2020-2021 Departmental Plan

The Honourable William Sterling Blair, P.C., C.O.M., M.P Minister of Public Safety and Emergency Preparedness

From the Minister

The new correctional model better supports offenders' health and mental health needs. It also affirms CSC's support for the professional autonomy and the clinical independence of registered health care professionals. Funding associated with the Act provides additional health professional resources to support integrated health care and the early assessment and diagnosis of mental illness. Collectively, this will contribute to offenders' health, rehabilitation, and safe reintegration into the community.

Addressing the needs of Indigenous Peoples in the criminal justice system is an ongoing priority for the coming year. CSC's specialized, targeted programs support effective rehabilitation and safe reintegration of Indigenous offenders.

Employee wellbeing remains an important area of focus. CSC is implementing three pillars of activities - Prevention, Resolution, and Restoration - as the foundation of its mental health and staff wellbeing strategy. The Respectful Workplace Campaign will enter its third year providing tools and strategies to ensure the workplace is safe, respectful, and a supportive environment for all employees.

CSC will continue to seek innovative strategies to identify and address challenges in the federal correctional system while maintaining public safety outcomes. I look forward to ensuring our federal correctional system remains progressive, accountable, and successful.

Sincerely,
The Honourable William Sterling Blair, P.C., C.O.M., M.P
Minister of Public Safety and Emergency Preparedness

Plans at a glance

On a typical day in 2018-19, CSC managed 23,269 offenders (13,996 incarcerated and 9,273 supervised in the community), many of whom have extensive histories of violence and violent crimes, previous youth and adult convictions, and affiliations with security-threat groups. As well, the offender population has a high rate of mental health disorders, addictions, and infections including Hepatitis C Virus (HCV) and Human Immunodeficiency Virus (HIV). This population contains an increased number of women offenders, a disproportionate representation of Indigenous offenders (compared to their representation in the Canadian population), a growing number of offenders who identify as members of an ethnic minority, and an aging population. To safely manage and reintegrate this population into the community as law-abiding citizens, CSC offers programs, health services, spiritual services, education, and vocational opportunities, while operating with a great degree of adaptability, flexibility, rigour, gender responsiveness and cultural competency.

In order to meet the needs of all offenders, including the particular needs of women offenders, Indigenous people, and others, CSC develops, implements, monitors, and reviews correctional policies, programs, practices, and interventions to ensure they respect gender, ethnicity, cultural and linguistic differences.

On June 21, 2019, Bill C-83, An Act to amend the Corrections and Conditional Release Act and another Act received Royal Assent. Important amendments in this Bill eliminated administrative and disciplinary segregation, and introduced a new correctional model that makes use of structured intervention units (SIUs) for inmates who cannot be managed safely within a mainstream population.

Prior to opening the first SIU, CSC invested months in preparation that included staff recruitment and training, program development and structural changes in institutions. CSC launched SIUs on November 30, 2019. CSC is planning a five-year ramp-up period to ensure SIU implementation results in a fully mature and effective model.

The percentage of Indigenous offenders admitted to federal custody^{Footnote 1} continues to be proportionally higher than their representation in the Canadian population. Therefore, providing effective, culturally appropriate interventions and reintegration support for Indigenous offenders remains one of CSC's key corporate priorities.

CSC will monitor the impact of the National Indigenous Plan^{Footnote 2}, including that of Indigenous Intervention Centres on Indigenous men and women, and make adjustments where necessary in order to enhance existing culturally appropriate correctional environments within its facilities. CSC will continue building partnerships with Indigenous organizations and communities to facilitate and support the conditional release of Indigenous offenders, and to strengthen the interventions, correctional policies, programs, and operations designed to support them.

CSC's offender population is characterized by a high rate of mental health needs and problematic substance use. CSC will continue to undertake initiatives to support offenders with problematic substance use needs and promote a system-wide approach to this population.

CSC monitors the results of the intermediate mental health units and makes appropriate/ necessary adjustments. These units enable CSC to meet the needs of inmates identified as presenting moderate impairment or significant mental health symptoms, who require more services than can be offered through primary care but do not require 24-hour care (i.e., harm reduction initiatives).

