Ministerial transition binder: January 2025

On this page

• List of acronyms
• 1. Overview of the Correctional Service of Canada
  • 1.1 Strategic overview
  • 1.2 Commissioner's biography
  • 1.3 CSC sectors and regions
    • Sectors
    • Regions
  • 1.4 Key facts and figures
    • The offender population
    • Operational environment – institutions and community
  • 1.5 Financial snapshot
    • 2024 to 2025 Annual budget
  • 1.6 CSC workforce
  • 1.7 Results
• 2. Hot issues
  • 2.1 Harm reduction measures
  • 2.2 Security classification and transfers
  • 2.3 Women's facilities
  • 2.4 Mother-Child Program
  • 2.5 Victim services and notifications
  • 2.6 Drone detection
• 3. Supporting commitments - Parliamentary Committees
  • Legislation
  • Potential upcoming committee appearances
  • Outstanding commitments
• 4. Ongoing initiatives
  • 4.1 Body Scanners
  • 4.2 CORCAN
  • 4.3 Offender Management System Modernization
  • 4.4 Digital education pilot
  • 4.5 Access to Information and Privacy
  • 4.6 Implementation of Section 81 Releases (Healing Lodges)
  • 4.7 Health Centre of Excellence
  • 4.8 Culture
• 5. Key contacts

1. Overview of the Correctional Service of Canada

1.1 Strategic overview

Mission, mandate

Our mission

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

Our mandate

CSC is the federal government organization responsible for administering sentences of a term of two years or more, as imposed by the courts. CSC is responsible for managing federal correctional institutions of various security levels and for supervising offenders under conditional release and long-term supervision order in the community.

CSC manages a complex and evolving federal correctional environment. As the vast majority of federal offenders will eventually return to the community, it is imperative that they are provided access to programs and services to enhance their ability to gradually reintegrate into society as law-abiding citizens, thereby contributing to greater public safety for all Canadians.

Legal framework and external oversight

The Corrections and Conditional Release Act (CCRA) provides CSC with its legislative framework:

• CCRA, Part I – Institutional and Community Corrections
• CCRA, Part II – Parole Board of Canada; and
• CCRA, Part III – Office of the Correctional Investigator
• CSC's legal framework is operationalized through the Corrections and Conditional Release Regulations, Commissioner’s Directives and Institutional Standing Orders
• In addition to the Canadian Charter of Rights and Freedoms, approximately 70 other Acts and Regulations impact CSC for example:
  • Criminal Code
  • Access to Information Act
  • Privacy Act
  • Official Languages Act
  • International Transfer of Offenders Act, etc.

For instance, CSC provides services to victims as per the CCRA in order to uphold rights as expressed in the Canadian Victims Bill of Rights

CSC’s relationship with the Office of the Correctional Investigator (OCI):

• The OCI provides independent oversight of CSC. They do this by impartially investigating individual and systemic concerns. The intent is to resolve all complaints received by offenders. The OCI also makes recommendations to CSC on policy and procedures
• The OCI’s Annual Report is tabled in the House of Commons. The report always contains recommendations to which CSC is required to provide specific and detailed responses. The commitments from CSC’s responses have an internal monitoring and progress reporting framework. The OCI is regularly updated on CSC’s progress in the implementation of its commitments. CSC has implemented over 90% of the commitments put forward in its responses to the OCI’s recommendations in the last 10 years

Partners and volunteers

• A key priority for CSC is fostering productive relationships with diverse stakeholders, organizations and partners. The organization benefits from partnerships to fulfill its responsibilities to protect Canadian communities and ensure the safe reintegration of offenders
• CSC works with federal stakeholders, as well as other levels of government, including the Federal/Provincial/Territorial Heads of Corrections table. CSC also works with the National Associations in Criminal Justice, a coalition of 22 not-for-profit national organizations to strengthen offender rehabilitation and community reintegration
• Thousands of volunteers support CSC programs and initiatives, both in institutions and in the community. Volunteers provide essential support to CSC and offenders by offering activities such as:
  • tutoring
  • visits
  • sports, and
  • social and spiritual events
• Citizens also volunteer on numerous advisory committees, including the:
  • Citizen Advisory Committees that support CSC’s legislated mandate to ensure a “public presence” in federal corrections
  • Regional and National Ethnocultural Advisory Committees that provide advice that supports the reintegration of ethnocultural offenders
  • Regional Victim Advisory Committees that advise CSC and the Parole Board of Canada on victims’ issues; and
  • Interfaith Committee on Chaplaincy that provides advice to CSC on the religious and spiritual care of offenders
• For Indigenous offenders, the National Indigenous Advisory Committee provides advice and recommendations to CSC, as required under the CCRA

1.2 Commissioner's biography

Ms. Kelly is a recipient of the Exemplary Service Medal and Bar and the Queen’s Diamond Jubilee Medal.

