Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Correctional Service Canada


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Minister's Message

The Honourable Vic ToewsAs Canada's Minister of Public Safety and Minister responsible for the Correctional Service of Canada (CSC), I am pleased to present to Parliament this Report on Plans and Priorities that outlines CSC's five priorities for 2010/2011.

The Government of Canada is committed to ensuring that Canadians are safe in their communities. CSC has the fundamental obligation to contribute to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure, and humane control in its institutions and effective supervision and interventions while they are under conditional release in the community.

In February 2008, CSC launched a Transformation Agenda to focus on the accountability of offenders to actively work to rehabilitate themselves and the responsibility of CSC to support them in the rehabilitation process. CSC is at a key transition point in its transformation journey, as it moves to ensure the sustained implementation and full integration of this agenda into its daily business.

The Service has maintained a consistent focus on achieving quality public safety results on five priorities since 2006-07:

  • safe transition of eligible offenders into the community;
  • safety and security of staff and offenders in our institutions;
  • enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders;
  • improved capacities to address mental health needs of offenders, and
  • strengthening management practices

The effective alignment of these priorities and the Transformation Agenda will ensure that the Service continues to enhance its active contribution to public safety.

Reporting to Parliament and Canadians through documents such as this is an extremely important way to ensure transparent and open communications, and help increase awareness of the work CSC does in communities across Canada. I am confident that the direction outlined in this Report on Plans and Priorities sets a clear path for the Service to continue enhancing its role as a key player within the Public Safety Portfolio.

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




Section 1 – Departmental Overview

1.1 Raison d'être and Responsibilities

In 2009, CSC celebrated the 30th anniversary of the renaming of the organization to the Correctional Service of Canada (CSC), following the integration of the Canadian Penitentiary Service and the National Parole Service. For 30 years, CSC has proudly served Canadians and become a respected world leader in the correctional field. CSC is an agency within the Public Safety Portfolio.  The Portfolio brings together the Department of Public Safety Canada, and key federal agencies dedicated to public safety, including the Royal Canadian Mounted Police, the National Parole Board, the Canada Border Services Agency, the Canadian Security Intelligence Service, and three review bodies, including the Office of the Correctional Investigator.

CSC contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more. This involves managing institutions of various security levels and supervising offenders on different forms of conditional release, while assisting them to become law-abiding citizens. CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders for up to 10 years.

CSC's Mission has guided the organization since 1989. Together with the Correctional and Conditional Release Act,1 which is CSC's legislative framework, the Mission provides the organization with an enduring vision of its raison d'être, and how CSC will accomplish it:

The Correctional Service of Canada, as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.2

CSC's commitment to the Mission has been further strengthened in recent years. In 2008, the Service implemented the Transformation Agenda3 as a direct response to the recommendations made by the CSC Review Panel Report, A Roadmap to Strengthening Public Safety.4 As a result of this Report and with the implementation of the Transformation Agenda, the Service continues to maintain a consistent focus on achieving quality public safety results through initiatives aimed at improving performance in all the institutions and in the community.

CSC is organized to provide effective correctional services in a fiscally responsible manner,5 through three levels of management: national, regional, and local operations.

National Headquarters: Provides support to the Commissioner and the Executive Committee and delivers services to all of CSC such as: correctional operations; public affairs and parliamentary relations; human resource and financial management expert advice; national investigations and audit; performance assurance; policy and planning; program development; functional leadership on Women offender and Aboriginal offender initiatives; research; legal services; health services and information management.

Regional Headquarters: Provides management and administrative support to National Headquarters by monitoring the delivery of programs and services; developing regional policies; developing plans and programs for performance measurement; providing human resources and financial management support; coordinating federal / provincial / territorial relations and public consultation; managing health services to offenders and providing information to local media, the public and stakeholders. The regions are also responsible for providing direction and supervision over local operations.

