontario sites have now incorporated the Drug Interdiction and Contraband Eradication plan (known locally as DICE) which, in association and partnership with local police agencies, has increased site drug seizures and decreased the availability of drugs in institutions. CSC will continue to broaden these kinds of partnerships in its ongoing effort to contribute to the safety of both Canadian communities and its own institutions.

2.2 Correctional Interventions

The Correctional Interventions Program Activity, which occurs in both institutions and communities, is necessary to help bring positive changes in behaviour and to safely and successfully reintegrate offenders back into Canadian communities. This program activity aims to address problems that are directly related to offenders' criminal behaviour and that interfere with their ability to function as law-abiding members of society.

Financial Resource Table
2009-10 Financial Resources
($ millions)
2009-10 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference34
414.30 417.05 416.65 2,777 2,727 (50)

Performance Analysis

The risks and needs of a diverse offender population continue to influence CSC’s development and implementation of correctional interventions that prepare offenders for safe transition to the community.

In 2009-2010, CSC aligned community programs with institutional initiatives and focused on particular groups like Aboriginal and women offenders. CSC implemented the Northern Correctional Framework to identify better ways to integrate federal and territorial offender management strategies. In this way, among others described later, CSC enhanced its capacity to provide individualized programs which take into account culturally appropriate interventions, women offenders, and offenders with mental health issues.

CSC’s Correctional Program methodology is designed to address criminal behaviour and risk associated with the changed offender population by using tested correctional programs that help offenders deal with criminogenic behaviours and influences. The 2009 evaluation of CSC’s correctional programs determined that “…program participation was associated with reductions in readmissions.”35

As previously noted, offenders who participated in programs like the Violence Prevention Programs, the moderate-intensity Family Violence Prevention Program, the high-intensity National Substance Abuse Program, the high-intensity Sex Offender Program, and the Community Maintenance Program had reduced levels of general readmission and even lower readmission rates for offence categories specifically targeted by these programs.

Performance Indicators36 Targets Performance
Status
Data Type Performance Summary
2008-2009 2009-2010
Rate of participation in correctional interventions identified in the Correctional Plan37 Increase over five years The rate is increased OPY* 113.1 116.1
Flow** 74.93 75.99
For those offenders who participated in correctional interventions:          
Rate of completion of the correctional interventions identified in the Correctional Plan38 Increase over five years The rate is increased Actual number 4,101 4,531
Percentage of offenders granted discretionary release at eligibility39 Increase over five years The rate is increased Percent 27.26 27.83
Year       2006-2007 2007-2008
Percentage of offender readmission after release for a new conviction (two years post warrant expiry)40 Reduce over five years The two-year rate is increased Percent 10.28 10.48
Percentage of offender readmission after release for a new violent conviction (two years post warrant expiry) Reduce over five years The two-year rate is increased Percent 4.84 5.27
Year       2006-2007 2007-2008
Percentage of offender readmission after release for a new conviction (five years post warrant expiry) Reduce over five years The five-year rate is increased Percent 18.74 19.49
Percentage of offender readmission after release for a new violent conviction (five years post warrant expiry) Reduce over five years The five-year rate is increased Percent 9.53 10.45

* Rate per 100 Offender-Person-Years, ** Flow-through

CSC’s performance objectives against the above-mentioned targets were mostly met. 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.

To achieve the Correctional Intervention program activity targets, CSC identified the following plans in its 2009-2010 Report on Plans and Priorities:

  • new methodologies in correctional program delivery that will assist offenders earlier in their sentence, increase program availability, and eliminate redundant services;
  • strategies to better structure the offenders’ day to make it more productive;
  • programs to increase the job readiness or employability of offenders;
  • streamlining the case management processes used to assess and report on offenders’ progress, and
  • strategies to address the unique needs of groups within our population including women offenders, Aboriginal offenders, ethno-cultural offenders, and offenders with mental health problems.

To address new methodologies in correctional program delivery that will assist offenders earlier in their sentence, increase program availability, and eliminate redundant services, CSC introduced the Compressed Offender Intake Assessment process which reduced the assessment time for low-risk offenders with shorter sentences. This process results in offenders being placed earlier at an appropriate security-level institution, thus beginning required correctional programs and interventions sooner. CSC also implemented a revised Offender Intake Assessment process for all offenders at intake. These initiatives have provided a framework for the assessment of offender accountability and engagement and offer greater flexibility for data management by institutional staff, thereby facilitating the update of information related to the index offences and the monitoring of the offender’s commitment to and progress against his/her Correctional Plan.

Additionally, CSC established National Correctional Program Referral Guidelines which are based on actuarial risk assessment and priority sequencing in order to ensure that offenders are referred to the programs they need in an appropriate and efficient way. Results for this initiative will be available in fiscal year 2010-2011.

As part of CSC’s Transformation Agenda, funding for the Community Maintenance Program increased, and enrolments in the Community Maintenance Program increased by 45.5 percent in 2009-2010 to 1,871 from 1,286 in 2008-2009.

2009-2010 saw the completion of Phase 2 of the Integrated Correctional Program Model which is currently being piloted in all men’s institutions and community sites in the Pacific Region. The Integrated Correctional Program Model is integral to CSC’s long-term vision as it moves toward more seamless, integrated case management from intake assessment to community supervision. It includes three distinct correctional programs for offenders: a multi-target program, a sex offender program, and an Aboriginal-specific multi-target program. The interim evaluation for efficiencies will take place in the spring of 2011, and the final evaluation in the spring of 2012.

To address strategies to better structure the offenders’ day to make it more productive, CSC developed strategies to extend the time available to offenders for productive activities. Positive results from a pilot in the Ontario and Prairie Regions were received and show an increase in the number of hours offenders spent in interventions, cultural related activities, skills development, and spiritual ceremonies, particularly for Aboriginal offenders.

