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ARCHIVED - RPP 2006-2007
Correctional Service Canada


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SECTION III: SUPPLEMENTARY INFORMATION

3.1 The Link to Canada's Performance Report 49

The central goal of the Government of Canada, as indicated in Canada's Performance 2005: The Government of Canada's Contribution, is to improve the quality of life of Canadians. All government policies, programs and activities are directed toward this key objective. Canada's Performance 2005 is structured around three main policy areas - Sustainable Economy, Canada's Social Foundations, and Canada's Place in the World. This year's report also features a special overview of the government's efforts to support improvement in the well-being of Aboriginal peoples. As indicated below, CSC contributes both directly and indirectly to Canada's Social Foundations under the Government of Canada's outcomes of Safe and Secure Communities and Healthy Canadians with Access to Quality Health Care.

49 Canada 's Performance: Annual Report to Parliament 2005 , Treasury Board of Canada, http://publiservice.tbs-sct.gc.ca/report/govrev/05/cp-rc-eng.pdf

CSC Link to Canada's Performance

Government of Canada Outcome

Direct

Indirect

Canada's Social Foundations

Safe and Secure Communities

  • Decreased levels of crime and victimization by offenders through the delivery of programs and services that reduce recidivism.
  • Enhanced community capacity to deliver programs and services that meet the needs of at-risk populations, through partnerships and formal arrangements with the voluntary sector.
  • Enhanced intelligence gathering and information sharing capacity both internally and with criminal justice partners which has allowed for a more cooperative response to ensuring security and safety in institutions and communities.

Maintain safe and secure communities

Reduced social costs of crime

Safe and secure communities

Canada's Social Foundations

Healthy Canadians with Access to Quality Health Care

  • Infectious diseases surveillance and control within federal institutions.
  • Provision of harm reduction programs, which contribute to offenders' ability to reduce high-risk behaviour.
  • Interdiction procedures that reduce the amount of illicit drugs getting into institutions.

 

Enhanced public health

Reduced costs to the health care system


In addition, CSC contributes to the Government's cross-cutting theme on Aboriginal peoples in the following way:

Direct

Indirect

  • Aboriginal community capacity development and engagement in the development and delivery of correctional services for Aboriginal offenders.
  • Improved health status of Aboriginal offenders.
  • Culturally-appropriate accommodation options for safe transition to communities.
  • Enhanced participation in education programs.
  • Development of employment and employability skills.

Improved life chances for individual Aboriginal offenders

Healthier and more economically viable Aboriginal communities

Enhanced Aboriginal relationship with the Government of Canada


3.2 Organizational Information

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

  • National Headquarters

Provides support to the Commissioner and delivers services to all of CSC including: provision of information to Parliamentary Committees, Central Agencies and the public; ministerial liaison; communications, correctional operations, human resource and financial management expert advice; corporate review and audit; performance assurance; policy and planning; program development; research; legal services and information management.

  • Regional Headquarters

Provides support for implementing national policies and programs, developing regional policies, plans and programs for performance measurement, human resource and financial management , federal/provincial/territorial relations, public consultation, and provision of information to the media, elected officials, interest groups and the public.

  • Institutional and Parole Offices - CSC manages 58 institutions, 16 Community Correctional Centres and 71 parole offices.
A description of institutional security level classifications (i.e., maximum, medium, minimum and multi-level) is provided in Section IV, Other Items of Interest

Map of Regions

The Commissioner is the Agency Head of the Correctional Service of Canada and is accountable to the Minister of Public Safety and Emergency Preparedness.  An Executive Committee of national and regional officials sets the vision and agenda for correctional services delivery. Specific functions are depicted in the following chart and outlined in the sections below:

Chart

The Senior Deputy Commissioner is accountable to the Commissioner. His main role is to support the Commissioner, focus on the management of operational and strategic issues, provide oversight of policy and program development for Aboriginal offenders, and act as Commissioner when required.

The five Regional Deputy Commissioners are responsible for the management of CSC operations within their respective regions, implementation of correctional policy, and leadership in providing advice on criminal justice system matters. 

