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Minister's Message

The Honourable Vic Toews, P.C., Q.C., M.P.

As Canada’s Minister of Public Safety and Minister responsible for the Correctional Service of Canada (CSC), I am pleased to present to Parliament this Report on Plans and Priorities that outlines CSC’s six priorities for 2011-12.

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

With its focus on the accountability of offenders actively working to rehabilitate themselves and the organization’s responsibility to support them in the rehabilitation process, CSC is now well positioned to respond to a number of new tough-on-crime legislative initiatives. Since 2006-07, the Service has maintained a consistent focus on achieving quality public safety results on five priorities. This year, CSC has added a sixth priority that reflects the important role its myriad of partners play in helping the organization achieve positive correctional results. As such, CSC will focus efforts in 2011-12 on the following key areas:

  • safe transition to and management of eligible offenders in the community;
  • safety and security of staff and offenders in our institutions and in the community;
  • enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders;
  • improved capacities to address mental health needs of offenders;
  • strengthening management practices; and
  • productive relationships with increasingly diverse partners, stakeholders, and others involved in public safety.

The effective alignment of these six priorities will ensure that the Service continues to play an active role – alongside our partners and key stakeholders – in ensuring the successful rehabilitation and reintegration of our offender population while providing safe and secure communities and institutions.

Reporting to Parliament and Canadians through documents such as this is an important way to ensure transparent and open communications and to help increase awareness of the work CSC does in communities across Canada. I am confident that the direction outlined in this Report on Plans and Priorities sets a clear path for the Service to continue its strong role within my portfolio and as a key member of the public safety continuum across this country.

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

Section 1 - Departmental Overview

1.1 Raison d’être and Responsibilities

The Correctional Service of Canada (CSC) is an agency within the Public Safety Portfolio, which is comprised of five key federal agencies dedicated to public safety: the Royal Canadian Mounted Police, the Parole Board of Canada, the Canada Border Services Agency, the Canadian Security Intelligence Service, and CSC. There are also review bodies: the Office of the Correctional Investigator, the Office of the Inspector General of CSIS, the Commission for Public Complaints Against the RCMP, and the RCMP External Review Committee.

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

CSC’s Mission has guided the organization since 1989. It affirms the organization’s commitment to public safety and clearly states how CSC will fulfill its mandate. CSC’s legislative foundation is the Corrections and Conditional Release Act, promulgated in 1992.The Act provides the foundation for CSC’s Mission:

The Correctional Service of Canada (CSC), as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.1

CSC is well organized to provide effective correctional services in a fiscally responsible manner2 at the national, regional and local levels.

National Headquarters supports the Commissioner and the Executive Committee. It has direct responsibility for services at operational sites in the areas of offender physical health and information technology. It provides functional leadership and policy direction to all of CSC operational areas, including issues related to women and Aboriginal offenders. As well, National Headquarters supplies support and expert advice to the whole organization in the areas of public affairs and parliamentary relations, human resources and financial management, national investigations, audits, evaluations, performance assurance, policy and planning, program development, research, legal services, mental health services and information management.

Five Regional Headquarters provide management and support for key national directions within all regional sites by monitoring the delivery of programs and services, managing health service delivery to offenders, coordinating federal-provincial/territorial relations and public consultations, and providing information to local media, the public and stakeholders. The Regional Headquarters also develop plans and programs for performance measurement, provide human resources and financial management support to sites within their area of responsibility, as well as direction and supervision to local operations.

Local Operations deliver correctional operational services (including correctional, employment and education programs, health services, and security requirements) at the site level in institutions and communities at CSC’s 57 institutions, 16 community correctional centres, and 84 parole offices and sub-offices. A description of institutional security-level classifications (i.e., maximum, medium, minimum and multi-level) is available on CSC’s Web site.3


  • 57 institutions
  • 16 community correctional centres
  • 84 parole offices and sub-offices

In general, CSC’s responsibilities include the provision of services across the country in large urban centres with their increasingly diverse populations, in remote Inuit communities across the North, and at all points in between. CSC manages institutions for men and women, mental health treatment centres, Aboriginal healing lodges, community correctional centres and parole offices. CSC also manages an addictions research centre, regional staff colleges, five regional headquarters and a national headquarters. CSC partners with various non-governmental organizations and private aftercare agencies to provide structured living environments to assist offenders with gradual and supervised transition to the community. CSC has approximately 200 contracts with community residential facilities (hostels, private home placements and alternative community beds).