To address programs to increase the job readiness and employability of offenders, CSC developed and implemented an Employment Skill Assessment tool for all offenders called Choices, and a National Employment Strategy for women offenders with a focus on vocational assessments as a continued priority in institutions. CSC also approved joint educational-vocational training plans, which require collaboration between education and employment programs in an effort to increase opportunities for employment in the community. Specific offender employment results are reported in the section on Program Activity 4, CORCAN.

To address streamlining the case management processes used to assess and report on offenders’ progress, and to ensure a more comprehensive release plan, CSC enhanced and streamlined case management policies and procedures by upgrading the Offender Management System with new functionalities. As part of the implementation of the revised Offender Intake Assessment process, the Correctional Plan has become a dynamic “living” report which identifies offenders’ objectives and progress. In addition, as previously noted, CSC introduced the Compressed Offender Intake Assessment process. Parallel to these initiatives, CSC undertook a review of its policy framework as well as the impact of the legislative changes in Bill C-3941.

In October 2009, the Police and Court Information Management Module was implemented across the country. This is a shared electronic access system whereby police reports, judges’ reasons for sentence and other official documents can be easily accessed by CSC staff. As a result of this initiative, documents are accessible immediately after scanning and are available to all authorized users simultaneously. As well, users can search for a particular type of report by date and by sentence and once captured, documents cannot be lost or misplaced.

To help ensure that offenders obtain the maximum benefit possible from all correctional interventions, CSC launched a web-based resource for correctional staff in 2009, referred to as the Responsivity Portal. The Portal includes information designed to help staff address the needs and challenges presented by a diverse offender population. Anticipated benefits of the Portal include improved group cohesion, increased program comprehension, increased program engagement, enhanced working alliance, higher completion rates, improved program performance overall, and reductions in re-offending. CSC is also planning to launch an “Ethnocultural Offenders Portal”, to promote greater awareness of the diversity within the federal offender population, and to increase the cultural competencies of correctional staff.

To implement strategies to address the unique needs of groups within our population including women offenders, Aboriginal offenders, ethno-cultural offenders, and offenders with mental health problems, CSC developed a two-year (2010-2012) communication plan and is in the process of implementing a recruitment strategy to increase the numbers of volunteers from representative groups who, through stronger partnerships, could help address the unique needs of offenders from each group. CSC did recruit additional volunteers as a result of targeted recruiting; however, because self-identification of minority or Aboriginal status is voluntary, CSC is not able to say with certainty that the additional volunteers are actually members of the targeted groups.

In 2009-2010, CSC developed a Northern Corrections Framework for consultation with the Territories, Regions, Inuit partners and service providers to better coordinate correctional programs and services with a particular focus on programming, employment, and vocational training that targets northern offenders. Sivuppiak, an Inuit Action Plan, was also developed in 2009-2010 in consultation with Inuit service providers, staff and Elders. Sivuppiak, meaning “moving forward” in the Labrador Inuktitut dialect, is a consolidated action plan that includes deliverables in place since the initial 2004 Kajusiniq action plan. It recognizes that Inuit offenders face unique challenges and have specific institutional and cultural needs that are different from First Nations offenders. This action plan focuses on ensuring that recruitment, retention and training strategies for Inuit staff and Elders working with CSC is a priority, that a greater focus on programming and vocational training occurs, and that an accurate federal offender profile is maintained. As a link to the Northern Corrections Framework, meaningful partnerships with northern communities and government representatives to build the capacity to support successful reintegration are a very important priority of Sivuppiak.

To address the needs of offenders with mental health disorders, in addition to those initiatives previously reported, CSC provided practical assistance to offenders in need.

CSC and Human Resources Skills Development Canada extended, to September 2009, a program reported in CSC’s 2008-2009 Departmental Performance Report. CSC entered into a Memorandum of Understanding with Human Resources and Skills Development Canada to implement a pilot project in the Kingston, Ontario area to ensure offenders have basic identification (i.e. a Birth Certificate and a Social Insurance Number card) upon release.

The objectives of the pilot project included: 1) determining whether providing appropriate identification documentation to offenders prior to their release from a penitentiary could help prevent them from becoming homeless and from reoffending; 2) informing future policy development on homelessness prevention and offender reintegration; and 3) promoting greater collaboration within the federal government.

Making offenders more aware of the importance of identification documents, by virtue of their participation in the pilot project, was a valuable outcome of the pilot project. Furthermore, the pilot project had other benefits in line with CSC’s mandate:

  • Informing and educating key personnel on important issues regarding the reintegration of offenders into society;
  • Strengthening partnerships and collaboration with other organizations with complementary mandates (including the Ontario Halfway House Association, which, via a Contribution Agreement with CSC, carried out the field work in assisting the offenders to obtain their identification documents); and
  • Strengthening capacity to provide meaningful community support and community-based strategies in a complex environment.

CSC remains committed to continuously identifying opportunities to improve its ability to anticipate and respond to incidents involving deaths in custody and, as previously noted, has taken steps to reduce them. CSC is also implementing external recommendations to address administrative segregation42, especially for offenders with mental health disorders. CSC began development in 2009-2010 of a Performance Management Framework that will be finalized in 2010-2011. Among other things, this Performance Management Framework will provide for effective monitoring of variables that contribute to deaths in custody from other than natural causes.

Benefits for Canadians

Creating an efficient environment that provides meaningful interventions to change offenders’ behaviour and prepare them for release to the community increases the likelihood that offenders can reintegrate into society as law abiding citizens.

Implementing assessment tools and programs targeting specific offender groups and their needs ensures the effective use of resources in contributing to public safety.

Effective partnerships with volunteers and other government services provide for a cost-effective approach to delivering correctional interventions.