Local Operations: CSC manages 57 institutions,6 16 Community Correctional Centres, and 84 Parole Offices and sub-offices across the country. A description of institutional security level classifications (i.e., maximum, medium, minimum and multi-level) is available on CSC's website. 7

FEDERALLY MANAGED FACILITIES INCLUDE

  • 57 institutions
  • 16 Community correctional centres
  • 84 Parole offices and sub-offices

In general, CSC's responsibilities include providing services across the country–from large urban centres with their increasingly diverse populations, to remote Inuit communities across the North. CSC manages institutions for men and women, mental health treatment centres, Aboriginal healing lodges, community correctional centres and parole offices. CSC also manages an addictions research centre, a correctional management learning centre, regional staff colleges, regional headquarters, and a national headquarters.

WORKFORCE

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

On an average day during the 2008-2009 fiscal year, CSC was responsible for 13,287 federally incarcerated offenders and 8,726 offenders in the community. However, over the course of the year, including all admissions and releases, CSC managed 20,475 incarcerated offenders and 16,744 supervised offenders in the community. 8

CSC employs approximately 17,400 staff9 across the country and strives to maintain a workforce that is reflective of Canadian society. Just over 47.1% of CSC staff are women. Slightly more than 5.5% are from visible minority groups, approximately 4.3% are persons with disabilities, and approximately 7.5% are Aboriginal. These rates are at or above labour market10 availability with the exception of women, where CSC is slightly below the market level of 47.9%.

Two occupational groups, for the most part exclusive to CSC, represent over half of all staff employed in operational units. The Correctional Officer group comprises 39% of staff, while another 15.7% of staff are in the Welfare Programmes category, the group that includes parole and program officers who work in the institutions and in the community. The remainder of CSC's workforce reflects the variety of other skills required to operate institutions and community offices-from health professionals, to electricians, to food service staff-as well as staff providing corporate and administrative functions at the local, regional and national levels. All staff work together to ensure that the institutions operate in a secure and safe fashion and that offenders are properly supervised on release, with specialized initiatives and approaches for Aboriginal offenders, women offenders, and offenders with mental health needs.

Volunteers continue to be essential contributors to public safety by enhancing the work of CSC and creating a liaison between the community and the offender. CSC benefits from the contributions of over 9,000 volunteers active in institutions and in the community. CSC volunteers are involved in activities ranging from one-time events to providing ongoing services to inmates and offenders in the community, including tutoring, social and cultural events, faith-based services and substance abuse programming. CSC also supports the involvement of volunteer Citizen Advisory Committees at the local, regional and national levels to provide citizen feedback on CSC policies and practices.

After completing an in-depth review of the federal correctional system, an Independent Review Panel delivered its findings in a report entitled A Roadmap to Strengthening Public Safety.11 This report was endorsed by the Government in Budget 2008 allowing CSC to address some of its current and long standing challenges, better support its current priorities, and provide CSC with an opportunity to integrate transformation initiatives in a way that will contribute to improved public safety results for all Canadians.

As a result of the Review Panel's report and recommendations, CSC assembled a dedicated team of professionals to commence initiatives in each of the five key areas identified in the report:

  • Offender Accountability
  • Eliminating Drugs from Prison
  • Employability/Employment
  • Physical Infrastructure
  • Enhanced Community Supervision Capacity

The initiatives under each of the five areas are not additions to CSC's business. They either replace or enhance existing projects, or integrate a number of current processes to ensure more efficient and effective results. It is important to note that the transformation initiatives (i.e., plans to improve services) and ongoing initiatives reaffirm CSC's commitment to public safety. Combined, they provide the foundation for CSC's plans in fiscal year 2010-2011.

CSC is at a transition point in its transformation journey. The organization is now focusing on integrating the various transformation initiatives into its daily business. To this end, CSC has divided the transformation initiatives into twelve transformation priority plans which align with its five corporate priorities:12


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

1.2 Strategic Outcome and Program Activity Architecture

While many departments have multiple Strategic Outcomes, CSC has one: its contribution to public safety. In all CSC activities, and all decisions that staff make, public safety is the paramount consideration.

