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 SECTION 2 ANALYSIS OF PROGRAM ACTIVITIES

This section presents each Program Activity in detail vis-à-vis expected results as reported in CSC’s 2007-2008 Report on Plans and Priorities. The table below is a summary of where each plan is situated within the Program Activity Architecture.

Program Activity	Departmental Priority	Plans
Care and Custody Administering a sentence through reasonable, safe, secure and humane custody	Safety and Security in Institutions: Safety and security for staff and offenders in our institutions Community transition: Safe transition of eligible offenders into the community Mental Health: Improved capacity to meet the mental health needs of offenders.	Institutional Staff Safety * Community Staff Safety * Clarify Roles & Responsibilities of Frontline Staff * Strategic Intelligence * Strategic Plan to Reduce Illicit Drugs in Institutions
		Infectious Diseases * Community Mental Health Initiative * Intake Mental Health Assessment Pilot Projects
Rehabilitation and Case Management Assisting in the safe rehabilitation and reintegration of offenders into communities	Community transition: Safe transition of eligible offenders into the community Aboriginal Offenders: Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders	Electronic Monitoring * Offender Intake Assessment Process * Improve Population Management for Aboriginal Offenders * Classification Tools for Women Offenders * Systemic Policy Barriers * Horizontal Collaboration on Aboriginal issues
		CommunityPrograms * Violence Prevention * Aboriginal Programming
CORCAN Assisting in the safe reintegration of offenders by providing employment and employability skills	Community transition: Safe transition of eligible offenders into the community	Employment Continuum * National Employment Strategy for Women
Corporate Services49	Management: Strengthened Management Practices	Respond to the Public Service Employee Survey * Promote Values and Ethics * Internal Communications * Strengthen Human Resources Management

 

 2.1 Care and Custody Program Activity

Description of Program Activity: Administering a sentence through reasonable, safe and humane custody.

CSC is mandated to provide custody to offenders in a secure and safe environment while preparing eligible offenders for a safe release. As CSC institutions are, by necessity, isolated from society, CSC provides for many of the day-to-day needs of offenders in custody. The Care and Custody Program Activity includes a wide range of activities that address health and safety issues, including providing basics such as food, clothing, mental, and physical health care. It also addresses security within (as well as outside) the walls of institutions, including secure facilities, drug interdiction, and appropriate control practices to prevent incidents such as an escape or an assault on staff or inmates.⁵⁰

Expected Result:  Reasonable, safe, secure and humane custody

For Fiscal Year 2007-2008, the corporate priorities associated with the Care and Custody Program Activity were:

• Safety and security for staff and offenders in our institutions;
• Safe transition of eligible offenders into the community; and
• Improved capacity to meet the mental health needs of offenders

The total planned and actual spending, and human resource allocations, related to this Program Activity were:

2007-2008 Total Financial Resources ($ millions)

Planned Spending	Authorities	Actual Spending
1,410.3	1,556.3	1,460.3

2007-2008 Total Human Resources (full-time equivalents)

Planned	Actual	Difference
11,005	10,594	- 411

2.1.1 The Plans and Results

Institutional and Staff Safety

Ensuring the security and health of offenders as well as that of CSC employees are fundamental to CSC’s mandate. The following outlines results based on the plans in the 2007-2008 Report on Plans and Priorities.

Staff safety is an ongoing concern for the Service. In response, additional tools to improve security measures have been implemented. For example, CSC has provided stab-proof vests to correctional officers in its maximum-security institutions.

A further measure taken by the Service in 2007-2008 to address increased supervision of CSC’s highest risk offenders was the creation of additional correctional officer positions at the Special Handling Unit. The Special Handling Unit is where the most serious offenders in Canada serve their sentences, in CSC’s Quebec region.

Also at maximum-security institutions, CSC has continued the delivery of specialized training modules for select correctional officers in the areas of gang management and related safety measures. Representatives from each region were trained in this specialization so that they could then provide ongoing training to frontline staff.

Implementation of firearm improvements is also on target. Phase one is underway, which involved the decision to replace .38 calibre revolvers with 9 millimetre pistols, based on assessments of both cost and equipment quality. The contract was awarded for the 9 millimetre pistols in July 2008. Phase two will involve the replacement of existing 9 millimetre and .223 calibre rifles to a new singular .223 calibre rifle; while Phase three will include replacing existing 12 gauge shotgun with a newer model and conversion of gas guns from the current 37 to a 40 millimetre gas gun platform. Specification development for rifles has also been started.

CSC has also considered various additional security intervention tools. Taser technology was deemed to be worthy of further investigation. To this end, the Executive Committee approved a pilot project in February 2004, to take place at two sites. The Emergency Response Team members and Health Services staff at both sites have been extensively trained. The development of an appropriate Health Care protocol, as well as a number of investigations and Commissions undertaken by various outside agencies, delayed the implementation of the pilot project. The Kennedy Report from the Commission for Public Complaints against the RCMP is currently being reviewed by CSC and a determination will be made in the near future as to the direction CSC will take with respect to Taser technology.

Non-lethal and new methods of deploying tear gas products have been piloted at two maximum-security institutions. Various aspects related to the training; both positive and negative were considered and it was concluded that further assessment at multiple sites was required in order to obtain a sufficient amount of comparative data.

Additional security interventions evaluated by the Service include 40 millimetre impact munitions pepper spray and specific direct impact munitions. These assessments will continue in 2008-2009.

Another initiative undertaken by the Service in 2007-2008 to contribute to the safety of both staff and offenders is the assessment of pandemic contingency plans. Such reviews were completed for institutions and for the community. Contingency plans are reviewed annually.

Community and Staff Safety

CSC continually strives to improve the safety and security of its staff who work with offenders in the community. In Fiscal Year 2007-2008, CSC explored implementing a staff safety program for community Parole Officers. Project planning got underway in the spring of 2008, and CSC expects to implement the Community Staff Safety Pilot Program in fall 2008.

The Community Staff Safety Pilot Project will utilize a central support system to monitor the safety and security of community staff while they are conducting supervision contacts (or related duties) with offenders in the community. Community staff will be provided with a handheld device that is equipped with a distress button and voice recording and Global Positioning System capabilities.

The Community Staff Safety Pilot Program will be implemented in the Central Ontario and Nunavut District. Decisions on implementing the program nationally will flow from the assessment of the pilot.

In addition, the Service addressed its commitment to implement safety training standards for all community staff members (non-Parole Officers), which will serve to enhance staff safety. The target group consists of all clerical staff working in community operations, including Case Management Assistants and Program Clerks. The newly developed training standard, entitled Community Personal Safety Training for Clerical Staff, includes condensed Parole Officer training and has been approved for the 2008-2009 National Training Standards. Individuals meeting this standard will be provided with the necessary tools and knowledge to develop additional skills which will enhance their personal safety in their interactions with offenders.

