Appearance before the Senate Standing Committee on National Security, Defence and Veterans Affairs: Minister’s Mandate October 20th, 2025

On this page

• List of acronyms
• Financial Snapshot – 2025 Situation
  • Main Estimates
  • Core responsibility: Care and Custody
  • Core responsibility: Correctional Interventions
  • Core responsibility: Community Supervision
  • Core responsibility: Internal Services
• Hot Issues Notes
  • 2.1 Structured Intervention Units
  • 2.2 Mental Health
  • 2.3 Overrepresentation of Indigenous Offenders within the Correctional Service of Canada
  • 2.4 Overrepresentation of Black Offenders
  • 2.5 Harassment and Employee Culture
  • 2.6 High Profile Offender Residing in Minimum Security
  • 2.7 Community Supervision
  • 2.8 Conditional Release
  • 2.9 Security Classification and Transfers
  • 2.10 Victim Services and Victim Notification
  • 2.11 Mother-Child Program
  • 2.12 Gender-Diverse Offenders
  • 2.13 Harm Reduction
  • 2.14 Contraband and Drone Detection
  • 2.15 Staff Safety
  • 2.16 Parliamentary Visits
• Questions and Answers
  • 3.1. What do you propose to do to strengthen the operations of Structured Intervention Units?
  • 3.2 Mental Health - What steps will you take to improve offenders’ ability to receive sufficient mental health supports? Will this include more partnerships with external hospitals?
  • 3.3 Overrepresentation - What steps will you take to address this?
  • 3.4 What steps are you taking to ensure that employees and inmates are safe from violence and intimidation?
  • 3.5 What about the case of [Redacted]. Will someone be held accountable for this behaviour?
  • 3.6 Minister, in 2022, your predecessor Minister Mendicino issued mandate letters to the heads of CSC, CSIS, CBSA, and the RCMP directing them to combat systemic racism, misogyny, and unconscious bias, and to build cultures of inclusion and respect. Can you update the committee on the progress made in implementing these directives across the agencies?
  • 3.7 The mandate letters also emphasized the need for increased oversight and accountability within CSC, CSIS, CBSA, and the RCMP to address systemic discrimination. What mechanisms have been put in place to monitor and evaluate the effectiveness of these reforms, and how are you ensuring transparency with the public and affected communities?
• Committee Biographies
  • Independent Senators Group
  • Canadian Senators Group
  • Progressive Senate Group
  • Conservative
  • Independent Senators Group (ISG)
  • Canadian Senators Group (CSG)
  • Progressive Senate Group (PSG)
  • Conservative (CPC)
• Current Private Member’s Bills of Interest

List of acronyms

Financial snapshot – 2025 Situation

Main Estimates

Categories	2022 to 2023	2023 to 2024	2024 to 2025	2025 to 2026
Operating	$2,949,888,119	$2,972,216,466	$3,028,408,308	$3,663,695,968
Capital	$213,793,715	$197,572,246	$262,742,908	$337,357,217
Transfer Payments	$720,000	$1,020,000	$1,620,000	$1,700,000
Revenues and other deductions	($113,674,372)	($117,752,744)	($121,495,150)	($140,223,700)
Total	$3,050,727,462	$3,053,055,968	$3,171,276,066	$3,862,529,485

Core responsibility: Care and custody

Main Estimates

Categories	2022 to 2023	2023 to 2024	2024 to 2025	2025 to 2026
Operating	$1,804,900,556	$1,830,111,900	$1,796,404,511	$2,331,312,634
Capital	$181,722,194	$167,200,343	$220,462,070	$268,264,976
Transfer Payments	$120,000	$120,000	$620,000	$200,000
Revenues and other deductions	$0	$0	$0	$0
Total	$1,986,742,750	$1,997,432,243	$2,017,486,581	$2,599,777,610

Results we plan to achieve

A key focus is reducing non-natural deaths, escapes, and serious incidents per 1,000 offenders. CSC plans to enhance security through policy reviews, technological upgrades (e.g., body and ion scanners, drone detection), and strengthened partnerships with law enforcement. A layered security approach will be maintained, integrating traditional methods with modern technologies.

To combat contraband and drug-related issues, CSC will revise enforcement policies, including those on urinalysis and detector dog deployment. Collaboration with Health Canada will continue to expedite drug identification. Harm reduction initiatives—such as the Prison Needle Exchange Program (OPS) and Overdose Prevention Services (OPS) —will be expanded to support inmates with substance use disorders.

CSC will also introduce a Security Threat Group (STG) Strategy to manage gang-affiliated offenders, focusing on behavior-based accountability and reducing STG-related violence.

Environmental sustainability remains a priority, with plans for waste audits and energy performance contracts aligned with the Treasury Board of Canada’s – Greening Government Strategy.

CSC also aims to reduce upheld inmate grievances and improve services for older inmates. Updates to grievance policies and the expansion of Alternative Dispute Resolution are planned.

The Structured Intervention Unit (SIU) framework will also be refined to better manage complex cases and mental health challenges. In addition, CSC will look to revitalize the Structured Living Environments at women offender institutions.

The introduction of body scan technology, along with regulatory and policy changes, has added safeguards to the use of dry cells, ensuring they remain a necessary and secure method for preventing contraband in high-risk situations.

CSC will also develop a new health model to better support aging inmates.

Core responsibility: Correctional interventions

Main Estimates

Categories	2022 to 2023	2023 to 2024	2024 to 2025	2025 to 2026
Operating	$592,699,395	$588,857,076	$616,615,852	$665,165,624
Capital	$220,012	$1,006,087	$17,344,717	$39,404,692
Transfer Payments	$600,000	$900,000	$500,000	$642,857
Revenues and other deductions	($109,730,972)	($113,809,344)	($117,551,750)	($136,280,300)
Total	$483,788,435	$476,953,819	$516,908,819	$568,932,873

Results we plan to achieve

One of CSC’s main priorities is to prepare offenders for successful reintegration into society. This will be done with a focus on culturally informed programming, infrastructure upgrades, and enhanced community engagement to improve correctional outcomes.

Key initiatives include the implementation of digital tools like the Correctional Planning and Decisions initiative, the Path Home reminder system for Indigenous offenders, and the Section 84 module to support pre-release planning. CSC will also expand Indigenous-focused programs and develop an Indigenous Health and Wellness Action Plan. The Service will also endeavor to expand the Institutional Mother-Child Program with a focus on Indigenous women.

CSC is committed to supporting marginalized groups through strategies like the Black Offender Strategy and the Anijaarniq Holistic Inuit Strategy, and by enhancing services for women and elderly offenders. Efforts will also target reducing suspension and revocation rates for Indigenous offenders and improving Elder service contracting.

[Redacted], and enhance employment training through CORCAN industries and penitentiary agriculture programs.

CSC places a strong emphasis on improving services for victims of crime. Through its Restorative Opportunities program, CSC will continue to offer victim-offender mediation services grounded in restorative justice principles. These services aim to address the harm caused by serious crimes and support healing for victims. In collaboration with federal partners, CSC will enhance its Communications and Outreach Strategy for Victims and update the policy framework for the National Victim Services Program. These updates are designed to improve service delivery, ensure alignment with the Canadian Victims Bill of Rights, and strengthen CSC’s capacity to meet victims’ needs with compassion, transparency, and accountability.

Additional efforts include expanding faith-based reintegration projects, improving Citizen Advisory Committees, and increasing access to social, recreational, and life skills programs. A new tracking system for unstructured social activities and updates to relevant policies will support these goals.