CSC's Program Activity Architecture is depicted in the following table as a single Strategic Outcome with four Program Activities.


Strategic Outcome
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Program Activities
Custody Correctional Interventions Community Supervision Internal Services

Note. The full Program Activity Architecture for CSC is found at the end of this section.

To achieve the Strategic Outcome, offenders are maintained in "Custody" in institutions. Those who are eligible are transferred to communities under various types of conditional release where they are managed under "Community Supervision".13 In both the institution and the community, offenders receive "Correctional Interventions" in accordance with their correctional plans to help them become and remain law-abiding citizens. Some interventions begin while the offender is in the institution and continue or are maintained once the offender returns to the community, thus having a positive impact on their social reintegration process. For example, the offender may learn employment-related skills in the institution and then participate in job placement programs once in the community.

The Internal Services Program Activity encompasses all corporate and administrative services, such as human resources management services, financial management services, information management services and public education and communications that support the effective and efficient delivery of operational programs and activities across the organization.

Combining non-financial performance indicators and measures with its financial and risk management frameworks best positions CSC to evaluate its operational performance. It also permits CSC to take necessary actions to ensure the organization continues to produce meaningful and quality public safety results for Canadians, relative to the resources entrusted to the organization.


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

1.3 Program Activity Architecture Crosswalk

The Department's Program Activity Architecture for 2010-2011 differs slightly from the one presented in the 2009-2010 Report on Plans and Priorities:

  • In the 2009-2010 Program Activity Architecture, CORCAN14 was shown as a separate activity.
  • In the new Program Activity Architecture, CORCAN is included as a sub-activity under Correctional Interventions. This particular sub-activity is reported as a financial revolving fund,15 and is more closely aligned with program activities found under the Correctional Interventions Program Activity because of its positive impact on offender employment and employability.

1.4 Planning Summary

Approximately 69% of CSC's 2010-2011 Annual Reference Level16 will be dedicated to the provision of care and custody of offenders in institutions and in communities, which includes fixed and semi-fixed costs for security systems, salaries for correctional staff, facilities maintenance, health services, food services, and capital. Approximately 18% will be allocated to correctional interventions which includes case management and offender programs. Five percent will be dedicated towards community supervision, which includes community-based residential facilities and community-based health services.17 The remaining 8% will be allocated to support other enabling activities such as internal services.


Financial Resources ($ millions)
2010-11 2011-12 2012-13
$2,460.2 $2,926.4 $3,128.2




Human Resources (FTEs)
2010-11 2011-12 2012-13
16,587 18,851 20,706

 


Strategic Outcome - The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Performance Indicators Targets
Violent Re-offending Index Reduce violent re-offending
Non-violent Re-offending Index Reduce non-violent re-offending
Community Supervision Performance Index Reduce re-offending while on supervision


Program Activity Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2012-12 2012-13
Custody 1,508.5 1,687.4 2,070.6 2,216.8 Safe and Secure Communities
Correctional Interventions 411.9 436.0 515.9 559.1 Safe and Secure Communities
Community Supervision 106.8 123.9 135.4 147.7 Safe and Secure Communities
Internal18 Services 240.0 212.9 204.5 204.6 Safe and Secure Communities
Total $ for Strategic Outcome 2,267.2 2,460.2 2,926.4 3,128.2  


