2016-2017 Departmental Results Report

The Honourable Ralph Goodale, P.C., M.P.
Minister of Public Safety and Emergency Preparedness

Minister's message

Results at a glance

During 2016–17, CSC focused on enhancing safety in institutions, improving timely access to correctional programs, providing offenders with practical employment skills and accountability, and strengthening community corrections.

The total federal offender population has remained stable over the past few years. On a typical day in 2016–17, CSC was responsible for 22,882 offenders. Of these, 8,572 offenders were supervised in the community, the highest number since 2000, and 14,310 (including temporary detainees^{Footnote 1}) were in custody. Day and full parole grants were 39 per cent higher than 2011–12 (51 per cent higher for Indigenous offenders). In addition, 2016–17 recorded the lowest rate of convictions for offenders in the community. These results demonstrate that more offenders than ever are safely and successfully returning to the community, and reflect the excellent work being done by CSC staff to prepare offenders for release.

CSC has also seen a significant decrease in the number of offenders in administrative segregation or double bunked, thanks to population management initiatives, a more rigorous approach to administrative segregation oversight, and an increased capacity to accommodate offenders.

Eliminating tragic incidents like the death of a person requires sustained effort, and the rate of non-natural and undetermined offender deaths in custody is the lowest it has been in nine years. The rate of escapes is the lowest in 15 years.

CSC recognizes a number of successes achieved during 2016–17:

• In the Atlantic Region, the percentage of discretionary releases is the highest in the last six years, at 64 per cent. The median percentage of sentence served prior to first release is the lowest in the last six years, at 43 per cent.
• In the Quebec Region, the median number of days in administrative segregation is the lowest in the last six years, at nine days. The national result is also the lowest in six years, at 11 days.
• In the Ontario Region, the percentage of institutional random-sample urinalysis positives is the lowest in six years, at 3.2 per cent. The percentage of institutional random-sample urinalysis refusals is also the lowest result in six years, at 2.5 per cent.
• In the Prairie Region, the percentage of offenders upgrading their education before the end of their sentence is 76 per cent. Of note, the national result is 68 per cent, which is also a 10-year high.
• Finally, in the Pacific Region, the percentage of time offenders spend employed in the community is the highest in the last six years, at 74 per cent. The national result of 65 per cent is also a six-year high.

For more information on the department's plans, priorities and results achieved, see the "Results: what we achieved" section of this report.

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

Operating context and key risks

Operating context

Correctional Service of Canada's responsibilities are derived from the Corrections and Conditional Release Act (CCRA)^{Endnote ii} and the Corrections and Conditional Release Regulations (CCRR)^{Endnote iii}. The CCRA and CCRR outline CSC's responsibilities as:

1. the care and custody of inmates;
2. the provision of programs that contribute to the rehabilitation of offenders and to their successful reintegration into the community;
3. the preparation of inmates for release;
4. parole, statutory release supervision and long-term supervision of offenders; and
5. maintaining a program of public education about the operations of the Service.

To ensure the safety and security of the public, victims, staff and offenders, CSC operates and maintains 43 institutions, 15 community correctional centres, and 91 parole and sub-parole offices. CSC develops, implements and monitors correctional policies, programs and practices that respect gender, ethnic, cultural and linguistic differences and are responsive to the needs of women, Indigenous peoples and other groups. CSC also provides essential health care and reasonable access to non-essential mental health care that will contribute to the inmate's rehabilitation and successful reintegration into the community. Finally, CSC offers services to victims of crime, such as information sharing and awareness building to support victims.

The evolving environment within which CSC operates requires a high degree of adaptability, flexibility and rigour. CSC has custody of offenders with extensive histories of violence and violent crimes, previous youth and adult convictions, and affiliations with gangs and organized crime. CSC manages an increasing number of women offenders as well as a disproportionate representation of Indigenous offenders as compared to the Canadian population. In addition, offenders often have a higher burden of serious health concerns including mental health disorders and chronic infections, such as Hepatitis C Virus (HCV) and Human Immunodeficiency Virus (HIV).

CSC develops, relies on and benefits from a professional workforce of some 18,000 employees who are engaged in the success of its operation and the fulfillment of its mandate. CSC aligns its resources to support effective and successful rehabilitation. CSC strives to achieve administrative efficiencies by streamlining its operations and program delivery. It optimizes available resources for its key priorities and core mandate, in order to deliver strong public safety results for Canadians.