Core responsibility: Community supervision

Main Estimates

Categories	2022 to 2023	2023 to 2024	2024 to 2025	2025 to 2026
Operating	$168,942,955	$171,746,424	$186,446,592	$227,688,004
Capital	$5,477,271	$5,832,622	$832,825	$1,451,726
Transfer Payments	$0	$0	$500,000	$857,143
Revenues and other deductions	$0	$0	$0	$0
Total	$174,420,226	$177,579,046	$187,779,417	$229,996,873

Results we plan to achieve

CSC aims to ensure that offenders under community supervision remain law-abiding and successfully complete their sentences without re-admission. To achieve this, CSC is implementing several strategic initiatives in collaboration with community partners and residential facilities.

CSC plans to work closely with Community-Based Residential Facilities (CBRFs) to secure appropriate housing and services, particularly for those with residency requirements. This includes expanding CBRFs capacity, especially for women offenders, and aligning accommodations with individual needs.

CSC is also enhancing its electronic monitoring (EM) capabilities to better supervise high-risk offenders, particularly those with geographical restrictions. Updates to EM policies will ensure they reflect current operational realities.

To support data-driven decision-making, CSC is reviewing and improving the quality and accuracy of community performance measures through the Offender Management System Modernization (OMS-M) project. Additionally, the Offender Accommodation Management (OAM) system will be used to visualize offender population flows and assess regional capacity needs.

Health care continuity is another priority. CSC will ensure that relevant health information is shared with authorized community partners before an offender’s release, in compliance with legislation and policy. This includes coordination with long-term care homes and support for older offenders transitioning into the community. CSC is also exploring partnerships for palliative and end-of-life care services. Overall, these initiatives aim to support offender reintegration, reduce recidivism, and ensure public safety through coordinated community supervision and support systems.

Core responsibility: Internal services

Main Estimates

Categories	2022 to 2023	2023 to 2024	2024 to 2025	2025 to 2026
Operating	$383,345,213	$381,501,066	$428,941,353	$439,529,706
Capital	$26,374,238	$23,533,194	$24,103,296	$28,235,823
Transfer Payments	$0	$0	$0	$0
Revenues and other deductions	($3,943,400)	($3,943,400)	($3,943,400)	($3,943,400)
Total	$405,776,051	$401,090,860	$449,101,249	$463,822,129

Results we plan to achieve

CSC is advancing a broad range of internal service initiatives to support a modern, inclusive, and effective organization. A key priority is contributing to the goal of hiring 5,000 persons with disabilities by 2025 across the Public Service, through inclusive hiring practices and barrier removal. CSC is also updating training programs, including ethical leadership and women-centered training, to reflect evolving values and workforce needs.

To foster workplace well-being, CSC has established the Office of the Ombuds for Workplace Well-Being and continues to promote ethical conduct through the Office of Integrity Risk and the Office of Values and Ethics. Anti-racism efforts are ongoing through an updated Diversity, Equity, and Inclusion Framework.

CSC is modernizing its digital presence and communications by enhancing web content and expanding social media outreach, including Instagram. It is also implementing strategic plans for people management, employment equity, and official languages for 2025 to 2028.

Efforts to recruit healthcare professionals are being strengthened through targeted strategies and infrastructure upgrades.

CSC will continue to collaborate with central agencies on modernizing its HR and pay systems. Additionally, it will advance the modernization of its financial management systems to streamline and automate business processes.

Data governance is a major focus, with the development of a departmental Digital Strategy and the implementation of the Offender Management System Modernization (OMS-M) project.

Mental health and wellness are prioritized through training, partnerships, and the renewal of CSC’s National Comprehensive Strategy on Workplace Wellness. These initiatives aim to build a resilient, inclusive, and digitally ready organization that supports both staff and offender rehabilitation.

Hot issues notes

2.1 Structured Intervention Units

• Structured Intervention Units (SIUs) are part of an ongoing, historic transformation of the federal correctional system that aim to promote greater rehabilitation of offenders while maintaining the safety and security of institutions.
• To improve the operation of SIUs, CSC has promulgated an updated policy suite, including Procedures Manuals, and will continue to implement further improvements to the operation of SIUs by the end of the year.
• These include new performance indicators and enhanced accountability for the collection and reporting of data.
• CSC will also explore improvements to correctional interventions to ensure they meet offenders’ needs and support SIUs objectives.
• With these actions, in addition to ongoing efforts to address recommendations from internal and external oversight bodies, CSC aims to strengthen the oversight and operation of SIUs. 

Actions taken

• CSC has introduced an enhanced staffing model for the SIUs, which provides additional intervention options for inmates with specific needs and enables more accurate data collection.
• CSC is working with external organizations to implement innovative approaches to increase access to interventions and identify additional options for time out of cell and interactions with others.
• An example includes the Dad HERO program, being offered at most SIUs locations by the Canadian Families and Corrections Network.
• CSC has gathered best practices from all sites and shared feedback with all regions to assess if these practices could be implemented in other sites, while considering their local realities.
• CSC has developed a new internal performance indicator that explores the impact of SIUs on offender behaviour in the mainstream inmate population. In addition, CSC continues to review and expand its performance measurement framework to ensure indicators are reflective of performance toward the SIUs Objectives.

Background

Bill C-83 received Royal Assent on June 21, 2019, and came into force on November 30, 2019. Its purpose is to, among other things, eliminate administrative segregation, create SIUs with pre-determined opportunities for independent external oversight, make changes to the structure of health care governance to support the professional autonomy and independence of health care professionals, and set out factors to be taken into account when making decisions affecting Indigenous inmates.

As of March 31st, 2025, there have been approximately 8844 “condition of confinement” referrals made to Independent External Decision Makers (IEDMs) for review. Of those reviewed (5284), the IEDM concluded 81% of the time that CSC had taken all reasonable steps to provide inmates with the opportunity for four hours out of their cell, with two hours of interaction with others. In the remaining decisions, the IEDMs have made recommendations to CSC or required the inmate to be removed from an SIU.

Results

At the end of fiscal year 2024 to 2025:

• 63.1% of inmates transferred to an SIUs successfully reintegrated into the mainstream inmate population in 2024 to 2025, compared to 59.9% in 2023 to 2024.
• Median days in SIUs in 2024 to 2025 was 15 days, compared to 26 days in 2021 to 2022.
• There were 215 inmates in SIUs (1.4% of the total number of offenders in custody [14,837]) and 14 inmates in Restricted Movement (0.1% of the total number of offenders in custody [14,837])

2.2 Mental health

• CSC works to provide effective and timely interventions that address the mental health needs of those who live in our institutions.
• Mental health services are delivered to offenders across a continuum of care throughout their time in custody, including from their admission as well as community-based services.
• Approximately 95% of inmates with an identified mental health need receive treatment, and 94% of inmates have an identified physician or nurse practitioner.
• CSC has also taken additional action to strengthen mental health services for offenders.
• This includes:
  • Launching a review of Regional Treatment Centers to standardize care across the country, including for Indigenous and women offenders;
  • Reviewing our health facilities infrastructure to better support rehabilitation and recovery;
  • Implementing a Patient Advocacy Service, including input from a variety of external stakeholders, to support the care provided to offenders.
• Through these actions, we remain committed to enhancing our services to better meet the needs of our offender population.

Background

CSC estimates that roughly 70% of inmates admitted to federal custody report mental health symptoms. Of these, 36% experience impairment in daily activities, meeting the criteria for a diagnosis of a mental disorder. Rates are similar between men and women. Lifetime prevalence of alcohol and substance use disorders at admission to prison is 66% for men and 61.6% for women. These rates are higher for Indigenous men (85.2%) and women (85.7%).