CSC also amended community supervision policies to incorporate strengthened processes to address community staff safety. All relevant policy directions regarding staff safety were integrated into the new Commissioner’s Directive 715 "Community Supervision Framework", which was promulgated in October 2007.

A further initiative was the provision of additional resources for community infrastructure including CSC’s small parole offices. A recommendation to increase resources in this area was approved in June 2007. Additional resources were allocated to CSC’s small parole offices in 2008-2009.

As planned, in April 2007, CSC provided funding to support the Community Safety Committee, jointly chaired by CSC/Union of Solicitor General Employees. The Committee's mandate is to examine issues and recommend measures related to community staff safety in, but not limited to, the areas of staff training, technological support, facility standards, operating policies and practices, and resources. The Committee held four national meetings in 2007-2008, as per the Terms of Reference for this forum. The meeting minutes are distributed internally and policy issues are also provided to the CSC National Joint Occupational Health and Safety Policy Committee.

Clarifying Roles and Responsibilities of Frontline Staff

The majority of CSC employees work directly with offenders either inside CSC facilities or in the community. In 2007-2008, the Service committed to implement several new processes to clarify the roles and responsibilities of various frontline staff positions.

Work continues towards completion of a new Parole District Infrastructure. National Generic Work descriptions for District Director, Associate District Director and Area Director positions have been developed and approved, and staffing actions in relation to these positions is complete. The Parole Officer Supervisor Work Descriptions and accompanying staffing strategy were reviewed and approved by CSC’s National Human Resource Management Committee in October 2007. Due to workload pressures in 2007-2008 however, classification reviews for the three remaining National Generic Work Descriptions were delayed. Decisions for these positions are anticipated in fall 2008, as it is first necessary to identify and address infrastructure gaps in relation to the new structure.

 Over the past year, new correctional officer schedules have been implemented at all CSC sites across the country. A national committee of CSC and union representatives developed a more effective and efficient correctional officer scheduling practice. Each site now has an institutional committee (which includes employer and union representatives) that works with a scheduling committee to develop sustainable scheduling solutions. As a result, schedules are adapted to take into consideration the quality of life for frontline staff who work in a correctional environment and schedules are now also more cost effective. The national committee will continue to review and approve scheduling revisions to ensure CSC adheres to the principles of effective scheduling as outlined in the Correctional Officer Collective Agreement⁵¹. Furthermore, a training package on the principles has been provided to all scheduling committees and will be reviewed on an ongoing basis.

Implementation of a new institutional management structure was completed in September 2007, including the publication of a new corresponding Commissioner's Directive. The new policy established national management and reporting structure standards for operational units in both institutions and community districts.

CSC has taken steps towards the introduction of new Correctional Officer Deployment Standards. These new standards will assist in regulating security activities and enhance supervision capacities and interactions with offenders. However, this project was postponed in 2007-2008 to ensure alignment with the recommendations identified in the CSC Review Panel Report. The Transformation Team is currently reviewing the Panel Recommendations and moving forward on several initiatives that will impact the recommended Deployment Standards.

Consultation with the various unions, partners and stakeholders is currently ongoing to finalize the Deployment Standards with a planned implementation date of April 1, 2009.

Strategic Intelligence

In addressing the increasingly complex offender population, CSC has made enhancements to its strategic intelligence capacity, including the completed implementation of the Security Intelligence Network at the institutional level during 2007-2008. The Network contributes to an overall increase in the ability of CSC and its criminal justice partners to mitigate and respond effectively to security threats by enhancing traditional intelligence gathering, analysis and dissemination of security intelligence information.

In 2007-2008, CSC increased its videoconferencing capacity enabling inmates to participate in court and administrative meetings without leaving the institution. This feature guarantees a safer court hearing, while also reducing transportation costs for the provinces and CSC.

In response to the commitment to introduce several key elements of CSC’s Gang Management Strategy, the Service has completed "Train the Trainer" sessions with representatives from each region. This training provides the necessary tools to assist correctional officers in gang awareness. In addition, CSC participated in a two-month project at the end of 2007-2008 related to the Management of Aboriginal gangs in institutions and in the community (The MAGIC Project). CSC partnered with the Canadian Intelligence Services of Alberta, Saskatchewan and Manitoba, as well as representatives from CSC institutions, the community and unions. This project aims to address the multidisciplinary approach needed to improve knowledge on Aboriginal gang structure and activities in the Winnipeg area.

Measures to reduce illicit drugs in institutions

CSC continues its efforts to reduce the introduction of illicit substances within its institutions. Elements of the Drug Audit have been implemented including an update on Commissioner’s Directive 85 (National Drug Strategy), the implementation of a human resources management strategy and a revised policy on staff searching. In 2008-2009, the Transformation Team will address the implementation of a revised national policy on processes for searching, detaining and arresting individuals believed to be introducing drugs into an institution; as well as establishing a visitors’ database, increased institutional security staff, drug detection dogs and handlers, new contraband detection equipment, and new communication tools. The Service will also sponsor an international symposium on practical solutions to combat drugs in 2008-2009.

Infectious Diseases

The prevention and management of infectious diseases among the federal offender population is a priority for CSC. Accordingly, the Service has taken steps to enhance existing programs to provide inmates with the knowledge and skills necessary to lead healthier lives and to prevent the acquisition and transmission of infectious diseases both in CSC institutions and in the community following release. Throughout 2007-2008, CSC:

• expanded health promotion initiatives to encourage healthy behaviours by inmates within the correctional environment by establishing Regional Health Promotion Coordinator positions;
• improved discharge planning activities for offenders with complex infectious diseases re-entering into the community, through the issuing of discharge planning guidelines and the creation of coordinator positions in discharge planning who keep focus on offenders’ needs through coordination and consultation with institutional services and community partners; and 
• delivered Aboriginal-specific public health programming in the Pacific and the Prairie Regions via Aboriginal Health Coordinators.

Community Mental Health Initiative

While CSC is experiencing pressures in all areas of health care service delivery, it is in the area of mental health services that CSC is facing its most serious challenges, as discussed in Section 1. The following activities detail the results of CSC’s work in the area of Community Mental Health for 2007-2008:

• Created 44 new clinical positions to improve discharge planning and clinical service delivery to offenders;
• Delivered two-day national Community Mental Health training to approximately 600 frontline workers, including halfway house staff, at selected parole sites;
• Monitored existing mental health contracts to provide specialized services to offenders with mental disorders in the community;
• Expanded data collection for a national evaluation of the Community Mental initiative in keeping with the Results-Based Management Accountability Framework; and
• Enhanced services in the community for women and Aboriginal offenders. This including the implementation of several contracts to specifically address the mental health needs of these two populations. In addition, CSC delivered specialized mental health training focused on the needs and risks of both Aboriginal and women offenders with mental health disorders to front-line staff.