In response to the coming into force of Bill C-83, An Act to amend the Corrections and Conditional Release Act and another Act, CSC will strengthen professional autonomy and the clinical independence of registered health care professionals, improve patient advocacy, and increase services available at all levels of care through increased staffing levels. CSC will also undertake work to solidify health service system reforms to ensure integrated and efficient health service delivery that puts patients at the centre of all care.

CSC is committed to ensuring the workplace is a safe, respectful, and supportive environment for all employees, free from bullying, discrimination, harassment, and violence. CSC continues its Respectful Workplace Campaign through 2020-21, focussing on the importance of authenticity, generosity and understanding in behaviour and speech, and it offers various self-care, wellness tools, and strategies adapted to the correctional reality.

Recognizing that the nature of correctional work creates higher than average workplace stress, particularly for front-line workers, CSC's Steering Committee for Workplace Mental Health Injuries continues to support the implementation of the three pillars of activities; Prevention, Resolution and Restoration; that will set the foundation of CSC's national Comprehensive Strategy on Workplace Wellness and Employee Wellbeing. The committee works in partnership with employee families and the unions to support employees who may develop mental health injuries at work.

CSC will complete its three-year ethical risk assessment of all work units in 2020-21 as it continually looks for and applies workplace best practices that boost the organization's capacity to listen to staff and act on their concerns. CSC made a commitment at the executive level to work together with all staff to make positive, lasting changes that build trust and create a positive work environment for all employees.

For more information on CSC's plans, priorities and planned results, see the "Core responsibilities: planned results and resources, and key risks" section of this report.

Core responsibilities: planned results and resources, and key risks

This section contains detailed information on the department's planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.

Core Responsibility 1: Care and Custody

Description

CSC provides for the safety, security and humane care of inmates, including day-to-day needs of inmates such as food, clothing, accommodation, mental health services, and physical health care. It also includes security measures within institutions such as drug interdiction, and appropriate control practices to prevent incidents.

Planning highlights

In an effort to prevent, disrupt and investigate criminal activities, CSC will reinforce and formalize key public safety partnerships at the national, regional and local levels. In support of its preventive security and intelligence functions, CSC will implement and assess technologies such as the Electronic Statement Observation Report, Secure Web Intelligence Forms Tool, and technologies to deter drone and cell phone activities. CSC will continue to gather and share information and intelligence with public safety partners to manage radicalized offenders and to prevent radicalization.

On June 21, 2019, Bill C-83, An Act to amend the Corrections and Conditional Release Act and another Act received Royal Assent. The amendments to the Corrections and Conditional Release Act (CCRA) in this Bill eliminated administrative and disciplinary segregation, and introduced a new correctional model that includes the use of structured intervention units (SIUs) for inmates who cannot be managed safely within a mainstream population.

The new SIU model, launched on November 30, 2019, is a transformative initiative, which has significant impacts on CSC's operations and work with offenders. Structured interventions, programming and health care are available to inmates in a safe and secure environment to address their specific risks and needs, and thus reduce institutional incidents.

CSC will monitor the use of SIUs to ensure they are safe and effective and will work with offenders in SIUs as they undertake the necessary steps to return to - and remain in - the mainstream population. The Internal Audit group will continue to perform various assurance and/or consulting engagements in order to provide timely advice to management.

The opioid crisis continues to be a challenge for CSC. To respond to challenges in preventing the entry of and detecting contraband, especially drugs, CSC will maximize the use of Detector Dog Teams through optimal deployments and performance measures, and will update the Urinalysis Panel to reflect evolving substance use trends. CSC will adapt, assess and implement emerging security-related technologies in response to the evolving correctional environment by updating Ion Scanners, as well as assessing drone and cell phone detection tools. CSC will align its national drug strategy with the four pillars identified in Canada's National Drug and Substances Strategy: Prevention, Treatment, Harm Reduction, and Enforcement. CSC will continue to provide take-home naloxone kits for inmates on discharge, increase access to naloxone within institutions, prevent fatal overdose through overdose prevention services, increase the number of inmates on opioid agonist treatment (OAT), and decrease the spread of infectious diseases through access to prison needle exchanges.