Key risks

Managing potential impacts of risk occurrence is an integral part of CSC's risk management process. This requires ongoing efforts to ensure that risks are maintained at manageable levels through controls and mitigation strategies.

As a high reliability organization^{Footnote 2}, CSC implements crisis management methods and processes that are current and sustainable 24 hours a day, seven days a week. The continuity of its operations largely depends on its ability to maintain control as it manages and anticipates risks. CSC identifies, develops, implements and assesses innovative ways to ensure the safety and security of the public, victims, staff and offenders. Doing so reduces and seeks to eliminate the occurrence of tragic incidents, such as safety, security and emergency incidents or non-natural deaths in custody or in the community.

Integrated risk management increases public confidence in CSC's ability to fulfill its mission and contribute to public safety, as it includes appropriate correctional plan development and placement decisions, rigorous analysis and documentation, and the availability of correctional programs aimed at increasing offenders' education and literacy levels as well as their chance of successful reintegration in the community. CSC's obligation to provide essential health care and reasonable access to non-essential mental health care, also contributes to successful reintegration as it directly impacts the health and safety of offenders.

CSC's ability to support and provide resources for services and programs for offenders may also be impacted by difficulties experienced by CSC's partners. CSC communicates regularly with other government departments and agencies to develop relationships and agreements that foster cooperative service delivery across the Government of Canada. In addition, CSC must depend upon the support and resources of many community-based organizations to assist in the delivery of some of the services for offenders both within their institutions and in the community.

Results: what we achieved

Programs

The Custody Program contributes to public safety by providing for the day-to-day needs of offenders, including health and safety, 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.

CSC continued to provide safe, secure and humane conditions for offenders in its custody, as well the day-to-day needs of some 14,310 incarcerated offenders. In 2016–17, CSC improved results in several key areas.

There were 11 non-natural and undetermined offender deaths in custody, the lowest in the last nine years. Non-natural deaths are tragic incidents; CSC treats them seriously, investigates each case and develops action plans and "lessons learned" bulletins to help frontline staff reduce the likelihood of such tragedies occurring.

Eight offenders escaped from federal custody in 2016–17 and all were recaptured. This is a significant improvement over the previous year's 18 escapes, which can be attributed to several factors including effective population management approaches, dynamic security and intelligence gathering.

The use of double bunking in CSC's institutions continued to decline in 2016–17 less than eight per cent of offenders were double bunked compared with almost 11 per cent a year before. The use of administrative segregation was significantly reduced, with the rates of placement and duration of time in administrative segregation also having declined.

CSC remained committed to preventing the entry of drugs and other contraband into its institutions. Although drug-related incidents were on the rise in 2016–17, CSC continued to enhance its capacity to curb the entry, trafficking, and supply of drugs in institutions. A national Contraband Control Strategy strengthened accountabilities for searching and initiated quarterly search days in an effort to eliminate the introduction of contraband.

CSC continued to refine mental health services for all offenders and emphasized the importance of including social history of Indigenous Peoples in the completion of mental health and psychological risk assessments for Indigenous offenders. This is in line with the Minister of Public Safety's mandate letter commitment to address gaps in services to Indigenous Peoples and those with mental illness.

Lastly, and for the second year in a row, the percentage of menus meeting Canada's Food Guide and Dietary Reference Intakes was 100 per cent. In addition, all health inspections by external health inspectors were completed with 100 per cent compliance.

*The range for the anticipated performance result is established through the statistical analysis of historical data and a review of factors within the operational context. The methodology ensures that what is anticipated as a performance range is objective and reflective of changes within the operational context.

The variance between the actual spending and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in operating authority of $6.1 million carried forward from 2015–16;
• An increase in operating authority of $8.3 million due to the reimbursement of eligible paylist expenditures (e.g. payment of severance benefits, parental benefits, etc.);
• An increase in operating authority of $4.8 million for signed Collective Agreements;
• An increase in operating authority of $19 million in Supplementary Estimates B for Quasi Statutory Requirements and the Federal Contaminated Sites Action Plan (Phase III);
• An increase in Crown Asset Disposal Credits of $ 0.3 million;
• An increase in capital authority of $45.6 million carried forward from 2015–16 for the implementation of projects, including the completion of new living units within existing institutions, inmate accommodation infrastructure replacement and improvements, and equipment replacement and upgrades;
• A decrease of $0.7 million in Supplementary Estimates C for a transfer to Shared Service Canada for the cost of providing core information technology services; and
• A decrease in statutory authority of $27.9 million for the Contributions to employee benefit plans.