Intake Mental Health Assessment Pilot Projects

In 2007-2008, CSC finalized the development and piloted a computerized Mental Health Intake Screening System. Full Implementation will begin in 2008-2009. This system will enable CSC to systematically screen and identify the mental health needs of inmates at intake and provide more accurate data on the prevalence of mental health problems in the offender population.

2.1.2  Key performance and other indicators

The following data addresses CSC’s performance in 2007-2008 in relation to the Care and Custody Program Activity. Although the number of offenders flowing through institutions has increased over the last five years, the number of incidents has declined slightly, and the rate of major incidents has remained relatively stable. This suggests that staff efforts at managing the changing offender profile have had some limited success.

 

Major Institutional Incidents Details⁵²

		03-04	04-05	05-06	06-07	07-08
Major Disturbance		14	3	12	6	15
Murder - Staff		0	0	0	0	0
Murder - Inmate		7	2	3	3	0
Hostage Taking / Forcible Confinement		9	5	6	5	3
Suicide		9	9	10	9	5
Assault on Staff		0	0	1	0	1
Assault on Inmate		40	31	37	40	49
Inmate Fight		6	6	5	12	6
Escapees from Maximum		0	0	0	0	0
Escapees from Medium		1	1	0	0	0
Escapees from Minimum		54	31	26	37	33
Escapees from Multi-Level		1	1	0	0	0
Escapees from Escort (Max)		0	0	0	0	0
Escapees from Escort (Med)		0	0	0	0	0
Escapees from Escort (Min)		0	0	0	0	0
Escapees from Escort (Multi)		1	0	0	0	0
Major Institutional Incidents Total	year	142	89	100	112	112
	3-year average	136	120	110	100	108
Institutional Flowthrough	year	18,534	18,624	19,040	19,569	20,021
	3-year average	18,567	18,582	18,733	19,078	19,543
Rate	year	0.8%	0.5%	0.5%	0.6%	0.6%
	3-year average	0.7%	0.6%	0.6%	0.5%	0.6%

In 2007-2008, of the approximate⁵³ 21,000 federal offenders under the supervision of CSC, there were thirty-one offender deaths. Twenty-two of these were categorized as by natural causes, four were cases of suicide, one overdose, and four were categorized as "other"⁵⁴.  Although the numbers of certain institutional incidents have decreased, CSC is still working to improve results.

In spite of the increasing numbers of offenders being supervised in the community over the last five years, the number and rate of community incidents has declined overall. In 2006-2007, there was a dramatic decline in major assault occurrences, which remained fairly stable through 2007-2008. With respect to sexual assault incidents, despite an increase in 2006-2007 the rate declined in 2007-2008. Other incidents that have declined include murder and armed robbery, yet occurrences of robbery and unlawful confinement have increased.

The following table shows the number and rate of incidents in the community.

		2003-04	2004-05	2005-06	2006-07	2007-08
Murder		4	12*	7	7	5
Attempted Murder		8	4	2	5	8
Sexual Assault		14	15	15	26	21
Major Assault		61	59	42	13	15
Hostage Takings		1	2	0	1	1
Unlawful Confinement		4	1	3	3	11
Armed Robbery		-	-	-	51	24
Robbery		124	94	112	65	90
Other		19	21	19	16	11
Total	year	235	208	200	187	190
	3-year average	229	227	214	198	192
Community Flowthrough	year	16158	16,144	16,354	16,358	16,599
	3-year average	16,380	16,226	16,219	16,285	16,437
Incident Rate	year	1.5%	1.5%	1.3%	1.2%	1.1%
	3-year average	1.4%	1.4%	1.4%	1.3%	1.2%

 2.2 Rehabilitation and Case Management Program Activity

Description of Program Activity: Assisting in the safe rehabilitation and reintegration of offenders into communities.

Case management begins when offenders enter the correctional system, and continues for as long as they are under sentence, whether in an institution or in the community. Case management is closely aligned with rehabilitation. Incarceration and supervision alone do not produce the long-term changes that many offenders require in order to lead productive, law-abiding lives in the community. Correctional interventions, which include programs in the institution and in the community, are necessary to help bring about positive changes in behaviour. These interventions are aimed at addressing problems that are directly related to offenders’ criminal behaviour and that interfere with their ability to function as law-abiding members of society.

In 2007-2008, 8,483 offenders were granted some form of conditional release⁵⁵ into the community. In the same year, 3,360 offenders had their conditional release revoked and were re-admitted to federal custody for the following reasons: 2,183 for a technical violation of their conditional release; 833 for the commission of a new offence; 336 for an outstanding charge; and 8 for "other" reasons.

Expected Result:  Safe reintegration into the community when appropriate and consistent with the law

For Fiscal Year 2007-2008, the priorities associated with this Program Activity were:

• Safe transition of eligible offenders into the community; and
• Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders.

The total planned spending and human resource allocations related to this Program Activity were:

2007-2008 Total Financial Resources ($ million)

Planned Spending	Authorities	Actual Spending
496.7	543.6	508.1

2007-2008 Total Human Resources (full-time equivalents)

Planned	Actual	Difference
4,101	4,370	269

2.2.1  The Plans and Results

Activities surrounding the rehabilitation and case management of federal offenders are an integral part of CSC’s day-to-day business. The following outlines the results based on plans outlined in the 2007-2008 Report on Plans and Priorities.

Electronic Monitoring

The resource assessment, program purpose, goals and scope for the Electronic Monitoring Program pilot for offenders under community supervision were developed in 2007. However, CSC was unable to implement the pilot as planned. A new program was designed and went into implementation in August 2008.

The Electronic Monitoring Program Pilot utilizes Global Positioning System technology. The one-piece device can track offenders on a 24/7 basis. The system  functions by having the offender wear an ankle bracelet that reports the offenders’ position to a monitoring network. Based on the offenders release conditions, areas are programmed into the system to identify/alert the monitor when the offender enters a restricted area.

Consistent with CSC’s policy and legislative framework, the Electronic Monitoring Program Pilot will contribute to public safety by providing additional offender supervision and monitoring tools for staff in our community offices.

The purpose of the Electronic Monitoring Pilot Program is to:

• Test CSC’s capacity to manage information received through Electronic Monitoring Program Pilot technology;
• Ensure that an appropriate policy framework and response protocols are in place;
• Assess staff readiness to use Electronic Monitoring as a tool to assist in monitoring higher-risk offenders in the community;
• Identify, in conjunction with police, appropriate response protocols when an electronic monitoring alert/alarm is registered; and
• Identify future needs and requirements in relation to a larger-scale, national electronic monitoring program.

