2014-2015 Report on plans and priorities

2014–15
ESTIMATES

Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency. These reports provide increased levels of detail over a three-year period on an organization's main priorities by strategic outcome, program and planned / expected results, including links to related resource requirements presented in the Main Estimates. In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform members of Parliament on planned expenditures of departments and agencies, and support Parliament's consideration of supply bills. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board.

The Estimates are comprised of three parts:

Part I - Government Expenditure Plan - provides an overview of the Government's requirements and changes in estimated expenditures from previous fiscal years.

Part II - Main Estimates - supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations.

In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1.

Part III - Departmental Expenditure Plans - consists of two components:

• Report on Plans and Priorities (RPP)
• Departmental Performance Report (DPR)

DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs.

The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board.

Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services. Supplementary Estimates also provide information on changes to expenditure forecasts of major statutory items as well as on such items as: transfers of funds between votes; debt deletion; loan guarantees; and new or increased grants.

For more information on the Estimates, please consult the Treasury Board Secretariat website.^{Endnote i}

As shown above, RPPs make up part of the Part III of the Estimates documents. Whereas Part II emphasizes the financial aspect of the Estimates, Part III focuses on financial and non-financial performance information, both from a planning and priorities standpoint (RPP), and an achievements and results perspective (DPR).

The Management Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information.

Main Estimates expenditure figures are based on the Annual Reference Level Update which is prepared in the fall. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1st (See Definitions section, page iv). This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program.

Several changes have been made to the presentation of the RPP partially to respond to a number of requests – from the House of Commons Standing Committees on Public Accounts (PAC - Report 15^{Endnote ii}), in 2010; and on Government and Operations Estimates (OGGO - Report 7^{Endnote iii}), in 2012 – to provide more detailed financial and non-financial performance information about programs within RPPs and DPRs, thus improving the ease of their study to support appropriations approval.

• In Section II, financial, human resources and performance information is now presented at the Program, Sub-program and Sub-sub-program levels for more granularity.
• The report’s general format and terminology have been reviewed for clarity and consistency purposes.
• Other efforts aimed at making the report more intuitive and focused on Estimates information were made to strengthen alignment with the Main Estimates.

RPPs are divided into four sections:

This Organizational Expenditure Overview allows the reader to get a general glance at the organization. It provides a description of the organization’s purpose, as well as basic financial and human resources information. This section opens with the new Organizational Profile, which displays general information about the department, including the names of the minister and the deputy head, the ministerial portfolio, the year the department was established, and the main legislative authorities. This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d’être, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. It should be noted that this section does not display any non-financial performance information related to programs (please see Section II).

This Section provides detailed financial and non-financial performance information for all strategic outcomes, programs, sub-programs and Sub-sub-programs. This section allows the reader to learn more about programs by reading their respective description and narrative entitled “Planning Highlights”. This narrative speaks to key services or initiatives which support the plans and priorities presented in Section I; it also describes how performance information supports the department’s strategic outcome or parent program.

This section provides supporting information related to departmental plans and priorities. In this section, the reader will find Consolidated Future-Oriented Statement of Operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. The reader will also find a link to the Tax Expenditures and Evaluations Report, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada.

In this last section, the reader will have access to organizational contact information.

As Canada's Minister of Public Safety and Emergency Preparedness, I am pleased to present to Parliament the Correctional Service of Canada (CSC) Report on Plans and Priorities for the 2014-15 fiscal year.

Our Government remains committed to making sure that Canadians feel safe in their streets and communities. CSC contributes to this important priority by correcting criminal behaviour and strengthening offender accountability through appropriate correctional interventions and services.

We assist offenders to become law-abiding, contributing members of society by providing them with the tools they need, such as job-skills training to help find employment after release, and programs that work to correct those behaviours that lead to crime.

We will also continue to address the specific concerns and challenges faced by some offenders, by enhancing the delivery of Aboriginal corrections and improving resources and support for offenders with mental health needs.

Most importantly, our Government will continue to put the rights of victims first by maintaining timely and responsive victim services, and ongoing outreach and support for those affected by crime.

This report establishes the way forward for the coming fiscal year, and outlines the important work that CSC does to help enhance public safety.

The Honourable Steven Blaney, P.C., M.P.
Minister of Public Safety and Emergency Preparedness

Minister: The Honourable Steven Blaney, P.C., M.P.

Deputy Head: Don Head

Ministerial portfolio: Department of Public Safety and Emergency Preparedness

Year Established: 1979

Main legislative authorities: Corrections and Conditional Release Act^{Endnote v} and Corrections and Conditional Release Regulations^{Endnote vi}

Other: Correctional Service of Canada’s Mission^{Endnote vii}

The purpose of the federal correctional system, as defined in law, is to contribute to the maintenance of a just, peaceful and safe society by carrying out sentences imposed by courts through the safe and humane custody and supervision of offenders; and by assisting the rehabilitation of offenders and their reintegration into the community as law-abiding citizens through the provision of programs in penitentiaries and in the community (Corrections and Conditional Release Act, s.3).