All of CSC health services and mental health services are accredited by Accreditation Canada, which is the same organization that accredits hospitals and other service providers in communities across the country.

CSC institutions deliver mental health services through Primary Mental Health Care, Intermediate Mental Health Care Units, and Regional Treatment Centres.

CSC maintains five Regional Treatment Centres (RTCs ) across Canada, one for each of CSC’s main regions. RTCs are designated psychiatric hospitals under relevant provincial health legislation (except for Quebec) and provide intensive interdisciplinary treatment with 24-hour coverage to inmates with mental and physical health care needs. Admission criteria include, but are not limited to, those inmates who require 24-hour nursing and other clinical care.

Inmates may also have to receive treatment in the community, for care such as emergency health care, specialized care, and hospitalizations.

CSC’s health services are provided by a range of registered health care professionals, ensuring that the care provided within the institutions is equivalent to the services provided in the community. CSC has in place a National Health Professional Advisory Committee and a regional and national professional practice structure to support its health service providers in their delivery of care.

Interdisciplinary mental health teams are established in each CSC institution to coordinate and provide mental health services and facilitate interdisciplinary case consultation.  They are responsible for identifying needs and service requirements, prioritizing services, and discussing current clinical, operational and case management issues, concerns, short and long-term goals, and roles and responsibilities of all staff intervening with inmates with mental health issues.

2.3 Overrepresentation of Indigenous Offenders within the Correctional Service of Canada

• The overrepresentation of Indigenous peoples in the criminal justice system is a reflection of the systemic disparities that all levels of government must work to fix.
• CSC is committed to taking action to address this by enhancing cultural supports, streamlining release processes, implementing targeted reintegration and employment initiatives, and establishing leadership roles focused on Indigenous corrections.
• We recognize there is more work to be done and will continue to collaborate with our partners to support Indigenous offenders' rehabilitation and successful reintegration.
• This includes ongoing work to develop a culturally responsive, Indigenous-informed security classification process and ensure appropriate initial security level placements.
• We continue to provide ongoing funding to support Indigenous offender reintegration through the Community Reintegration Fund, which enhances access to culturally responsive services, urban transition and home community reintegration supports, and Section 84 release planning to address this issue.

Progress

Section 81

• Under section 81 of the CCRA, we’ve been able to collaborate with Indigenous community organizations who participate in the care of Indigenous offenders outside of traditional correctional settings.
• In terms of the total number of Indigenous offenders transferred to Section 81 and CSC Healing Lodge facilities:
  • In 2022 to 2023, there was a 29.7% increase from the previous year;
  • In 2023 to 2024, CSC saw a further 43% increase; and
  • In 2024 to 2025, CSC saw a 6.5% increase over last fiscal year.

Section 84

• Section 84 of the CCRA provides a legal framework for CSC to engage with Indigenous communities in the release planning process for offenders who expresses an interest in serving their eventual conditional or statutory release in an Indigenous community, or in an urban area with the support and direction of an Indigenous organization.
• In 2023 to 2024, 416 Indigenous offenders had an established Section 84 release plan prior to their first release compared to 389 in 2022 to 2023.
• In 2024 to 2025, 467 Indigenous offenders had an established Section 84 release plan prior to their first release.
• CSC has implemented several reintegration initiatives through the Community Reintegration Fund (CRF) to support Indigenous offenders transitioning to life in community and urban settings.
• As of May 2025, CSC is supporting 19 contracts through the Community Reintegration Fund (CRF) for fiscal year 2025 to 2026, including 4 Urban Transition Support (UTS) contracts in the Prairie, Atlantic, and Ontario regions, and 15 Home Community Reintegration (HCR) contracts across the Prairie, Pacific, Atlantic, Ontario, and Quebec regions, with a combined value of approximately $1.44 million.
• As of May 2025, CSC is supporting 7 Amending (Contribution) Agreements through the Indigenous Offender Reintegration Contribution Program (IOR-CP) for fiscal year 2025 to 2026 across the Atlantic, Quebec, Ontario, Prairie, and Pacific regions.
  • Valued at over $873,845, these agreements fund culturally grounded services that support the reintegration of Indigenous offenders, while addressing recidivism and the overrepresentation of Indigenous offenders. Full utilization of allocated IOR-CP funding is anticipated for 2025 to 2026.

Background

While decisions with respect to sentencing are outside of CSC’s control, CSC does influence the time Indigenous offenders spend in custody by providing culturally responsive programs and interventions to address an Indigenous offender’s risk, provide effective rehabilitation and foster successful community reintegration. CSC is committed to making impactful changes and to improve reintegration outcomes for Indigenous offenders in a meaningful way. Notably, there was an increase in the percentage of discretionary releases for Indigenous offenders, from 35.9% in fiscal year 2021 to 2022 to 42.3% in fiscal year 2024 to 2025. CSC has introduced many initiatives to address systemic factors that have contributed to the overrepresentation of Indigenous peoples, including:

Institutional and structural changes

• In 2017, CSC establishment of Indigenous Interventions Centres to provide streamlined support to Indigenous offenders from the start of their sentence.
• Appointment of a Deputy Commissioner for Indigenous Corrections (DCIC) to lead and coordinate Indigenous correctional strategies.
• Recent streamlining of the Section 84 release process to remove barriers to participation.

Reintegration and community support

• Implementation of reintegration initiatives through the Community Reintegration Fund (CRF), including project funding for Indigenous organizations delivering trauma-informed care and life skills programming.
• CSC established a Memorandum of Understanding with Indigenous Services Canada to assist status First Nations people under CSC custody in obtaining or renewing their Secure Certificate of Indian Status (SCIS) and accessing Non-Insured Health Benefit (NIHB) prior to release.

Culturally responsive programming

• Delivery of culturally responsive correctional programs for Indigenous offenders, including:
• Pathways Initiative: An intensive healing intervention involving traditional practices and active Elder engagement.
• Anijaarniq Holistic Inuit Strategy: Developed in 2014 to ensure Inuit offenders have the support and resources needed to reintegrate successfully into their communities.
• In 2024 to 2025, CSC contracted approximately 174 Elders and Spiritual Advisors to provide spiritual, ceremonial, and counselling support to First Nations, Métis, and Inuit offenders. Elder services remain a priority, with oversight by the EXCOM Sub-Committee on Indigenous Corrections, which is exploring best practices and models through intergovernmental partnerships.

Healing Lodges and Section 81 facilities

Continued support for Section 81 facilities and CSC Healing Lodges, which offer culturally grounded environments for Indigenous healing and reintegration.

Staff training and support

• Delivery of Indigenous Social History (ISH) training to CSC staff, aimed at integrating ISH considerations into decision-making and improving responsiveness to the needs of Indigenous offenders.
• Responsivity resource kits were developed to provide correctional and education program staff with the tools needed to work and interact effectively with offenders with special needs and/or those that require special considerations in the program context, such as women and Indigenous people.
• Launch of the Connecting Spirits, Creating Opportunities (CSCO) initiative to support Indigenous employees and their managers in career planning, with the goal of promoting retention and succession planning for culturally competent staff. In March 2025, CSCO launched the Leadership Learning Path: Empowering Indigenous Leaders at CSC to enhance their leadership capabilities at any career stage.