The Pilot has been implemented for testing in the Ontario. A maximum of 30 offenders will be approved to participate in the program pilot at any one time. Upon the Pilot’s conclusion, CSC will assess the viability of the technology, as well as the efficacy of using Electronic Monitoring as a supervision tool.

Offender Intake Assessment Process

The purpose of CSC’s Offender Intake Assessment Process is to place offenders in the most appropriate institution to address both security and offender needs. This process normally takes 70 to 90days. It is designed to assist the Service in the timely preparation for the safe reintegration of offenders, in order to protect society. In 2007-2008, it was determined that a valid but streamlined Offender Intake Assessment process could be completed in 45 days for certain types of offenders. A revised Offender Intake Assessment process is currently under development as part of the Transformation agenda.

One component of the Offender Intake Assessment process, the Dynamic Factor Identification and Analysis was also revised and tested at operational units. The pilot showed that the reduced scale (reduced by approximately 100 items), was effective. Consultations indicated the need for further work to be completed in the context of the overall Intake Assessment Process. A report on the pilot test will be completed by December 2008 and additional testing will be completed in 2009 to finalize the new instrument.

Improve Population Management for Aboriginal Offenders

The delivery of Aboriginal-specific Correctional Programs requires a contingent of trained and qualified Program Facilitators. The 2007- 2008 Fiscal Year saw the hiring of 25 addditonal Aboriginal Correctional Program Officers across the regions bringing the current number to forty-three. Ongoing recruitment efforts will see this number continue to rise. Training initiatives in the areas of Substance Abuse, Violence Prevention, Family Violence, and Women Offender Programming saw the cross-training of approximately seventy-five Program Facilitators and Elders. Noteworthy is a Regional Program Managers Symposium held in February 2008. As a result of this event, regions are now more autonomous in their capacity to provide regionally-based training and quality assurance of Aboriginal Correctional Programs.

Program development was also focused on a much needed Aboriginal Women’s Maintenance Program. This program was developed under contract with Native Counselling Services of Alberta in 2006- 2007 but was implemented across the regions in the 2007- 2008  Fiscal Year. As well, with a goal of holistic healing, adaptations were made to the "Spirit of a Warrior Program" (violence prevention for women offenders) to include the issues of substance abuse and gang associations. The needs of Inuit offenders were addressed through adaptations to the Aboriginal Offender Substance Abuse Program, the High Intensity Aboriginal Offender Family Violence Program, and the "In Search of Your Warrior" Program. This included the translation of program manuals into Inuktitut.
 
Correctional Programs were formally evaluated in 2007. The evaluation measured achievements and outcomes and included findings and recommendations with the intent of guiding decisions regarding the design and delivery of the targeted Correctional Programs. The evaluation examined violence prevention programs, family violence programs, substance abuse interventions, sex offender programs, life skills interventions, and community maintenance programs. Where appropriate, this included Aboriginal Correctional Programs within these respective domains. The Evaluation found that positive correctional outcomes, such as reductions in re-offending, were associated with offenders who participated in institutional and community-based programs. The evaluation report also associated these positive outcomes with a cost-saving attributed to reduced re-offending. The final report is scheduled for release in the fall of 2008.

Aboriginal Perceptions training to improve understanding of Aboriginal culture and history was also developed. In 2007-2008, the Service held "Train the Trainers" sessions to train appropriate facilitators to deliver such training. Parole Officers in CSC’s Prairie Region, where the majority of the federal Aboriginal offender population is situated, have now received Aboriginal perceptions training. The remaining Parole Officers will receive this training in 2008-2009. While this training is geared towards front-line staff, it has also been adapted for National and Regional Headquarters employees to improve the overall understanding of Aboriginal culture and spirituality when developing policies and new programs.

In 2006-2007, CSC implemented a Northern Corrections Framework to partner with the Provinces and Territories in addressing the unique needs of Inuit offenders. This initiative is geared towards facilitating the reintegration of offenders to their northern home communities upon release. In 2007-2008, the Service worked with Nunavut to plan a needs assessment for federal offenders who wish to return to the Territory upon their conditional release. This included assessing housing options and the provision of specialized training to Territorial staff to address the unique needs of northern offenders.

Security Classification Tool for Women Offenders

The main purpose of this pilot is to gather information and to establish cut-off scores for the Security Classification Scale. There was a delay in the development of the culturally-sensitive actuarial dynamic risk assessment tool for women due to unforeseen complications. The pilot project started in January 2008 in New Westminster, Edmonton, Toronto and Montreal, and will continue until December 31, 2008. There is a need to assess a minimum of 200 new Warrant of Committal admissions (new sentences) prior to completion of this pilot project. Upon completion of the pilot project, the contractor will require approximately two months to assess the information and make the necessary recommendations for change.

Field testing will then commence in order to verify the information collected during the pilot. CSC will work with the contractor to organize the training needed to begin field testing which will be on a larger scale than the current pilot project in 2009.

Systemic Policy Barriers

A formal policy consultation process is now in place to ensure that all new Commissioners’ Directives are reviewed through an Aboriginal lens to ensure the needs of Aboriginal offenders are considered prior to approval by the Commissioner. Potential systemic barriers in the areas of inmate redress and inmate discipline were examined, given that the existence of institutional charges is a key factor in correctional decision making for participation in Work Release, Temporary Absences and conditional release.

Horizontal Collaboration on Aboriginal Issues

CSC is represented on the Federal Steering Committee on Inuit Priorities, established by Indian and Northern Affairs Canada in December 2007. Broader government direction on a Northern Strategy will dictate how this agenda will proceed. A revised organization structure to address gaps in external collaborative capacityfor the Directorate was approved in March 2008.

Community Programs

The promotion of the Community Maintenance Program which assists offenders to continue the change they’ve made as a result of other program taken continues to be a priority for the Service. Finding a better balance between institutional and community programs is a key recommendation made by the CSC Review Panel.

A recent evaluation found that male and female offenders who participated in a community maintenance program were more likely to have positive community correctional outcomes when compared to their respective comparison groups. Offenders who participated in the Community Maintenance Program were 40% less likely to re-offend and 56% less likely to re-offend violently than those who did not participate.
 