The Correctional Service of Canada, 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.

The Correctional Service of Canada’s (CSC) responsibilities are derived from the Corrections and Conditional Release Act and the Corrections and Conditional Release Regulations. Section 5 of the Act specifically directs CSC to be responsible for:

1. the care, custody and supervision of offenders: CSC manages institutions for men and women, mental health treatment centres, Aboriginal healing lodges, community correctional centres, and parole offices where offenders under conditional release are supervised in the community. CSC provides services across the country in large urban centres, in remote Inuit communities across the North, and at all points in between. On a typical day during 2012–13, CSC was responsible for 22,762 offenders, of which 15,056 were in federal custody (including temporary detainees^{Footnote 1}) and 7,706 were supervised in the community.
2. the provision of interventions: CSC encourages offenders to be accountable for their behaviour and rehabilitation by delivering correctional interventions that contribute to successful reintegration into the community. CSC continues to ensure it delivers the most relevant, appropriate and effective interventions to address the risks and needs of the offender population while in custody or under community supervision.
3. the preparation of offenders for release: CSC staff work with inmates and partners to establish viable plans to prepare inmates for release. This includes pre-release case preparation, developing release plans, presenting cases to the Parole Board of Canada, and developing community strategies to ensure the safe release of inmates in the community.
4. the supervision of offenders on conditional release: CSC provides an integrated continuum of supervision, accommodation, employment and intervention in the effective management of supervised offenders, in line with the Service’s strategic outcome of enhancing public safety.
5. public education about the operations of the Service: CSC works to build partnerships with Canadian communities, to foster understanding of correctional programs and processes among Canadians, to boost public support for safe reintegration, and to reinforce the reality that the CSC’s ultimate goal is a safe Canadian population.

The Act also requires CSC to develop, implement and monitor correctional policies, programs and practices that respect gender, ethnic, cultural and linguistic differences and are responsive to the specific needs of women, Aboriginal peoples and other groups. As well, it requires that CSC provide essential health care services and reasonable access to non-essential mental health care that will contribute to the inmate’s rehabilitation and successful reintegration into the community. The Act mandates CSC to provide services to victims of crime, such as information sharing and awareness building to support victims.

CSC constantly assesses and adjusts the allocation of resources to ensure effective and efficient offender rehabilitation. During this planning period, CSC continues to support Canada’s Economic Action Plan 2012 by reducing its operating budget by $295.4 million by April 1, 2014. CSC strives to achieve administrative efficiencies through streamlining of its operations and program delivery. These and other related initiatives will optimize available resources for CSC’s key priorities and core mandate, and ensure that the organization continues to deliver strong public safety results for Canadians.

Strategic Outcome and Program Alignment Architecture (PAA)

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

• 1.0 Program: Custody
  • 1.1 Sub-program: Institutional Management and Support
  • 1.2 Sub-program: Institutional Security
    • 1.2.1 Sub-sub-program: Intelligence and Supervision
    • 1.2.2 Sub-sub-program: Drug Interdiction
  • 1.3 Sub-program: Institutional Health Services
    • 1.3.1 Sub-sub-program: Public Health Services
    • 1.3.2 Sub-sub-program: Clinical Health Services
    • 1.3.3 Sub-sub-program: Mental Health Services
  • 1.4 Sub-program: Institutional Services
    • 1.4.1 Sub-sub-program: Food Services
    • 1.4.2 Sub-sub-program: Accommodation Services
• 2.0 Program: Correctional Interventions
  • 2.1 Sub-program: Offender Case Management
  • 2.2 Sub-program: Community Engagement
  • 2.3 Sub-program: Spiritual Services
  • 2.4 Sub-program: Correctional Reintegration Program
    • 2.4.1 Sub-sub-program: Violence Prevention Program
    • 2.4.2 Sub-sub-program: Substance Abuse Program
    • 2.4.3 Sub-sub-program: Family Violence Prevention Program
    • 2.4.4 Sub-sub-program: Sex Offender Program
    • 2.4.5 Sub-sub-program: Maintenance Program
    • 2.4.6 Sub-sub-program: Social Program
  • 2.5 Sub-program: Offender Education
  • 2.6 Sub-program: CORCAN Employment and Employability
• 3.0 Program: Community Supervision
  • 3.1 Sub-program: Community Management and Security
  • 3.2 Sub-program: Community-Based Residential Facilities
    • 3.2.1 Sub-sub-program: Community Residential Facilities
    • 3.2.2 Sub-sub-program: Community Correctional Centres
  • 3.3 Sub-program: Community Health Services
• 4.0: Internal Services

CSC’s priorities stem from its mission and responsibilities and provide specific focus for the organization’s direction, programs and initiatives. They point CSC towards continuously improving its contribution to public safety in Canadian communities by helping offenders to correct their criminal behaviour, rehabilitate their lives and reintegrate as law-abiding citizens into the community.