The above variance analysis also explains the major variances at the sub-program and sub-sub-program levels under Program 1.0 Custody.

Taking into consideration the above adjustments, Custody's authorities available for use were $1,567.7 million and the variance with the actual spending was $57.5 million which was included in the carry forward to 2017–18.

The Correctional Interventions Program contributes to public safety through assessment activities and program interventions for federal offenders that are designed to assist their rehabilitation and facilitate their successful reintegration into the community as law-abiding citizens. The program engages Canadian citizens as partners in CSC's correctional mandate, and provides outreach to victims of crime.

Correctional interventions continued to be developed and delivered to address offender needs and risks. The Integrated Correctional Program Model (ICPM) is nearing full implementation, with only the Prairie Region outstanding, with completion expected in 2017. In 2016–17, CSC focussed on preparing offenders for their earliest release eligibility date. This involved the implementation of a pilot hybrid version of ICPM at some intake units, where the readiness component is incorporated with the main program in order to ensure offenders who are serving shorter sentences can complete required programs prior to their earliest release eligibility dates. A decrease in performance results compared to previous years materialized, which was expected during the transition while the new correctional program model is not yet fully implemented. Conversely, results for women offenders participating in Women Offender Correctional Programs and Aboriginal Women Offender Correctional Programs have been particularly positive, with program completions prior to day parole eligibility at a six-year high of 62.1 per cent, more than doubling the 2011–12 result of 27.5 per cent.

The Minister of Public Safety's mandate letter commitments are reflected in CSC's initiatives and results for Indigenous Peoples. CSC worked with key community partners, and continued to focus on improving Indigenous correctional policies, programs and operations to enhance timely and successful release of Indigenous offenders into the community. Particular attention was given to improving CSC's relationship with Elders and their participation in the case management process.

The offender reintegration process continued to support victims of crime, ensuring that they had access to important information about offenders. The availability of online training allowed new and existing case management staff to familiarize/refresh their knowledge with respect to their obligations to victims.

CSC continuously examines CORCAN's employment and employability interventions and services, including the business model, in order to maximize the impact of the program and to provide employment and employability opportunities and support for offenders' reintegration. Employment and employability results were positive in 2016–17, with the percentage of time employed in the community reaching a six-year high of 65.3 per cent. CSC monitored and aligned current labour market trends with vocational program delivery in support of the reintegration process. Also, education results continue to improve every year, with the percentage of education upgrades prior to sentence expiry reaching 67.8 per cent in 2016–17.

Chaplaincy activities supported the reintegration process, particularly through contributions from the significant number of volunteers involved. As well, social programs and activities remained available across the country to assist offenders in gaining basic life skills that will help them successfully reintegrate into the community.

The median percentage of sentence served for offenders prior to first release for 2016–17 is the lowest it has been in the last nine years, at 60.2 per cent. Offenders assessed as having a high reintegration potential recorded even more positive results, with a median percentage at 31.8 per cent. The effectiveness of CSC's correctional interventions in preparing offenders for release can be further delineated by comparing day parole and statutory release^{Footnote 5} trends, as depicted in the graph below:

*The range for the anticipated performance result is established through the statistical analysis of historical data and a review of factors within the operational context. The methodology ensures that what is anticipated as a performance range is objective and reflective of changes within the operational context.

The variance between the actual spending and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in authority of $3.3 million due to the reimbursement of eligible paylist expenditures (e.g. payment of severance benefits, parental benefits, etc.);
• An increase in operating authority of $0.2 million in Supplementary Estimates B due to Quasi Statutory Requirements;
• An increase in miscellaneous authority of $4.2 million;
• A decrease of $0.1 million in Supplementary Estimates C due to a transfer to Shared Service Canada for the cost of providing core information technology services; and
• A decrease in statutory authority of $8.8 million for the Contributions to employee benefits.

The above variance analysis also explains the major variances at the sub-program and sub-sub-program levels under Program 2.0 Correctional Interventions.

Taking into consideration the above adjustments, Correctional Interventions' authorities available for use were $407.2 million and the variance with the actual spending was $9.0 million which was included in the carry forward to 2017–18.

The Community Supervision Program contributes to public safety through the administration of community operations, including the provision of accommodation options, establishment of community partnerships and provision of community health services as necessary. Community supervision provides the structure to assist offenders to safely and successfully reintegrate into society.

Community supervision results continued to improve in 2016–17. The percentage of offenders successfully reaching the end of their sentences without being readmitted to custody continues to rise. Also, offenders under community supervision are spending more of their time employed, which increases their chances of successful reintegration.