1.5 Contribution of Priorities to CSC's Strategic Outcome



Operational Priorities Type Links to Strategic Outcome Program Activities, Corporate Risks 19 Description
(1) Safe Transition of Eligible Offenders into the Community. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity:
  • Custody
  • Correctional Interventions
  • Community Supervision
Corporate Risks:
  • The aging physical infrastructure may not be able to respond to the risks/needs of the changing offender population.
  • Financial investments that are required to sustain corporate commitments, legal obligations, and results may not be secured or maintained.
  • Current results with regard to violent re-offending may not be sustained.
  • The correctional results gap between Aboriginal and non-Aboriginal offenders may not narrow.
  • Support of partners and communities that, and citizens who, provide critical services and resources to released offenders may be lost.
  • Adequate resources that are required to address the risks posed by radicalized offenders may not be in place.
  • Delivery of essential physical healthcare services to offenders may not be adequate.
CSC's ultimate goal is to enhance public safety through reduced re-offending. In this regard, CSC will continue to implement integrated strategies that focus on providing interventions, correctional programs and effective supervision, as well as improved monitoring of the offenders' progress. For instance, CSC will continue to: streamline case management processes and develop tools to better assess the potential of offenders to re-offend violently; integrate program interventions - including those designed to address the needs of Aboriginal offenders and women offenders - to better identify and address those factors earlier and, where serious problems persist, provide sound control mechanisms.
(2) Safety and Security of Staff and Offenders in our Institutions. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity:
  • Custody
Corporate Risks:
  • Financial investments that are required to sustain corporate commitments, legal obligations, and results may not be secured or maintained.
  • The aging physical infrastructure may not be able to respond to the risks/needs of the changing offender population.
  • The required level of safety and security within operational sites may not be maintained.
  • Pandemic readiness may not be effective.
  • Delivery of essential physical healthcare services to offenders may not be adequate.
  • Professional standards and appropriate levels of mental healthcare services for offenders may not be met.
  • Improvements to the health of the workplace may not occur.
  • The effective implementation of the new operational deployment model may not occur.
  • An effective and representative workforce may not be achieved.
For further improvement to the safety and security of offenders and staff, CSC will continue to focus on ways to eliminate the entry, trafficking and use of drugs in its institutions. CSC will also continue to enhance its Security Intelligence capacity by working closely with community partners such as local police forces and Crown prosecutors. CSC will continue to implement the use of new drug and contraband detection equipment and provide closer monitoring of visitors to the institutions to reduce the flow of drugs into institutions. In addition, CSC will continue to enhance static and dynamic security practices in an effort to reduce assaults and injuries to staff and offenders. Other initiatives, such as the implementation of a recruiting and retention strategy for healthcare professionals and implementation of a continuous quality improvement process, will ensure that CSC has the resources to deliver quality physical and mental healthcare services to offenders.
(3) Enhanced Capacities to Provide Effective Interventions for First Nations, Métis and Inuit Offenders. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity:
  • Custody
  • Correctional Interventions
  • Community Supervision
Corporate Risks:
  • Financial investments that are required to sustain corporate commitments, legal obligations, and results may not be secured or maintained.
  • The aging physical infrastructure may not respond to the risks/needs of the changing offender population.
  • An effective and representative workforce may not be achieved.
  • The correctional results gap between Aboriginal and non-Aboriginal offenders may not narrow.
  • Support of partners and communities that, and citizens who, provide critical services and resources to released offenders may be lost.
  • Workforce training and development that is essential for the future may not be provided.
CSC continues to improve its capacity to provide culturally-appropriate interventions to its Aboriginal population. To support Aboriginal offenders to succeed at rates comparable to non-Aboriginal offenders, CSC will further enhance its capacities to provide effective interventions for First Nations, Métis, and Inuit offenders. CSC has also developed a Strategy for Aboriginal Correctional Accountability Framework and a Template for Results Reporting and Monitoring to more effectively operationalize the Strategic Plan for Aboriginal Corrections. CSC will also continue to provide awareness training for staff on Aboriginal issues, as well as increased recruitment of Aboriginal staff. CSC will also continue to work horizontally with other government departments to address the challenges that contribute to the disproportionate representation of Aboriginal peoples in the criminal justice system.
(4) Improved capacities to address mental health needs of offenders. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity:
  • Custody
  • Correctional Interventions
  • Community Supervision
Corporate Risks:
  • Financial investments that are required to sustain corporate commitments, legal obligations, and results may not be secured or maintained.
  • The aging physical infrastructure may not respond to the risks/needs of the changing offender population.
  • Professional standards and appropriate levels of mental healthcare services for offenders may not be met.
  • Support of partners and communities that, and citizens who, provide critical services and resources to released offenders may be lost.
  • Workforce training and development that is essential for the future may not be provided.
  • An effective and representative workforce may not be achieved.
Over the last few years, CSC has witnessed an increase in the proportion of offenders identified with mental health problems at intake. Therefore, CSC will continue to improve its capacity to assess and address the mental health needs of this population of offenders. For instance, enhancements to the mental-health screening processes will enable CSC to more accurately and efficiently identify offenders who need mental health services. Investments in psychological and psychiatric services in institutions will further augment community reintegration initiatives. Finally, discharge planning, for offenders who are re-entering the community, will better align community-based services to address offender mental health needs. In particular, all sectors of CSC's operation will focus on preventing offender self-injury and offender suicides.