Lessons Learned

As noted above, the revised Offender Intake Assessment process for all offenders at intake has provided a framework for the assessment of offender accountability, something CSC confirmed is a key concept in the shared responsibility for rehabilitation. Offender accountability, motivation and responsivity are elements used to determine an offender's engagement in changing his/her behaviour. As a result they were incorporated in case management practices as key ratings to be assessed by Parole Officers and are part of the Correctional Plan, beginning at intake and continuing throughout an offender's sentence. This focus will assist CSC in its efforts to help offenders assume full responsibility for their actions and for their own rehabilitation.

CSC reconfirmed that strategies developed to address the needs of Aboriginal offenders must be developed and implemented by individuals with strong cultural competence. This has been continually reinforced by CSC’s partners in various national meetings; therefore CSC continues to focus attention on Aboriginal Recruitment in its ongoing effort to hire more culturally competent staff, and as previously noted was successful in 2009-2010 in hiring additional program facilitators, Elders and Program Managers. CSC will continue to engage partners with the necessary knowledge and attributes to assist its development of culturally appropriate interventions for Aboriginal offenders.

CSC also learned that the specific needs of Aboriginal offenders cannot be met without real commitment and support from all staff, from senior managers to front line staff. Therefore, as mentioned on page 25, CSC developed an Accountability Framework related to the implementation of strategies for Aboriginal offenders to foster commitment, support, and accountability in this area throughout the organization. CSC will use the Accountability Framework to support both current and new initiatives for Aboriginal offenders.

CSC developed a modular intervention strategy for women offenders that was designed to help women classified as maximum security develop skills that would support their transition to a lower level of security where they could benefit from more extensive program participation. During the pilot process, CSC found that some maximum-security classified women had already completed correctional programs, and that effectively made the modular program redundant. To address this deficit, a Women’s Self-Management program that promotes skills maintenance and is available for both Aboriginal and non-Aboriginal offenders is now being piloted in one women offender maximum security unit. The availability of this maintenance program will ensure that all women classified as maximum security can benefit from participating in an appropriate program. CSC will continue to target interventions specifically and appropriately.

It is also important that adequate funding be in place prior to program development and implementation. While the 2009-2010 Strategic Review reinvestment provided funds to enhance the Community Maintenance Program, the needs of Aboriginal women were not factored into the reinvestment strategy for Aboriginal programs and this has had a negative impact on the availability of culturally specific programs, particularly for Aboriginal women. CSC will address the situation in fiscal year 2010-2011, but a long-term solution is still needed.

In the future, full needs assessments of all target groups will be completed in order to determine program and funding requirements before proceeding with final development and implementation.

2.3 Community Supervision

The Community Supervision Program ensures eligible offenders are safely reintegrated into communities through the provision of housing and health services, where required, as well as staff supervision for the duration of the offenders’ sentences. The expected results for this program activity are offenders who are reintegrated into the community as law-abiding citizens while maintaining a level of supervision, which contributes to public safety.

Financial Resource Table
2009-10 Financial Resources
($ millions)
2009-10 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference43
109.80 109.73 100.26 1,006 887 (119)
Performance Analysis

To achieve Community Supervision program activity target results, CSC identified the following in its 2009-2010 Report on Plans and Priorities:

  • strategies to maximize the effectiveness of community residential facilities;
  • initiatives to more effectively manage offenders with residency condition as part of their release;
  • ways of strengthening community partnerships and collaborative undertakings;
  • enhancements to our consultations with citizens;
  • improvements in the security of staff working in the community;
  • strategies to intervene more effectively with offenders in the community including Electric Monitoring, strategies specific to short-term offenders, and strategies for offenders on Long-Term Supervision Orders;
  • refinements to the skills training and management support of staff working in the community; and
  • collaborations with other jurisdictions to identify and share best practices and engage community partners to support mental health services and community reintegration.

As can be seen in the table below, CSC met all its identified targets against the Community Supervision program activity. 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.

Performance
Indicators44
Targets Performance
Status
Data Type Performance Summary
2008-2009 2009-2010
Offenders under community supervision who incur new convictions Reduce over five years The rate is reduced OPY* 14.76 12.13
Flow** 6.79 5.57
Offenders under community supervision who incur new convictions for violent offences Reduce over five years The rate is reduced OPY 2.82 1.98
Flow 1.31 0.90
Offenders under community supervision who incur new convictions for non-violent offences Reduce over five years The rate is reduced OPY 11.93 10.16
Flow 5.49 4.67
Offenders under community supervision who incur suspensions Reduce over five years The rate is reduced OPY 73.10 70.43
Flow 36.01 33.81

* Rate per 100 Offender-Person-Years
** Flow-through

Work to address the targeted areas is, for the most part, centered in five-year plans with a completion date in fiscal year 2013-2014. Nevertheless, progress to date is reported in the following paragraphs.

To address strategies to maximize the effectiveness of community residential facilities, the Community Residential Facilities standards were reviewed and areas to be amended were identified. This work will continue over the next two years and will likely necessitate a funding level review or a temporary re-profiling of organizational funds. Community correctional facilities are an essential component of good corrections. Since they provide a structured environment for those offenders who require a more gradual release process, they promote successful reintegration. As the offender population has changed, some facilities have evolved to provide enhanced services in areas such as mental health and employment. For instance, Stella Burry Community Services is a non-profit agency and its Community Support Program (part of the Effective Corrections Community Residential Alternatives funding) is supported through a joint federal/provincial initiative. The program provides intensive case management and one-on-one support services to individuals with mental health disorders and complex criminal behaviour issues. Project Oxygène, in the Quebec Region, targets male offenders 50 years of age and older providing them with life skills teaching, employment and financial support.

To address initiatives to more effectively manage offenders with residency condition as part of their release, principles that underpin the development of a Community Corrections Accommodation Strategy were approved by CSC’s Executive Committee in January 2010. The Strategy will be developed over the next year. An offender population profile analysis was completed to assist with more effective planning for community placements.

CSC aligned its Community Programs with institutional initiatives through the Community Maintenance Program and the Strategic Reinvestment to Community Maintenance Program for both men and women.