1.3 CSC sectors and regions

National headquarters

CSC's national headquarters is located in Ottawa. It is responsible for administering the operations of correctional institutions and the supervision of offenders within 5 regions.

Executive Secretariat

Led by the Director General, the Executive Secretariat is responsible for supporting the Commissioner in all aspects of her role and responsibilities as the deputy head of CSC.

Sectors

Senior Deputy Commissioner Sector

The Senior Deputy Commissioner (SDC) is a sector head who manages special files including offender final grievances, placements for the special handling unit, and implementation of structured intervention units. The SDC oversees several branches, including the Incident Investigations Branch and the Information Management Services Branch.

Correctional Operations and Programs Sector

The Correctional Operations and Programs Sector is responsible for the integrity of community and institutional operations across CSC and for improving the delivery of safe corrections, it also oversees much of CSC's case management and offender programming.

Health Services Sector

The Health Services Sector is responsible for the quality and integrity of health services provided to federal offenders. This includes health care delivery such as:

• assessment
• diagnosis
• treatment
• health education
• disease prevention
• harm reduction
• monitoring
• surveillance and
• follow-up care

The Sector also develops and implements health policy and programs that help offenders' rehabilitation and successful reintegration into the community.

Human Resource Management Sector

The Human Resource Management Sector serves as a focal point for the resolution of administrative and human resource activities and providing interpretations of policies, directives and guidelines, as well as advising on all labour relations matters.

Corporate Services Sector

The Corporate Services Sector is responsible for:

• Financial Resource Management including:
  • budgeting
  • planning and
  • monitoring and
• Comptrollership including:
  • contracting and
  • material management and the
• Technical and Facilities Management functions

Policy Sector

The Policy Sector is responsible for strategic planning, policy, and applied correctional research in support of CSC's mandate and corporate priorities. It also responds to:

• offender redress and human rights issues
• requests for access to information and privacy, and
• issues raised by the Correctional Investigator

Public Affairs, Culture and Engagement Sector

The Public Affairs, Culture and Engagement Sector is the focal point for communications, citizen engagement and culture. The work of the sector is aligned with the Service's mandate to contribute to the public safety of all Canadians.

Women Offender Sector

The Women Offender Sector develops, implements and delivers policies and programs for federally sentenced women.

Indigenous Initiatives Sector

The Indigenous Initiatives Sector champions Indigenous perspectives and approaches in federal corrections. This sector provides support and oversight for effective and culturally responsive interventions for federally sentenced Indigenous people to facilitate their safe reintegration through the development of partnerships, and implementation of strategic plans and priorities.

Internal Audit and Evaluation Sector

The Internal Audit and Evaluation Sector assesses, measures, analyses and evaluates operational performance.

Regions

Atlantic Region

The Atlantic Region consists of 4 provinces:

• Nova Scotia
• New Brunswick
• Prince Edward Island, and
• Newfoundland and Labrador

The region operates 5 institutions (4 for men and 1 for women).

Quebec Region

The Quebec Region operates 9 institutions (8 for men and 1 for women). The Special Handling Unit (SHU) is also located here.

Ontario and Nunavut Region

The Ontario and Nunavut Region is responsible for 8 institutions (7 for men and 1 for women). With the exception of the Beaver Creek Institution (Gravenhurst), Warkworth Institution (Campbellford) and Grand Valley Institution for Women (Kitchener), all are located in the Kingston area. It is also responsible for the Nunavut Parole Office.

Prairie Region

The Prairie Region consists of the provinces of:

• Manitoba
• Saskatchewan
• Alberta and
• Northwestern Ontario as well as
• the Northwest Territories

Within the region, there are 12 institutions (10 for men and 2 for women).

Pacific Region

The Pacific Region consists of the province of British Columbia and the Yukon Territory. There are 8 institutions in the region (7 for men and 1 for women).

1.4 Key facts and figures

The offender population

At the end of fiscal year 2023 to 2024, CSC was responsible for 22,375 offenders:

• 13,855 were in custody
• 8,520 were supervised in the community

Operational environment – institutions and community

CSC manages:

• 43 correctional institutions
• 14 community correctional centres
• 82 parole offices and sub-parole offices; and
• 4 healing lodges (included in the 43 institutions). In addition, CSC works in close collaboration and partnership with Indigenous communities in the management of 6 CCRA Section 81 healing lodges to foster a traditional healing environment that supports the reintegration of Indigenous offenders back into the community

1.5 Financial snapshot

2024 to 2025 annual budget

As per the 2024 to 2025 Main Estimates, CSC’s annual budget is $3.2 billion.

