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ARCHIVED - RPP 2007-2008
Correctional Service Canada


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SECTION 3: Supplementary Information

3.1 The Link to the Government of Canada's Performance Framework46

The whole-of-government framework groups all federal departments' Strategic Outcomes and Program Activities into 13 long-term benefits to Canadians-referred to as "Government of Canada Outcomes"-in three broad sectors: social, economic, and international.

Through two Program Activities - Care and Custody, and Rehabilitation and Case Management - CSC contributes directly and indirectly to the social affairs sector, under the Government of Canada Outcome, "Safe and Secure Communities".


Government of Canada Outcome CSC's Direct Contribution CSC's Indirect Contribution

Canada's Social Affairs

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, 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.

 


CSC's third Program Activity, CORCAN (included under Rehabilitation and Case Management in 2005-06), contributes primarily to the economic sector, under the Government of Canada Outcome, "Income Security and Employment for Canadians".


Government of Canada Outcome CSC's Direct Contribution CSC's Indirect Contribution

Canada 's Economic Affairs

Income Security and Employment for Canadians

 

  • Provision of work opportunities and employability skills to offenders, through work and training in institutions and support in finding employment when released to the community.

A larger, more productive Canadian workforce.


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


Directly Indirectly
  • 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.

CSC contributes in an important, but more indirect way, to other Government of Canada Outcomes, notably, "Healthy Canadians", via infectious diseases surveillance and control within federal institutions; provision of harm reduction programs that reduce the impact of high-risk behaviour; and interdiction procedures that reduce the amount of illicit drugs getting into institutions.


46 The Whole-of-Government Framework is used for Government reporting, as reflected in the annual Canada's Performance reports: http://publiservice.tbs-sct.gc.ca/report/govrev/06/cp-rc-eng.pdf.

 

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 the Executive Committee 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; infrastructure management; corporate review and audit; advice and guidance on values and ethics; performance assurance; policy and planning; program development; research; legal services and information management.

Regional Headquarters

Provides support to National Headquarters in developing policies and national programs; develops and implements regional procedures, plans and programs for performance measurement, human resources, financial management, federal/provincial/territorial relations, public consultation and citizen engagement, and provision of information to the media, elected officials, interest groups and the public.

Institutional/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 the Glossary, at the end of this report.

Map showing NHQ and Regions

The Commissioner is the Agency Head of the Correctional Service Canada and is accountable to the Minister of Public Safety.  An Executive Committee of national and regional officials sets the vision and agenda for correctional services delivery. Specific functions, as of February 2007, are depicted in the following chart and outlined in the paragraphs below47:

Organization - Specific functions, as of February 2007, are depicted in this chart and outlined in the paragraphs below

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 leadership on Aboriginal initiatives and oversight of policy and program development for Aboriginal offenders, oversee the incident investigation process, 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's performance on delivering correctional results. In addition, Performance Assurance is accountable for evaluation, internal disclosure programs, the informal conflict management system, integrated business planning and reporting, and also provides administrative support to the internal audit function. 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, facilities, 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 human resources-related 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 Chief Audit Executive is responsible for the effective management of the internal audit function, which is designed to assess and improve the effectiveness of risk management, control and governance processes within CSC.

The Director and General Counsel, Legal Services Unit provides advice on legal risks in the development of correctional policy, programs.


47 Although not a member of the Executive Committee, the Chief Audit Executive reports directly to the Commissioner.

 

3.3 Financial Tables


Table 1 –Program Activities
($millions)

2007-2008

 

Budgetary

Non-budgetary

 

Program Activity

Operating

Capital

Grants

Contributions and other Transfer Payments

Gross

Respendable Revenue

Net

Loans, Investments and Advances

Total Main Estimates

Adjustments (Planned Spending not in Main Estimates)

Total Planned Spending

 

 

 

 

 

 

 

 

 

 

 

 

Care and Custody

1,243.3

136.0

0.3

0.1

1,379.7

 

1,379.7

 

1,379.7

11.6

1,391.3

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rehabilitation and Case Management

471.2

17.7

0.2

1.2

490.3

 

490.3

 

490.3

6.4

496.7

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CORCAN

77.5

0.0

0.0

0.0

77.5

77.5

0.0

 

0.0

0.0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total

1,792.0

153.7

0.5

1.3

1,947.5

77.5

1,870.0

0.0

1,870.0

18.0

1,888.0


 