In order to ensure efficient and effective health care services to offenders, CSC will strengthen the professional autonomy and clinical independence of registered health care professionals, and improve patient advocacy. CSC will improve the health services available through an emphasis on early assessment, diagnosis and diversion to appropriate pathways of care. CSC will also prioritize infectious disease prevention, harm reduction and treatment, and will focus on strengthening treatment options for offenders with substance use disorders.

CSC will ensure offenders' dietary needs are met in accordance with the Canada Food Guide while providing therapeutic diets, and respecting both diets of conscience, and religious diets. CSC will also ensure consistent use of the Food Services Information Management System at Food Production Centers and Finishing Kitchens.

CSC will strengthen the management of facilities through improved governance, processes, and information systems. CSC will implement its 2020-25 Accommodation Plan, including maintaining and improving the condition of its physical infrastructure in accordance with its 2020-25 Investment Plan.

Following its National Governance Model for the provision of maintenance, CSC will expand the use of regional service contracts for facilities management, and will continue the implementation of the Computerized Maintenance Management System (CMMS) to ensure necessary maintenance is regularly scheduled and completed at all sites. As well, CSC will review and implement facilities-management-specific training requirements to meet environmental program compliance in accordance with federal regulations.

United Nations' (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals (SDGs)

CSC will continue to implement its Sustainable Development Strategy in order to meet the targets that have not been achieved within the proposed timelines and also carry out additional environmental initiatives that contribute to the commitments outlined in the Treasury Board Secretariat's Greening Government Strategy.

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote i}.  

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote ii}.  

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote iii}.  

Core Responsibility 2: Correctional Interventions

Description

CSC conducts assessment activities and program interventions to support federal offenders' rehabilitation and facilitate their reintegration into the community as law-abiding citizens. CSC also engages Canadian citizens as partners in its correctional mandate, and provides outreach to victims of crime.

Planning highlights

CSC delivers a range of correctional interventions that support offenders in their successful reintegration into the community, by encouraging them to be accountable for their actions and to participate fully in their rehabilitation.

To ensure the accurate assessment, guidance and support of offenders throughout their sentence, in 2020-21, CSC will monitor and evaluate the impact of actuarial tools on case management and security reviews for Indigenous offenders, as well as the impact of Indigenous Suspension Review Boards (ISRB) on revocation rates for Indigenous offenders.

CSC provides culturally-appropriate and responsive interventions and reintegration support for First Nations, Métis and Inuit offenders. To better respond to the needs of Indigenous offenders, CSC consults with the National Indigenous Advisory Committee, the National Elders Working Group, Indigenous organizations and other community partners to obtain culturally-situated advice, counsel and recommendations on the provision of correctional services. In 2020-21, CSC will continue to monitor the impact of Indigenous Intervention Centres on Indigenous men and women and make adjustments where necessary. CSC will implement and monitor technological upgrades and/or innovations to help coordinate and manage release planning for Indigenous offenders, such as the Path Home reminder system, and the Section 84 module in CSC's Offender Management System. CSC will continue to work with Indigenous communities and partners across the country to respond to the needs of Indigenous offenders, including Indigenous communities who express interest in exploring the possibility of establishing a Section 81 Healing Lodge, or in providing accommodation options under a Section 84 release plan.

In collaboration with Indigenous stakeholders and partners, CSC will enhance the availability of Elders through the improvement of the contracting process. CSC will also strengthen Elder participation in the provision of correctional interventions for Indigenous offenders and ensure Elder assessments/reviews are considered in decisions for the transfer and/or discretionary release of Indigenous offenders. To ensure an effective continuum of care for Indigenous offenders during their transition from the institution to the community, CSC will ensure Elder Services are available. To do that, in 2020-21, CSC will address any findings arising from an internal audit, initiated in 2019-20, of the management of Elder Services.

CSC provides offenders with access to spiritual services through engagement with contractors, faith communities, volunteers and other community partners to support successful reintegration. In 2020-21, CSC will respond to recommendations and findings from the Faith Community Reintegration Projects model review. In partnership with the Interfaith Committee and other stakeholders, CSC will develop interfaith competency standards for chaplaincy and research available resources for implementation.

CSC develops and monitors the plans and results of education programs in order to provide offenders with the basic literacy, as well as the academic and personal development skills needed, for safe reintegration into the community. In 2020-21, CSC will identify and assess offenders who may have a learning disability. CSC will focus efforts to enhance access to offender basic computer-skills training and provide secure and controlled access to digital media via library/educational services.