Management Priorities Type Links to Strategic Outcome, Program Activities, Corporate Risk Description
(5) Strengthened Management Practices Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity:
  • Internal Services
Corporate Risks:
  • Financial investments that are required to sustain corporate commitments, legal obligations, and results may not be secured or maintained.
  • During a disaster, system infrastructure and platform stability, or critical services may not be maintained.
  • The aging physical infrastructure may not respond to the risks/needs of the changing offender population.
  • Workforce training and development that is essential for the future may not be provided.
  • Timely adjustments to operations or the engagement of partners that are necessary to respond to changing government priorities may not occur.
  • An effective and representative workforce may not be achieved.
  • Improvements to the health of the workplace may not occur.
  • Pandemic readiness may not be effective.
CSC will continue to focus on improving the way it delivers on all aspects of its mandate. To this end, CSC will continue to promote values and ethics, improve its internal communications, and strengthen its human resources management including its commitments to Public Service Renewal. CSC will also improve its internal monitoring of results and performance against plans, priorities and financial accountabilities. In addition CSC will continue to strengthen its capacity to assess and analyze opportunities to identify economies and efficiencies in its operations. A thread that weaves through all of the efforts is the need to build effective relationships internally and externally with community partners. CSC will revitalize its infrastructure and accommodation strategies in order to address issues of capacity and aging facilities.


1.6 Risk Analysis

Operating Environment

The Correctional Service of Canada (CSC), like other organizations, must manage risk in an uncertain world. Over the years, a number of complex challenges have emerged in CSC's operating environment that has resulted in increased pressures and demands. These challenges include the increasing needs and associated risks of a more diverse and changing offender population, escalating offender mental health needs, offender suicides in custody, the threat of pandemic influenza, a deteriorating physical infrastructure, threats to the safety and security of offenders and staff within operational sites, an ageing workforce, and pending changes to the legislative framework.

Sources of Risk

The sources of risk to the organization are varied - some are internal, while others are external to CSC. The higher-risk offender profile - as evidenced, for example, by an increasing number of gang affiliations - will pose a risk to the security of staff and offenders, and interfere with correctional operations and interventions. Additionally, the proportion of offenders with substance abuse problems, mental health problems and co-occurring disorders is increasing demand for access to effective interventions and services to address needs. If this demand is not addressed, it will have a negative impact on institutional safety and the safe transition of eligible offenders to the community.

Canada's Aboriginal population continues to experience higher rates of criminalization and incarceration, and a disproportionate level of need across a number of life areas that impact on their health outcomes and the overall wellbeing of their communities. Over-representation within the federal system persists despite legislative efforts to find alternatives to incarceration for Aboriginal defendants. This growing population requires the organization to develop the capacity to provide interventions that address offender needs in a culturally appropriate way, in consultation with Territorial partners. Growth in the Aboriginal offender population will also put pressure on the organization's human resources initiatives that are aimed at increasing the number of Aboriginal employees at all levels of the organization. The risk is that the organization may have difficulty hiring and retaining a workforce that is reflective of the Aboriginal offender population. This may also negatively impact the organization's capacity to deliver culturally-appropriate interventions.