CSC also plays a role on the world stage, primarily through its International Development Program, which contributes to international peace and stability by promoting good governance, human rights and democratization. As part of its involvement in this area, CSC assists with training and mentoring staff at the Sarpoza Prison in Kandahar, Afghanistan, and in various prisons in Haiti. As well, CSC has played an active role with Sweden through the United Nations Department of Peacekeeping Operations in developing standards and training for the deployment of correctional professionals from African countries to post-conflict regions of that continent.


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

At home, CSC is directly impacted by the Government’s Tackling Crime priority. The Service continues to adjust its operations in order to respond to the challenges that arise from recent and proposed legislation. To further align CSC’s activities and focus with that of the federal government, CSC is working with internal and external partners to facilitate the expansion and renewal of human and technological resources and of physical infrastructure. Under the leadership of a team of CSC personnel who represent a rich and diverse range of professional expertise and correctional experience, CSC ensures that renewal initiatives are consistent with both the Service’s primary mandate of contributing to public safety and the direction established in 2008.4

On an average day during 2009-10, CSC was responsible for 13,500 federally incarcerated offenders and 8,700 offenders in the community. Over the course of the year, including all admissions and releases, CSC managed 19,968 incarcerated offenders and 16,702 supervised offenders in the community.5

CSC employs approximately 17,400 staff and strives to maintain a workforce that reflects Canadian society. Just over 47 percent of CSC staff are women. Slightly more than 5.8 percent are from visible minority groups, 4.6 percent are persons with disabilities, and 7.9 percent are Aboriginal. These rates are at or above the labour market availability, with the exception of women, where CSC is slightly below market levels.

Two occupational groups, for the most part exclusive to CSC, represent over half of all staff employed in operational units. The Correctional Officer group comprises 41 percent of staff, while another 15 percent are in the Welfare Programs category, the group that includes parole and program officers who work in institutions and in the community. The remainder of CSC’s workforce reflects the variety of other skills required to operate institutions and community offices, from health professionals to electricians and food services staff, as well as staff providing corporate and administrative functions at the local, regional and national levels. All staff work together to ensure that institutions operate in a secure and safe fashion and that offenders are properly supervised on release.

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

According to Canadian Heritage,6 if the observed trends continue, tomorrow’s Canada will be very different from today. Its population will be more elderly, the Aboriginal population will continue to grow faster than the general population, and visible minorities will become majorities in major cities. The tendency of young people and newcomers to settle primarily in major urban centres will contribute to the stagnation or weakening of regional economies. In addition to these phenomena, there will be greater linguistic and religious diversity combined with an ageing population, urbanization and rural depopulation. Since offenders come from Canadian communities, many of these changes are reflected in the offender population and affect the communities to which they will return. CSC, therefore, is reaching out to communities more than ever before.

CSC recognizes and acknowledges the value of its traditional partners who are involved in the delivery of essential services to assist in the successful reintegration of offenders, and it is working to build new partnerships. To reflect this growing interconnectedness with community partners and the contribution they make to the organization’s success, CSC revised its corporate priorities in 2010-11. One additional priority has been added: productive relationships with increasingly diverse partners, stakeholders, and others involved in public safety. This new priority puts a special emphasis on the importance of CSC’s relationship with communities that are the source and destination of offenders.

Corporate Priorities

  • Safe transition to and management of eligible offenders in the community.
  • Safety and security of staff and offenders in our institutions and in the community.
  • Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders.
  • Improved capacities to address mental health needs of offenders.
  • Strengthening management practices.
  • Productive relationships with increasingly diverse partners, stakeholders, and others involved in public safety.

The corporate priorities continue to be rooted in CSC’s Mission and mandate and serve to provide specific focus for the organization’s direction, programs and initiatives. As always, at their heart and center, they point the organization toward improving its contribution to safety in Canadian communities by helping offenders rehabilitate their lives and relationships.

1.2 Contribution to the Federal Sustainable Development Strategy (FSDS)

Although CSC is not required to prepare a Sustainable Development Strategy in accordance with the Federal Sustainable Development Strategy tabled in Parliament in 2010, CSC will develop a Departmental Sustainable Development Strategy by October 2011. CSC will continue to report its progress in future Departmental Performance Reports.

1.3 Strategic Outcome and Program Activity Architecture

Reflecting its specific and important mandate, CSC has one Strategic Outcome: its contribution to public safety. In all CSC activities, and all decisions that staff make, public safety is the key driver.

CSC’s Program Activity Architecture is depicted in the following table as a single strategic outcome with four program activities.