The Deputy Commissioner for Women is responsible for effective policy and program development and oversight for program delivery for women offenders.

The Assistant Commissioner, Correctional Operations and Programs is responsible for the integrity of community and institutional operations across CSC for improving the development and delivery of health care, security, case management, and program development.

The Assistant Commissioner, Policy and Research is responsible for corporate policy and research in support of the government agenda; federal, provincial, territorial and international relations; and fairness and equity of correctional practices through offender redress mechanisms and delivery of services under the Access to Information Act and the Privacy Act.

The Assistant Commissioner, Performance Assurance is responsible for ensuring mechanisms are in place to analyze, monitor and measure CSC performance on delivering correctional results. In addition, Performance Assurance is accountable for internal audit, evaluation, internal disclosure programs and integrated business planning. The Assistant Commissioner is currently the Senior Values and Ethics Officer.

The Assistant Commissioner, Corporate Services is responsible for informatics and technological support, technical services, finance and materiel management and for the Comptroller's Branch.

The Assistant Commissioner , Human Resource Management is responsible for the development of human resource management strategies, management of administrative and human resource activities and interpretation of policies, directives and guidelines.  

The Assistant Commissioner, Communications and Citizen Engagement is responsible for leadership in the development of the voluntary sector and communication engagement initiatives, for the implementation of communication policy, and for the development and implementation of strategies to improve media and public understanding of CSC's mandate, policies and programs, through outreach activities and public consultation, as well as the design, production, dissemination and evaluation of multi-media products.

The Executive Director, Executive Secretariat is responsible for Ministerial liaison and Parliamentary relations to support the Commissioner and the Minister in fulfilling CSC's mandate.

The Director and General Counsel, Legal Services Unit provides advice on legal risks in the development of correctional policy, programs and services, as well providing legal advice to CSC on litigation.

3.3 Financial Tables

Table 1: Departmental Planned Spending

 

Forecast Spending

Planned Spending

Planned Spending

Planned Spending

($ millions)

2005-2006

2006-2007

2007-2008

2008-2009

Care and Custody

1,153.3

1,225.5

1,220.0

1,242.1

Rehabilitation and Case Management

443.9

483.9

473.6

467.0

CORCAN

74.4

73.2

73.2

73.2

Budgetary Main Estimates

1,671.6

1,782.6

1,766.8

1,782.3

Less: Respendable revenue (CORCAN)

74.4

73.2

73.2

73.2

Total Main Estimates

1,597.2

1,709.4

1,693.6

1,709.1

Adjustments

 

 

 

 

  • Collective agreements and TB recoverable salaries

54.2

 

 

 

  • Carry Forward

30.2

 

 

 

  • Funding to improve the integration of offenders in the community

3.3

 

 

 

  • Funding to respond to amendments to the Corrections and Conditional Release Act in order to strengthen community safety

2.0

 

 

 

  • Funding for Public Service Modernization Act

1.6

 

 

 

  • Contaminated sites

1.1

 

 

 

  • Use of federal facilities in New Brunswick to house provincial offenders

1.0

 

 

 

  • CSC portion of Canadian Strategy on HIV/AIDS

0.9

 

 

 

  • Health Information Management System

0.4

 

 

 

  • Funding for Audited Financial Statement Project

0.2

 

 

 

  • Additional resources from Official Language Innovation Program

0.1

 

 

 

  • Government On-Line

0.1

 

 

 

  • Archambault Institution

 

6.3

 

 

  • After Care Agencies - Room & Board

 

3.6

3.6

3.6

  • Mandatory Minimum Penalties

 

2.1

19.0

55.7

  • DNA Databank

 

0.1

0.1

 

  • Interim treatment of amount "recovered" by Justice Canada for services provided from April 1 to December 31, 2005

-1.0

 

 

 

  • PWGSC - planned procurement savings program

-1.6

-5.9

 

 

Total Adjustments

92.5

6.2

22.7

59.3

Total Planned Spending

1,689.7

1,715.6

1,716.3

1,768.4

 

 

 

 

 