CSC provides structured and unstructured social programs and activities to assist offenders in gaining social skills that will help them reintegrate into the community. During the reporting period, CSC will expand opportunities, both for contact with family and support persons, through the use of secure and controlled technology, which will promote stability and continuity for all family/community relationships.

CSC reviews and adjusts its Employment and Employability Strategy on an ongoing basis to ensure that it meets the needs of all offenders, including women, Indigenous and ethnocultural offenders. CSC also seeks agreements with educational facilities and organizations that are responsive to various needs of offenders and that support the provision of industry-recognized vocational training for offenders and job opportunities. In 2020-21, CSC will place a particular focus on improving awareness and communications related to CORCAN, to increase employment opportunities for men and women offenders. In addition, CSC will continue to implement the Indigenous Offender Employment Initiative that provides expanded employment training opportunities for Indigenous offenders.

Offender employment opportunities exist in both farm operations and farm-related construction. Farming is mixed and includes a variety of livestock and crops. CSC will continue to develop its penitentiary farms operation, as well as environmental initiatives which include establishing and maintaining green zones on farmland, beekeeping, considering species at risk, and regular consultation with departments such as Environment Canada.

In 2020-21, CSC will continue to seek opportunities to improve communications and outreach to improve public awareness about the information and notifications CSC provides to registered victims. Specifically, CSC will promote the benefits of registering with CSC and the Parole Board of Canada, the information available to victims through the Victims Portal, and the benefit of submitting a victim statement.

CSC manages a diverse offender population and has staff across the country dedicated to issues relative to women offenders, Indigenous offenders, ethnocultural offenders, victims of crimes, and other groups. This configuration is bolstered by national bodies (e.g., Ethnocultural Advisory Committee), and various branches and sectors within national headquarters (e.g., Indigenous Initiatives Directorate, and the Women Offender's Sector) that consider potential differential impacts of policy, programs and legislation on the needs of different offender populations.

CSC's planned activities under its Correctional Interventions Core Responsibility support Canada's efforts to address the UN 2030 Agenda and Sustainable Development Goals. The CORCAN Employment and Employability program continues to seek opportunities to incorporate additional on-the-job training and vocational training within the institutions as well as broaden the type of industry training in particular within women's institutions, which contributes towards productive employment for both men and women offenders.

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote iv}.  

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote v}.  

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote vi}.  

Core Responsibility 3: Community Supervision

Description

CSC supervises offenders in the community and provides structure and services to support their safe and successful reintegration into the community. Services include accommodation options, community health services, and the establishment of community partnerships. CSC manages offenders on parole, statutory release, and long-term supervision orders.

Planning highlights

In line with CSC's priority to provide effective and culturally appropriate reintegration support for Indigenous offenders, CSC will review existing Section 81 agreements in order to identify and eliminate any barriers to increasing the participation of Indigenous partners and communities. As well, CSC will continue to review its need for additional community accommodation capacity for Indigenous offenders while continuing ongoing work with Indigenous communities who express an interest in learning more about or establishing a Section 81 Healing Lodge, including reviewing statements of interest from coast to coast to coast.

CSC will fund approved infrastructure projects and work with contracted partners to ensure appropriate community accommodations are available for offenders. This will include enhancing bed capacity for women offenders in Community-Based Residential Facilities, where required.

The Offender Accommodation Management solution supports CSC's work with contracted partners by ensuring that community-supervised offenders requiring residency are provided with the right bed, at the right location, and at the right time.

To ensure offenders have a smooth transition into the community, CSC will monitor release planning and incorporate health-related discharge plans as required to address any identified gaps in provincial health service delivery. This will help resolve the challenges that sometimes arise when there are delays in the availability of provincial health professional/system to provide health care for offenders who need it.

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote vii}.  

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote viii}.  

Financial, human resources and performance information for the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote ix}.  

Internal Services: planned results

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Planning highlights

CSC's National Advisory Committee on Ethics provides advice and guidance to the CSC Commissioner on issues related to organizational values and ethics, and significant matters where a particular action, policy or direction might conflict with CSC's Values and Ethics Framework.