CSC’s Maintenance Programs were developed based on best practices and accredited by an international panel of experts. These programs are delivered within a clearly defined management structure and staff undergo rigorous training and quality review. During the 2007-2008 Fiscal Years, a number of activities were undertaken to ensure the Service would achieve the expected results. In particular, three national trainings and six refresher trainings were delivered. This resulted in 42 staff being trained within the Fiscal Year, 17 of whom were individuals who work for CSC’s Community Partners. As a result of the efforts, the number of active facilitators increased with an associated increase in offender enrolments. Specifically, the number of enrolments increased from 347 to 444 offenders during this time period. The Community Maintenance Programs funding levels and expenditures have increased 46.4% from 2005 to 2008. This increase is due to gradual internal reallocations within the Correctional Program Budget.

The Attitudes, Associates and Alternatives program is a crime prevention program that targets crime committed for gain such as the risk factors associated with property, fraud or drug trafficking offences not related to substance abuse. The program’s implementation priority is linked to the Speech from the Throne (2007) which specified the need to address the serious problem of property crime. The program was developed, piloted and implemented in Fiscal Year 2007-2008 across CSC with the exception of Québec where it was piloted in July 2008. Currently, 58 institutional and community sites have the capacity to implement the program and 98 program facilitators have been trained to deliver the program to offenders.

CSC contributed towards the Department of Public Safety Circles of Support and Accountability Service Delivery Conference in January 2008 and will continue to provide assistance towards this important initiative which works with offenders upon release who have little or no community support. The National Crime Prevention Council has received a proposal for a multi-site intervention augmentation project in order to provide sufficient data for a rigorous independent third-party evaluation of the program.

Ongoing investment in Community Chaplaincy initiatives is being supported. This is an integral element of the continuum of effective spiritual service delivery. Chaplaincy engages the faith communities as a source of volunteers and support both during the period of incarceration and successful reintegration. New resources were provided to support participation in active dialog at the Interfaith Committee on Chaplaincy with representatives from Canadian Faith Communities, regarding community reintegration needs and faith-based partnerships.

Violence Prevention

A pilot for the delivery of Violence Prevention and Substance Abuse Programs to male offenders who are undergoing intake assessment has been implemented. In order to target the criminal behaviour of offenders serving short sentences, these effective correctional programs were modified to be delivered as early as possible in an offender’s sentence. This has been implemented successfully in all reception centres in all five regions.

A June 2008 summative evaluation was conducted on both programs. Both demonstrated significant success, cost-effectiveness and relevancy. The evaluation found that when compared to those who did not participate in the Violence Prevention Program, offenders who participated were 41% less likely to be returned to custody for a new offence and 52% less likely to be readmitted with a new violent offence. Those who completed the Substance Abuse Program were 45% less likely to return to custody for a new offence and 63% less likely to be readmitted with a new violent offence.

During Fiscal Year 2007-2008 CSC provided one day of training to 1,757 Parole Officers on dealing with resistant offenders, as part of the Parole Officer Continuous Development Program. This training based on basic principles of motivational interviewing, includes techniques to both motivate resistant offenders and to reinforce positive behaviour.

In support of the priority to reduce violence, the Service piloted and initiated the implementation of the Moderate Intensity Violence Prevention Program in 2007-2008. Four training sessions, including a "Train the Trainer" session, were held to facilitate regionally based training. This resulted in 46 CSC staff being trained which, in turn, allowed the program (at Moderate Intensity) to be delivered at 12 sites in 2007-2008 with 244 offenders enrolled in the program. Regions are now in a position to provide further training to increase facilitators and thus program availability. Eight Violence Prevention Program trainings have already been scheduled in 2008-2009. As a result, an increase in offender enrolments in the Violence Prevention Program is anticipated.

A program that addresses violence prevention specifically for women offenders has been developed, and the first group of facilitators were trained in January 2008. The pilot project was successfully implemented at four women’s institutions across the country between February and April 2008.

Training for Correctional Program Officers on violence prevention for women (Women’s Violence Prevention Program) has been developed and delivered. Correctional Program Training is not normally evaluated separately and is usually subsumed under Program Evaluation; however, the performance measures are in place to conduct an evaluation.

Aboriginal Programming

An Aboriginal Relapse Prevention/Maintenance Program has been developed and successfully integrated in the Community Maintenance Program. A recent evaluation of the Community Maintenance Program for Aboriginal offenders demonstrated that Aboriginal male offenders who were exposed to the Community Maintenance Program, were 42% less likely than the comparison group to return to custody for any form of recidivism including technical revocations. Aboriginal Community Maintenance Program group members were 53% less likely to return to custody for a new offence, and 59% less likely to be readmitted for a new violent offence than those who did not take the program.

The recommendations from the Preliminary Evaluation of the Aboriginal-specific high intensity violence prevention program "In Search of Your Warrior" were implemented in 2007-2008. A recent evaluation demonstrated however that there were no significant differences in the likelihood of returning to custody with a new offence or violent offence between offenders who participated in the program and those who did not. CSC will retain the program and examine ways to enhance its impact.

Revisions have been made to the "Spirit of Your Warrior Program", a violence prevention program targeted for female Aboriginal offenders. Components were added to address substance abuse and gang membership components.

2.2.2 Key Performance and Other Indicators

The cornerstone of CSC’s correctional model is a comprehensive assessment that leads to an integrated Correctional Plan for every federal offender. To maximize the effectiveness of the Correctional Plan, particularly with sentences of four years or less, the Plan must be promptly and accurately completed if offenders are to obtain maximum benefit from their incarceration. The Plan is incomplete until the Post-Sentence Community Assessment is received and the information incorporated.

The table below indicates that the case preparation process is functioning reasonably well. An increasing inmate population is putting some pressure on completing reports on time, and as a result, streamlining strategies are being examined to improve performance.

The percentage of correctional plans completed on-time has increased since 2005-2006. At the same time, the number of offenders flowing through the institutions has been steady over the past five years. In 2007-2008, 8,747 offenders were admitted to federal custody, and 89% of these offenders had their correctional plans completed in the required time frames.⁵⁶  With the increasing incidence of shorter sentences in the federal system completion of correctional plans in the required timeframes is an ongoing challenge.

 

Timeliness of Completion of Correctional Plans and Post-Sentence Community Assessments

	2003-04	2004-05	2005-06	2006-07	2007-08
% Correctional Plans Completed On-time	93%	83%	81%	88%	89%
% Post Sentence Community Assessments Completed On-time	92%	90%	90%	93%	94%

Number of Successful Transfers to Lower Security Levels

Offenders are gradually transferred from higher to lower security levels to prepare for release back to the community.⁵⁷  Offender transfers to lower security level are only done where there is a reduction in the risk presented by the offender. Such transfers are considered successful when the offender does not return to a higher security level for at least 120 days. Only transfers due to programming needs or for security reclassification are included in the statistics below.