2.4 Overrepresentation of Black offenders

• We are aware of the overrepresentation of Black offenders within our care. To address this, CSC has created an Ethnocultural Action Framework to better support ethnocultural offenders, including those who are Black and other racialized groups.
• We have over 60 staff members who serve as Ethnocultural Site Coordinators to provide key support to offenders, including those who are Black or part of other racialized groups, at the site level.
• We continue to provide Black offenders with interventions and services aimed at supporting their reintegration. This includes:
  • Addressing needs as identified in their Correctional Plan;
  • Receiving support from community service providers and volunteers, when possible;
  • Providing culturally relevant materials for personal development purposes;
  • When appropriate, recommending and facilitating Day Parole to “other locations”, which may include offenders’ home communities, or locations with increased access to relevant supports for successful reintegration.
• CSC is developing a Black Offender Strategy to identify new opportunities to address the unique lived experiences and barriers faced by federally sentenced Black individuals.
• This strategy will initially identify and determine ways to incorporate and expand successful practices across the country and, where possible, anchor them in policies, procedures and practice nationally. This work is underway.

Background

At the end of Fiscal Year 2024 to 2025, Black men represented 9.9% of the total population of men under CSC jurisdiction, while Black people make up only 4% of the general Canadian population. While Black women under CSC jurisdiction are more likely to reside in the community (5.9% in community, versus 3.4% in custody and 4.5% overall), Black men are more likely to be incarcerated (10.8% in custody, versus 8.5% in community).

The 2024 Fall Economic Statement allocated $7.9 million over two years starting in 2025 to 2026 to support Phase I of CSC’s Black Offender Strategy, which is intended to help support successful rehabilitation during incarceration.

CSC is conducting a multi-year evaluation of the Black Offender Strategy over three fiscal years. Phase I is complete and will guide the evaluation of pilot projects and future investments. Phase II will focus on evaluating the Reintegration Officer pilot. A performance measurement framework will assess the strategy’s impact on correctional outcomes and experiences.

CSC is also building an evidence base through ongoing research, including the implementation of Black Social Histories and other applied studies. These efforts will help measure the effectiveness of funded initiatives and inform future improvements. Evaluations will assess relevance, effectiveness and efficiency.

Additionally, CSC is developing an Outcome Framework with indicators aligned to goals identified through research, audits and consultations. These indicators will track progress in areas such as access to conditional release and movement to lower security levels. Reports will be updated quarterly and shared with regions and sites to support continuous improvement.

CSC is also exploring ways to measure Black offenders’ perceptions of their correctional experience. A feasibility study will assess whether quality of life indicators can be used to evaluate feelings of wellbeing, respect and belonging.

2.5 Harassment and employee culture

• CSC acknowledges the seriousness of the reports of harassment and abuse experienced by staff members at our institutions.
• We are committed to a workplace that is healthy, inclusive, and characterized by trust. Culture change does not happen overnight, but CSC is committed to the process.
• Already, a dedicated Culture Team has been established to develop a strategic approach to evolving our culture, which will include working directly with specific institutions to enhance their ability to address local issues.
• Additionally, we are reviewing our code of conduct to ensure appropriate sanctions for harassment, bullying and violence, and examining ways to improve formal and informal conflict resolution.
• And our renewed Mental Health Strategy on Workplace Wellness and Employee Well-Being will ensure CSC can respond effectively to psychological health and safety issues.
• We are also reviewing our National Training Standards to ensure all employees have the knowledge and tools they need to contribute to a safe workplace.

Background

CSC’s approach to a positive workplace

• CSC offers all its employees an Employee Assistance Program (EAP). This program is a voluntary and confidential support service. It helps employees, their family members and dependents.
• In 2020, CSC implemented a National Comprehensive Strategy on Workplace Wellness and Employee Well-Being, and with it made a commitment to establish a culture that incorporates psychological health, safety and wellness in all aspects of the workplace through collaboration, inclusion, accountability and respect.  Since then, CSC has actively worked to evolve this Strategy, in the continued pursuit of healthy work environments that safeguard the wellness of its employees, across the country.
• Following an audit of culture, CSC is focusing heavily on reinforcing a culture of respect and environments that are free of harassment, discrimination and violence of any kind.
• CSC is examining lessons learned at other Government of Canada security agencies to develop a forward plan to ensure a healthy and inclusive workplace.

Office of the Ombuds

• An Ombuds function was created January 31, 2023, and has been providing a safe environment for all employees to raise issues informally and confidentially, get assistance in navigating the system and explore options to resolve their concerns.

2.6 High profile offender residing in minimum security

• Protecting the safety and security of correctional institutions and communities is a top priority for CSC.
• I am unable to comment on specific offender cases under the Privacy Act, as well as for public safety reasons.
• When an inmate’s location is publicly disclosed, it can ultimately compromise the safety and security of not only CSC’s inmates, but also the staff and the public who visit those facilities.
• When it comes to security classifications, CSC has the appropriate measures in place to safely manage offenders, including in minimum security.
• Canadians can be assured that their safety remains our top priority.

Radicalization

• Radicalization to violent extremism is not a new phenomenon in federal corrections. CSC has long managed various offenders who fall under the definition of a radicalized offender.
• To manage this population there are continuous and extensive case management plans for radicalized offenders as well as detailed correctional plans which are specifically tailored to each offender based on their individual risk and needs.   
• CSC does, and will, continue to share information with both domestic and international partners to keep Canadians safe.

Bill C-83

• Transfers of inmates that are due to a change in their security classification, are informed by evidence-based assessments along with professional judgement of specialized staff.
• Transfers respect the principle that CSC use the least restrictive measures that are consistent with the protection of society, staff members and inmates.
• Despite the difference in wording between C-83 and the former Bill C-10 the Safe Streets and Communities Act, which used “necessary and proportionate”, their guiding principles regarding the classification of inmates were the same.

Security classification

CSC is responsible for managing the risks posed by offenders while addressing their specific needs and promoting change to support safe and structured reintegration into society.

Initial and subsequent security reclassification includes the use of evidence-based assessment instruments along with the professional judgment of specialized staff and psychological assessments, if applicable.

The following factors are considered in assigning a security classification to each inmate:

1. the seriousness of the offence committed by the inmate;
2. any outstanding charges against the inmate;
3. the inmate’s performance and behaviour while under sentence;
4. the inmate’s social, criminal and, if available, young-offender history and any dangerous offender designation under the Criminal Code;
5. any physical or mental illness or disorder suffered by the inmate;
6. the inmate’s potential for violent behaviour; and
7. the inmate’s continued involvement in criminal activities.

This process considers the degree and type of custody and control required to ensure the safety of staff, the public, and institutions. The inmate's accessibility to family and other support mechanisms, the availability of appropriate programs and services, such as cultural initiatives, and the inmate's willingness to participate in those programs are also considered.

This approach ensures that placement decisions are both risk-informed and responsive to individual circumstances, supporting the overarching goal of safe and gradual reintegration into the community.

Only those inmates who are assessed as posing a low risk to public safety, a low risk of escape and a low risk related to institutional adjustment are placed in a minimum-security institution.

2.7 Community supervision

• Protecting the safety and security of our communities is a top priority for CSC.
• Research shows that offenders have better outcomes when their release is gradual and structured. Conditional release with supervision helps them reintegrate safely and reduces the risk of reoffending.
• For offenders in the community, any risk is managed through monitoring and supervision strategies that are tailored to each offender.
• At any time, CSC staff can act if they believe an offender is violating their conditions, which can include suspending the release and returning them back to custody.

Statutory release [Redacted]

• The law requires that federal offenders who have served two-thirds of a fixed-length sentence be released under supervision at that point.
• Before an offender is released into any community, CSC undertakes a comprehensive pre-release planning process, including the completion of a community supervision strategy.
• CSC works closely with the police of jurisdiction on these supervision strategies and in this case local police issued a public notification about the release of this offender.

Community supervision

Community supervision is a key aspect of CSC's mandate to contribute to public safety. It involves monitoring and supporting offenders in the community to facilitate their safe and successful reintegration, including managing offenders on parole, statutory release, and long-term supervision orders.