Strategic Outcome

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

Program Activities

Custody | Correctional Interventions | Community Supervision | Internal Services

Note: The full Program Activity Architecture for CSC is found on the following page.

To support the strategic outcome, offenders are maintained in “Custody” in institutions. Those who are eligible are transferred to communities under various types of conditional release where they are managed under “Community Supervision.”7 In both the institution and the community, offenders receive “Correctional Interventions” in accordance with their correctional plans to help them become and remain law-abiding citizens. Some interventions begin while the offender is in the institution and continue or are maintained once the offender returns to the community, thus having a positive impact on their social reintegration process. For example, the offender may learn employment-related skills in the institution and then participate in job placement programs once in the community. In its implementation of these three program activities, the Service maintains a consistent focus on achieving quality public safety results through initiatives aimed at improving performance in all institutions and in the community, thereby meeting its strategic outcome.

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

Strategic Outcome     

Program Activity    

Sub Activity    

Sub Sub Activity    

Enabling delivery of our activities is “Internal Services,” which encompasses all corporate and administrative services, such as human resources management services, financial management services, information management services and communications that support and enable the effective and efficient delivery of operational programs and activities across the organization.

CSC continues to strengthen the alignment of its operations with its human and financial resources. In this planning period, CSC will also put a priority on measuring its performance as an organization. This will help the Service take necessary actions to ensure that the organization continues to produce meaningful and quality public safety results for Canadians, relative to the resources entrusted to the organization.

1.4 Planning Summary

Approximately 71 percent of CSC’s 2011-12 Annual Reference Level8 will be dedicated to the provision of care and custody of offenders in institutions and in communities, which includes fixed and semi-fixed costs for security systems, salaries for correctional staff, facilities maintenance, health services, food services and capital. Approximately 17 percent will be allocated to correctional interventions, which includes case management and offender programs. Five percent will be dedicated to community supervision, which includes community-based residential facilities and community-based health services. The remaining 7 percent will be allocated to support other enabling services and interactions.

Financial Resources ($ millions)
2011–12 2012–13 2013–14
$2,981.9 $3,178.2 $3,147.5

Human Resources (FTEs)
2011–12 2012–13 2013–14
20,408 21,713 22,061

Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Performance Indicators9 Targets
Rate of escapes from federal institutions Meet or exceed (↓) results in the established 2008-09 benchmark (0.24 OPY)
For offenders who participate in correctional programs, the rate of offender readmission within two years after warrant expiry for a new violent conviction Meet or exceed (↓) results in the established 2008-09 benchmark (5.56 OPY)
For offenders who participate in correctional programs, the rate of offenders granted discretionary release Meet or exceed (↑) results in the established 2008-09 benchmark (45.76 OPY)
Rate of offenders under community supervision who incur suspensions for new offences and for a breach of conditions Meet or exceed (↓) results in the established 2008-09 benchmark (74.72 OPY)
Rate of offenders under community supervision who incur new convictions for violent offences Meet or exceed (↓) results in the established 2008-09 benchmark (15.24 OPY)

All the plans that follow related to both corporate priorities in Section 1, and program activities in Section 2 of this document support CSC’s strategic outcome. As well, the performance indicators that will be used to tell CSC’s story in this planning period include the indicators above and all performance indicators listed within each of the program activities detailed in Section 2. Together, the plans and performance indicators contribute to CSC’s mandate to contribute to public safety.

In the target statements given in the table above, the word “exceed” refers to “performance” and thus can mean an increase or a decrease in benchmark numbers. In the case of escapes from custody, “exceed” refers to a reduction in the number of offenders unlawfully at large. If, on the other hand, the indicator was the number of offenders who successfully completed a correctional program, the performance target would be an increase in the number, and in that case the word “exceed” would actually mean a higher number.

CSC introduced the Offender Person Years (OPY), or total offender “risk days,” as its reporting rate in the Departmental Performance Report for 2009-10. It is an accurate, reliable and complete rate calculation method that allows performance comparisons over different periods of time and provides increased validity or “frequency” of the events being measured. Using person-time accounts for situations in which the amount of observation time differs or when the offender population at risk varies with time. Use of this measure ensures that the incidence rate is constant over different periods of time.