	2003-04	2004-05	2005-06	2006-07	2007-08
% Transfers to Lower Security Completed Successfully	95%	94%	95%	94%	95%

Programs serve as a critical vehicle in providing offenders with the skills they will require to find work, control their behaviour, make better choices, and overcome addictions in order to live a law-abiding lifestyle. Offenders are encouraged to participate and fully complete a program to obtain the maximum benefit from it.

Offender Program Outcomes⁵⁸ by Type of Program

		2003-04	2004-05	2005-06	2006-07	2007-08
Violence Prevention Programs	All Outcomes	649	577	560	488	568
	% Completions	65%	62%	62%	65%	80%
Sex Offender Programs	All Outcomes	1,370	1,213	1,123	1,087	1,047
	% Completions	59%	59%	58%	63%	67%
Substance Abuse Programs	All Outcomes	5,257	5,048	5,250	5,473	5,505
	% Completions	63%	60%	62%	66%	68%
Family Violence Prevention Programs	All Outcomes	977	748	822	847	652
	% Completions	78%	69%	73%	74%	75%
Living Skills Programs	All Outcomes	3,622	2,995	2,822	2,536	1,239
	% Completions	76%	76%	78%	79%	81%
Community Correctional Programs	All Outcomes	487	563	610	764	1,082
	% Completions	59%	64%	58%	55%	66%
Special Needs Programs	All Outcomes	144	189	151	285	160
	% Completions	45%	52%	42%	53%	59%
Women Offender Programs	All Outcomes	149	300	358	405	282
	% Completions	52%	39%	35%	28%	37%
Aboriginal Initiative Programs	All Outcomes	268	290	220	304	179
	% Completions	49%	35%	37%	29%	60%
Educational Programs	All Outcomes	11,915	11,346	11,136	10,733	10,436
	% Completions	29%	30%	30%	31%	31%
Personal Development	All Outcomes	1,425	615	499	282	315
	% Completions	89%	92%	74%	91%	70%

The data shows that the percentage of program completion has increased or remained stable for almost all Offender Programs. This is particularly significant with respect to the improved results for the Violence Prevention Programs, Community Correctional Programs and Aboriginal Initiative Programs, as they are linked to the commitments made in the 2007-2008 Report on Plans and Priorities. While not part of these specific commitments, improving the percentage of completion for Education Programs is part of CSC’s Transformation agenda.

 2.3 CORCAN Program Activity

Description of Program Activity: Assisting in the safe reintegration of offenders by providing employment and employability skills.

Employment and employment-related skills are major factors in an offender’s ability to pursue a crime-free life. Many offenders lack specific training or qualifications in a field of work but also lack the behavioural and planning skills needed to maintain work once they have acquired marketable skills.

CORCAN is a Special Operating Agency of CSC which functions via a revolving fund. This Agency contributes to the safe reintegration of offenders into Canadian society by providing employment and training opportunities to offenders incarcerated in federal penitentiaries and to offenders after they are released into the community.⁵⁹

For Fiscal Year 2007-2008, the strategic priority associated with the CORCAN Program Activity was:

• Safe transition of eligible offenders into the community.

Expected Result:  Provision of work opportunities and employability skills to offenders

2007-2008 Total Financial Resources ($ millions)

Planned Spending	Authorities	Actual Spending
0.0	13.6	-4.5

2007-2008 Total Human Resources (full-time equivalents)

Planned	Actual	Difference
385	438	53

CORCAN experienced unprecedented sales growth⁶⁰ in 2007-2008. As a consequence, staff levels increased from the original plan to support the increased demand.

2.3.1  The Plans and Results

Employment Continuum

The Employment Continuum, aimed at providing inmate employment assistance from intake to post-release, has been implemented. As part of the skills training component, over 6,700 third-party certifications were issued. Obtaining vital documents, such as Birth Certificates and Social Insurance Numbers, continues to be an issue for some inmates. CSC will continue to work in 2008-2009 with the various jurisdictions involved to seek solutions.

In addition, a National Employment Skills program was delivered at 34 minimum and medium-security institutions. Over 250 inmates received certificates from the Conference Board of Canada for successful completion of this program, as was targeted for the year.

National Employment Strategy for Women

The implementation of the National Employment Strategy for Women continued in 2007-2008 as scheduled. Guiding Circles, an assessment process specifically for Aboriginal offenders was piloted at the Edmonton Institution for Women, the Fraser Valley Institution and at the Okimaw Ohci Healing Lodge. The next step will be the implementation of Guiding Circles in all Women’s Institutions in 2008-2009.

In Fiscal Year 2007-2008, 598 certifications were earned by women including 153 for the Workplace Hazardous Materials Information System. CORCAN continues to work with sites for the diversification of employment opportunities and skills development within women’s institutions. CSC supported such programs as the Core Construction Training Project, Horticultural Programs and Certification Cooking Courses.

With regards to the National Employment Skills Program, there is now a trainer at all women’s institutions, and 29 women received certificates in Fiscal Year 2007-2008. The National "Train the Trainer" course was completed in partnership with CORCAN. A National Social Integration Program Training was also delivered by CSC and as of December 2007, all women’s institutions now have a trainer.

These results will help to enhance women offenders’ abilities to acquire the skills and knowledge necessary to obtain meaningful employment in the institution and in the community, which is a key component of their safe transition back to the community.

The implementation of the National Employment Strategy has a two-year implementation period, and as such, the implementation of the plan continues.

2.3.2 Key Performance and Other Indicators⁶¹

1. Number/percentage of inmates enrolled in employment training:

• 4,430 male and 135 female inmates worked a total of 2.850 million hours in CORCAN shops - an increase of 10% from 2006-2007.
• 12,537 male and 533 female inmates worked in other assignments through Institutional Operations.
• 9,544 offenders stayed in one work assignment within CORCAN and CSC over 90 days (research indicates that a minimum of 90 days is required to maximize skill development).

The focus in 2007-2008 remained on ensuring that employment training opportunities were provided to those inmates assessed at intake as having some or considerable need in this area. Despite our efforts, 1,265 (21%) non-Aboriginal male offenders still had an employment gap at the end of the Fiscal Year - a result similar to 2006-2007. Aboriginal male offenders had an employment gap of 20%.

The employment gap for non-Aboriginal women offenders increased from 16% in 2005-2006 to 23% in 2006-2007. The gap for Aboriginal women offenders increased from 22% in 2006-2007 to 29% in 2007-2008.

2. Number of certificates earned:⁶²

6,739 certificates issued by provincial or industry organizations were earned in 2007-2008: 1,452 by Aboriginal men, 4,689 by non-Aboriginal men, 188 by Aboriginal women, and 410 by non-Aboriginal women.

The average age of the offenders who earned certificates was 36 years old. This can be broken down into these categories: Ages 18-30 earned 2,482 certificates,  ages 31-40 earned 2,198 certificates, ages 41-50 earned 1,612 certificates, ages >51 earned 447 certificates.

