Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Correctional Service Canada - Report

Warning This page has been archived.

Archived Content

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

Section II - Analysis of Program Activities by Strategic Outcome

2.1 Program Activity: Custody

CSC provides offenders with reasonable, safe, secure and humane custody while they are serving their sentences. This program activity includes providing for the day-to-day needs of offenders, including health and safety, food, clothing, mental health services, and physical health care. It also includes security measures within institutions such as drug interdiction, and appropriate control practices to prevent incidents.

Program Activity: Custody
Planned Spending ($ millions)
2012-13 2013-14 2014-15
2,121.0 2,040.4 1,959.5

Human Resources (FTEs)
2012-13 2013-14 2014-15
11,583 11,590 11,600

Expected Result of the Program Activity
CSC manages the custody of offenders in institutions in a safe, secure and humane manner.
Program Activity Performance Indicators 2012-13 Target Benchmark
Rate of major incidents in federal institutions 0.094-0.099 0.87-0.994
Rate of violent (serious) incidents with injuries or damage 6.22-6.35 5.91-6.35
Rate of positive urinalysis10 7.34 7.36*
Rate of urinalysis refusals 0.00-10.55 10.56-12.62
Of the number of offenders identified by the Computerized Mental Health Screening System as requiring follow up mental health services, the percentage who received a service. 72% 72%*
Percentage of newly admitted offenders receiving nursing assessment within 24 hours of initial reception 94% 94%*

*These numbers are markers rather than benchmarks because there is not yet sufficient data to establish a true benchmark.

Planning Highlights

To achieve expected results, following are highlights of the plans in which CSC will be actively engaged during this planning period.


CSC will continue implementing its Population Management Strategy to provide strategic operational direction and support to regions as they work to manage the offender population, in order to protect the safety of inmates, staff and the public. The strategy will provide a broader range of consistent and valid offender data to better inform decisions regarding the utilization of institutional resources, and the provision of appropriate treatment, services and programming to offenders at the right time in their sentences.

CSC will further improve institutional safety and security by focusing more attention on the effective implementation of policies and procedures at principal entrances. Eliminating the entry of illicit materials by effectively reducing the trafficking, supply and demand for drugs and contraband in institutions is a key element in ensuring the safety of staff, offenders, visitors, volunteers and others who go in and out of correctional facilities. The Service remains committed to enhancing its security intelligence framework in collaboration with partners. CSC has recently begun an evaluation of Institutional Security to assess the performance of security practices and to support policy and program improvement in this area.

The Mental Health Strategy augments CSC’s capacity to address and respond, according to professional standards, to the health care needs of offenders in institutions and in the community. Strengthening the continuum and continuity of specialized mental health support throughout the duration of offenders’ sentences will remain a focus throughout the planning period. A number of initiatives in the area of mental health care, such as the revised Computerized Mental Health Intake Screening System will better identify offenders who require more in-depth mental health assessment and/or intervention. A planned evaluation of CSC’s Mental Health Services will provide a reliable base of evidence regarding the relevance and performance of initiatives in this area.

To address expected growth in the offender population, CSC will continue to use interim measures as required such as shared accommodation and double bunking, explore alternative options such as exchange of service agreements with provincial/territorial and community partners, and construct new housing units within its existing institutions.

2.2 Program Activity: Correctional Interventions

CSC undertakes a comprehensive assessment of all offenders when they enter federal custody to identify their risks and needs. Based on that assessment, a correctional plan is developed for each offender through which CSC provides them with programs and education, as well as employment skills training and employment opportunities in both institutions and communities to help bring positive changes in behaviour that will help offenders successfully reintegrate. These interventions serve to address and resolve problems directly related to offenders’ criminal behaviour that, if not addressed, would interfere with their ability to function as law-abiding members of society. As part of its ongoing transformation effort, CSC monitors offenders’ level of accountability for achieving goals set in their correctional plans.