Under the supervision of Parole Officers and multidisciplinary case management teams, offenders are held accountable while being supported in addressing the factors that led to their criminal behaviour. CSC works in close collaboration with community partners, police, Indigenous organizations, and non-governmental agencies to ensure that supervised offenders have access to housing, employment, treatment, and other services, thereby promoting rehabilitation, reducing recidivism, and fostering safer communities.

Under current legislation, there are different types of conditional release for offenders: Temporary Absences (i.e. Unescorted Temporary Absences and Escorted Temporary Absences), Work Release, Day Parole and Full Parole. Statutory Release is required by law at two-thirds of an offender’s sentence fix-length sentence.

[Redacted]

2.8 Conditional release

• To keep communities safe, CSC works with its criminal justice partners to gradually release and safely reintegrate federal offenders through structured community supervision.
• Research shows that society is best protected when an offender is gradually reintegrated into society through supervised release, rather than released at the end of their sentence with no controls or support.
• If the offender’s behaviour changes and there is an increased risk to public safety, CSC takes immediate action to reassess the offender’s risk and behaviour under supervision and review their supervision strategy.
• If it is determined that an offender cannot be safely managed in the community, the offender’s conditional release will be suspended, resulting in a return to custody.
• The offender’s release can ultimately be revoked by the Parole Board of Canada (PBC).
• Overall, during the past decade, there has been a steady and substantial improvement in the percentage of federal offenders not returning to federal custody within 5 years of sentence expiration:  
  • From 84.1% in 2015 to 2016 to 89.2% in 2024 to 2025 for all offenders.
  • 88.8% for male in 2024 to 2025.
  • 93.5% for female in 2024 to 2025.
  • From 76.9% in 2015 to 2016 to 83.9% in 2024 to 2025 for Indigenous offenders.

Statistics

Of 7,199 offenders - who were on Day Parole or Full Parole for at least one day during the fiscal year - 0.3% were convicted with a violent offence committed while under supervision, and 1.0% were convicted with a non-violent offence committed while under supervision.

Between fiscal years 2020 to 2021 to 2024 to 2025:

• The number of offenders supervised in the community by CSC on conditional release decreased from 9,113 at the end of fiscal year 2020 to 2021 to 8,717 at the end of fiscal year 2024 to 2025, a decrease of 4.3 per cent.
• The number of offenders supervised on Day Parole increased from 1,406 to 1,677, an increase of 19.3 per cent.
• The number of offenders supervised on Full Parole decreased from 4,503 to 4,146, a decrease of 7.9 per cent.
• The number of offenders supervised on Statutory Release decreased from 2,715 to 2,401, a decrease of 11.6 per cent.
• The number of offenders supervised on Long-Term Supervision Orders increased from 489 to 493, an increase of 0.8 per cent.

After a consistent yearly decrease in the in-custody population between 2013 to 2014 and 2021 to 2022, the in-custody population increased 5.9% from 12,328 in 2021 to 2022 to 13,054 in 2022 to 2023. Despite this increase, the in-custody population has not returned to pre-COVID-19 pandemic levels. Over the past 10 years (from 2013 to 2014 to 2022 to 2023), the total offender population supervised in the community increased by 5.3%.

In 2020 to 2021, the median percentage of sentence served before first release was 54.5 percent, compared to 53.7 percent in 2024 to 2025. Women offenders are being released earlier in their sentences, the median percentage of sentence served before their first release was 34.6 percent in 2020 to 2021 and was 33.3 percent in 2024 to 2025.

2.9 Security classification and transfers

Security classification

• CSC contributes to the safety of institutions and the public by ensuring that all inmates are placed in institutions that match their security level.
• Inmates are classified based on the necessary degree of supervision and control within the penitentiary, escape risk and risk to public safety in the event of an escape.
• In accordance with its policies, CSC is required to reassess the security classification of inmates at least once every two years for those with a maximum or medium security rating.
• For the purposes of determining the initial security classification and its reassessment, CSC uses evidence-based assessment tools and relies on the professional judgment of specialized staff and psychological evaluations, where applicable.

Inmate transfers

• Transfers from one institution to another may occur for many reasons, including when an inmate’s security classification is reviewed.
• All transfers to lower levels of security occur only after CSC has duly considered an inmate’s risk and how best to manage it.
• An inmate can be returned to a higher security level at any point if deemed necessary to ensure the safety of the public or the institution.

Security classification

All inmates entering federal custody undergo a full assessment and referral process to identify their program and security needs, which may include health considerations, correctional programs, as well as employment and education assessments.

Initial security classification and subsequent security reclassification includes the use of evidence-based assessment instruments along with the professional judgment of specialized staff and psychological assessments, if applicable.

The following factors are considered in assigning a security classification to each inmate:

1. the seriousness of the offence committed by the inmate;
2. any outstanding charges against the inmate;
3. the inmate’s performance and behaviour while under sentence;
4. the inmate’s social, criminal and, if available, young-offender history and any dangerous offender designation under the Criminal Code;
5. any physical or mental illness or disorder suffered by the inmate;
6. the inmate’s potential for violent behaviour; and
7. the inmate’s continued involvement in criminal activities.

This process considers the degree and type of custody and control required to ensure the safety of staff, the public, and institutions. The inmate's accessibility to family and other support mechanisms, the availability of appropriate programs and services, such as cultural initiatives, and the inmate's willingness to participate in those programs are also considered.

As per policy, CSC must review the security classification of medium and maximum-security inmates at least every two years. However, classification reviews must also be undertaken following a significant event (i.e., serious incident; escape, etc.). The inmate security classification process also takes into consideration Indigenous Social History (ISH) for Indigenous inmates.

Transfers

Transfers of inmates from one institution to another may occur for many reasons, including when an inmate's security classification is reviewed. All transfers of inmates to lower levels of security occur only after CSC has duly considered such aspects as public safety, required degree of control and supervision in the penitentiary and the risk of escape.

As inmates progress through the correctional system to lower security levels and earn more freedom of movement within the institution, the programs and activities are tailored to more closely reflect the conditions the inmate is likely to encounter once released into the community. A transfer to minimum security allows the inmate to experience greater autonomy to prepare for a safe reintegration into the community.

The risk posed by inmates is constantly assessed by our staff. In the event of a change in the risk posed, the necessary measures are taken, including the possibility of a reclassification to a higher security level.

2.10 Victim services and victim notification

• CSC is committed to upholding victims’ rights to information, protection and participation so that victims of federal offenders have an effective voice in Canada’s criminal justice system.
• That is why CSC established the National Victim Services Program focused on engaging victims of offenders serving a federal sentence from a victim-centred, trauma-informed perspective.
• It gives victims a voice at a time when their well-being and dignity may have been undermined. This can help them regain a sense of control over their lives and restore their confidence in the justice system. 
• In 2024 to 2025, CSC provided services to over 9,000 registered victims. During this period, CSC’s Victim Services Officers reached out to victims more than 50,000 times to share information about the offender that harmed them.
• To ensure that all victims have access to the information they are entitled to receive, CSC continues to raise awareness about its program with victims, stakeholders, and criminal justice partners.

Bill S-12

• The Government of Canada has acknowledged concerns from victims and stakeholders about the challenges victims face in accessing information throughout the criminal justice process.
• To address this, Bill S-12, which was passed into law, requires courts to inquire whether a victim wishes to receive information about an offender and their progression throughout the course of their sentence.
• A new provision will also require Courts to forward the name and contact information for any victim who wishes to receive such information.
• Once in effect, CSC will begin proactively contacting victims to explain their rights and offer services that may be helpful to them.
• To prepare for this change, CSC is currently working with all provinces and territories to establish secure information-sharing arrangements.