In 2020-21, CSC will complete its ethical risk assessment, a national three-year initiative conducted in all work units that results in site-specific action plans to improve the working environment of each unit in the areas of mutual respect and wellness. CSC will maintain specialized training in Values and Ethics. Further, CSC will support the mental health readiness and resiliency of frontline staff and, where required, support their safe and gradual return to the workplace.

CSC will provide introductory and continuous development training specifically for staff working with Indigenous offenders. In recognition of the growing diversity of the offender population, CSC provides mandatory diversity and cultural competency training for all staff.

CSC will support the Minister of Public Safety and Emergency Preparedness in working to expand the Memorial Grant Program for First Responders to include correctional workers by the end of 2020.

CSC is committed to developing a strong, diverse, and inclusive workplace that reflects the evolving Canadian population, and fostering a workplace where all employees feel safe and respected. CSC will provide support mechanisms to employees for a long and fulfilling career, with ample opportunities for learning, development, and collaboration. The retention and development of existing staff, as well as a culture of readiness, is a key consideration to the success of CSC.

CSC remains focused on recruiting and retaining staff. This is of particular concern in remote locations, and impacts the overall culture and subsequent development of leadership within the organization. CSC will implement and monitor a succession and leadership initiative that will assist in identifying and developing the talent CSC requires to build and sustain Indigenous corrections. CSC will also continue to implement and monitor its Employment Equity Action Plan to ensure that it can both recruit and retain a diverse staff that is reflective of the offender population it serves.

As part of the implementation of CSC's Strategic Plan for Human Resource Management 2019-20 to 2021-22, work is underway on classification modernization to update current occupational groups to reflect the work of today's public service. There are three renewal exercises underway:

• The Computer Systems (CS) group will change to a new occupational group called Information Technology (IT).
• The Program and Administrative Services (PA) group will be restructured to five new sub-groups. Further, Negotiation, Mediation and Conciliation work currently classified as "PM-MCO" will become a new group of the same name, with a new acronym "MN".
• A new Comptrollership (CT) group will be created to bring together work in the areas of financial management, external audit and internal audit.

The classification renewal exercises also include the validation and testing of the Executive Group Position Evaluation Plan (EGPEP), benchmark positions and job description templates.

CSC will continue to advance its multi-year action plan to implement the Treasury Board Policy on Financial Management, including ensuring that a risk-based departmental system of internal control over financial management is established, monitored and maintained. CSC will stabilize its existing Departmental Financial Management System (DFMS) via an Oracle technical upgrade, while also advancing plans for the future modernization of the DFMS through a SAP hosting solution.

CSC will re-examine options on the way forward for the Resource Management Tool and the Resource Allocation Tool to better align with ongoing efforts to modernize its DFMS and will monitor and assess older accounts receivable, reducing outstanding balances.

CSC will advance Enterprise Data and Information Management (EDIM) through a robust CSC EDIM Program in alignment with the Government of Canada's (GoC) strategic direction. CSC will also improve and enhance data sharing with external partners, improve and streamline the quality of data assets (i.e.,OMS, IIB tool, AssystNET) and begin migration of shared and personal drives to GCdocs. To provide improved access to trusted information, CSC will begin integration of GCdocs into CSC's core business processes and connect with existing systems. CSC's Data Strategy was approved in September 2019 and the organization is exploring potential avenues for its advancement.

CSC will begin to implement the 2020-25 Accommodation Plan within budgetary constraints. CSC will implement measures to modernize its Real Property information system and tools in conjunction with the DFMS initiative. Working towards a more sustainable portfolio, CSC will implement Energy Performance Contracts in targeted institutions for the reduction of green house gas emissions, in accordance with GoC targets. CSC will continue to work towards the GoC Workplace standard by 2030 and reduce its leased portfolio footprint.

CSC will continue to strengthen contracting and materiel management across the organization and will advance its action plan to implement Treasury Board Contracting Policy changes and the upcoming Directive on the Management of Procurement.