Table 2: Departmental Planned Spending and Full-Time Equivalents (FTEs)
($ millions)

Forecast Spending 2006-2007

Planned Spending 2007-2008

Planned Spending 2008-2009

Planned Spending 2009-2010

Care and Custody

1,225.5

1,379.7

1,414.9

1,449.6

Rehabilitation and Case Management

483.8

490.3

479.8

479.8

CORCAN

73.2

77.5

77.5

77.5

Budgetary Main Estimates

1,782.5

1,947.5

1,972.2

2,006.9

Less: Respendable revenue (CORCAN)

73.2

77.5

77.5

77.5

Total Main Estimates

1,709.3

1,870.0

1,894.7

1,929.4

Adjustments

 

 

 

 

Supplementary Estimates (A)

 

 

 

 

  • Operating budget carry forward (horizontal item)

30.1

 

 

 

  • Funding to address core operational requirements resulting from increases in the offender population and rising costs for energy, prescription drugs and legal services, as well as the expansion of the Collins Bay Institution

9.4

 

 

 

  • Less Expenditures Review Committee Savings – Procurement

-5.9

 

 

 

Supplementary Estimates (B)

 

 

 

 

  • Funding to address critical operating budget shortfall

23.0

 

 

 

  • Funding related to the transfer of responsibility for parole administration from the Province of British Columbia to the federal government

1.1

 

 

 

  • Funding for federal correctional facilities in New Brunswick (NB) to accommodate provincial offenders in that province

1.1

 

 

 

  • Less Spending authorities available from another Vote

-25.2

 

 

 

Other Adjustments

 

 

 

 

  • Funding for federal correctional facilities in NB to accommodate provincial offenders in that province

 

1.5

1.5

1.5

  • DNA Databank

 

0.1

0.0

0.0

  • Strengthening Victim Services

 

3.4

3.4

3.4

  • Funding related to the transfer of responsibility for parole administration from the Province of British Columbia to the federal government

 

6.4

4.6

4.6

  • Internal Audit – Government Wide Initiative

 

0.5

0.0

0.0

  • Capital Carry forward

 

6.1

0.0

0.0

  • Mandatory Minimum Penalities
  19.0 55.7 90.6

In year – Collective Agreement funding

161.7

 

 

 

In year – Collective Agreement EBP funding

32.3

 

 

 

Total Adjustments

227.6

37.0

65.2

100.1

Total Planned Spending

1,936.9

1,907.0

1,959.9

2,029.5

Total Planned Spending

1,936.9

1,907.0

1,959.9

2,029.5

Less: Non-respendable revenue

7.5

7.4

7.3

7.2

Plus: Cost of services received without charge

86.6

90.7

95.6

96.8

Total Departmental Spending

2,016.0

1,990.3

2,048.2

2,119.1

Full Time Equivalents

14,693

15,491

15,501

15,802


 


Table 3: Voted and Statutory Items
Vote or Statutory Item Truncated Vote or Statutory Wording 2007-2008
Main Estimates
2006-2007
Main Estimates

 

 

 

 

25

Penitentiary Service and National Parole Service--Operating expenditures, grants and contributions

1,529.5

1,380.7

 

 

 

 

30

Penitentiary Service and National Parole Service--Capital expenditures

153.7

161.9

 

 

 

 

(S)

Contributions to employee benefit plans

186.8

166.7

 

 

 

 

(S)

CORCAN Revolving Fund

-

-

 

 

 

 

 

Total Department

1,870.0

1,709.3

 

 

 

 

Explanation of the major differences between 2007-08 and 2006-07 Main Estimates

  • Net increase of $84.1 million related to various accommodation measures for the maintenance and housing of offenders as approved in the National Capital, Accommodation and Operations Plan.
  • An increase of $59.9 million for signed Collective Bargaining Agreements.
  • Other adjustments: $16.7 million.

 


Table 4: Services Received Without Charge

($ millions)

2007-2008

 

 

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

11.6

 

 

Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds).

70.7

 

 

Workers' Compensation coverage provided by Social Development Canada.