Approximately 85% of CSC’s budget is non-discretionary

• Frontline workforce / Collective Agreements
• Statutory obligations for offenders: CSC is supported by a Quasi-Statutory Requirements, adjusting for price and volume, however this represents approximately 55% of CSC’s operating and maintenance budget, which is reconciled and adjusted on an annual basis with central agencies; and
• Operational costs are largely fixed and related to both static and dynamic security

In fiscal year 2017 to 2018, CSC entered a Program Integrity situation off the heels of a $295.0M reduction from the Deficit Reduction Action Plan, and other fiscal restraint measures that resulted in CSC undertaking a Comprehensive Review (CR) of its operations. During the CR, the following key elements were determined:

• Workers’ Compensation Claims are increasing at an exponential rate
• A significant increase in litigation claims against CSC
• Unfunded collective bargaining increases could not be sustained; and
• CSC is one of the lowest spending departments in terms of internal services

Permanent support was provided in Budget 2020, and modernization initiatives were to be assessed in a second phase of the Comprehensive Review; however, this never materialized given the COVID-19 pandemic shifted CSC’s focus to ensuring the health and safety of staff and offenders.

Effective in the 2023 to 2024 fiscal year and ongoing, spending reductions were requested by the Treasury Board Secretariat (TBS) related to its Refocusing Government Spending initiative. In addition, in the 2025 to 2026 fiscal year and ongoing, further reductions were requested related to the Responsible Government Spending initiative (discussions remain ongoing relevant to this).

CSC has an anticipated fiscal shortfall over the next 3 years given several temporary decisions that require permanent funding solutions. Anticipated shortfalls over the next 3 years are ($131.4M), ($257.2M), and ($305.5M) respectively based on information at the end of October and are based on sunsetting funding decisions and inflationary pressures that have arisen.

1.6 CSC workforce

CSC employs over 20,000 employees from a vast number of fields. As of April 1st, 2024 CSC’s frontline staff workforce included:

• 5,989 Correctional Officers
• 489 Primary Workers in women's institutions
• 1,423 Parole Officers
• 475 Correctional Program Officers
• 292 Indigenous Officers
• 151 Social Program Officers
• 1,027 Nurses; and
• 199 Psychology Staff

1.7 Results

The following are results in different areas:

• The number of admissions to federal corrections increased to 7,197 in 2023 to 2024, a 36% increase in comparison to 2020 to 2021 (5,304 admissions), consistent with admission levels prior to the Global Pandemic
• While revocation admissions (such as offenders returning to federal institutions following the revocation of their conditional release) remained relatively stable over the past 5 years, the increase in total admissions to federal custody is reflective of the resumption of court services, including criminal hearings and trials, in which warrant of committal admissions increased by approximately 52%. This has contributed to a rise in the overall federal inmate population, now at 13,855 (a 12% increase in comparison to 2020 to 2021)
• CSC has continued to achieve positive outcomes for offenders who were not readmitted to federal custody on a new sentence within 5 years of their expiration date. Year-over-year improvements have been observed, increasing from 85.3% in 2018 to 2019 to 89.9% in 2023 to 2024. Similarly, results for Indigenous offenders have improved, rising from 79.1% in 2018 to 2019 to 83.8% in 2023 to 2024

2. Hot issues

2.1 Harm reduction measures

Issue: Several Members of Parliament have raised concerns about the Prison Needle Exchange Program (PNEP) arguing that this initiative creates more dangerous environments and increases the risk of opioid addiction.

Substance use in federal corrections

Lifetime prevalence of problematic alcohol and substance use at 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 (for example 2007 Inmate Survey, standardized intake assessments, and health care records).

Those with injection drug use were 10 times more likely to acquire HCV in custody. In CSC, 47% of all new HCV infections were associated with injection drug use.

Substance use services in CSC

Consistent with the renewed Canadian Drugs and Substance Strategy (CDSS), CSC recognizes that individual substance use is a health issue. CSC provides a range of substance use services, including harm reduction, substitution treatment, psychoeducational training, and support in recovery to promote overall wellbeing.

Opioid Agonist Treatment

CSC provides Opioid Agonist Treatment (OAT) to individuals in the institutions who are diagnosed with an opioid use disorder. This includes medication (methadone, buprenorphine or naloxone, buprenorphine extended-release) prescribed by a physician or nurse practitioner and a support team to respond to the individual’s health needs. In response to the opioid overdose crisis in Canada, the number of patients on OAT in CSC has increased from 920 in December 2016 to 3378 in September 2024.

The Prison Needle Exchange Program

The Prison Needle Exchange Program (PNEP) provides inmates access to sterile needles to limit the transmission of infectious diseases, such as HIV and HCV. A Threat Risk Assessment (TRA) Model, similar to the one currently in effect for EpiPens and insulin needles, is used to determine which individuals can participate.

The objectives of PNEP are to:

• Facilitate referrals to available drug-dependence treatment programs, including mental health services and OAT
• Reduce the sharing of needles and the amount of contraband in circulation in correctional institutions
• Reduce the transmission of blood-borne viral infections, including HIV, AIDS and HCV; and
• Reduce the occurrence of skin infections related to injection drug use and decrease the need for health care interventions related to injection-site abscesses

As of October 31st, 2024, there have been no reported assaults on employees or inmates involving needles used in the PNEP program.