The majority of certificates were in Basic Food Safety, Workplace Hazardous Materials Information System, Safe Start Pre-employment, First Aid, Construction Safety and Recognition, National Employability Skills Program.

3. Number of offenders receiving services⁶³ at community employment centres:

  A total of 3,214 offenders received employment counselling and job placement services, of which 2,980 were men and 234 were women.

4. Number of offenders finding employment in the community:

1,869 offenders (1,758 men and 111 women) found employment with the assistance of a CORCAN Community Employment Centre, an increase of 16% from 2006-2007.

Improving employment training programs and offenders’ employment skills are part of the objectives of the Correctional Transformation Agenda.

 2.4 Corporate Services: CSC’s Management Improvement Agenda

While not formally part of CSC’s Program Activity Architecture, CSC’s management improvement agenda influences all Program Activities across the organization.

For example, CSC entered into a Master Service Agreement with the National Parole Board whereby CSC assumes responsibility for providing all information technology services to the National Parole Board, including the development and management of the Board’s portion of the Offender Management System. The objectives are to:

• ensure greater effectiveness in shared operations and greater efficiency in the use of  resources and expertise; and
• empower the management cadre to direct the information technology functions in the best interests of both organizations.

In addition, CSC has completed a disaster recovery exercise for National Headquarters, as well as an information technology disaster recovery plan for Regional offices.

Responding to the Public Service Employee Survey

The co-developed Public Service employee survey action plan (CSC and bargaining agents) targetted the health of the organization. This Action Plan purposely identified areas to improve CSC’s health workplace. More specifically, the following initiatives have been undertaken during this period:

• Joint Anti-harassment training is ongoing and being delivered at each site. Competency profiles for harassment coordinator positions have been established. Guidelines on managing the harassment complaint program are being finalized. Roles and responsibilities related to the management of harassment have been clarified in the revised instrument of delegation. The use of external facilitators and investigators for harassment was approved in 2007-2008 and a monitoring framework for facilitators and investigators will be developed.
  
• Training in awareness for grievances: The roles and responsibilities relevant to the grievance process have been published. Roles and responsibility changes are in the Instrument of Delegation in the area of Human Resources document⁶⁴. Presentations on the new instrument of delegation and roles and responsibilities have been delivered to all Regional Management Committees by NHQ Labour Relations.

Conflict Management training for managerswas delivered from between April 2007 and March 2008 to approximately 1,440 managers/supervisors and union representatives across Canada. The course was designed to improve skills necessary for various levels of Conflict Management by giving the participants further knowledge on how to prevent conflicts from becoming disputes and resolve disputes when they occur. An ongoing training and program maintenance proposal is under development by the Informal Conflict Management System office.

The roles and responsibilities relevant to the grievance process have been published. Roles and responsibility changes are in the Instrument of Delegation document⁶⁵.

Labour Management Consultation Committee commitments and Commissioner’s Dashboard reporting have been implemented in order to assist the Service to monitor and review its corporate indicators. Some of the indicators include harassment complaints and grievances.

Promoting Values and Ethics

Focus group sessions were held in the fall of 2007 and information from the sessions has been compiled and communicated, including being used in Ethical Leadership and Ethics training sessions.

Workshops on Ethics have been conducted at 17 pilot sites and involved over 1,300 participants in the training on ethical decision-making and ethical dialogue. Assessments from participants found a significant majority of staff viewed the sessions as directly applicable to their work. To maintain the momentum, subsequent sessions are planned for the balance of employees at these sites before the end of fiscal 2008-2009. Other workshops will be delivered upon request.

The mandate of the Ethics Advisory Committee has been revised and approved. The Committee is established for the purpose of ensuring that ethical values are embedded throughout the organization. To achieve this, the Committee will provide independent objective advice and considered opinion on ethical issues or concerns within the Service.

Work descriptions for the Informal Conflict Management System co-ordinators have been classified and approved. Staffing commenced in 2007-2008 and will be completed in 2008-2009. Regional Conflict Management Advisors are responsible for providing informal conflict management services throughout their regions. These services include, but are not limited to, coaching, facilitated discussions, mediation, and delivery of conflict management training.

Internal Communications

A number of new and improved print and electronic publicationshave been developed and implemented as part of efforts to enhance internal communications. These include an Internal Communications guide and sector-specific newsletters. In 2007-2008 several areas of the organizations started the newsletters. In August of 2008, a message was sent encouraging other groups to follow suit. Further improvements have been made to the weekly internal electronic newsletter News@Work, including developing a number of series of feature stories on key CSC and Public Service- wide initiatives (e.g., International Women’s Week). The series were well received by staff so will be continued. A publications plan has been developed to establish a national inventory of CSC publications and to evaluate future publications needs.

The Service has increased the frequency and improved the efficacy of face-to-face meetings, teleconferences, and training sessions through the increased use of multimedia presentations including developmental web sites.

CSC Awards policy was last updated in 1994 and was no longer in line with practices in other federal departments. Changes were made to update, clarify and reorient the policy from awards to a recognition program that values people for their contribution and ensures national consistency for recognition. The new CSC Recognition policy was approved in spring 2008.

The Internal Communications Advisory Committee met in March 2008. The Committee, which includes representatives from a variety of levels across the organization, was consulted on communications activities and products. Consultation with the committee will be ongoing to ensure communications are clear and effective.

Staff receive regular, ongoing messages to keep them informed of CSC priorities and initiatives. For example, a phased, comprehensive internal communications plan on the CSC Review/Transformation was developed and is being implemented to ensure that employees are aware of the changes to the organization and are engaged in the Transformation. Every message also provides a feedback mechanism, in the form of an internal mailbox, so that employees can make comments on messages.
 
The Service also took steps in the last year to provide staff with information at the same time or earlier than the public. Enhanced internal communications through the use of internal messages, policy notices, News@work, etc. has assisted in informing staff of key initiatives in a timely manner.

Tracking and delivery on National Labour Management Consultation Committee commitments has been improved through the establishment of a secretariat. The Labour Relations for Managers training program has been reviewed and the pilot was planned for June 2008.

An Internal Communications Survey was held in March 2008 in order to evaluate ongoing efforts to build internal communications capacity. This survey is a follow-up to a previous survey, permitting CSC to evaluate current initiatives and identify areas for improvement. Staff can provide comments and feedback through several methods, including by e-mail through internal communications mailboxes.

Conducting face-to-face meetings with staff via town hall meetings, visiting sites and addressing employee groups continues to be an internal communications priority. The Commissioner and Senior Deputy Commissioner traveled across Canada in early 2008 to speak to regional management teams about the recommendations of the Independent Review Panel and the Transformation Agenda. Information-sharing sessions were held with NGOs, partners and stakeholders to engage key partners in advancing the Transformation Agenda.