Background

The CCRA recognizes that victims of crime have an important role to play in the criminal justice system. It provides victims with an opportunity to receive information about the offender that harmed them and participate in the federal corrections and conditional release process. Under the CCRA, victims who meet the definition are entitled to receive, upon request, offender-specific information otherwise not available to the public, including the offender’s name, the offence(s) of which the offender was convicted, the court that convicted the offender, the start date and length of the sentence the offender is serving and the offender’s eligibility dates and review dates for temporary absences or parole.

Further discretionary information, such as the name and location of the correctional institution where the offender is being held, may be disclosed to a victim when the Commissioner of CSC determines that the victim’s interest in receiving the information outweighs the potential invasion of the offender’s privacy. Victims may also ask to receive ongoing notifications of changes, such as when federal offenders are transferred to other federal or provincial facilities, including advance notification of a transfer to a minimum-security institution or to a healing lodge.

CSC can also provide registered victims with information about the offender’s Correctional Plan via the Correctional Plan Progress Report. This document describes the objectives the offender is expected to work on and summarizes the offender’s progress in meeting those objectives at specific points of their sentence. With consideration to public safety, CSC also provides victims with certain types of information at the time of certain releases, such as the offender’s release date, destination (and whether the offender will be in the vicinity of the victims while travelling to that destination), any conditions of release and a current photograph of the offender. This type of information allows victims to make informed decisions about their safety, which upholds their right to protection.

CSC encourages victims to provide a victim statement related to the continued impact that the crime, incarceration and release of the offenders have had on their lives. These statements can include relevant information about the offender, along with any safety concerns the victim may have and requests for conditions. This is the principal way that victims exercise their right to participation within the corrections and conditional release process. Victims are able to update these statements at any time, and offender case management teams are required by policy to review and consider any statement on file. As a matter of procedural fairness, CSC explains to victims that their statements are shared with the offender.

To receive information about the federal offender who harmed them, victims are asked to register with either CSC or the Parole Board of Canada (PBC). The registration process allows CSC to confirm that the applicant meets the definition of a victim before sharing certain information with victims about the offender. CSC provides information to victims based on their preferences. Information can be provided by telephone, mail and/or electronically through our secure, online Victims Portal, available 24/7.

2.11 Mother-Child Program

• The safety and security of all children who participate in the Mother-Child Program is our top priority.
• That is why there are rigorous eligibility criteria protocols in place for participation in this program.
• This includes child welfare screening, as well as ensuring that those residing in the Unit have not been convicted of an offence against a child.
• The Mother-Child Living Unit is securely locked, and access is restricted to those residing in the unit.
• Children who participate in the Mother-Child Program at any institution must be supervised at all times and are never left unattended.
• Children have safely participated in the program since it was implemented in 2001. Over the years, there have been close to 200 participations in the program with 164 different mothers who have benefited from the program
• The best interests of the child will remain our priority.

Background

The Institutional Mother-Child Program was piloted in 1996 and implemented in 2001. The program aims to strengthen the bond between mothers and their children by keeping them together where appropriate and providing a supportive environment that fosters stability and continuity to their relationship.

This program is available in all women's institutions and at the Healing Lodge. It offers a range of options for incarcerated women to develop, maintain and/or strengthen the bond with their children.

An onsite component of the Mother-Child Program enables children to stay with their mothers on a part-time or full-time basis. Off site or other bonding services are also available to all incarcerated women including in-person and video visits, counselling, education, legal and mediation support/liaison, reading programs, and pre- and post-natal services.

The best interest of the child is the primary consideration in all decisions related to participation in this program. This is accomplished by ensuring the physical, emotional and spiritual well-being of the child, as well as the safety and security of the institution.

Since its implementation, nearly 200 children have participated in the onsite full-time or part-time component of the Mother-Child Program. A new application has been developed to improve the tracking all types of participation, including the other bonding services. This tool was fully implemented across all women’s sites on April 1, 2025.

As of October 3rd, there are a total of 11 children in the program with [Redacted] in the institutions on a full-time basis, [Redacted] participating on a part-time basis and [Redacted] pending arrival.

Safety of children in the program

There are rigorous eligibility criteria protocols in place for participation in this program, including child welfare screening completed by provincial and territorial child and family services, as well as ensuring that those residing in the Mother-Child Living Unit have not been convicted of an offence against a child. Mothers classified as maximum security are not eligible for full or part-time participation with their children but could access the other bonding services.

2.12 Gender-Diverse offenders

• CSC effectively manages prison populations by ensuring that all offenders, including those with diverse gender identities, are in an environment that meets their security requirements, correctional programs and spiritual and cultural needs.
• Each accommodation request is assessed on a case-by-case basis and requires a robust assessment of offenders' needs and risks, as well as any overriding health and safety concerns, including the examination of mitigation strategies.
• CSC works to accommodate an offender in an institution that better aligns with their gender identity, unless there are overriding health and safety concerns that cannot be otherwise mitigated.
• If overriding health or safety concerns are identified and cannot be effectively mitigated, the placement request may be denied. In such cases, alternative measures are implemented to support the person’s gender-related needs where they reside. 

If pressed - Violence

• Research has shown that within CSC, the majority of institutional incidents, regardless of gender diverse offender sub-population, were non-violent in nature.

Statistics

At the end of fiscal year 2024-2025, gender diverse individuals represented less than 1% (0.83%) of CSC’s total offender population.

Summary of Pen Placement and Transfer Requests (December 2017 – March 31, 2025):

Placement may occur at intake via a penitentiary placement request, or at any point during the sentence via a transfer request.

Pen Placement:

• Total Requests: [Redacted]
• Approved: 13 [Redacted]
• Denied: 13 [Redacted]
• Withdrawn: [Redacted]

Voluntary Transfer Requests:

• Total Requests: 103
• Approved: 23 (22%)
• Denied: 61 (59%)
• Withdrawn: 19 (18%)

Current status

In May 2022, CSC issued Commissioner’s Directive (CD) 100: Gender Diverse Offenders. This directive provides overarching policy direction aligned with amendments to Section 2 of the CHRA and paragraph 4(g) of the CCRA.

This policy supports staff in meeting the needs of gender diverse individuals and reinforces CSC’s legal duty to accommodate, regardless of a person’s sex (i.e., anatomy) or the gender marker on their identification, unless there are overriding health or safety concerns that cannot be mitigated.

2.13 Harm reduction

Prison Needle Exchange Program

• Canadians across the country have been impacted by the ongoing opioid crisis, including inmates within federal correctional institutions.

• The Prison Needle Exchange Program (PNEP) is a harm reduction program that works to limit the transmission of infectious diseases, such as HIV and Hepatitis C (HCV).
• This program also reduces the public health and safety risk to other inmates, staff, and the community.
• Appropriate safeguards have been established in every institution to ensure that PNEP kits are safely stored and accounted for at all times.
• A Threat Risk Assessment (TRA) is conducted to review all participant applications to ensure the safety and security of staff, inmates, and the institution.
• There have been no reported assaults involving staff or inmates associated with this program.

Overdose Prevention Sites

• The primary goal of the Overdose Prevention Site (OPS) is to save lives by having health care professionals available to respond immediately in the event of a medical emergency.
• Harm reduction measures are grounded in science – they support the reduction of the spread of infectious diseases, which makes institutions safer not only for inmates, but for employees, visitors and the community.
• Since the start of the program, there have been no fatalities amongst those using the OPS program.
• There have also been no drugs provided by CSC to offenders in the context of this program.