As of December 2024, the PNEP has been implemented at 13 program sites in 12 institutions.

The Overdose Prevention Service

First implemented in 2019, the Overdose Prevention Service (OPS) provides a safe location within the health care area of an institution where sterile equipment can be used during consumption. During this time, health care staff are available to provide health teaching, counselling and respond to medical emergencies and overdoses.

The primary goal of the OPS is to prevent overdose deaths by having health care professionals present during the use of substances who can respond to medical emergencies. Participants are allowed to bring a personal amount of illicit drug to the site for consumption under the observation of a health care professional.

An evaluation of the Drumheller pilot site by an external academic found the number of overdose incidents decreased by 53% post OPS implementation. There were no overdose deaths in either pre- or post- periods. The proportion of overdose incidents requiring external hospitalization decreased by 17% following OPS implementation.

As of December 2024, OPS are available at 5 institutions across the country. A total of 136 participants have been approved and there have been 2,705 OPS visits.

2.2 Security classification and transfers

Issue: The security reclassification and transfer of a high-profile inmate to a lower security level, in May 2023, garnered significant media attention due to the nature of their crimes and negative victim reactions. CSC used the opportunity to provide more information to the public on how security classifications and transfers are conducted. Through a Ministerial Directive, changes were made to victim services, including engagement around potential transfers.

Security classification

Upon entering the federal correctional system, inmates are assessed and placed in the most appropriate institution and security level that will contribute to their timely preparation for safe reintegration. This process takes into account the degree and type of custody and control required to ensure the safety of:

• the public
• the offender
• other persons in the institutions, and
• the security of the institution

The offender's accessibility to family and other support mechanisms, the availability of appropriate interventions, such as cultural initiatives, and the inmate's willingness to participate in correctional programs are also considered.

All inmates entering federal custody undergo a full assessment and referral process to identify their interventions and security needs, which may include health considerations, correctional programs, employment and education assessments. Only those offenders who are assessed as having a low risk to public safety, low institutional adjustment and low escape risk concerns are placed in a minimum-security institution. As per policy, CSC must review the security classification of medium and maximum-security inmates at least every 2 years, however, security classification reviews should also be undertaken following a significant event (such as Parole Board of Canada decision; serious incident; escape, completion of program, etc.).

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, institutional security and the risk of escape.

As inmates progress through the correctional system to lower security levels and earn more freedom of movement, the programs and activities are tailored to more closely reflect the conditions the offender is likely to encounter once released into the community. A transfer to minimum security allows the inmate to experience greater autonomy and flexible supervision to prepare for 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 to ensure the safety of the public or our institutions, including the possibility of a reclassification to a higher security level.

2.3 Women's facilities

In 1989, the federal government commissioned a task force to review CSC's approach to the management of women offenders and to chart a new direction in a manner responsive to their unique needs. In 1990, the task force released its report called Creating Choices.

This led to the closure of Prison for Women and the opening of 5 new correctional facilities and a healing lodge for women offenders. It introduced a new correctional philosophy and approach for women's corrections which is holistic, research-based and guided by 5 principles:

• empowerment
• meaningful and responsible choices
• respect and dignity
• supportive environments, and
• shared responsibility

The principles are the foundation for women's corrections and the driving force behind a number of advances, including:

• institutional design
• correctional interventions
• operations
• mental health interventions
• human resources and
• the Mother-Child program

Today, CSC continues to make powerful strides in women's corrections. Women offenders comprise a small proportion of the total federal offender population, and we recognize their unique needs.

Over the last 30 years, correctional and social programming has continued to evolve to reflect emerging evidence-based research on what works with women offenders. We are committed to ensuring women are given the support and programs needed for their rehabilitation and successful reintegration to the community as law-abiding citizens.

2.4 Mother-Child Program

Issue: The Mother-Child Program recently garnered attention when Members of Parliament toured women’s institutions.

The Institutional Mother-Child Program was piloted in 1997 and implemented in 2001. The objective of the program is to foster positive relationships between mothers and their children by keeping them together where appropriate and providing a supportive environment that promotes stability and continuity to the relationship.

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

A cohabitation component of the Mother-Child Program enables children to stay with their mothers while they are incarcerated on a part-time (under 7 years old) or a full-time basis (under 5 years old.) Other bonding services are also available to all incarcerated mothers including:

• in-person and video visits
• counselling
• education
• legal and mediation support/liaison with child and family agencies
• reading programs, and
• pre- and post-natal services

The best interests of the child are the primary consideration in all decisions relating to participation in this program. This is done by ensuring the physical, emotional, psychological, and spiritual well-being of the child, as well as the safety and security of the institution.

There have been over 170 participations in the cohabitation component of the Mother-Child Program since it was implemented. A new application has been created to improve the tracking of participation and this tool will be deployed to all women sites in FY 2025 to 2026.

As of December 2, 2024, there were 9 children participating in the Mother-Child Program.