To address ways of strengthening community partnerships and collaborative undertakings, CSC held, inNovember 2009, the first national meeting of CSC executives and external partners, providing a forum for discussion of community corrections challenges, plans and priorities. At this meeting, a commitment was made to partners by the Commissioner of Corrections to develop a Community Corrections Strategy. Additionally, two meetings were held with Regional Halfway House Associations to discuss and review funding, sustainability issues, and the changed offender profile.

The Community Corrections Strategy will provide direction for community corrections activities to the year 2020 by clearly articulating CSC’s community corrections vision and mandate. Priorities for staff, offenders, partners, stakeholders and Canadians will be defined, as will roles, responsibilities and expectations – internally and externally - and the linkages between and among all key stakeholders. Greater operational consistency in service and program delivery across Canada is expected to occur. With the strategy in place, CSC will be in a better position to define and measure community correctional outcomes for the planned evaluation of community corrections. The Strategy is expected to be complete in the fall of 2011.

The Community Corrections Strategy will link to the existing Community Corrections Strategy for Women Offenders and include direction for Aboriginal offenders. A revised National Community Strategy for Women Offenders was completed, and a draft Strategic Paper for the Community Reintegration of Aboriginal Offenders is being incorporated into the Community Corrections Strategy.

Chaplaincy builds relationships for offenders who are incarcerated and for those who are on supervision in the community. This is central to the enhanced partnership model exercise currently underway in the Chaplaincy Branch through which CSC Chaplaincy is engaged with attraction, retention and capacity building both for existing partnerships and for forging new stakeholder partnerships. Chaplains are members of an inter-disciplinary and inter-confessional community and as such have the capacity to educate community members concerning their role in reconciliation and to assist CSC to establish and maintain partnerships that can assist ex-offenders to live in the community as law-abiding citizens.

To address enhancements to our consultations with citizens, CSC used a multi-pronged approach. There were restorative justice events open to the public in 164 communities and restorative justice kits were distributed to the Canadian public and to community partners. The Restorative Opportunity program is a victim-focused and offender-sensitive initiative based on the principles and values of restorative justice. It provides victims and offenders with an opportunity to communicate in order to address the harms caused by serious crime. Services available to participants include but are not limited to written correspondence, video message exchanges, face to face meetings, and shuttle mediation. Mediators work toward building community partnerships in order to support participants’ needs. Participants include offenders, victims and community members impacted by crime.

Through its Community Engagement initiatives, CSC representatives have made presentations to community groups and schools that focused on telling CSC’s story accurately and well. In addition, CSC welcomes and coordinates the invaluable contribution made by citizen volunteers and stakeholders, and it works with Citizens’ Advisory Committees, Effective Corrections and its Speaker’s Bureau. As well, CSC funded additional projects through the Community Forum Program, such as the National Community Relations Conference which included members from Lifeline and other volunteers.

To address improvements in the security of staff working in the community, CSC invested in specialized electronic equipment for staff working with offenders in the community in support of the Community Staff Safety Program.

In the community, CSC focused on the development of specific supervision strategies to successfully manage and reintegrate offenders. To address strategies to intervene more effectively with offenders in the community including Electronic Monitoring, strategies specific to short-term offenders and strategies for offenders on Long-Term Supervision Orders, 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.

To address refinements to the skills training and management support of staff working in the community, CSC provided on-line training to all community-based staff who work with Long Term Supervision Offenders to increase their knowledge and their ability to deal with this challenging group. CSC also provided Management of Community Incidents training, and is in the process of revising Parole Officer induction training. As well, CSC provided Parole Officers with training on structured decision-making to assist them in the management of offender risk. CSC also completed a review of training offered to persons contracted to work with CSC in the community. That training will be developed into on-line modules over the next two years.

To address collaborations with other jurisdictions to identify and share best practices and engage community partners to support mental health services and community reintegration, the Community Mental Health Initiative has significantly improved CSC’s capacity to address mental health needs of offenders. The main objective of the Community Mental Health Initiative is to better prepare offenders with serious mental disorders for release into the community by strengthening the continuum of specialized mental health support and providing continuity of care from institutions to the community. Since the Community Mental Health Initiative is a voluntary clinical program, the offender is required to take responsibility for his/her treatment and rehabilitation, thus promoting the principle of offender accountability.

During the 2009-2010 fiscal year, 1,048 offenders received Community Mental Health Initiative services. As well, training was provided to 276 individuals (staff and community partners) in the community, which includes the following training sessions: two-day mental health awareness training, Fetal Alcohol Spectrum Disorder and Effective Intervention Strategies.

In an effort to build and sustain partnerships and relationships, Community Mental Health Initiative staff engage in community capacity-building45 activities. Within the 2009-2010 fiscal year, Community Mental Health Initiative staff had contact with 1,777 partners, stakeholders and community agencies.

The 2008 evaluation of the Community Mental Health Initiative46 reported that the risk of suspension and revocation for offenders receiving community mental health services through the Community Mental Health Initiative was 34 percent and 59 percent lower, respectively, than 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.

Benefits for Canadians

CSC’s performance in the area of community supervision contributed to the protection and safety of Canadians through the safe and humane supervision of eligible offenders in the community.

Of interest, the following illustration shows that community supervision works. Very few offenders who are released into the community commit a violent offence while being supervised.

Lessons Learned

CSC learned that Community Supervision is most successful if a multi-faceted approach is taken. For example, results from the preliminary evaluation of the Community Mental Health Initiative have shown reductions in reoffending rates for those offenders who are enrolled in the program as compared to similar offenders who were released before the program began. The Community Mental Health Initiative has now been supplemented by an Institutional Mental Health Initiative, and together these programs are expected to contribute to continued improved results for offenders with mental disorders.