The offender population under community supervision continued to grow in 2016–17, reaching an average record high of 8,572 offenders since the year 2000, or 37 per cent of the total offender population. This success presents challenges to CSC, particularly with capacity in community-based residential facilities. CSC has been investigating ways to address these situations, and is preparing operational staff to respond to accommodation needs. In addition, CSC has established new community partnerships with private residences for elderly offenders. Work is under way to update CSC's Offender Management System, which will allow bed capacity/availability to be identified in real-time. CSC also improved practices to share intelligence and information with community partners.

CSC provided appropriate supervision and support for high risk offenders under community supervision. Security improvements are being made at Community Correctional Centres by installing closed-circuit television cameras, door and window alarms, and issuing Personal Portable Alarms to staff. Electronic Monitoring provided offenders an opportunity to increase accountability with their Case Management Team (CMT) by demonstrating adherence to their geographical conditions. In addition, CSC continues to explore the use of technology to enhance the safety of staff members who interact with offenders in the community.

CSC engaged with Provincial and Territorial partners on physical and mental health issues, with a focus on discharge planning practices, as well as suicide and self-injury policies and procedures.

*The range for the anticipated performance result is established through the statistical analysis of historical data and a review of factors within the operational context. The methodology ensures that what is anticipated as a performance range is objective and reflective of changes within the operational context.

The variance between the actual spending and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in operating authority of $12.3 million in Supplementary Estimates B due to Quasi Statutory Requirements;
• An increase in operating authority of $0.5 million for signed Collective Agreements;
• An increase in operating authority of $0.1 million due to the reimbursement of eligible paylist expenditures (e.g. payment of severance benefits, parental benefits etc.); and
• A decrease in statutory authority of $0.6 million for the Contributions to employee benefits.

The above variance analysis also explains the major variances at the sub-program and sub-sub-program levels under Program 3.0 Community Supervision.

Taking into consideration the above adjustments, Community Supervision's authorities available for use were $149.6 million and the variance with the actual spending was ($5.2) million.

Supporting information on results, financial and human resources relating to the Correctional Service of Canada's lower-level programs is available on TBS InfoBase.^{Endnote iv}

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 service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

In line with the Minister of Public Safety's mandate letter commitments, CSC continued to focus on the wellbeing of staff, particularly support for mental health and resilience. CSC also raised awareness of Internal Disclosure and services of the Office of Conflict Management. In all, a total of 5,589 CSC employees received Values & Ethics training in 2016–17, and training to all targeted staff is expected to be complete by March 2018.

The Women Offender Sector continued to regularly mentor wardens who manage women offender institutions. As well, the Human Resources Sector worked with the Women Offender Sector in all selection processes for wardens, deputy wardens and assistant wardens working in a women offender institution.

CSC enhanced human resource activities, ensuring that the right people are in the right place. Particular attention was given to streamlining staffing for health professionals in an effort to reduce delays.

CSC worked with Public Safety partners in sharing knowledge, best practices and curriculum pertaining to the learning and development of employees. CSC also collaborated with provincial and territorial correctional jurisdictions to share learning content and curriculum. The Road to Mental Readiness training has been delivered to approximately 6700 staff (37 per cent of employees) to date, and training to all CSC employees is expected by March 2019. Also, CSC staff received training developed by the RCMP on the use of Naloxone Nasal Spray Administration to reduce potential drug-related deaths in custody.

CSC welcomed visitors from other nations as part of its ongoing efforts to strengthen effective correctional practices through international relationships and information exchange. In its role as Chair to the Group of Friends of Corrections in Peace Operations, and in collaboration with other Member States, CSC led and participated in several programmatic activities intended to strengthen corrections sectors around the world.

CSC remained committed to enhancing practices in the areas of Financial Management, IM/IT, and Contracting and Materiel Management. Particular attention was given to keeping with the Minister of Public Safety's commitment with respect to Open Government. Recognizing the importance of IM/IT in its future plans, CSC elaborated and advanced its IM/IT strategic direction through a set of defined initiatives.

The variance between the actual spending and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in authority of $2.3 million due to the reimbursement of eligible paylist expenditures (e.g. payment of severance benefits, parental benefits etc.);
• An increase in operating authority of $44.7 million carried forward from 2015–16;
• An increase in Crown Asset Disposal Credits of $1.6 million;
• A decrease in capital authority of $0.3 million in Supplementary Estimates C due to a transfer to Shared Service Canada for the cost of providing core information technology services; and
• A decrease in statutory authority of $6.0 million for the Contributions to employee benefits.