6.2

 

 

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

2.2

 

 

Total 2007-2008 - Services received without charge

90.7


 


Table 5: Summary of Capital Spending by Program Activity

($ millions)

Forecast Spending 2006-2007

Planned Spending 2007-2008

Planned Spending 2008-2009

Planned Spending 2009-2010

 

 

 

 

 

Program Activity

 

 

 

 

 

 

 

 

 

Care & Custody

116.2

136.0

126.9

121.5

 

 

 

 

 

Rehabilitation & Case Management

20.5

17.7

7.7

7.7

 

 

 

 

 

Total

136.7

153.7

134.6

129.2


 


Table 6: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue

 

 

 

 

($ millions)   Forecast Revenue 2006-2007 Planned Revenue 2007-2008 Planned Revenue 2008-2009 Planned Revenue 2009-2010

CORCAN (Revolving Fund)

73.2

77.5

77.5

77.5

Total Respendable Revenue

73.2

77.5

77.5

77.5

 

 

 

 

 

 

 

 

 

 

Non-Respendable Revenue

 

 

 

 

($ millions)   Forecast Revenue 2006-2007 Planned Revenue 2007-2008 Planned Revenue 2008-2009 Planned Revenue 2009-2010

 

 

 

 

 

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)

1.7

1.7

1.7

1.7

Proceeds from Sales

2.4

2.3

2.2

2.1

Refund of Previous Year's Expenditures

0.9

0.9

0.9

0.9

 

 

 

 

 

Rehabilitation and Case Management

 

 

 

 

Refund of Previous Year's Expenditures

0.1

0.1

0.1

0.1

Other Non-Tax Revenue

0.8

0.8

0.8

0.8

 

 

 

 

 

Total Non-Respendable Revenue

7.5

7.4

7.3

7.2

 

 

 

 

 

Total Respendable and Non-Respendable Revenues

80.7

84.9

84.8

84.7


 


Table 7: Revolving Funds

Statement of Operations

 

 

 

 

($ millions)   Forecast Spending
2006-2007
Planned Spending
2007-2008
Planned Spending
2008-2009
Planned Spending 2009-2010

Revenues

 

 

 

 

CORCAN Revenues

78.2

77.5

77.5

77.5

Other Revenues

0.0

0.0

0.0

0.0

Respendable Revenue

78.2

77.5

77.5

77.5

 

 

 

 

 

Expenses

 

 

 

 

Salaries & employee benefits

32.1

31.8

33.4

34.0

Depreciation

1.4

1.5

1.5

1.5

Repairs & maintenance

1.4

1.2

1.2

1.2

Admin & support services

8.1

8.1

8.1

8.1

Utilities, materials & supplies

35.2

34.9

33.3

32.7

Total Expenses

78.2

77.5

77.5

77.5

 

 

 

 

 

Surplus (Deficit)

0.0

0.0

0.0

0.0

 

 

 

 

 

Statement of Cash Flows

 

 

 

 

 

 

 

 

 

($ millions)   Forecast Spending 2006-2007 Planned Spending 2007-2008 Planned Spending 2008-2009 Planned Spending 2009-2010

Operating Activities

 

 

 

 

Surplus (deficit)

0.0

0.0

0.0

0.0

Add: Items Not Requiring Use of Funds

 

 

 

 

  • Provision for Employee Termination Benefits

0.4

1.7

0.4

0.4

  • Amortization of fixed assets

1.4

1.7

2.0

2.3

  • Amortization of deferred charges

0.0

0.0

0.0

0.0

  • Allowance for doubtful accounts

0.0

0.0

0.0

0.0

Cash surplus (requirement)

1.8

3.4

2.4

2.7

 

 

 

 

 

Changes in Current Assets and Liabilities

 

 

 

 

  • Deferred charges

0.0

0.0

0.0

0.0

  • Accounts Receivable

(0.9)

0.3

1.0

(0.7)

  • Inventory

0.6

(1.0)

(0.7)

0.5

  • Accounts Payable

0.5

(0.2)

(1.0)

0.5

  • Payment on changes in provision for Employee Termination Benefits

(0.8)

(0.3)

(0.4)

(0.3)

Total Changes

(0.6)

(1.2)

(1.1)

0.0

 

 

 

 

 

Net Financial Resources

1.2

2.2

1.3

2.7

 

 

 

 

 

Investing Activities

 

 

 

 

  • Capital Assets Purchased

(2.4)

(3.0)

(3.0)

(3.0)

Net Financial Resources

(2.4)

(3.0)

(3.0)

(3.0)