The importance of partnerships has been raised several times, as they have proven to be critically important in managing the correctional part of the criminal justice enterprise. CSC’s experience with Community Security Intelligence Officers and Community Correctional Liaison Officers reconfirmed the importance of increased collaboration and partnership with respect to addressing gang and organized crime activity. Furthermore, the combined efforts of Community Correctional Liaison Officers and Intensive Supervision Units are beginning to mitigate the number of Unlawfully at Large offenders in the Pacific Region. CSC will continue to develop and maintain these partnerships.

Part of the development of strengthened guidelines for the management of agreements with Aboriginal communities regarding the conditional release of Aboriginal offenders to those communities included important learning about the importance of the combination of both early identification of Aboriginal offenders eligible for Section 84 release and the services of Aboriginal Community Development Officers to facilitate offenders’ transition from incarceration to community supervision. CSC is striving to ensure that Aboriginal Community Development Officer positions are filled.

Lastly, as with Stella Burry Community Services and Project Oxygène, CSC’s Intensive Management Program in the Pacific Region has shown that Community-Based Residential Facilities can be successfully developed and operated in areas that do not demonstrate support for traditional Community Residential Facilities. The Intensive Management Program model shows promise for developing future offender accommodation and service capacity.

2.4 CORCAN


Financial Resource Table
2009-10 Financial Resources
($ millions)
2009-10 Human Resources
(FTEs)
Planned
Spending47
Total
Authorities
Actual
Spending48
Planned Actual Difference
0.00 9.70 -0.35 443 469 26

The CORCAN Employment and Employability activity is focused on Employment Skills Development to meet the specific demands of the labor market while preparing offenders for release. It includes employment training and career planning programs for inmates and is designed to allow offenders to acquire skills, attitudes and behaviors valued by employers. CORCAN provides employment services and job placements to offenders after release and administers incentive pay for CORCAN work assignments. The CORCAN program plays a key role in CSC’s efforts to actively encourage offenders to become law-abiding citizens. Employment Skills training, On-the-job Training and the National Employability Skills Program are also included in this program area.

Performance Analysis

Research has consistently shown that employability is an important contributing factor in enhancing successful reintegration and that employment instability predicts the potential for re-offending49. This year CSC has progressed in establishing an employment continuum ranging 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 results in appropriate assignments by 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. The practical work experience and innovative programs introduced in federal correctional institutions, and the services provided through Community Employment Coordinators complete what CSC refers to as the employment continuum. Over 2.4 million hours of employment and training continue to be provided each year as a complement to other reintegration programs and up to 20 percent of offenders take part in CORCAN’s training programs.

A recent evaluation50 of the National Employability Skills Program and the Community Employment Coordinators demonstrated that these types of programs are relevant and effective and achieve positive results for Canadians. CSC continues to work with colleges, other government departments and industry training organizations such as the Canadian Welding Bureau in order to enhance the skills of offenders. In order to further enhance services in the community CSC must develop strategic relationships with other levels of government providing employment services in the community. A tactical plan will be developed with Human Resources and Skills Development Canada to establish memoranda of agreement with each province.

Despite the economic uncertainty and the continuing challenge of engaging employers, CSC was able to increase partnerships with employers. CORCAN held Industry Days in various institutional locations, focusing on employers in communities located close to CSC institutions. In 2009-2010, Community Employment Coordinators helped offenders find 1,870 first time and subsequent jobs in the community. Also, 3,532 offenders received Community Employment Coordinator services, and a total of 26,871 Community Employment Coordinator services were provided to offenders.

CORCAN services include one-on-one counselling, case conferencing with Parole Officers, intake preparation and action planning, orientation and referral to community resources, and in-reach activities at institutions. In 2009-2010, the top five job placements for offenders respectively were: trade helpers and labourers, construction workers, cleaners, carpentry/cabinet makers, and material handlers. A total of 10,622 vocational training certificates were issued to 4,520 offenders for an average of 2.3 certificates per offender. CORCAN’s partners who deliver vocational training across Canada include, but are not limited to, the Conference Board of Canada, Canadian Welding Bureau, St. Lawrence College, Ministry of Education in Quebec, Canada Mortgage and Housing Corporation, Camosum College, and the Industry Training authority of British Columbia.

To achieve the CORCAN program activity targets, CSC identified the following plans in its 2009-2010 Report on Plans and Priorities:

  • strategies to extend the time available to offenders to participate in productive activities such as work;
  • implementation of employment strategies specifically designed for Women Offenders and for Aboriginal Offenders;
  • exploration of employment related to opportunities through private and public sector engagement;
  • implementation of an Employment Skill Assessment tool for all offenders; and
  • strategies to assist offenders to become better educated and/or skilled for work.

As can be seen below, CSC met all its identified targets against the CORCAN program activity. 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.

CSC implemented the following activities to reach the above-mentioned targets:

As a strategy to extend the time available to offenders to participate in productive activities such as work, CSC extended CORCAN shops’ work day by 30-60 minutes. By doing so, CSC increased the time available for inmates to earn certificates and other community recognized certification. Employment and employability are significant to an offender’s reintegration into the community.

To address implementation of employment strategies specifically designed for Women Offenders and for Aboriginal Offenders, CSC implemented a National Employment Strategy for women offenders with a focus on vocational assessments as a continued priority in institutions.

In April 2009, 2,623 Aboriginal men offenders and 163 Aboriginal women offenders were employed in CSC institutions. In addition, a National Employment Strategy for Aboriginal offenders was developed to increase viable and meaningful employment opportunities relevant to Aboriginal offenders. The strategy also focuses on initiatives that will assist Aboriginal offenders with access to key employment training programs.

First Nations offenders at Saskatchewan Penitentiary participated in an innovative construction project in which they built a house from the ground up, acquired marketable skills and improved their future employment prospects. The training program was initiated in early 2009 using materials funded by Indian and Northern Affairs Canada. It consisted of provincially recognized training and offered hands-on experience that counted toward offenders receiving accreditation as professional tradespersons. On completion, the house was moved to the Lac La Ronge Indian Band where a fully serviced lot was ready to receive it and where a family was waiting to make it their home.