Background

Lifetime prevalence of problematic alcohol and substance use at the time of admission to federal institutions is assessed as 61% (men) and 61.6% (women) and higher for Indigenous men (85.2%) and women (85.7%). CSC research findings also show that over 50% of the incoming male offender population at time of assessment reported a current substance use problem, and the majority (68%) have a concurrent mental health disorder.

Approximately 20 to 22% of men and 27 to 29% of women report a lifetime history of injection drug use. This finding is consistent across multiple research and surveillance activities (e.g. 2022 Health Survey, standardized intake assessments, and health care records).

CSC’s 2022 Health Survey found that those who inject drugs were 10 times more likely to acquire Hepatitis C (HCV) in custody. In CSC, 47% of all new HCV infections were associated with injection drug use. 

Substance use services in CSC

CSC’s harm reduction approach is consistent with the federal Government’s Canadian Drugs and Substances Strategy and recommendations by the United Nations Office on Drugs and Crime, which view substance use as a health issue. CSC provides a range of substance use services, including harm reduction, treatment, psychoeducation, and support in recovery to promote overall wellbeing.

CSC’s harm reduction measures include Opioid Agonist Treatment (OAT), Prison Needle Exchange Program (PNEP), Overdose Prevention Service (OPS), Self-Management and Recovery Training (SMART), and other peer support and harm reduction services (e.g. naloxone nasal spray, fentanyl testing strip, etc.).

To ensure the safety and security of staff, inmates and the institution, a Threat Risk Assessment (TRA) is conducted to review all PNEP applications. TRAs evaluate factors that could pose a danger to the management of an inmate, the safety of others and the security of an operational unit. This is the same model that is used for the distribution of EpiPens® and insulin needles. Appropriate safeguards have been established in every institution to ensure that PNEP kits are safely stored and accounted for at all times.

As of September 2025, the PNEP has been implemented at 13 institutions across the country.

As of September 2025, OPS is available at 5 institutions: Drumheller Institution, Springhill Institution, Collins Bay Institution, Drummond Institution and Warkworth Institution.

2.14 Contraband and drone detection

• Protecting the safety and security of our institutions remains a top priority for CSC
• CSC responds to the threat posed by drones through several security practices, intelligence activities, technological supports, and infrastructure enhancements.
• This includes current work on the deployment of body scanners at institutions while working towards the implementation of radiofrequency jammers and other technological countermeasures to prevent unauthorized communications and contraband deliveries.
• I am confident that with further technological innovations, along with the ability of frontline officers to detect and seize contraband, CSC will continue to prevent the entry of contraband.

Responses to contraband and drones

CSC continues to respond to the threat posed by contraband and drones with a layered approach, which includes the use of security practices, adoption of technologies, intelligence activities, and infrastructure enhancements. Specifically, this includes:

Technological Supports

• Intrusion detection systems (drones and throw-overs)
• Ferromagnetic detectors;
• Ion scanners;
• Increased adoption of body scanners; and
• Planned introduction of radiofrequency jammers.

Non-Technological Security Supports

• Detector Dog Teams (drugs, firearms and ammunition, electronic storage devices); and
• Infrastructure enhancements.

CSC continues to research and introduce new technologies as they become available to facilitate the detection of contraband, including contraband introduced via drones. In October 2024, regulations governing the use of body scanners came into force and CSC is now working on the deployment of these systems. To further complement existing measures, in March 2025, it was announced that CSC will have an exemption to use radiofrequency jammers in institutions to prevent unauthorized communications and contraband deliveries.

Further technological innovations that make it easier to detect and seize contraband items, along with the ability and professionalism of our frontline officers, will enable CSC to continue to produce better results, through increased seizures or decreased introduction of contraband into institutions.

2.15 Staff safety

• The safety and wellbeing of those who live and work in our federal institutions are of paramount importance for CSC.
• CSC is committed to ensuring a safe work environment for the thousands of dedicated staff who, on a daily basis, have the challenging task of managing a complex and diverse offender population.
• Measures are in place to protect the safety and security of these staff.
• Within our institutions, this includes the appropriate security placement of offenders, an engagement and intervention model to respond to incidents, drug detection and identification tools and ongoing staff training.
• Correctional Officers are qualified to use, and are provided with, the necessary security equipment to ensure their safety and security in institutions, including protective vests and gloves and restraint equipment.
• They also follow an Engagement and Intervention Model, which is a risk-based model intended to guide staff in preventing, responding to, and resolving incidents using the most reasonable interventions.

If pressed – Community staff safety

• CSC has a number of procedures and protocols in place to enhance the safety of community staff.
• This includes:
  • Conducting thorough threat-risk assessments;
  • A staff safety assessment of each offender upon their release;
  • The use of tandem supervisions – where parole officers or other CSC staff are accompanied by an authorized individual when visiting higher risk offenders; and
  • Partnerships with local law enforcement.
• In addition to these established procedures and protocols, CSC provides mandatory safety training for community staff members to help them develop the skills needed when interacting with offenders to maintain safety, in accordance with laws, policies, and procedures relevant to their duties.

Staff assaults

Staff assaults are taken very seriously. Police may be called for any criminal offences and both criminal and internal disciplinary charges can be laid against inmates. CSC acts promptly to ensure measures are in place to protect staff and ensure ongoing support. 

At the end of fiscal year 2024 to 2025, there were 506 incidents of assault on staff reported over the course of the fiscal year, compared to 614 at the end of the previous fiscal year.

CSC has a comprehensive Employee Protection Protocol (EPP) in place to address incidents where an employee and/or their family may be at greater risk than the normal conditions of work. These guidelines apply to all individuals employed by CSC (indeterminate, term and casual, as well as those on secondment to CSC or working part-time) at all times regardless of location (i.e. not only at institutions but also in parole and administrative offices, residences, public spaces, etc.).

2.16 Parliamentary visits

• CSC is proud to support visits to its institutions by Parliamentarians and Judges.
• Considering that prisons are unique and evolving security environments, and that Wardens are responsible for ensuring the safety of institutions and guests at all times, a member of CSC’s management team typically accompanies visitors during these tours.
• This is a longstanding best practice which applies to Members of Parliament, Senators and Judges. 
• CSC’s management is also best placed to answer a breadth of questions about the institution, inmates or corrections as a whole.
• If a Parliamentarians wishes to meet with inmates or unions privately, CSC makes every effort to provide access to a meeting room.  These, of course, can proceed without CSC management present.

Legislation and considerations

Under section 72 of the CCRA every member of the House of Commons, every Senator and every judge of a court of Canada has the right to:

1. enter any penitentiary,
2. visit any part of a penitentiary, and
3. visit any inmate, with the consent of the innate.

Pursuant to the CCRA and its regulations, visits by Parliamentarians and judges must be authorized unless there are reasonable grounds to believe that the visit would jeopardize the security of the penitentiary or the safety of any person and restrictions would not be adequate to control the risk. Only an institutional head can refuse or suspend a visit.

CSC has experienced an increase in the number of Parliamentarian visits to our institutions and parole offices. From April 1, 2024, to September 2025, CSC hosted 43 Parliamentary visits. This number is up from 22 visits in 2023 to 2024.

The best practice for VIP visits, which includes members of Parliament, Cabinet Ministers, Senators, or Judges, is to have the Warden (or a delegate) present during the tour. Not only are Wardens responsible for the safety of the institution and the safety of employees, inmates and visitors, but they are also familiar with the layout and routine of the institution and can provide Parliamentarians with responses to their questions.

Wardens can also fully explain their institution’s operations, given their role and breadth of knowledge, and can quickly action follow-up information requested by a Parliamentarian/Judge during a visit.