Program Activity: Correctional Interventions
Planned Spending ($ millions)
2012-13 2013-14 2014-15
563.0 563.0 563.0

Human Resources (FTEs)
2012-13 2013-14 2014-15
5,166 5,166 5,166

Expected Result of the Program Activity
Offender risks and needs are identified and addressed with targeted correctional interventions.
Program Activity Performance Indicators 2012-13 Target Benchmark
Percentage of sentence served prior to first release 49.98-51.41 49.22-51.41
Percentage of offenders who complete a correctional intervention prior to first release 77.93-80.28 75.00-80.28
Percentage of offenders who complete a correctional intervention prior to warrant expiry 82.0-85.08 80.08-85.08
Community employment rate 60.18-100 56.59-60.17
Percent of offenders with registered victims 17% 17%*

*This number is a marker rather than a benchmark because there is not yet sufficient data to establish a true benchmark.

Planning Highlights

To achieve expected results, following are highlights of the plans in which CSC will be actively engaged during this planning period.

Correctional Interventions:

CSC will monitor how well offenders are engaged and actively participate in attaining the objectives of their correctional plans, and offenders’ progress will be considered in decisions regarding their conditional release and other privileges.

To help offenders safely transition into the community, CSC will sustain its roadmap for addressing their individual risks and needs through the Offender Case Management system at the institutional, community, regional and national levels. Case management activities are key to the development of comprehensive correctional plans and they facilitate the rehabilitation of offenders.

CSC will proceed with a comprehensive review of the Integrated Correctional Program Model. This pilot program, operating in two regions, is intended to reduce offenders’ need to take multiple programs and is integral to CSC’s long-term vision as it moves towards more seamless, integrated case management from intake assessment to community supervision.

The Service will extend its implementation of a number of initiatives to enhance program delivery including Women Offender Correctional Programs, Aboriginal Correctional Programs, Social and Education Programs, National Standards for Correctional Programs, National Correctional Programs Referral Guidelines, and the Responsivity Portal, a resource tool that provides information for CSC employees working with distinct groups within the offender population.

The Strategic Plan for Aboriginal Corrections is under evaluation in order to guide future strategic policy and resource decisions regarding Aboriginal corrections. An action plan to implement Phase II of the plan will be developed that incorporates recommendations from the evaluation and focuses on release planning and community reintegration.

CSC will improve culturally relevant services to the Inuit offender population through the continued implementation of Sivuppiak Action Plan in Ontario, Quebec and Atlantic regions.

CSC is expanding the number of Pathways initiatives to 25. These initiatives seek to provide an environment and interventions which support Aboriginal offenders dedicated to following a traditional healing path, and they help introduce a healing approach to corrections as they support offenders gradually moving to lower institutional security levels and healing lodges.

CSC is aiming to improve offender employment in the community through a two-year pilot that works to refocus the efforts of Community Employment Coordinators. These coordinators will be integrated into district infrastructure to better align existing CSC and partner resources related to employment.

CSC has made it a priority to focus attention on building and maintaining relationships with Canadians and Canadian communities that are essential to the correctional enterprise.

For example, there are 170 full time and part time chaplains from 130 faith communities serving in both institutional and community environments. These partners facilitate the engagement of approximately 5,000 volunteers and provide approximately 250,000 significant interventions each year.

Citizen Advisory Committees are in place at local and national levels, and their advice is both sought and taken seriously by senior management. CSC’s commitment to strengthening community engagement through renewed partnerships will ensure that Canadians have a voice in decisions that will contribute to safer communities.

CSC will continue to provide services to Canadians who have been victims of crime, providing them with information to help them better understand both the correctional process to the extent they wish, and the correctional decisions made about the person(s) who victimized them. In this way, CSC gives a voice to Canadians who have been asking to be heard. Empowering victims in this way contributes to the overall well-being of Canadian communities.

2.3 Program Activity: Community Supervision

Eligible offenders are safely reintegrated into communities under staff supervision from release to warrant expiry. Where necessary, they are provided housing, health services, correctional programs and employment assistance, and other services to promote public safety.

Offenders who return to communities on conditional release receive guidance and assistance in fully implementing their correctional plans and reaching the end of their sentences without further infractions of the law. The supervision CSC provides in the community includes monitoring the stability of those who may have a substance abuse problem.