On a related matter, achieving correctional results will be difficult without a renewed workforce and workplace. The ageing baby boomers and the reduced recruitment of new staff, which took place in the federal public service as a whole in the mid-1990s due to Program Review, continue to pose challenges to the overall public service. To address the challenges CSC will need to implement initiatives to recruit and retain human resources, streamline and modernize its human resource processes, broaden the scope of the current CSC Employee Assistance Program, secure long-term funding, and engage various multi-cultural communities to reinforce its commitment to diversity in the workplace. If initiatives such as these are not in place, public safety results may not be achieved and the wellbeing of the workforce may not be improved.

As with other public service organizations, an ageing workforce and increasing retirements will put additional pressures on the human resource management function and CSC's response to Public Service Renewal. CSC's human resources management function will need to increase efficiency and effectiveness of its services if the organization is to remain competitive in its search for talent and deliver on its correctional results.

A number of Bills before the House of Commons are aimed at strengthening Canada's criminal justice system. They too will have an impact on the organization. For instance, Bill C-25, which came into effect on January 25, 2010, limits the amount of credit a judge may allow for time spent in pre-sentencing custody. This may result in an increased number of offenders receiving federal sentences (who would have previously received provincial sentences) which will create population pressures for CSC to manage both within the institutions and the community. Also, this may potentially increase the amount of time an offender spends in federal custody. The opportunity for the organization is that a longer period of time in federal custody may provide offenders with more time to participate in correctional interventions and prepare for safe transition to the community. The risk is that longer periods of time in federal custody will put additional pressures on an ageing physical infrastructure and potentially increase risks to the safety and security of staff and offenders.

A broader source of risk for CSC is borne out of the recent economic climate. Collectively, the Federal Government deficit, contraction in the economy, limited affordable housing, and rising unemployment rates could have a negative impact on the safe transition of offenders to the community. For instance, there is a risk that there may be fewer community resources and supports available to the returning offender because of pressures on funding to social programs. Also, securing affordable housing and financial support may become more difficult for released offenders, which may contribute to less than favourable correctional results. There is also a risk that offenders may not be able to find meaningful work upon release because of higher rates of unemployment.

The Risks and Mitigating Strategies

Many of the plans and priorities in this year's RPP signal renewal and change and aim to improve the way the organization delivers its services to protect Canadians. They also underscore the organization's commitment to mitigating the corporate risks. The mitigation strategies highlighted in the following table and the plans that are highlighted in Section 2 demonstrate this commitment.