Questions and answers

3.1. What do you propose to do to strengthen the operations of Structured Intervention Units?

• Structured Intervention Units (SIUs) are part of an ongoing, historic transformation of the federal correctional system that aim to promote greater rehabilitation of offenders while maintaining the safety and security of institutions.
• To improve the operation of SIUs, CSC has promulgated updated policies and will continue to implement further improvements to the operation of SIUs by the end of the year.
• These include new performance indicators and enhanced accountability for the collection and reporting of data. CSC will also explore improvements to correctional interventions to ensure they meet offenders’ needs.
• With these actions, in addition to ongoing efforts to address recommendations from internal and external oversight bodies, CSC aims to strengthen the oversight and operation of SIUs.
• Questions about the 5 year review would be best addressed at the political level welcoming the suggestion and noting that committees have responsibility for deciding what studies to undertake.

Examples of actions taken

• CSC has introduced an enhanced staffing model for the SIUs, which provides additional intervention options for inmates with specific needs and enables more accurate data collection.
• CSC is working with external organizations to implement innovative approaches to increase access to interventions and identify additional options for time out of cell and interactions with others.
• An example includes the Dad HERO program, being offered at most SIU locations by the Canadian Families and Corrections Network.
• CSC has gathered best practices from all sites and shared feedback with all regions to assess if these practices could be implemented in other sites, while considering their local realities.
• CSC has developed a new internal performance indicator that explores the impact of SIUs on offender behaviour in the mainstream inmate population. In addition, CSC continues to review and expand its performance measurement framework to ensure indicators are reflective of performance toward the SIU Objectives.

3.2 Mental Health - What steps will you take to improve offenders’ ability to receive sufficient mental health supports? Will this include more partnerships with external hospitals?

• Mental health services are delivered to offenders across a continuum of care, from their admission to their return to community.
• Approximately 95% of inmates with an identified mental health need receive treatment, and 94% of inmates have an identified physician or nurse practitioner.
• CSC has also taken additional action to strengthen mental health services for offenders, including implementing a Patient Advocacy Service.

Transfer to community hospitals

• Health Care may be provided at community hospitals for inmates whose needs exceed the level of care provided at CSC institutions. 
• For example, CSC currently has a partnership with the Institut Philippe-Pinel de Montréal and is continuing to engage with additional provincial psychiatric hospitals to supplement existing capacity.
• It is important to note that CSC cannot compel external hospitals to enter into partnerships. 
• Last year, CSC contacted 11 external hospitals and all but 1 declined entering into a partnership for the provision of external beds at that time.

3.3 Overrepresentation - What steps will you take to address this?

• We are taking action to address the overrepresentation of Indigenous Peoples by enhancing cultural supports, streamlining release processes, implementing targeted reintegration and employment initiatives, and establishing leadership roles focused on Indigenous corrections.
• We recognize there is more work to be done and will continue to collaborate with our partners to support Indigenous offenders' rehabilitation and successful reintegration.
• This includes ongoing work to develop a culturally responsive, Indigenous-informed security classification process and ensure appropriate initial security level placements.
• We continue to provide ongoing funding to support Indigenous offender reintegration through the Community Reintegration Fund, which enhances access to culturally responsive services, urban transition and home community reintegration supports, and Section 84 release planning to address this issue.

Section 81 and 84

• In terms of the total number of Indigenous offenders transferred to Section 81 and CSC Healing Lodge facilities, we have seen continued, annual, increases dating back to 2022 to 2023.
• In 2024 to 2025, 467 Indigenous offenders had an established Section 84 release plan prior to their first release.

3.4 What steps are you taking to ensure that employees and inmates are safe from violence and intimidation?

• CSC is committed to a workplace that is healthy, inclusive, and characterized by trust.
• Already, a dedicated Culture Team has been established to develop a strategic approach to evolving its culture.
• Additionally, CSC is reviewing its code of conduct to ensure appropriate sanctions for harassment, bullying and violence, and examining ways to improve formal and informal conflict resolution.
• Its renewed Mental Health Strategy on Workplace Wellness and Employee Well-Being will ensure CSC can respond effectively to psychological health and safety issues.
• For offenders, CSC has increased awareness through educational information to prevent these situations from occurring and ensuring offenders know how to come forward if they believe they are being victimized.

3.5 What about the case of [Redacted]. Will someone be held accountable for this behaviour?

• [Redacted]
• [Redacted]
• CSC fully acknowledges the impact of these actions and is committed to learning from this experience and implementing meaningful changes to support a healthier and respectful workplace across the organization.
• Already, concrete remedial and preventative actions have been taken in response to the investigation’s findings. This includes monitoring National Training Standards courses, the introduction of a Civility Charter in the Atlantic Region, and the launch of the Learning Culture initiative.

3.6 Minister, in 2022, your predecessor Minister Mendicino issued mandate letters to the heads of CSC, CSIS, CBSA, and the RCMP directing them to combat systemic racism, misogyny, and unconscious bias, and to build cultures of inclusion and respect. Can you update the committee on the progress made in implementing these directives across the agencies?

• As part of our efforts to build a respectful, inclusive workplace for all, CSC has taken many meaningful steps.
• CSC has an Anti-racism, Diversity and Inclusion Directorate that works to address systemic issues and gaps, promote and measure impact, and raise awareness about anti-racism, diversity and inclusion.
• We also established a dedicated Culture Team which is developing a strategic approach to evolving our culture, which is focused on identifying meaningful actions that respond to employee feedback.
• This includes expanding on successful wellness initiatives that meet our employees’ unique needs and partnering with other agencies to learn best practices. CSC is also reviewing its code of conduct for opportunities to further reinforce ethical behaviour in the workplace.

3.7 The mandate letters also emphasized the need for increased oversight and accountability within CSC, CSIS, CBSA, and the RCMP to address systemic discrimination. What mechanisms have been put in place to monitor and evaluate the effectiveness of these reforms, and how are you ensuring transparency with the public and affected communities?

• To ensure that our employees have safe spaces and avenues for identifying and reporting racism and discrimination within the organization, we are reviewing our employee complaint resolution processes to ensure that all allegations are appropriately dealt with in a sensitive manner by qualified and trained professionals.
• This will build upon other recent initiatives, including the launch of an Ombuds Office for Workplace Well-Being to offer an impartial, independent and confidential approach to prevent and resolve workplace issues.
• CSC also has diversity champions at the executive level to provide leadership and guidance to employment equity working groups as well as employee networks, which allows employees to help us better identify and address barriers for equity-deserving employees.

Committee biographies

Independent Senators Group

• Hassan Yussuff (Chair)
• John M. McNair
• Donna Dasko
• Marty Deacon
• Stan Kutcher
• Suze Youance

Canadian Senators Group

• Mohammad Al Zaibak (Deputy Chair)
• Tony Ince

Progressive Senate Group

• Andrew Cardozo
• Judy A. White

Conservative

• Claude Carignan
• David Richards

Independent Senators Group (ISG)

Canadian Senators Group (CSG)

Progressive Senate Group (PSG)

Conservative (CPC)

Current private member’s bills of interest

Bill S-205, An Act to Amend the Corrections and Conditional Release Act	Second Reading debate continued in the Senate.	This enactment amends the CCRA to require that if an inmate has disabling mental health issues, they be transferred to a hospital; that a court order is required for transfers to SIUs longer than 48 hours, to allow for the provision of correctional services and plans for release and reintegration into the community to persons from disadvantaged or minority populations by community groups and other similar support services; and allow for persons who are sentenced to a period of incarceration or parole ineligibility to apply to the court that imposed that sentence for a reduction if there has been unfairness in the administration of their sentence.