CSC manages its priorities in an evolving Canadian social context. The organization ensures that its programs, standards and policies are aligned with government directions set through the Speech from the Throne, the passing of new legislation or amendments to existing laws. CSC is an active participant in the development of policies and legislative measures that have an impact on its operations and the offender population it manages. It is through the review, modernization, and alignment of programs and policies that CSC translates its support for the government.

CSC continuously examines its internal and external environment to ensure that strategic, organizational, financial, legal and cultural factors are considered in its risk management process. This leads to the identification of risks which are then monitored, managed and mitigated. The risks and response strategies articulated below are captured within CSC’s Corporate Risk Profile.

Developing, providing and sustaining correctional services requires organized efforts. Through the administration of court-imposed sentences to offenders, CSC plays a key role in public safety by implementing a comprehensive set of measures, controls and practices that assist offenders to become law-abiding citizens and contributing members of Canadian society upon their return to the community. The accurate identification and effective management of risks lead to the identification of priorities and facilitate the achievement of results. Risk management is a central part of daily business in all areas of CSC’s large, decentralized and multifaceted work environment.

CSC responds to the complex, diverse and evolving profile of the offender population it manages, including:

• offenders with histories of violence and previous youth and / or adult convictions
• offenders with employment, education and substance abuse needs
• offenders affiliated with criminal groups
• offenders with mental health needs
• offenders with Hepatitis C and Human Immunodeficiency Virus (HIV) infection
• an ethnoculturally diverse population

CSC operates in a continuously changing environment that requires a high level of adaptability and transformational skill. As a high reliability organization, CSC implements processes and crisis management methods to ensure the integrity of its operations. These processes and crisis management methods must be current and sustainable 24 hours a day, seven days a week, under all circumstances. The operations of CSC largely depend on its ability to maintain control of its activities as well as manage and anticipate risks at all times. It does so by identifying, developing, and assessing innovative ways to ensure the safety and security of staff, offenders and the public. Information, knowledge and technology are used to minimize the occurrence of incidents and when they occur, to manage and learn from them. Clearly articulated responsibilities and a robust governance structure ensure that risks are managed appropriately at the operational level as well as at the corporate level. Strategies to reduce risks across hazardous systems facilitate the management and sustainability of the correctional environment and the development of organizational resilience. The implementation of measures, systems, and controls increases CSC’s high reliability capacity and benefits the management of corporate risks at CSC.

These risks guide decision making, as well as audit, evaluation and research planning. The risk analysis and management process is ever evolving, mitigates potential risks, and ensures delivery of core business that contributes to public safety.

This integrated approach allows CSC to handle risk-related challenges that may arise, without compromising public safety.

The increase between 2012-13 Expenditures and 2013-14 Forecast Spending is mainly due to the payment of severance and retroactive pay for signed collective agreements.

The decrease between 2013-14 Forecast Spending and 2014-15 Planned Spending is mostly attributable to additional savings related to the Canada’s Economic Action Plan 2012, and the reduction in capital investment and some expenditures that will not be incurred at the same level in 2014-15 as in 2013-14, such as severance and retroactive pay.

The trend in planned spending remains relatively stable for 2014-15 to 2016-17. Minor changes from year to year are mainly attributable to capital funding, and therefore have no impact on the Planned FTEs.

The above profile illustrates CSC's Actual Spending for the last two years, Forecasted Spending for 2013-14 and Planned Spending for the next three years.

For information on our organizational appropriations, please see the 2014–15 Main Estimates^{Endnote ix} publication.

Contribution to the Federal Sustainable Development Strategy (FSDS)

While not bound by the Federal Sustainable Development Act, CSC will contribute to the 2013-16 Federal Sustainable Development Strategy and the Federal Contaminated Sites Action Plan by completing remediation and risk management activities at known high priority federal contaminated sites. Two remediation projects are planned to begin during 2014-15:

• Frontenac Landfill #1 (along Front Road) (Project # 441-L02) - remediation in planning stage, remediation work to start in spring 2014.
• Frontenac Landfill #3 (along Cataraqui Creek) (Project # 441-L03) - remediation in planning stage; remediation work to start in spring 2014

In addition, CSC has its own corporate sustainable development strategy for 2012-15, and will continue to provide details on progress in future Departmental Performance Reports. Further, CSC completes environmental assessments prior to commencing any major infrastructure project such as the construction of new units in its existing facilities.