Corporate Risks Selected Mitigation Strategies20
Financial Capability: Financial investments that are required to sustain corporate commitments, legal obligations, and results may not be secured or maintained. Analysis of impact on correctional results and CSC's workforce if no additional funding is received or funding levels reduced.
Reprofiling of funds from low-risk activities and low-risk offenders.
Physical Infrastructure: The ageing physical infrastructure may not be able to respond to the risks/needs of the changing offender population. Interim funding and measures that respond to immediate infrastructure needs, such as life and fire safety, security systems and key equipment; and to provide enhanced capitalized maintenance to arrest further deterioration of the asset base.
Violent Re-offending: Current results with regard to violent re-offending may not be sustained. Intensive release planning for high risk offenders and increased capacity to deliver correctional interventions to address violence, substance abuse, including community-maintenance programs. Comprehensive monitoring, electronic monitoring, and appropriate residential accommodations for high risk offenders.
Correctional Results Gap (Aboriginals): The correctional results gap between Aboriginal and non-Aboriginal offenders may not narrow. Implementation of the Strategy for Aboriginal Corrections Accountability Framework and the accompanying Template for Results Reporting and Monitoring in order to be able to better report on narrowing the correctional gap between Aboriginal and non-Aboriginal offenders.
Partner Support Capability for Released Offenders: Support of partners and communities that, and citizens who, provide critical services and resources to released offenders may be lost. Maintenance of a national citizen engagement governance structure.
Radicalized Offenders: Adequate resources that are required to address the risks posed by radicalized offenders may not be in place. Enhancements to information-sharing to identify and manage these types of offenders.
Physical Healthcare Capability for Offenders: Deliver of essential physical healthcare services to offenders may not be adequate. Development and implementation of a Continuous Quality Improvement program in Health Services that includes accreditation by Accreditation Canada. Continue implementation of essential services framework, regional pharmacies and drug formulary.
Safety and Security: The required level of safety and security within operational sites may not be maintained. Development of a more comprehensive gang management strategy and interdiction strategy, implementation of interventions to reduce self-harm and unnatural deaths of offenders, implementation of a community staff safety program, and revisions to community supervision policies.
Pandemic Readiness: Pandemic readiness may not be effective. Contingency operational plans are in place should cases be identified in any of CSC's institutions.
Mental Healthcare Capability for Offenders: Professional standards and appropriate levels of mental healthcare services for offenders may not be met. Implementation of management action plans in response to the Community Mental Health Initiative evaluation; seeking renewal of the Community Mental Health Initiatives; and continue to implement the Institutional Mental Health Initiative.
Workforce Health: Improvements to the health of its workplace may not occur. Collaboration with the key stakeholders to implement a structured wellness program that includes prevention and the promotion of health and wellness to address areas of concern for employees.
Operational Deployment Model: The effective implementation of the new operational deployment model may not occur. Monitoring and evaluation of the implemented Institutional Management Structure and Correctional Officer Deployment Standards.
Effective and Representative Workforce: An effective and representative workforce may not be achieved. Implementation of Strategic Plan for Human Resources Management for 2009-2010 to 2011-2012.
Training and Development Capacity: Workforce training and development that is essential for the future may not be provided. Strengthen governance and review learning and development policies.
Information Management/Information Technology: During a disaster, system infrastructure and platform stability, or critical services may not be maintained. Ongoing investments in processes to test & monitor CSC's IT disaster recovery capacity for mission-critical applications.
Organizational Capability and Capacity: Timely adjustments to operations or the engagement of partners that are necessary to respond to changing government priorities may not occur. Implementation of an integrated and risk-based business planning process.

1.7 Expenditure Profile

Canada's Economic Action Plan

CSC is a participant in the horizontal initiative entitled Accelerated Federal Contaminated Sites Action Plan. CSC received $2.75M for 2009-2010. The Accelerated Federal Contaminated Sites Action Plan allows CSC to create supplementary work in the environmental services private sector in all regions where CSC has institutions. At the same time, the program eliminates contaminated sites that have been deemed hazardous to human health, wildlife and/or the environment and also reduces the financial liabilities these contaminated sites have on CSC properties.

The program performance is monitored by standard templates (spreadsheet reports), issued by Treasury Board Secretariat, which monitor expenditure forecasts, contracts committed and funds spent on a monthly basis which can be correlated over the course of time to assess the performance of CSC as an individual department as well as all federal organizations involved in this program.

2010-2011 Allocation of Funding by Program Activity

2010-2011 Allocation of Funding by Program Activity
[D]

The above figure displays the allocation of CSC funding by Program Activity for 2010-2011. CSC funding is primarily allocated to Program Activity 1 (Custody) as it relates to operations of institutions.

1.8 Voted and Statutory Items

This table illustrates the way in which Parliament approved CSC resources via main estimates.


Voted and Statutory Items displayed in the Main Estimates
($ millions)
Vote # or Statutory Item (S) Truncated Vote or Statutory Wording 2009-10
Main Estimates
2010-11
Main Estimates
30 Operating expenditures 1,779.2 1,918.0
35 Capital expenditures 230.8 329.4
(S) Contributions to employee benefit plans 194.5 212.8
(S) CORCAN Revolving Fund - -
Total 2,204.5 2,460.2


The budgetary Main Estimates for the Correctional Service of Canada are $2,460.2 million, a net increase of $255.7 million. This includes an increase of $138.2 million in Operating expenses, $98.6 million in Capital expenses and $18.9 million (Statutory) related to Employee Benefit Plan.