Safety of Children in the Program

Children and mothers have safely participated in the Mother-Child program for over 20 years. 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.

Participation in the program is voluntary, and participating mothers have full responsibility for their children. Children may also be supervised by approved, security-screened and trained babysitters and never left unattended.

2.5 Victim services and notifications

Issue: Members of Parliament have been very vocal about the lack of attention paid to the needs and protection of victims’ rights. The media has recently reported on victims not being permitted to attend a high-profile inmate's parole hearing in-person. This decision was ultimately reversed by the Parole Board of Canada.

Background

The Corrections and Conditional Release Act (CCRA) allows victims of crime to have access to information about the offender(s) who harmed them and to have the opportunity to provide information for consideration in decisions made by CSC regarding the management of the offender’s case.

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.

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. 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.

To receive information about the federal offender who harmed them, victims are asked to register with either CSC or the Parole Board of Canada. Information can be provided by telephone, mail and/or electronically through our secure, online Victims Portal, available 24/7.

Victim registration

Registration does not automatically follow the conviction of an offender and victim information is not currently transferred to CSC from other victim service providers (for example, police, courts, provincial/territorial, etc.). CSC does not have a formal process to proactively identify or contact victims of crime. Therefore, victims must find out about CSC’s National Victim Services Program and opt into the program by registering.

The Government of Canada has heard concerns from victims and stakeholders about the difficulties victims can face when trying to access information through the criminal justice process. Following a change to the Criminal Code (former Bill C-51), when an offender receives a federal sentence, and the victim(s) has indicated they wish to receive information regarding the sentence and its administration, the Courts will now be required to share victim contact information with CSC.

Once CSC Regional Victim Services Units receive the victim’s contact information from the Courts, they will be able to make a proactive offer to victims to register to receive information about the offender who harmed them. This change will come into force on a day to be fixed by order of the Governor in Council (anticipated for spring 2025). CSC is presently negotiating Memoranda of Understanding with all of Provinces and Territories to facilitate secure information sharing.

In 2023 to 2024, CSC provided services to approximately 8,970 registered victims (registration is presently over 9000). During this period, the CSC’s Victim Services Officers were involved in over 46,000 contacts with registered victims.

2.6 Drone detection

Issue: The increased use of drones and cell phones to smuggle contraband into CSC facilities has garnered significant media and parliamentary attention, particularly in Quebec. These devices enable inmates to introduce contraband into institutions, raising concerns among Members of Parliament about the safety of nearby residents and Correctional Officers.

CSC continues to respond to the threat posed by drones and contraband generally, with a layered approach of:

• dynamic security practices
• technological supports
• intelligence activities
• police and crown partnerships; and
• infrastructure enhancements to prevent a single point of failure

The following is an overview of the technological supports that form part of this layered approach:

• Air and Ground Intrusion Detection System (AGIDS): After collaborating with the National Research Council to research drone detection technology for correctional environments, this project was developed specific to correctional environment
• Preventing Contraband Detection Air and Ground (PCDAG): This system was developed through an Innovation Solutions Canada challenge, which started in. [Redacted]
• Radio-Frequency Detection: [Redacted]
• Ferromagnetic Detectors: This non-intrusive detection method is used in CSC facilities to detect cellular phones already introduced to the site that are concealed either on or inside an offender’s person, or in other areas. These detectors are deployed at sites in every region
• Jamming Technology: [Redacted]
• Ion Scanners: CSC has implemented Ion Scanners to enhance its drug detection capabilities and combat the influx of illicit substances
• Drug Detector Devices: CSC has deployed Drug Detector devices, which have proven to be effective in identifying unknown substances suspected to be intoxicants

The following non-technological layers contribute to CSC’s response to contraband, including the threat posed by drones:

• Dynamic Security: Regular and consistent interactions with inmates; timely analysis of information and sharing through observations and communication; as well as proactive practices that can mitigate security incidents, including by proactively responding to drone events
• Electronic Storage Device Detector Dogs: These specially trained detector dogs are able to detect and locate electronic devices and have been effective for detecting and seizing cellular phones hidden within CSC facilities. [Redacted]
• Infrastructure: [Redacted]
• Police Partnerships: CSC is currently finalizing a Memorandum of Understanding with Kingston Police to establish a dedicated Unmanned Air Vehicle task force. This type of partnership will be the first of its kind in Canada, and if it proves successful, CSC may explore a similar partnership in Quebec.
• Crown Partnerships: CSC has worked closely with Crowns in Ontario to gain support to lay charges for Mischief Endangering Life, which carries a maximum sentence of life imprisonment, to recognize the serious harms posed by the contraband introduced by drone

3. Supporting commitments - Parliamentary Committees

Legislation

• C-320 - An Act to amend the Corrections and Conditional Release Act (disclosure of information to victims)
  • Completed Clause-by-clause consideration in the Senate
• S-230 An Act to amend the Corrections and Conditional Release Act
  • Senate bill awaiting first reading in the House of Commons
  • Clause 40.1 provides that a comprehensive review of the provisions enacted by Bill C-83 must be undertaken by a parliamentary committee at the start of the fifth year after the day on which this section comes into force
    • The 5-year review is an issue that is sometimes raised by Senators given that the review is currently past due