The "Coffee with the Commissioner" which provides staff at all levels an opportunity for informal access to the Commissioner [initiative at National Headquarters], is ongoing. In 2007-2008, nine sessions were held.

The Commissioner’s Bridge-Building Award was created to recognize best practices in enhancing internal communications and horizontal coordination between employees at National Headquarters and in the regions. In 2007-2008, a representative from each region, as well as one from National Headquarters was presented with this Award.

Strengthen Human Resources Management

The CSC Strategic Plan for Human Resource Management 2007-2010, was launched in April 2007. CSC is one of 17 departments to have met the Clerk of the Privy Council’s commitment to have the Plan posted on CSC’s Intranet and Internet Sites. The Strategic Plan for Human Resource Management provides direction for addressing human resource priorities in CSC in order to mitigate risks and support the business needs of the organization as outlined in the Report on Plans and Priorities. A comprehensive business gap analysis was conducted including a review of the regional resource indicators for the Strategic Plan for Human Resource Management.

In reference to the Human Resources Management Policy Framework⁶⁶, various Labour Relations policies as well as the Area of Selection Policy have been updated. Additional policies will be reviewed as per the three-year review cycle 2007- 2010.

The Performance Management Program now has commitments for the CSC Executive cadre that are aligned to the corporate objectives. Performance Agreements must now demonstrate that the four key leadership competencies are achieved.

In an effort to build Human Resources capacity, a development program for Human Resources Advisors is in the final consultation phase. In November 2007, a National Learning Forum for Human Resources Advisors was held. In February 2008, a Compensation Community Forum was held.

In order to contribute to the modernization of Human Resources process tools, CSC has undertaken the following major initiatives:

• CSC is pursuing the feasibility of developing an automated tool addressed to managers for Integrated Human Resource Planning. An initial prototype has been developed including the completion of identification of its key components. A decision to pursue the development of this tool will be taken in fall 2008.
  
• CSC has also launched a Business Process Re-engineering exercise. The first major deliverable of this important initiative is underway including "Express Lane Staffing".
  
• Development began in 2007-2008 on a Human Resource Planning Framework that will be submitted for approval in the summer of 2008. This framework is aligned with the CSC planning cycle.

CSC has developed 17 comprehensive workforce profiles. These have been completed for each occupational group in CSC’s workforce; however, this will be an ongoing exercise in order to reflect the largest occupational groups in CSC. The workforce profiles provide ten-year trends related to population, regions, employment equity, retirement rates, etc. The profiles are shared with all managers, employees and stakeholders. An updated cycle process of these profiles has also been implemented to ensure accurate and timely information. These profiles are updated at the beginning of each Fiscal Year.

All of the Human Resources Strategies related to Aboriginal Initiatives; to the Institutional Management Review, to Health Services Governance and to the District Infrastructures have been launched and implementation is well underway. For example:

• The Aboriginal Strategy: CSC and the Canadian Human Rights Commission began working together to create an Aboriginal employment program unique to the CSC which will allow CSC to recruit Aboriginal people beyond employment equity Labour Market Availability numbers.
  
• The Human Resources Institutional Management Structure: The structure was put into place on September 4, 2007. Most key management positions were already staffed while the remaining management positions were staffed during the remainder of the Fiscal Year.
  
• The Human Resources Health Strategy: Three staffing strategies for the Health Services governance was developed which include a comprehensive plan for the creation, classification, and staffing of all new professional and support staff positions.

A National Recruitment Strategy has also been implemented. The strategy includes an Aboriginal-specific recruitment plan. A Recruitment Framework has also been implemented. With enhancements in the areas of infrastructure; communication; outreach activities; and selection processes. To date, a national and regional specialised recruitment infrastructure has been created and positions are being staffed. CSC revamped its branding and several outreach activities have been conducted to attract and recruit new staff in all major occupational groups of the organization.

In the next year, the current recruitment models and tools used will be reviewed in order to be streamlined and modernized. Important emphasis is put on communicating recruitment activities to all levels of the organization to support managers in their staffing needs and involve them in recruitment activities to speak to their rewarding daily experiences and challenges.

The CSC Succession Planning Framework was approved in September 2007 for EX groups and EX feeder groups. This framework aims at creating a common understanding of succession planning, ensuring that CSC has a ready supply of qualified candidates for leadership roles, and that strategies are in place for knowledge transfer. This framework involves an integrated, systematic approach to identify, develop and retain talent for key positions. During the period under review CSC has implemented specific processes to internally identify talented individuals at the EX-1, EX-2 and EX-3 levels. Subsequent phases will be implemented in 2008-2009.

The re-designed Correctional Officers Training Program has been successfully piloted in the Pacific region. The evaluation report has also been completed. Based on the results, CSC will begin implementation commencing in the fall 2008 and all regions will be in a position to offer this training by summer 2009.

The re-designed Parole Officer Orientation Program has been developed. This revised version integrates the latest knowledge related to risk assessment, sex offender management and community supervision. It has been tested in the Atlantic region in summer 2008. National implementation is planned for the fall 2008.

The training for a revised Institutional Management Structureaims to train managers on change management and their revised roles and responsibilities under the new Management Structure. Each region identified individuals who were trained as facilitators. This training was delivered and completed in the fall of 2007.

The Employee Assistance Program framework has been implemented. This framework includes: targeted funding to support both counselling and the promotion of employee well-being and revisions of the Guidelines for the Employee Assistance Program in the area of Critical Incident Stress Management. The revisions provide clarification related to the definitions, principles, selection of volunteers and impartiality of interveners. In addition, these revisions also better reflect the current practices and trends of the field and further elaborate on the program’s framework. The revisions were completed during Fiscal Year 2007-2008 and were promulgated early in 2008-2009. These changes better support the provision of equivalent services across the Service.

The Grievance Delegation Strategyhas been implemented. Grievances are now being dealt with at a lower level and delegated managers have been trained on grievance management. This should make grievance management more efficient.

In reference to pursuing national consistency in the implementation of all collective agreements and clarification bulletins/communiqués to all regions are issued and cross-country briefing sessions are held when necessary. A Management Steering Committee which operates as a forum for consultation on all bargaining issues has been created.

CSC engages in regular internal and interdepartmental consultation, information-sharing and outreach sessions with the Treasury Board Secretariat, the National Joint Council and the Labour Relations Council. These sessions improve understanding/consistent application of Employer policies affecting all staff. It also maintains knowledge and provides an opportunity to discuss jurisprudence, precedents, policy application from the perspective of CSC’s unique operational reality.

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