Program Activity: Community Supervision
Planned Spending ($ millions)
2012-13 2013-14 2014-15
170.0 170.5 168.9

Human Resources (FTEs)
2012-13 2013-14 2014-15
235 222 213

Expected Result of the Program Activity
Offenders are reintegrated into the community as law-abiding citizens while under supervision.
Program Activity Performance Indicators 2012-13 Target Benchmark
Rate of offenders on conditional release successfully reaching Warrant Expiry Date without re-offending (no revocation, charge or conviction) 47.88-100 47.0-47.87
Rate of offenders under community supervision who incur new convictions for violent offences 3.19-3.74 3.19-4.08
Percentage of positive urinalysis in the community 13.17 12.99*

*These numbers are markers rather than benchmarks because there is not yet sufficient data to establish a true benchmark.

Planning Highlights

To achieve expected results, following are highlights of the plans in which CSC will be actively engaged during this planning period.

Community Supervision:

CSC will advance both management and capacity in communities by implementing the Federal Community Corrections Strategy that will guide CSC to the year 2020. In response to identified needs, CSC will develop an approach to enhancing offender accommodations in the community, and will then incorporate that approach into the strategy.

A Real-Time Reporting Application will be piloted in 2012 in an effort to improve the safety and security of staff working in communities. Additional initiatives such as staff safety training and enhancements to community security intelligence will help CSC advance community staff safety.

CSC will pursue examining the use of electronic monitoring services to augment the ability to supervise offenders and to assess the technology’s capacity as a useful tool in community operations.

CSC will further strengthen existing and new relationships with community partners and stakeholders.

CSC is currently conducting an evaluation of Community Corrections Operations, the focus of which is to examine the relevance and effectiveness of community corrections practices to support evidence-based decision making.

2.4 Program Activity: Internal Services

Internal Services support and enable the effective and efficient delivery of operational programs and activities, and facilitate the department’s responding to corporate obligations of central agencies and Parliament.

Program Activity: Internal Services
Planned Spending ($ millions)
2012-13 2013-14 2014-15
172.0 172.1 172.1

Human Resources (FTEs)
2012-13 2013-14 2014-15
3,294 3,294 3,294

Planning Highlights

To achieve expected results, following are highlights of the plans in which CSC will be actively engaged during this planning period.

Internal Services:

CSC will further strengthen management practices to improve operational effectiveness and efficiency in line with both the government’s Management Accountability Framework and CSC’s own ambitious transformation agenda, that has been operationalized to improve public safety results.

CSC’s Strategic Plan for Human Resources Management 2012-13 to 2014-15 will consider current and future business and workforce needs. The Plan builds on work completed with the Human Resource Management Dashboard, a tool that provides timely and accurate workforce data to managers, to improve the department’s local, regional and national capacity to strengthen integrated human resource planning and monitor key workforce indicators. The Dashboard complements ongoing efforts in implementing planning tools, for the recruitment and training of the Service’s two largest occupational groups (Correctional Officers and Parole/Program Officers), as well as in streamlining recruitment and development approaches for other key groups. CSC will also develop an action plan to respond to results of the 2011 Public Service Employee Survey in order to retain and motivate existing employees.

A plan to ensure ongoing human resource stability for Incident Investigations Branch is being developed to better position CSC to respond to the steady increase in incident investigations in our institutions and in the community. This activity will complement other recent ongoing measures such as the use of a complexity index to calibrate the timeframe and manpower that are required to conduct an investigation, and to focus investigative questions so they better support CSC priorities.

In order to ensure robust control systems for financial transactions are maintained, CSC will advance its multi-year action plan to implement the Treasury Board Policy on Internal Controls. CSC will also continue to enhance its processes to analyze, monitor and report on its financial situation.

CSC’s internal policy suite (Commissioner’s Directives) will be updated and streamlined to reflect legislative changes.

A new performance measurement approach and corporate tool called “Performance Direct” will be implemented to support operational managers. It will provide current statistical information and analysis and will therefore support an integrated approach to measuring and analyzing data and trends in a way that leads to better and more informed decision making.

CSC will implement its Information Management Strategic Plan, and will begin the implementation of the Information Technology Services transition plan to transfer the responsibility to provide e-mail, data centre and network services to Shared Services Canada.

CSC will finalize and begin implementation of its Departmental Security Plan.

Targeted communications and outreach activities with Canadians, correctional partners and other key stakeholders remain a focus. Through citizen engagement and partnerships, CSC will improve overall safe reintegration opportunities for offenders, and contribute to the ultimate goal of public safety for all Canadians.