 

 

 

 

 

 

 

 

 

 

Net Financial resources used and Change in the Accumulated Net Charge against the Fund's Authority Account during the Year

(1.2)

(0.8)

(1.7)

(0.3)


 


Table 7 (continued): Revolving Funds

Projected Use of Authority

 

 

 

 

  ($ millions)   Forecast Spending
2006-2007
Planned Spending
2007-2008
Planned Spending
2008-2009
Planned Spending
2009-2010

 

 

 

 

 

Authority*

 

 

 

 

Authority – April 1

5.0

5.0

5.0

5.0

Adjustment to the Revolving Fund Authority

0.0

0.0

0.0

0.0

Sub-Total Authority - March 31

5.0

5.0

5.0

5.0

 

 

 

 

 

Drawdown

 

 

 

 

  • Balance as at April 1

11.7

10.5

9.7

8.0

  • Projected surplus (drawdown)

(1.2)

(0.8)

(1.7)

(0.3)

Sub-Total Drawdown - March 31

10.5

9.7

8.0

7.7

Projected Balance at March 31

15.5

14.7

13.0

12.7

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


 


Table 8: Resource Requirements (Sub-Activities)

2007-2008

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

 

 

 

 

 

Security

640.7

 

 

640.7

Health Care

176.3

 

 

176.3

Institutional Services

94.3

 

 

94.3

Accommodation Services

468.4

 

 

468.4

Case Management

 

282.0

 

282.0

Program Development & Delivery

 

181.5

 

181.5

Inmate Pay

 

26.8

 

26.8

CORCAN

 

 

0.00

0.0

Total

1,379.7

490.3

0.0

1,870.0

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


 


Financial Table 9 – User Fees
Name of User Fee Fee Type Fee-Setting Authority Reason for Planned Introduction of or Amendment to Fee Effective date of planned change Consultation and Review Process Planned

Access to Information Request

Regulatory Service(R)

Access to Information Act

CSC ATIP Compliance Manual

N/A Subject to ATIP Act

N/A

N/A


 


Table 10: Details on Project Spending
Care and Custody

($ millions)
Current Estimated Total Cost Previous Years Forecast Spending to March 31, 2007 Planned Spending 2007-2008 Planned Spending 2008-2009 Planned Spending 2009-2010 Future Years Spending Requirement

A) New Accommodation Projects

 

 

 

 

 

 

 

Atlantic Region Health Care Centre

40.0

0.0

0.0

0.0

0.2

1.0

38.8

Archambault Regional Mental Health Centre

32.8

1.6

0.5

1.8

5.0

7.0

16.9

Bowden – 140 Bed Reception Unit

32.0

0.0

0.0

0.0

0.0

0.7

31.3

Stony Mountain - 96 Bed Maximum Annex

27.0

0.0

0.0

0.0

0.0

0.2

26.8

Saskatchewan Penitentiary – 96 Bed Maximum Unit

21.7

1.3

3.5

12.0

4.9

0.0

0.0

Edmonton – 96 Bed Maximum Unit

23.1

0.0

0.0

0.5

0.8

7.5

14.3

Kent – 96 Bed Maximum Unit

23.1

1.0

0.5

15.0

6.6

0.0

0.0

B) Major Asset Preservation & Infrastructure Projects

 

 

 

 

 

 

 

Springhill Redevelopment

32.2

18.9

9.6

2.3

1.4

0.0

0.0

Cowansville Redevelopment

49.5

2.1

4.7

18.5

12.8

7.2

4.2

Collins Bay Redevelopment

57.6

30.2

22.0

5.4

0.0

0.0

0.0

Saskatchewan Penitentiary Redevelopment. Further expenditures on this project are subject to approvals and new funding.

180.0

0.0

0.0

7.0

29.3

29.0

114.7

Note: CSC delegated authority level is $18 million; therefore, only capital projects with total estimated value of $18 million or above have been individually listed


 

Table 11: Horizontal Initiatives

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

Table 12: Sustainable Development Strategy (SDS)


1. SDS Departmental Goal : Contribute to a just, peaceful and safe Canadian society, respectful of natural resources and ecological capacities.

In SDS 2007-2010, we expanded our efforts to achieve realistic targets and commitments. Our action plans involve refining our baselines, finding greener alternatives and implementing changes. For each of our commitments, measuring our performance will be straightforward, for we have defined targets that are measurable. We will continue to implement data management systems that will allow us to quantify, store, retrieve and manipulate our data, and then make decisions about how to improve our performance.