For the exploration of employment related to opportunities through private and public sector engagement, CSC enhanced employment and employability opportunities for offenders through private and public sector partnerships. Through these partnerships, offenders received provincial training and apprenticeships and earned credits towards certification; thus acquiring skills to secure employment upon release. Through this initiative, many Aboriginal offenders were employed in Fur Manufacturing and granted certification as Entry Level Fur Machine Operators through the Council of Canada.

To address implementation of an Employment Skill Assessment tool for all offenders, CSC developed and implemented Choices, an Employment Skill Assessment tool for all offenders. Choices was tested in 11 institutions, including five women’s institutions, as part of the intake assessment process to ensure employment interventions are identified in offender Correctional Plans. Choices is a bilingual computerized assessment tool that assesses offenders’ vocational interests, aptitude, and transferable skills allowing them to develop career plans that will better assist them with future training and employment opportunities.

To address strategies to assist offenders to become better educated and/or skilled for work, CSC implemented joint educational-vocational training plans nationally. These training plans enhanced offenders’ education levels and work skill development training and provided increased opportunities for employment upon release. An E-learning tool was developed to teach the primary and secondary education curriculum. The Ontario Region recorded 410 Adult Basic Education Level completions to date, of which 157 were Ontario Secondary School Diplomas.

Benefits for Canadians

Employment and employability are recognized as major factors in an offender’s ability to pursue a crime-free life. The report of the CSC Review Panel noted that more than 70 percent of offenders at admission had unstable work histories; more than 70 percent had not completed high school and more than 60 percent had no trade or skill knowledge. Without the means to earn a living upon release, an offender’s rehabilitation and successful reintegration into the community is jeopardized. Research shows that offenders who find and keep a job once they leave an institution are much less likely to re-offend51.

Lessons Learned

CSC learned that offenders who have difficulty in obtaining and maintaining employment typically require intervention and development in this area throughout their sentences, from intake to warrant expiry. Therefore CSC will continue to identify offenders’ employment needs during the intake assessment process.

As seen above in the results of the partnerships CORCAN was able to develop to obtain both employment and training opportunities for offenders, CSC learned how important it is to highlight the significance of community employer relationships. When offenders get to apply the skills learned in the classroom setting to real world situations, they can demonstrate early in the process that they can meet employers’ needs. CORCAN will continue to focus on building partnerships with other government agencies, non-governmental organizations, and private businesses to facilitate the development of these kinds of work placements for offenders.

2.5 Internal Services

This program activity includes all corporate and administrative services that support the effective and efficient delivery of operational programs and activities across the organization, and which contribute meaningfully to horizontal and/or government-wide initiatives.

Financial Resource Table
2009-10 Financial Resources
($ millions)
2009-10 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference52
240.30 271.37 368.97 2,847 2,646 (201)

Identifying specific targets for Internal Services is a challenge because when they succeed, it is often visible only in results reported by the operational program activities: custody, correctional interventions and/or community supervision. For instance, the success of CSC’s communications efforts may be seen in the results of a program that succeeded because volunteers understood CSC’s vision and were drawn to contribute to it.

The commitments below identify CSC’s Internal Services program activity plan in its 2009-2010 Report on Plans and Priorities:

  • strategies to improve recruitment and development of employment equity groups;
  • actions to improve workplace health and nurture effective labour-management relationships;
  • individual learning and development initiatives to ensure that we have the right people at the right place at the right time;
  • recruitment and retention strategies for health care professionals, trades, and other occupational groups that are challenging to staff;
  • an organization respectful of public service values;
  • Improvements to our ability and tools for sharing and communicating information;
  • enhanced services to victims of crime including collaboration with partners;
  • Working with community partners to enhance the success of releasing offenders to an Aboriginal community as per Section 84 of the Corrections and Conditional Release Act;
  • the development and expansion of horizontal partnerships with Non-Governmental Organizations, and other departments and jurisdictions including both voluntary and private sector organizations;
  • robust control systems for financial transactions; and
  • development and implementation of strategies to initiate further economies and increase the level of efficiency of CSC’s operations.

CSC met all its identified targets against the Internal Services program activity. 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.

Performance Analysis

By focusing on sound management practices, CSC has created a focused and sustainable environment for all employees. Improvements in Internal Services are gauged annually by the Treasury Board Secretariat through its Management Accountability Framework. Results from the 2009-2010 Management Accountability Framework assessment, Round VII, were encouraging. CSC was assessed against thirteen areas of management and received the following ratings: four Strong, eight Acceptable, one Opportunity for Improvement, and no Attention Required ratings. These results are similar to 2008-2009.

CSC’s Internal Services play an integral role in the administration of human and financial resource management, outreach initiatives, and oversight services, all of which contribute to the effective and efficient management of CSC’s operations and all of its activities. These activities ultimately contribute to CSC ensuring that it delivers on its commitments and accountabilities related to public safety results.

CSC has also achieved positive results from the development of an organizational Values and Ethics plan that focuses on maintaining a healthy and respectful workplace.

In 2009-2010, CSC continued implementing rigorous financial controls to ensure that proper controls are in place to maximize the benefits Canadians receive from their investment in their Correctional Service.

CSC’s Management Accountability Framework, Round VII, assessment 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 in only one area.