Planning Summary Table
Program Activity Expected Results Forecast Spending
Planned Spending Alignment to Government of Canada Outcomes
2011–12 2012–13 2013–14
Custody Offenders in institutions are provided reasonable, safe, secure and humane custody. 1,655.2 2,104.0 2,246.9 2,212.8 Safe and Secure Communities
Correctional Interventions Correctional interventions address identified individual offender risks and needs and contribute to the offenders successful rehabilitation and reintegration. 439.9 520.0 562.8 562.8 Safe and Secure Communities
Community Supervision The provision of a structured and supportive environment during the gradual reintegration process contributes to the rehabilitation and reintegration of offenders and to public safety. 133.0 153.5 164.1 167.5 Safe and Secure Communities
Internal Services Corporate and administrative services that support the effective and efficient delivery of operational programs and activities across the organization. 239.4 204.4 204.4 204.4  
Total $ for Strategic Outcome 2,467.5 2,981.9 3,178.2 3,147.5  


1.5 Contribution of Priorities to CSC’s Strategic Outcome

Operational Priorities Type Links to Strategic Outcome(s) Description10
Safe transition to and management of eligible offenders in the community. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety.

Program Activity:

  • Correctional Interventions
  • Community Supervision
  • When eligible offenders are able to make a safe transition to the community, public safety is enhanced.

  • Enhance case management procedures.
  • Improve employment and employability of offenders.
  • Enhance integration between the institutional and community continua of care.
Safety and security of staff and offenders in our institutions and in the community. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety.

Program Activity:

  • Custody
  • Correctional Interventions
  • Community Supervision
  • Safety and security are essential for effective corrections to occur, and necessary for public safety.

  • Expand bed capacity to meet new legislative demands.
  • Expand upon current initiatives to eliminate drugs from CSC institutions.
  • Improve offender accountability.
Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety.

Program Activity:

  • Custody
  • Correctional Interventions
  • Community Supervision
  • Responding to the particular needs of Aboriginal offenders will help them achieve better correctional results – and that will contribute to the safety and health of communities where they live.

  • Improve the Service’s capacity to provide gender and culturally appropriate services.
  • Continue planned expansion of up to 17 Pathways units.
Improved capacities to address mental health needs of offenders. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety.

Program Activity:

  • Custody
  • Community Supervision
  • Effectively addressing the needs of offenders with mental health issues will improve their ability to both function in institutions and safely transition to the community.

  • Implement additional enhancements to assess and address the health needs of offenders particularly as they relate to mental health.
  • Implement initiatives to increase the capacity to intervene and address preventable deaths in custody and self-harm incidents.
Strengthening management practices. Ongoing Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety.

Program Activity:

  • Internal Services
  • Enhanced management practices lead to improved operational effectiveness and efficiency, better risk assessment and management, and greater flexibility in the organization’s ability to respond to crises.

  • Improve Human Resource Management.
  • Enhance systematic acquisition and assessment of information to assist the decision-making process.
  • Enhance Financial Management Services.
Productive relationships with increasingly diverse partners, stakeholders, and others involved in public safety. New Strategic Outcome: The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety.

Program Activity:

  • Correctional Interventions
  • Community Supervision
  • Internal Services
  • Building bridges of communication, understanding and cooperation between CSC and its partners, stakeholders and communities leads to better public safety results.

  • Strengthen communication and partnership initiatives.
  • Enhance communications and outreach with Canadians.

1.6 Risk Analysis

Operating Environment

The Correctional Service of Canada (CSC) must manage risk in an increasingly complex and challenging environment. In the recent past, a growing number of multifaceted dilemmas have emerged in CSC’s operating environment that have increased pressures and demands. These include a growing offender population characterized by increased needs and more diverse and exigent associated risks, escalating offender mental health needs, higher likelihood of association with gangs, a deteriorating physical infrastructure combined with an urgent requirement to add capacity, threats to the safety and security of offenders and staff within operational sites, an ageing workforce, and recent as well as pending changes to the legislative framework.

Sources of Risk

The sources of risk to the organization are varied – some are internal, while others are external to CSC.

1.6.1 Risk Driver: Legislative Changes (linked to Corporate Risk 1)

Recently passed and pending legislation will have a direct impact on CSC because it will result in more convicted offenders being incarcerated in federal custody. The Tackling Violent Crime Act (C-2) is expected to result in an increase of nearly 400 male offenders by 2014, and the Truth in Sentencing Act (C-25) is projected to bring additional offenders, more than 3,000 men and nearly 200 women, by March 31, 2013. This growth will exert significant pressure on CSC’s already ageing infrastructure. Without construction of new capacity, it is expected that double bunking could reach levels of over 50 percent. Double bunking at these levels increases the risk to safety and security in institutions because of pressures that inevitably arise in crowded conditions combined with the tensions that exist among some inmate groups.