Potential upcoming Committee Appearances

1. Standing Committee on the Status of Women (FEWO) - Study of the Mother-Child Program
   1. Anticipated to occur in Winter 2025

Outstanding commitments

In their report on Report 4, Systemic Barriers—Correctional Service Canada, of the 2022 Reports 1 to 4 of the Auditor General of Canada, the Standing Committee on Public Accounts (PACP) requested that CSC provide quarterly and annual data to the Committee. The Committee requested that data be provided until the fall of 2026.

CSC is currently up to date on this commitment with the latest data having been submitted in December 2024. The next data submission is due at the end of March 2025.

4. Ongoing initiatives

4.1 Body scanners

Background

• Contraband detection and interception continue to be a priority for CSC, as the introduction of contraband to federal institutions impedes reintegration activities and compromises safe and secure environments for staff and offenders
• CSC has introduced various types of equipment and procedural safeguards to curb the introduction of contraband and unauthorized items. However, body scanners have the potential to positively affect the overall safety of staff, offenders and the public by further reducing the introduction and possession of contraband and unauthorized items
• Bill C-83, which received Royal Assent in June 2019, provides for the use of a body scan search for routine strip searches of inmates without individualized suspicion, and of visitors and staff members

Progress

• In July 2022, body scanners were deployed at Edmonton Institution for Women and Bath Institution as part of a pilot program to further supplement contraband detection efforts
• Regulations governing the use of body scanners and dry cell searches have been drafted and published and were made available for public consultation. these came into force on October 1, 2024
• A successful vendor has been selected and a contract was awarded in July 2024. This is a 5-year contract to supply up to 49 devices. New systems are being procured in a gradual and phased approach
• Operational standards and policy updates have been promulgated

4.2 CORCAN

General

• Research demonstrates that offenders who participate in CORCAN employment and employability programs are more likely to find employment in the community, as well as offenders that are employed in the community are less likely to reoffend or return to federal custody
• CORCAN's role is to support CSC's mission and corporate priorities by assisting offenders through a successful reintegration in the community. CORCAN has 5 business lines:
  • Manufacturing
  • Textiles
  • Construction
  • Services, and
  • Agriculture during their incarceration

Employment support services and interventions continue throughout their release into the community, including transitional employment

CORCAN Advisory Board

• The CORCAN Advisory Board members provide support to CORCAN by advising senior management on the best way to position CORCAN given the current economic climate, while also promoting the value of CORCAN to Canadian citizens
• The CORCAN Advisory Board is comprised of up to 12 members, who are appointed by the Minister of Public Safety, as per Section 108 of the Corrections and Conditional Release Regulations

Penitentiary Agriculture Program

• Implementation of this new Penitentiary Agriculture Program commenced in 2018 to 2019 and continues in a phased manner. In March 2021, CSC updated its Penitentiary Farm Program at Joyceville and Collins Bay Institutions to focus its dairy operations on the dairy cow program
• As of October 30, 2024, under the designated research of Dairy Farmers of Ontario, CORCAN commenced shipping milk. As of the end of December 2024, CSC is at the formal designed capacity of the main Joyceville dairy barn of 86 production milking cows. CORCAN will continue to focus on total herd management to ensure it has the appropriate numbers for its milking capacity
• CORCAN has created linkages with Dairy Farmers of Ontario and McGill University for various research and vocational training opportunities for offenders participating in the Agricultural Program
• Products generated through the agriculture program, including produce, crops, milk, and other potential by-products of these operations will be determined by internal use requirements, agreements and contracts signed as implementation occurs and products are available
• CSC will continually be re-evaluating its operations as the plan is executed and will be considering elements such as sustainability and market availability, noting that dairy cow milk will be managed in accordance with Canada’s system of supply management for this product. All revenues generated will be reinvested into the offender employment and employability program

Progress

• In 2023 to 2024, on-the-job training opportunities at federal correctional institutions were offered through employment assignments to 14,893 offenders, including 2,640 offenders participating in CORCAN on-the-job employment assignments
• CORCAN Community Industries offered on-the-job and vocational training through transitional employment at 6 locations across the country
• 22,785 vocational training certificates earned throughout the 2023 to 2024 fiscal year, including:
  • 14,163 for non-Indigenous men offenders
  • 1,493 for non-Indigenous women offenders
  • 5,803 for Indigenous men
  • 1,326 for Indigenous women

4.3 Offender Management System modernization

• The Offender Management System (OMS) is used to manage information about offenders under CSC’s care. Staff at all levels of the organization use it daily. It supports the Parole Board of Canada and is used to share offender information electronically with other stakeholders such as the:
  • Canadian Police Information Centre
  • Passport Canada, and
  • Infopol