CSC's Research Branch uses quasi-experimental designs allowing for ethical and rigorous analysis through statistical control and other methods that can be as compelling as traditional experimental design and may be the only way to ethically address complex social situations and vulnerable populations. Specific examples include the work on overdoses in a population of federally incarcerated offenders, which evolved from a single project to an ongoing initiative, that informed actions such as the Overdose Prevention Services at Drumheller and expanding the use of Naloxone beyond health services personnel in institutions. Critical work contributing to evidence-informed decision making will continue in areas such as overdoses and deaths in custody as well as offender risk assessment, including research on Indigenous-informed assessments tools for case management and further work exploring the development of an integrated risk-assessment tool.

CSC will continue to advance the Offender Management System (OMS) foundation and modernization projects to ensure the continuity of this mission critical system, building a common framework that will allow for the long-term evolution of OMS in a modular way. This will be a modern, integrated solution that will dynamically respond to the evolving needs of staff and the organization, while also supporting the legislative framework, commitments and priorities now and in the future. OMS initiatives include better integration of information management services, policy, program and service delivery, embracing modernized and responsible use of new technologies, managing security and privacy, and being data-driven. CSC will be digitally enabled through strategic training plans to assimilate digital technology enhancements with improved methods of assessing and intervening with offenders. Outcomes are specifically focused on public safety effectiveness, offender reintegration efficiency, humane custody, and the safety and security of staff and offenders.

Spending and human resources

This section provides an overview of the department's planned spending and human resources for the next three consecutive fiscal years, and compares planned spending for the upcoming year with the current and previous years' actual spending

Planned spending

The following graph presents planned (voted and statutory) spending over time.

The table shows details of CSC's planned spending in $ millions for fiscal years 2017−18, 2018−19, 2019−20, 2020−21, 2021−22 and 2022−23. In 2017−18 there was 203 million of spending on statutory and 2,425 million on voted for a total of 2,628 million. In 2018−19 there was 223 million of spending on statutory and 2,366 million on voted for a total of 2,589 million. In 2019−20 there was 257 million of spending on statutory and 2,491 million on voted for a total of 2,748 million. In 2020−21 there was 220 million of spending on statutory and 2,334 million on voted for a total of 2,554 million. In 2021−22 there was 223 million of spending on statutory and 2,355 million on voted for a total of 2,578 million. In 2022−23 there was 225 million of spending on statutory and 2,381 million on voted for a total of 2,606 million.

The following table shows actual, forecast and planned spending for each of CSC's core responsibilities and to Internal Services for the years relevant to the current planning year.

The 2019-20 forecast spending of $2,748.3M and 2018-19 expenditures of $2,589.3M demonstrate that CSC anticipates operational increases between these years. For both years, CSC received additional funding to support its operations for amounts that were not initially included in its Main Estimates, respectively $95.0M in 2019-20 and $74.7M in 2018-19. CSC continues to require additional funding to support its operations in 2020-21, which will be addressed during the fiscal year.

The $194.5M variance between the 2019-20 forecast spending of $2,748.3M and the 2020-21 Main Estimates of $2,553.8M is mainly due to funding received during the 2019-20 financial year, and therefore not included in the 2019-20 Main Estimates.

The first part of this variance is between the 2019-20 Main Estimates of $2,580.1M and the 2019-20 Forecast spending of $2,748.3M, for a difference of $168.2M. This variance consists of the following items: Operating Budget Carry Forward $56.7M; funding for Bill C-83 for Transforming Federal Corrections $48.5M; an operating budget increase due to a conversion of personnel budget to other operating budget $21.6M; pay funding requirements under Vote 30 $17.6M; Collective Agreement increases $16.5M; Capital Budget Carry Forward $7.0M; and PA Modernization funding $0.3M.

The second part of this variance is between the 2020-21 Main Estimates of $2,553.8M and the 2019-20 Main Estimates of $2,580.1M, representing a difference of $26.3M. This decrease is mainly due to: funding for Transforming Federal Corrections (Bill C-83) $49.7M; an increase in the operating budget due to a conversion of personnel budget to other operating budget $24.3M; funding for collective agreements $14.1M; funding for the Federal Contaminated Sites Action Plan $0.5M; funding for the Program and Administrative Services (PA) modernization initiative $0.3M; a decrease for Budget 2019 funding for Support for the Correctional Service of Canada ($95.0M); a decrease in the employee benefit plan ($14.0M); additional contributions for enabling digital services to Canadians (Budget 2018) ($4.9M); Budget 2017 programs addressing the needs of Vulnerable Offenders ($0.6M); Budget 2018 programs to support the mental health needs of inmates and to support the reopening of the penitentiary farms ($0.6M); and a decrease for contributions for the Census of Population ($0.1M).