Total Planned Spending

1,689.7

1,715.6

1,716.3

1,768.4

Less: Non-respendable revenue

11.2

10.9

10.8

10.7

Plus: Cost of services received without charge

87.9

86.6

87.1

87.6

Total Departmental Spending

1,766.4

1,791.3

1,792.6

1,845.3

Full Time Equivalents

14,693

14,829

14,945

15,123


 

Table 2 - Program Activities

2006-2007

 

Budgetary Non-budgetary

 

 

Program Activity

 

 

 

Operating

 

 

 

Capital

 

 

Grants

Con-tributions and other Transfer Payments

Gross

 

 

 

Res-pendable Revenue

 

 

Net

Loans, Investments and Advances

Total Main Estimates

Adjust-ments (Planned Spending not in Main Estimates)

 

Total Planned Spending

 

 

 

 

 

 

 

 

 

 

 

 

Care and Custody

1,083.6

141.5

0.3

0.1

1,225.5

 

1,225.5

 

1,225.5

2.6

1,228.1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rehabilitation and Case Management

462.0

20.5

0.2

1.2

483.9

 

483.9

 

483.9

3.6

487.5

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CORCAN

73.2

0.0

0.0

0.0

73.2

73.2

0.0

 

0.0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total

1,618.8

162.0

0.5

1.3

1,782.6

73.2

1,709.4

0.0

1,709.4

6.2

1,715.6


Table 3: Voted and Statutory Items listed in the Main Estimates

Vote or Statutory Item

Truncated Vote or Statutory Wording

Main Estimates

2006-2007

Main Estimates

2005-2006

 

 

 

 

40

Operating expenditures

1,380.7

1,296.3

 

 

 

 

45

Capital expenditures

162.0

138.2

 

 

 

 

(S)

Contributions to employee benefit plans

166.7

162.7

 

 

 

 

 

Total Department

1,709.4

1,597.2


Table 4: Services Received Without Charge

($ millions)

2006-2007

2007-2008

2008-2009

 

 

 

 

  • Accommodation provided by Public Works and Government Services Canada (PWGSC).

11.9

11.9

11.9

 

 

 

 

  • Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds), Employer's contribution to employees' s insured benefits plans and expenditures paid by TBS.

67.4

68.1

68.7

 

 

 

 

  • Workers' Compensation coverage provided by Social Development Canada.

5.2

4.9

4.7

 

 

 

 

  • Salary and associated expenditures for legal services provided by the Department of Justice Canada.

2.1

2.2

2.3

 

 

 

 

Total 2006-2007 - Services received without charge

86.6

87.1

87.6


Table 5: Summary of Capital Spending by Program Activity

 

Forecast Spending

Planned Spending

Planned Spending

Planned Spending

($ millions)

2005-2006

2006-2007

2007-2008

2008-2009

 

 

 

 

 

Program Activity

 

 

 

 

 

 

 

 

 

Care & Custody

124.5

141.5

122.0

122.1

 

 

 

 

 

Rehabilitation & Case Management

13.7

20.5

11.2

7.1

 

 

 

 

 

CORCAN

0.0

0.0

0.0

0.0

 

 

 

 

 

Total

138.2

162.0

133.2

129.2


Table 6: Loans, Investments and Advances (Non-Budgetary)

Not applicable.

Table 7: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue

 

 

 

 

($ millions)

Forecast Revenue

Planned Revenue

Planned Revenue

Planned Revenue

 

2005-2006

2006-2007

2007-2008

2008-2009

CORCAN Revolving Fund

74.4

73.2

73.2

73.2

Total Respendable Revenue

74.4

73.2

73.2

73.2

 

 

 

 

 

 

 

 

 

 

Non-Respendable Revenue

 

 

 

 

($ millions)

Forecast Revenue

Planned Revenue

Planned Revenue

Planned Revenue

 

2005-2006

2006-2007

2007-2008

2008-2009

 

 

 

 

 

Care and Custody

 

 

 

 

Psychiatric Services - Contracted

1.0

1.0

1.0

1.0

Board & Lodging - Inmates

0.6

0.6

0.6

0.6

 

 

 

 

 