To mitigate this risk, CSC has established an Infrastructure Renewal Team that will deliver on strategies to accommodate immediate and longer-term inmate growth, using temporary and permanent accommodation measures, in order to limit the potential negative impact on correctional results and public safety. The key deliverables are grouped in three phases. The first is the planning and installation of temporary accommodation measures (including double bunking) in select institutions and cells; inmate employment and programming; and recruitment, staffing and training to ensure CSC staff’s capacity to effectively manage the inmate population in this environment. Work for this phase has already begun and should be completed during 2011‑12 and 2012‑13. The second phase is concentrated on building new units within institutional perimeters while maintaining the delivery of correctional services such as inmate employment, programming, treatment and case management. The third phase is centered on confirming that all inmate accommodation needs are effectively addressed while maintaining the full spectrum of correctional services.

1.6.2 Risk Driver: Mental Health (linked to Corporate Risk 2)

The early identification of offenders with mental health problems is placing an increasing demand on CSC for access to effective mental health care services and targeted correctional interventions. There is a shortage in some areas of the country of mental health care professionals, particularly psychiatrists and psychologists, which has a negative impact on CSC’s ability to meet its legislative obligation to provide mental health care according to professional standards.11


To mitigate this risk, CSC is continuing to implement the updated Mental Health Strategy (July 2010). Results are monitored and adjustments are made as necessary. Once that is complete, CSC will look at funding options to address identified gaps. Additionally, a recruitment and retention strategy for mental health professionals continues to be implemented nationally.

1.6.3 Risk Driver: Offender Profile (linked to Corporate Risks 3 and 5)

The challenging offender profile , characterized by high levels of mental health disorders and substance abuse, extensive criminal histories and an increasing number of gang affiliations, poses a risk to the security of staff and offenders and interferes with correctional operations and interventions.


CSC has a full range of correctional interventions designed to address specific criminal risk areas (for example, the violence prevention program helps offenders who have a propensity to resolve issues with violence while the substance abuse program does the same for offenders with addictions). These interventions are included in offender correctional plans according to timelines that are based on individual assessments. As well, CSC’s intelligence capability plays an integral role in mitigating this risk. Gathering, analyzing and sharing intelligence with partners in the criminal justice system at local, regional and national levels is one way in which CSC is a full partner in the criminal justice enterprise, both nationally and internationally.

1.6.4 Risk Driver: Aboriginal Over-representation in Offender Population (linked to Corporate Risk 9)

Over-representation of Canada’s Aboriginal population within the federal system persists despite legislative efforts to find alternatives to incarceration for Aboriginal people. While Aboriginal people comprise 3.8 percent12 of the adult Canadian population, as of April 25, 2010, 17.9 percent of offenders serving federal sentences (20.6 percent of incarcerated offenders and 13.7 percent of offenders on conditional release) are of First Nations, Métis, and Inuit ancestry.


CSC is working to increase its capacity to provide interventions that address offender needs in a culturally appropriate way in consultation with First Nations, Métis and Inuit partners. The Service is also implementing human resources initiatives that are aimed at increasing the number of Aboriginal employees at all levels of the organization in order to hire and retain a workforce that better reflects the Aboriginal offender population. Success is essential if CSC is to deliver culturally appropriate interventions.

1.6.5 Risk Driver: Human Resources (linked to Corporate Risk 10)

Achieving planned correctional results will be difficult without a renewed workforce and workplace. Following the trend of the rest of the federal public service, CSC must strengthen its planning to reduce the current impacts of reduced recruitment rates in the mid-1990s, as well as plan for increased retirements and the resulting loss of corporate memory.


CSC will strengthen its human resources planning and implement initiatives to recruit and retain employees, streamline and modernize its human resources processes, and develop and implement an Integrated Wellness Program. CSC’s human resources management function will need to increase the efficiency and effectiveness of its service delivery if the organization is to remain competitive in its search for an effective and representative workforce and deliver on its correctional results. However, these results cannot be achieved without the Human Resource Management Sector securing long-term funding. The alternative would be that the wellbeing of CSC’s workforce may deteriorate and public safety results may not be achieved.

1.6.6 Risk Driver: Economy (external risk)

A broader source of risk for CSC is related to the long-term stability of the economy domestically and internationally. As an example, if employment numbers do not improve, there may be fewer community resources and supports available to returning offenders because of pressures on funding for social programs, less availability of affordable housing and a shortage of meaningful work upon release because of higher rates of unemployment.