Through its decisions and actions, CSC will strive to ensure that its facilities and resources are managed in such a way as to limit the impact on the natural environment, support economic sustainability and social justice. This will be achieved by communicating and implementing the commitments made in our SDS 2007-2010.

 

2. Federal SD Goal

CSC's SDS 2007-2010 sets out the following 7 goals that are all in line with the Federal SD goals:

  • Reduction of greenhouse gas (GHG) emissions;
  • Protection of the atmosphere;
  • Conservation of the tropospheric air quality (i.e., the air at ground level);
  • Protection of the hydrosphere;
  • Support of sustainable communities;
  • Sustainable use of natural resources;
  • Reinforcement of governance and decisions that support SD.

3. Performance Measure from current SDS.

CSC's SDS 2007-2010 will refer to the following performance measures to evaluate progress toward its commitments/targets:

  • Weight (in metric tonnes) of CO 2 emissions produced by our central heating plants and institutional heating systems;
  • Number of renewable energy production projects implemented;
  • % of new acquired vehicles that run on alternative fuels (hybrid and E85);
  • Number of measures to improve the efficiency of our large boilers;
  • Number of halocarbon cooling systems replaced;
  • Number of phase 1 and 2 VOC recovery projects/units installed/completed;
  • Number of projects to upgrade our wastewater treatment systems implemented;
  • Number of measures to conserve potable water implemented;
  • Potable water consumption (litres/occupant/day);
  • Number of priority contaminated sites remediate;
  • Number of actions taken to expand the Environmental Farms Management Plan;
  • Number of assessments of potentially contaminated areas;
  • Number of solid waste audits conducted;
  • Estimate of weight of landfilled solid waste (kg/occupant/day)
  • Publication of an internal policy on green procurement;
  • Number of employees who received training on green procurement;
  • Number of SDS progress reports presented to Senior Management.

4. Department's Expected Results for 2007-08.

 

The following targets will span over a 3-year cycle. CSC is developing an operational plan that will allow implementing initiatives evenly over the 3 years.

By March 2010,

  • we will reduce our natural gas and/or heating oil consumption by 2% (excluding new constructions and CORCAN operations);
  • we will install 2 large wind turbines and implement other renewable energy projects;
  • 10% of all new acquired vehicles will have been hybrid models or will run on alternative fuels;
  • we will optimize boiler operation, including NO x emissions measurements, by expanding the annual tune-up of large boilers to all regions;
  • we will replace the 3 large cooling systems that represent the highest risk of leaks;
  • we will implement 5 Phase 1 and 2 VOCs Recovery Projects on our petroleum storage tanks;
  • we will implement 3 projects to improve the quality of targeted outfalls from our wastewater treatment systems;
  • we will reduce our potable water consumption by 10%;
  • we will proceed with the remediation of a minimum of 3 priority contaminated sites and expand our environmental farms management plan;
  • we will proceed with a minimum of 6 new environmental assessments of potentially contaminated sites based on their risks to health and ecosystems;
  • we will conduct 5 institutional solid waste audits (one per region). This will allow us to further improve our solid wastes management practices;
  • we will develop and publish an internal policy on green procurement;
  • 50% of our purchasing officers will receive training on green procurement; and
  • starting April 2007, a SDS progress report will be prepared twice a year for Senior Management.

 

Table 13: Internal Audits and Evaluations

Consistent with the 2006 Policy on Internal Audit, CSC is currently developing an internal audit plan that will address areas of higher risk and significance for the organization. It is expected that the plan will be reviewed by CSC's Audit Committee in May 2007 and a list of approved audits will be available soon after at http://www.csc-scc.gc.ca/text/pblct/pa/toc_e.shtml . Completed audit reports for 2006-07 and previous years are also available at http://www.csc-scc.gc.ca/text/pblct/pa/toc_e.shtml .

 

Internal Evaluation plans for 2007-2008 will receive approval early in the fiscal year. Evaluations commenced in fiscal year 2006-2007 and to be completed in fiscal year 2007-2008 include:

  • Employment Continuum;
  • Correctional Management Training Centre; and
  • Phillipe-Pinel Institute sex offender and Mental Health programs.