Performance
Indicators
Targets Performance
Status
Performance Summary
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. CSC’s rating under the Management Accountability Framework assessment was “Opportunity for Improvement” in Round VII compared to “Acceptable” for Round VI. Work has been started to address Treasury Board Secretariat recommendations and observations. It should be noted that Treasury Board Secretariat’s Decision to use the 2008 Public Service Employee Survey Results had a negative impact on CSC’s assessment. CSC has made significant efforts and progress in addressing the survey results.
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. Staff grievances were reduced over the last three years – the time period for which these statistics are available. Positive responses from staff surveys increased over five years. The number of harassment complaints were identified as a weakness for CSC in this year’s Management Accountability Framework assessment. Efforts continue to ensure all staff receive anti-harassment training. By 2009-2010, close to 80 percent of Managers and 61 percent of employees were trained.
Public resources are well managed through effective internal controls and timely monitoring. Financial discrepancies, if any, raised on time and resolved immediately. Public resources managed via a monthly forecasting and reporting process. Reports are reviewed quarterly by Executive Committee and decisions made. In accordance with the Policy on Internal Controls the Salaries, Travel and Allowance for doubtful accounts processes were assessed. No significant issues were identified. CSC will continue maintaining effective processes to regularly monitor, report on and analyze the use of resources.
Effective outreach to community partners and information services to victims. Increase in satisfaction ratings over five years. Satisfaction ratings related to outreach activities increased over the last five years. As reported in the 2009 evaluation of the National Victim Services Program, victims reported increase in satisfaction in regard to quality of information provided, timeliness of sharing information, and their involvement in the correctional process.
Recruitment and retention strategies for health care professionals, trades and other occupational groups with low workforce availability. Reduction in vacancies within CSC health care professionals, trades and other occupational groups. Vacancies within CSC health care professionals, and other occupational groups were reduced. CSC participated in career fairs targeting health care professionals in conjunction with the Federal Healthcare Partnership Program.
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. Timeframes for staffing processes were reduced. A portal for Human Resources services for managers and a directory of common tools was developed that will help reduce staffing timeframes and processes further.

In order to address strategies to improve recruitment and development of employment equity, CSC placed emphasis on the recruitment of Aboriginal employees. As of March 31, 2010, CSC’s Aboriginal representation was at 7.9 percent, which is above the current Labour Market Availability of 6.2 percent. Additionally, a Human Resources Management Dashboard and an Employment Equity Data cube were developed, which will assist management in human resource planning, provide workforce snapshots at the local, regional and national levels, and is intended to assist in identifying and monitoring gaps, issues, and progress. A Planning Tool was developed for various occupational groups that takes into account factors such as departures, retirements, and promotions. It will help identify specific recruitment targets. Finally, as the human resource planning capacity was strengthened at CSC, connections were built and discussions were held with regional and functional leads to ensure that human resource planning is truly integrated with the business needs.

To address actions to improve workplace health and nurture effective labour-management relationships CSC continued its efforts to reduce the backlog of grievances at all levels. There was a reduction in the number of grievances at the final level between March 2009 (1370) and March 2010 (960).

CSC’s injury on duty national average increased in 2009 to 27.89 days from 26 days in 2008. In 2009-2010 CSC completed an injury-on-duty process review. The object of this review was to examine CSC’s Workers’ Compensation documentation process, including ensuring that related required timeframes were met. An action plan is being developed to address the recommendations of this review. It will be shared with management for approval and with members of the National Joint Return to Work Advisory Committee for feedback prior to implementation. In addition, CSC finalized the Draft National Attendance Support Program. This program is based on a structured approach, designed to assist employees who have health related issues that affect their work and/or attendance, and allow them to fully participate in their workplace.

In response to Individual learning and development initiatives to ensure that we have the right people at the right place at the right time, CSC’s Learning and Development Branch defined a comprehensive strategic framework aimed at ensuring that CSC’s workforce possesses the skills and competencies needed to address business needs. Progress made on this strategic agenda includes the adoption of new governance and training models. A result of the implementation of the models included the creation of a new Governance Board for Learning and Development, whose primary objective is to maximize training efforts and direct investments to the most pressing priorities. Learning and Development also initiated a comprehensive review of its policy documents to clarify roles and responsibilities, and ensure the best possible support to CSC and its workforce with respect to learning, training and educational assistance. The policy alignment review was also required to refine CSC’s alignment with central agency policies on learning, training and development.

A Leadership Development Program based on four Key Leadership Competencies: Values and Ethics, Strategic Thinking, Engagement, and Management Excellence, was created to respond to the changing demographics, projected labour shortages, and the cultural change of CSC’s operations.

In order to respond to Recruitment and retention strategies for health care professionals, trades, and other challenging occupational groups to staff, CSC took the necessary steps to generate and publish recruitment communications. CSC continued the implementation of its recruitment and retention strategy for Health Care Professionals including participation, in conjunction with the Federal Healthcare Partnership, in career fairs that target health professionals. Since the inception of the Health Services Recruitment and Retention Strategy two years ago, progress has been made in nursing recruitment. Recruitment of psychologists, however, remains a challenge for CSC due to a competitive market and an imbalance in compensation rates.

CSC has also undertaken initiatives to strengthen human resource capacity in the area of program delivery and management, including the development of a three-year Programs-Staffing Strategy from 2009 to 2012. As part of this strategy, CSC established a National Recruitment Team to assist Regions in developing competition tools, hiring program staff, and coordinating training requirements over a three-year period.

In order to address Enhance services to victims of crime including collaboration with partners, CSC increased its capacity to engage victims in an advisory role. CSC identified ways of allowing victims greater involvement and inclusion in the development of its National Victim Services Program in collaboration with federal and provincial partners. As well, CSC’s outreach capacity was extended to reach victims living in remote communities.

With respect to providing dedicated information services to victims, the National Victim Services Program underwent its first evaluation in 2009, and the results are promising. The evaluation addressed the continued success, relevancy, and cost-effectiveness of the program.

To address respectful of public service values, CSC completed Ethics Workshops across all five regions with a total of 714 participants. Throughout 2009-2010, CSC diversified delivery options and now can deliver workshop sessions to individual sites, to targeted groups, and to joint sessions consisting of staff from more than one site. Local ethics committees have been established at several sites in order to increase organizational capacity to identify and resolve ethical issues. In addition to the workshops, Ethical Leadership courses specifically designed for executives were developed. CSC also developed a Departmental Code of Values and Ethics parallel to the Public Service Code.