CSC is working to build stronger relationships with community partners and to develop new partnerships in order to increase the number and kind of housing and employment opportunities for offenders under supervision in the community, which will improve overall rehabilitation and reintegration results.

Corporate Risks and Mitigating Strategies

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

Corporate Risks Selected Mitigation Strategies13
1. Physical Infrastructure: The ageing physical infrastructure may not be able to respond to the risks/needs of the changing offender population Put interim funding in place to respond to immediate infrastructure needs.

Implement an aggressive interim accommodations construction program to bring additional capacity on line in the shortest possible time.
2. Mental Disorders: CSC will not be able to improve correctional results for offenders with mental disorders Continue to implement the Mental Health Strategy.

Continue to implement the Recruitment and Retention Strategy for health care professionals.
3. Safety and Security: The required level of safety and security within operational sites cannot be maintained Review security-related technology equipment for support and staff safety.

Implement the Population Management Strategy in both institutions and the community.

Enhance security intelligence capacity.
4. Violent Re-offending: CSC cannot sustain results with regard to violent re-offending Implement program referral guidelines to refer violent offenders to the appropriate correctional programs earlier in their sentence.

Monitor offender accountability, responsivity, motivation and engagement and intervene when necessary.

Increase CSC’s capacity to provide evidence-based violence prevention programs.
5. Radicalized Offenders: CSC cannot sustain results with regard to radicalized offenders Share relevant information with national and international agencies that combat terrorism and extremism.

Update and implement national training standards.

Enhance security intelligence at local, regional and national levels.
6. Financial Capacity: CSC will not be able to maintain or secure financial investments that are required to sustain corporate commitments, legal obligations and results Develop and implement a funding allocation strategy that considers cost containment measures.

Continue to improve the costing approach for new initiatives / proposed legislation.

Analyze the impact if no additional funding is received and implement strategies to reallocate funding if necessary.
7. Emergencies and Crisis Management: CSC cannot effectively respond to emergencies and crisis management Maintain dedicated regional working groups to ensure that contingency plans are adhered to and that sites have current, appropriate and ready-to-implement emergency response measures.

Participate actively in interdepartmental emergency planning working groups.
8. Change Management: CSC will not be ready and able to embrace and manage change Continue to develop tools to address long-term change corporately.

Apply the integrated and risk-based management strategy to all levels of management planning.
9. Correctional Results Gap (Aboriginal Offenders): The correctional results gap between Aboriginal and non-Aboriginal offenders will not narrow Implement the activities outlined in the Aboriginal Human Resources Management Strategy.

Expand the Aboriginal Continuum of Care with particular emphasis on the development and implementation of up to 17 new pre-Pathways, Pathways, and Pathways Transition units as per “Strategy Review Reinvestment.”

Develop a community corrections strategy that integrates an Aboriginal component.
10. Effective and Representative Workforce: CSC will not be able to continue to recruit, develop and retain an effective and representative workforce Roll out and promote the use of the human resources management reporting dashboard to assist managers in proactively identifying workforce gaps and improve data integrity, which will lead to more effective human resources planning.

Review and update Learning and Development directives, guidelines and curriculum.
11. Essential Healthcare for Offenders: CSC will not be able to meet its CCRA obligation to deliver essential health care services to offenders Develop and implement a Continuous Quality Improvement program that includes accreditation by Accreditation Canada.

Continue to implement an essential health services framework.
12. Partner Support: CSC will lose support of its current partners in providing critical services and resources to released offenders, and it will be unable to engage the general public to gain their overall support Develop strategies and tools to sustain and maintain current partnerships and assist in creating effective and efficient public participation activities and initiatives.

Develop a comprehensive community corrections strategy focusing on federal corrections and providing direction for the future through the significant engagement of partners and stakeholders.


1.7 Expenditure Profile

2011-2012 Allocation of Funding by Program Activity

Expenditure Profile - 2011-2012 Allocation of Funding by Program Activity


The above figure displays the allocation of CSC funding by program activity for 2011-12. CSC funding is primarily allocated to Program Activity 1 (Custody) as it relates to the operations of institutions.

Program Activity Main Estimates
(in millions)
Custody $2104.0
Correctional Interventions $520.0
Community Supervision $153.5
Internal Services $204.4
TOTAL $2,981.9

1.8 Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2011–12 Main Estimates publication. An electronic version of the Main Estimates is available at .