Data is also shared with non-governmental organizations and individuals that provide services such as Community-Based Residential Facilities, community supervision, and employment services

• Due to the current limitations of OMS, the OMS Modernization (OMS-M) project plans to replace it with a new software platform. Replacing the current OMS provides CSC with an opportunity to advance and modernize corrections with advances in information technology that the current OMS has been unable to adopt
• A new OMS will enhance case management approach that will allow staff to collaborate and share data that inform risk assessments, receive updates on an offender more effectively, and to develop a common view of an offender case file across institutions and throughout an offender’s sentence
• Data captured by OMS is a critical, strategic asset needed to conduct reviews, support strategic planning, enable research on CSC policies, procedures and guidelines, and support Audit and Evaluation functions
• CSC will target the following 3 outcomes through OMS-M:
  • Increased efficiency in the delivery of offender management services
  • Improved effectiveness in processing and managing offenders; and
  • Enhance flexibility to meet evolving legislative needs and stakeholder demands
• Following the successful completion of a prototype contract issued in September 2022, Public Services and Procurement Canada (PSPC), on behalf of CSC, has exercised a 5-year contract option with Abilis Solutions for the implementation of a modernized OMS solution. The project activities are scheduled to be completed by March 31, 2028

4.4 Digital education pilot

• Education programs for offenders reduces the risk of reoffending and increases the potential for successful reintegration, particularly for moderate and high-risk offenders
• This is achieved through the provision of provincially accredited or certified education programs aligning with labour market employment standards
• These programs assist offenders in acquiring the skills and knowledge necessary to deal more effectively with daily problems encountered in the community, as well as to participate meaningfully in CSC’s correctional, employment and social programs
• CSC is currently modernizing its education programs and working towards increasing offenders’ access to digital education and computer-based learning. For example, the Digital Education Project (DEP) pilot allows offenders to gain foundational computer skills while upgrading their education and increasing their literacy levels
• Through the pilot, offenders complete courses towards their high school diploma. This includes courses that focus on Indigenous languages and culture, as well as courses that contribute to obtaining workplace certifications and post-secondary credentials
• Partnerships with colleges and organizations have enabled CSC to increase access and availability of post-secondary opportunities for offenders. For example, post-secondary micro-credential courses are available and lead to industry recognized certifications
• The pilot provides an opportunity for CSC to innovate in the area of computer-assisted learning in a controlled manner. Educational content is delivered and managed through a digital Learning Management System, which enables offenders to complete courses through secure and restricted internet access
• Given its success, the DEP pilot has expanded and is currently available in all regions.

4.5 Access to Information and Privacy

• CSC is committed to providing Canadians with timely responses to Access to Information and Privacy (ATIP) requests
• The Service works diligently to ensure the privacy of Canadians is protected and that information is shared in compliance with all existing laws, policies, and guidelines
• CSC continues to receive a high volume of Access to Information Act (ATIA) and Privacy Act (PA) requests that are increasingly complex in nature. CSC has made significant progress in several areas of its ATIP operations including addressing the inventory of outstanding requests and will continue to build on these results to achieve greater outcomes for Canadians
• CSC has teams and processes in place to address outstanding complaints as quickly and thoroughly as possible. This includes monthly meetings with the Office of the Information Commissioner and the Office of the Privacy Commissioner to discuss priority files and resolve issues
• Through the 2021 Strategic Action Plan, CSC has made it a priority to improve its response rates in addressing ATIP requests. As outlined in the annual reports, CSC has made significant progress in several areas of its ATIP operations and will continue to build on these results to achieve greater outcomes for Canadians
• CSC will continue to modernize its infrastructure, utilize pilot projects and work with external stakeholders to ensure that it is fulfilling its obligations and providing services that Canadians deserve. CSC started planning the transition to the ATIP software ATIPXPress in 2023 to 2024 and will complete onboarding the majority of ATIP staff in 2024 to 2025. This software provides powerful tools to improve efficiency
• CSC is currently assessing the impact of recent changes to TBS policies and directives regarding Privacy Impact Assessments (PIA). The changes strengthen the evaluation of privacy risks associated with government programs and activities by clarifying when PIA need to be conducted
• Regarding offender privacy, CSC is currently engaged in a working group with the provincial and territorial crown counsels to establish a framework for sharing offender records for dangerous offender and long-term supervision order cases, balancing individual privacy rights and minimizing risks associated with the disclosure

4.6 Implementation of Section 81 Releases (Healing Lodges)

• Addressing the overrepresentation of Indigenous people within the criminal justice system is part of building a renewed, nation-to-nation relationship with Indigenous people, based on recognition of rights, respect, co-operation and partnership
• CSC, while working collaboratively with Indigenous communities, Elders and Indigenous advisory boards is committed to supporting the rehabilitation and safe reintegration of Indigenous offenders into their communities
• Healing lodges promote healing through an Indigenous lens, guided by an Elder using traditional cultural practices, teaching and ceremonies
• Under section 81 of the CCRA, we have been able to collaborate with Indigenous community organizations who participate in the care of Indigenous offenders outside of traditional correctional settings. Using traditional teaching and culturally relevant programming, offenders are supported in their successful reintegration into their communities