Planned human resources

The following table shows actual, forecast and planned full-time equivalents (FTEs) for each core responsibility in CSC's departmental results framework and to Internal Services for the years relevant to the current planning year.

The variance of 100 full-time equivalents (FTEs) between 2019-20 and 2018-19 is mostly due to 'Transforming Federal Corrections' (Bill C-83). The 353 FTE increase between 2020-21 and 2019-20 is largely due to increased planned staffing for correctional officers in order to bring the workforce to its optimal level. A significant portion of this FTE increase is attributed to 'Transforming Federal Corrections' (Bill C-83). Staffing requirements for 'Addressing the Needs of Vulnerable Offenders' (Budget 2017) and 'Mental Health / Penitentiary Farms' (Budget 2018) also contribute to this increase. Future year FTEs are also expected to increase as Bill C-83 measures are implemented.

Estimates by vote

Information on the CSC's organizational appropriations is available in the 2020-21 Main Estimates^{Endnote x}.

Consolidated Future-Oriented Condensed Statement of Operations

The consolidated future oriented condensed statement of operations provides an overview of the CSC's operations for 2019-20 to 2020-21.

The amounts for forecast and planned results in this statement of operations were prepared on an accrual basis. The amounts for forecast and planned spending presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed consolidated future oriented statement of operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the CSC's website.

CSC's 2020-21 planned expenses are projected to be $2,712,656,543. These expenses include planned spending presented in this Departmental Plan and also include expenses such as amortization and services provided without charge. CSC's planned revenues are projected to be $70,347,556 in 2020-21. Revenues are primarily generated by the CORCAN revolving fund. Additionally, the following major changes account for the difference:

• A reduction of $95.0 million for funding approved for Support for the Correctional Service of Canada (Budget 2019);
• A reduction in the Operating Budget Carry Forward of $56.7 million;
• A reduction in the pay funding requirements under TB Vote 30 of $17.6 million; and
• A reduction of $14.0 million related to the department's allocation of the employer's share of the employee benefit plan.

Corporate information

Organizational profile

Appropriate minister(s): The Honourable William Sterling Blair, P.C., C.O.M., M.P

Institutional head: Anne Kelly, Commissioner

Ministerial portfolio: Public Safety and Emergency Preparedness

Enabling instrument(s): Corrections and Conditional Release Act, S.C. 1992, c.20

Year of incorporation / commencement: 1979 (March 31)

Raison d'être, mandate and role: who we are and what we do

"Raison d'être, mandate and role: who we are and what we do" is available on the CSC's website.

For more information on the department's organizational mandate letter commitments, see the "Minister's mandate letter".

Operating context

Information on the operating context is available on the CSC's website.

Reporting framework

The CSC's approved departmental results framework and program inventory for 2020-21 are as follows.

Changes to the approved reporting framework since 2019-20

CSC changed the names of four programs (2, 3, 4, and 19) to better align their names with their responsibilities. As well, CSC merged three programs (12, 13, 14) into one (22) to illustrate the reality of how they necessarily work together to support successful reintegration.

Supporting information on the program inventory

Supporting information on planned expenditures, human resources, and results related to the CSC's program inventory is available on CSC's website and in the GC InfoBase^{Endnote xi}.

Supplementary information tables

The following supplementary information tables are available on the CSC's website:

• Departmental Sustainable Development Strategy (CSC will continue to implement its 2018-2020 Sustainable Development Strategy in order to meet the commitments that have not been achieved within the proposed timeline, which is March 31, 2020.)
• Details on transfer payment programs
• Gender-based analysis plus

Federal tax expenditures

CSC's Departmental Plan does not include information on tax expenditures that relate to its planned results for 2020-21.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures^{Endnote xii}. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.

Organizational contact information

Mailing address

340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9

Website(s): Correctional Service of Canada website

Feedback Form^{Endnote xiii}

Appendix: definitions