In response to improvements to our ability and tools for sharing and communicating information, CSC developed and is in the process of implementing an external communications strategy to proactively promote and coordinate communications with Canadians. This external communications strategy is based on expanding the use of existing communications mediums, including CSC’s external website and the use of social media, as well as promoting collaborative efforts with various partners. This strategy is also based on enhancing outreach initiatives.

In order to respond to working with community partners to enhance the success of releasing offenders to an Aboriginal community as per Section 84 of the Corrections and Conditional Release Act, CSC developed and implemented strategies to improve the capacity of Aboriginal communities to participate in managing offenders’ releases by strengthening the training, guidelines, and policies to improve Section 84 releases. CSC implemented the recommendations of the Aboriginal Community Development Officer Evaluation which strengthened the CSC and community partnering process in the development of Section 84 releases.

To address development and expansion of horizontal partnerships with Non-Governmental Organizations, other departments and jurisdictions including both voluntary and private sector organizations, CSC conducted meetings with the Federation of Canadian Municipalities, the National Parole Board, and the Department of Public Safety Joint Committee on Community Corrections in various municipalities across Canada to expand upon existing partnerships and further develop new relationships with community leaders. In fiscal year 2009-2010, as part of the Effective Corrections Initiative, discussion groups were held with four municipalities across Canada providing CSC with an opportunity to dialogue with existing partners and non-traditional partners on the federal correctional system and community corrections. Furthermore, the first Executive Development Symposium Partners Day, held in November 2009, enabled partners to share information with CSC executives and amongst themselves. The event’s success led to a decision to make the event annual to continue building on the momentum from last year.

CSC became a member of the Community of Practice on Stakeholder Relations and Public Participation which is led by Human Resources Skills Development Canada to foster horizontal dialogue in the area of public involvement in federal government business. CSC assumed a leadership role as Chair of the Interdepartmental Committee on Volunteers. Through the Community Forum Program, CSC sponsored over 25 opportunities, led by Non-Government Organizations, for local communities to dialogue on correctional issues. CSC’s educational resources have also helped develop a lasting relationship with FEDNET, an organization whose members work in partnership to raise awareness about education matters, as well as with education board members, schools, teachers and students. For the first time, CSC held a National Community Relations Conference which brought together Citizens’ Advisory Committee members, volunteers, and representatives from LifeLine.

In order to address robust control systems for financial transactions, CSC developed a multi-year action plan to assess its Internal Financial Controls. The assessment performed in 2009-2010 for the key processes “salary, travel and allowance” for doubtful accounts did not identify major issues. A plan to continue to make progress in the implementation of the Policy on Internal Controls has also been developed.

In addition, National and Regional Finance collaboration resulted in newly designed templates to standardize and facilitate monthly financial budget status reporting.

Furthermore, Financial Management capacity building and community development has been enhanced through the allocation of dedicated resources.

In response to Development and implementation of strategies to initiate further economies and increase the level of efficiency of CSC’s operations, CSC maximized the effective and economical use of overtime in its operations. As a result, overtime has decreased by 36.29 percent from last year. The Scheduling and Deployment System was fully implemented at all sites. It mandated consistency in scheduling, method of recording and managing scheduling information, allocating security staffing complements by institutional type. The deployment standards provided appropriate and sufficient staffing at all security levels to ensure the necessary level of control and supervision of offenders, dynamic security, and maintenance of the safety of staff, inmates, and the public.

Benefits for Canadians

CSC has implemented recruitment and retention strategies for a representative workforce, health care professionals, and other occupational groups with low workforce availabilities. CSC has also committed to implementing learning and development strategies and plans to ensure that CSC’s workforce possesses the required skills and competencies to address business needs. CSC has been fiscally responsible and has reduced overtime. CSC has engaged citizens to influence the federal correctional system through active participation in numerous capacities and forums. As a result of the above accomplishments, CSC achieved stronger management practices and was in a better position to deliver quality services that contribute to the safety of Canadians.

Lessons Learned

As noted above, CSC learned that the new Correctional Officer Deployment Standards have indeed contributed to a more effective human and financial resource management for this group in CSC’s workforce. The efficient use of resources was evident given the significant reduction of overtime when compared to the year prior to the deployment standards being implemented. CSC is improving its ability to effectively forecast and manage the required complement of Correctional Officers at all institutions, at all times, in order to effectively manage overtime. Subsequent to the implementation of these standards, other human resource management tools are being developed to give a clearer picture of other key occupational groups and allow better and more efficient human resource planning.

The importance of face-to-face communication in developing and maintaining good relations with community partners, demonstrated over and over again in the previously reported many interactions with community-based groups and organizations, was highlighted when a National Community Relations Conference was held where volunteers, Citizens’ Advisory Committee members, LifeLine stakeholders, and CSC staff were in attendance. The conference evaluations indicated that it was an excellent learning and networking experience and partners identified a need to move forward with similar events in the future in order to continue cultivating and building stronger relationships.

Information technology is crucial to CSC’s operations at all levels, and the relationship between the Information Management Branch and the rest of the organization can either facilitate or hinder operations. Three key lessons learned through efforts to strengthen management practices within the Information Management Branch were effective communications, partnering and managing expectations. The building of both internal and external communication and collaboration relationships across the existing organizational boundaries is vital to the success of key projects and initiatives. A structured and sequential evaluation process for new systems and technologies is important in order to achieve performance expectations, system acceptance, and effectiveness. CSC has been exploring the introduction of newer technologies and systems to help improve overall effectiveness, safety, and security. As part of this process, it has become clear that the introduction of newer state-of-the-art technologies into a correctional environment can often be much more complex than other environments due to the unique operational factors associated with a correctional facility. Future considerations of new technologies and systems will include the recommended comprehensive assessment prior to approving the commencement of a procurement process.