Progress

• In fiscal year 2023 to 2024, there was a 43% increase in the total number of Indigenous offenders transferred to Section 81 and CSC healing lodge facilities from the previous fiscal year; from 240 in 2022 to 2023 to 344 in 2023 to 2024
• There was also a 6.5% increase in the number of successful transfers to lower security for Indigenous offenders; from 433 in 2022 to 2023 to 461 in 2023 to 2024
• In a comprehensive and holistic study of all 10 healing lodges in operation recently undertaken by CSC, findings support the significance of healing lodges in offering culturally relevant approaches and interventions that are responsive to needs of Indigenous people.

Currently, CSC is in preliminary discussions with Indigenous communities in the Atlantic, Ontario, and Pacific regions, pursuing agreements to provide culturally responsive programming and services for Indigenous offenders. The Service is working closely with Millbrook First Nation to negotiate a Section 81 agreement and construction of a new healing lodge to support the reintegration of Indigenous men and women. Other notable initiatives are underway in Pacific and Ontario Regions where they are expecting letters of interest for consideration for new S.81 agreements.

4.7 Health Centre of Excellence

• In 2018, CSC announced it would explore building a facility to strengthen its capacity to address complex mental health rehabilitation of federal offenders. The Health Centre of Excellence (HCoE) will be be located in CSC’s Atlantic Region on existing vacant land at the Dorchester Penitentiary in New Brunswick. The facility will have a 155-bed capacity and replaces the current Shepody Healing Centre which has reached its end-of-useful life and was highlighted for urgent replacement
• The HCoE increases the number of in-patient beds available for CSC patients serving as CSC’s only bilingual, “treatment-first” correctional facility east of Saskatchewan that is purposefully designed to house and treat men, women, and gender diverse individuals with physical and mental healthcare needs. The intent is that the HCoE will serve as a model for future enhancements to other CSC health care units in the coming years
• Delivery of quality health services and programming within CSC will be significantly improved through facility expansion and modernization, which includes technological advancements, all while enabling CSC to advance a model of care that is holistic, interdisciplinary, integrated and incorporates cultural, gender and trauma-informed considerations
• This new facility will align with Government of Canada horizontal initiatives, some of which include accessibility, sustainability in support of the Greening Government Strategy, gender diversity, indigenous reconciliation, official languages
• CSC has engaged Public Services and Procurement Canada (PSPC) SPC to lead the procurement, design and delivery of the new facility on behalf of CSC and to date the project has completed the planning pre-design including the identification of requirements, options analyses, cost estimates, and conceptualizes the spaces and early design elements for the facility
• As of December 2024, the Government of Canada announced that the Request for Qualifications stage of the procurement for the project was complete
• The next step is to launch the Request for Proposals in February 2025

4.8 Culture

• Workplace culture strongly influences an organization's performance, with significant impact on CSC’s ability to effectively carry out its complex and unique mandate
• Released in spring 2024, CSC’s Audit of Organizational Culture provided important insights. The findings point to the need to continue to carry out coordinated action in key areas, especially in relation to:
  • Employee health and wellbeing
  • Preventing and addressing harassment
  • Leadership, training, and employee development
  • Anti-racism, Equity, Diversity and Inclusion
  • Values and Ethics
• Culture change requires purposeful effort and concrete action over the long term. CSC has stood up a new Culture team within the Public Affairs, Culture and Engagement (PACE) sector, to provide leadership and coordination of CSC’s culture evolution
• Many existing initiatives across CSC tied to culture will benefit from alignment under a unified objective and a comprehensive framework to measure progress and results.
• A team of dedicated new resources has been working since the audit’s release to develop a holistic framework to support a healthy, inclusive organizational culture that drives operational effectiveness
• Short-term focus is on identifying a set of concrete, meaningful actions with potential to positively impact organizational culture. These include:
  • improvements to the onboarding of new correctional employees, with a focus on maximum-security institutions
  • ensuring workplace culture is considered in population management strategies; and
  • leveraging successful local approaches to employee health and wellbeing

5. Key contacts

Anne Kelly, Commissioner
[Redacted] Anne.Kelly@csc-scc.gc.ca

France Gratton, Acting Senior Deputy Commissioner
[Redacted] France.Gratton@csc-scc.gc.ca

Kirstan Gagnon, Assistant Commissioner, Public Affairs, Engagement and Culture (Parliamentary Affairs)
[Redacted] Kirstan.Gagnon@csc-scc.gc.ca

Natasha Levesque-Hill, Director General, Executive Secretariat and Chief of Staff to the Commissioner
(Ministerial Services)
[Redacted] natasha.levesque-hill@csc-scc.gc.ca