Inmate Maintenance Contracted -

(Federal-Provincial Agreements)

1.6

1.6

1.6

1.6

Proceeds from Sales

4.8

4.5

4.4

4.3

Refund of Previous Year's Expenditures

0.6

0.6

0.6

0.6

Adjustment to Payables at Year-End (PAYE)

1.1

1.1

1.1

1.1

 

 

 

 

 

Rehabilitation and Case Management

 

 

 

 

Refund of Previous Year's Expenditures

0.3

0.3

0.3

0.3

Adjustment to Payables at Year-End (PAYE)

0.6

0.6

0.6

0.6

Other Non-Tax Revenue

0.6

0.6

0.6

0.6

 

 

 

 

 

Total Non-Respendable Revenue

11.2

10.9

10.8

10.7

 

 

 

 

 

Total Respendable and Non-respendable Revenues

85.6

84.1

84.0

83.9


Table 8: Revolving Funds

Statement of Operations

($ millions)

Forecast Spending

Planned Spending

Planned Spending

Planned Spending

 

2005-2006

2006-2007

2007-2008

2008-2009

Respendable Revenue:

74.4

73.2

73.2

73.2

Expenses

 

 

 

 

Operating

 

 

 

 

  • Cost of goods sold

55.9

57.8

57.8

57.8

  • Operating expenses

18.5

15.4

15.4

15.4

 

74.4

73.2

73.2

73.2

Surplus (Deficit)

0.0

0.0

0.0

0.0

 

 

 

 

 

 

 

 

 

 

Statement of Cash Flows

($ millions)

Forecast Spending

Planned Spending

Planned Spending

Planned Spending

 

2005-2006

2006-2007

2007-2008

2008-2009

Surplus (deficit)

0.0

0.0

0.0

0.0

Add non-cash items

 

 

 

 

  • Provision for Employee Termination Benefits

0.6

0.8

0.8

0.8

  • Amortization of fixed assets

1.2

1.4

1.8

2.0

  • Amortization of deferred charges

0.0

0.0

0.0

0.0

  • Allowance for doubtful accounts

0.0

0.0

0.0

0.0

Changes in Current Assets and Liabilities

 

 

 

 

  • Deferred charges

0.0

0.0

0.0

0.0

  • Accounts Receivables

(1.0)

2.3

0.3

0.1

  • Inventory

0.6

1.2

0.5

0.5

  • Accounts Payable

2.0

(1.8)

(1.0)

(1.0)

  • Payment on changes in provision for Employee Termination Benefits

0.6

0.4

0.6

0.6

Investing Activities

 

 

 

 

Capital Assets Purchased

(4.0)

(4.3)

(3.0)

(3.0)

Cash Surplus (Requirement)

0.0

0.0

0.0

0.0

 

Projected Use of Authority

($ millions)

Forecast Spending

Planned Spending

Planned Spending

Planned Spending

 

2005-2006

2006-2007

2007-2008

2008-2009

 

 

 

 

 

Authority*

5.0

5.0

5.0

5.0

 

 

 

 

 

Drawdown:

 

 

 

 

  • Balance as at April 1

4.8

5.0

5.0

5.0

  • Projected surplus (drawdown)

0.0

0.0

0.0

0.0

Projected Balance at March 31

4.8

5.0

5.0

5.0

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


Table 9: Resource Requirements by Branch or Sector (Sub-Activities)

2006-2007

($ millions) Care and Custody Rehabilitation and Case Management CORCAN (Revolving Fund) Total Planned Spending

 

 

 

 

 

Security

581.4

 

 

581.4

Health Care

144.5

 

 

144.5

Institutional Services

110.1

 

 

110.1

Accommodation Services

392.1

 

 

392.1

Case Management

 

282.4

 

282.4

Program Development & Delivery

 

178.9

 

178.9

Inmate Pay

 

26.2

 

26.2

Total

1,228.1

487.5

0.0

1,715.6

Note: CORCAN operates as a Revolving Fund and, as a consequence, the net impact on financial resources is nil.


Table 12: Details on Project Spending

($ millions) Current Estimated Total Cost Forecast Spending to March 31, 2006 Planned Spending 2006-2007 Planned Spending 2007-2008 Planned Spending 2008-2009 Future Years' Spending Requirement

Care and Custody

 

 

 

 

 

 

A) New Accommodation Projects

 

 

 

 

 

 

Archambault New CRSM & Redevelopment

50.3

0.5

1.8

8.0

12.7

26.1

Prairie Women's 23-Bed Medium

25.0

 

 

 

1.0

24.0

Stony Mountain Maximum Annex

36.0

 

0.5

6.0

10.5

19.0

RHC Pacific-Expansion

71.6

0.1

 

 

 

 

B) Major Asset Preservation & Infrastructure Projects

 

 

 

 

 

 

Springhill Institution Redevelopment

31.3

6.1

10.0

3.2

1.9

 

Leclerc Redevelopment

64.0

 

 

 

1.0

63.0

Cowansville Redevelopment

48.8

0.6

14.8

20.5

7.2

4.2

Millhaven Redevelopment

80.0

 

0.5

3.0

5.5

71.0

Collins Bay Institution Redevelopment

63.1

23.0

23.0

7.8

1.0

 

Joyceville Redevelopment

60.0

 

 

1.0

3.0

56.0

Saskatchewan Penitentiary Redevelopment

160.0

1.2

6.0

20.0

25.0

106.0

Edmonton Redevelopment

70.0

 

0.5

3.0

5.5

61.0

Kent Redevelopment

70.0

 

0.5

3.0

5.5

61.0

Note: CSC delegated authority level is $18 million according to TB decision of December 14, 1995; therefore, only capital projects with total estimated value of $18 million or above have been individually listed.


Table 17: Horizontal Initiatives

CSC participates actively in many horizontal initiatives but does not lead any.

Table 18: Sustainable Development Strategy 

Department/Agency:

Correctional Service Canada

Points to address

Departmental Input

1. How does your department/ agency plan to incorporate SD principles and values into your mission, vision, policy and day-to-day operations?
  • The CSC Mission is about the protection of society through assisting offenders to become law-abiding citizens. CSC's Sustainable Development (SDS) Strategies incorporate environmental goals, objectives and targets to its Mission , policies and operations with a view to minimizing its negative environmental footprint.
2. What Goals, Objectives and Targets from your most recent SDS will you be focusing on this coming year? How will you measure your success?

 

  • CSC will pursue progress towards meeting its targets. All targets sunset in either 2007 or 2010. CSC's targets are measurable, time-bound and focused on outcomes. CSC will continue to work horizontally within the interdepartmental community on issues such as the greening of government operations. Our next SDS will surely address areas where we may yet improve on our SD performance.
3. Identify any sustainable development tools, such as Strategic Environmental Assessments or Environmental Management Systems that will be applied over the next year.
  • CSC's Environmental Management System is captured in 10 Environmental Guidelines that lay out roles and responsibilities regarding regulatory and performance issues. A policy on Strategic Environmental Assessments has been drafted and will come into force in the coming weeks.

 


Table 19: Internal Audits and Evaluations

Audits commenced in fiscal year 2005-2006 and to be completed in fiscal year 2006-2007 include:

Audit Project

Type of Audit

Drug Interdiction

Assurance

Occupational Health & Safety

Assurance

Compensation & Benefits

Assurance

Staffing

Assurance

Regional Financial Review

Assurance

Fire Safety

Assurance

Evaluation reports expected to be produced in 2006-07:

  • Education Delivery Services - cost-benefit analysis
  • Impact of the implementation of uniforms for front line staff in women offender institutions
  • Education Service delivery to offenders - description of delivery models across the country
  • Education Service Delivery to offenders - cost-effectiveness analysis of each regional model
  • Safer Tattooing, harms reduction initiative pilot

Multi-year evaluations where a report is expected next fiscal year or beyond:

  • Women offenders' Mental Health program unit at Institute Philippe-Pinel
  • Correctional Management Learning Center
  • Effectiveness of CSC's offenders' Employment & Employability Program on correctional results (including Inmate Pay as an incentive to change)