Taking into consideration the above adjustments, Internal Services' authorities available for use were $347.1 million and the variance with the actual spending was $47.6 million which was included in the carry forward to 2017–18.

The variance in actual spending between 2014–15 and 2015–16 (decrease of $217.4 million) is mainly attributable to:

• A decrease in salary expenditures of $201.6 million due to:
  • a reduction of $91.3 million mainly related to the elimination of severance benefits for the Correctional Officer collective agreement and a reduction of $60.3 million due to the implementation of saving measures to achieve administrative efficiencies within National Headquarters' and Regional Headquarters' organizational structures, and
  • a reduction of $50.0 million due to the implementation of the salary payment in arrears by the Government of Canada in 2014–15;
• A reduction in capital investment of $20 million due to the completion of projects; and
• An increased investment of $4.2 million mainly attributable to repairs and maintenance of capital assets.

The variance in actual spending between 2015–16 and 2016–17 (increase of $5 million) is mainly attributable to:

• An increase of $11.1 million in professional services mainly due to an increase in litigation costs for $3 million and residential services for parolees in the community for $7.9 million;
• An increase of $4 million in utilities, materials and supplies mainly due to increased spending on medications as a result of the new Hepatitis C drug treatments approved by Health Canada;
• An increase of $3.6 million in personnel due in part to higher overtime usages;
• An increase of $3 million in transportation and communication mainly due to relocation;
• An increase of $2.6 million mainly due to building repair and maintenance expenditures;
• An increase of $2.4 million in other subsidies and payments mainly due to an increase in Payment in Lieu of Taxes;
• A decrease of $18.3 million in Acquisition of land, buildings and works expenditures as a result of a timing difference with interdepartmental invoicing for CSC's portion of various construction projects; and
• A net increase of $3.8 million in CORCAN's revenues netted against expenditures.

For the fiscal year 2016–17, CSC's actual spending exceeded planned spending by $0.2 million.

To fund the above variance, CSC's total authorities available for use were increased by $109.1 million. Taking into consideration this increase, CSC's total authorities available for use were $2,471.7 million and the variance with the actual spending was $108.9 million. Of this variance, $35.1 million in operating funds and $46.0 million in capital funds were carried forward to 2017–18.

The net increase in authority of $109.1 million is due to the following:

• An increase in operating authority of $50.8 million carried forward from 2015–16 which was earmarked to cover pending collective agreements upon ratification;
• An increase in operating authorities of $14.1 million due to reimbursement of eligible paylist expenditures;
• An increase in operating authorities of $5.3 million for collective agreements;
• An increase in operating authorities of $31.6 million in Supplementary Estimates B for Quasi Statutory Requirements, the Federal Contaminated Sites Action Plan (Phase III), and for the 2016 Federal Infrastructure Initiative;
• An increase in capital authorities of $45.6 million carried forward from 2015–16 for the implementation of projects, including the completion of new living units within existing institutions, inmate accommodation infrastructure replacements and improvements, and equipment replacements and upgrades;
• Other miscellaneous net increases in authority of $6.1 million (e.g. sales of surplus Crown assets and other adjustments);
• A decrease of capital authorities of $1.1 million in Supplementary Estimates C for a transfer of funding to Shared Services Canada for the provision of core information technology; and
• A decrease in statutory authority of $43.2 million for the Contribution to employee benefits plans.

The variance between planned and actual FTEs of (374) is mostly due to the implementation of Back Office Transformation and HR Modernization initiatives, and the implementation of internal cost saving measures to achieve efficiencies, including, as an example, the internal review of National Headquarters and Regional Headquarters organizational structures. Delays in staffing and unforeseen departures also contributed to this variance.

For information on Correctional Service of Canada's organizational voted and statutory expenditures, consult the Public Accounts of Canada 2017.^{Endnote v}

The Correctional Service of Canada's financial statements [unaudited] for the year ended March 31, 2017, are available on the departmental website^{Endnote vii}.

Over 90% of CSC's total expenses are personnel costs, amortization, utilities, supplies and professional services. As reflected in the Consolidated Financial Statements, CSC's total expenses increased by $11.1 million compared to 2015–16 mostly due to increases in utilities, amortization, professional services and acquisitions of machinery and equipment, partially offset by decreases in personnel costs.

CSC earns revenue through the sale of goods and services produced by CORCAN, a special operating agency within CSC established to aid in the safe reintegration of offenders into Canadian society by providing employment and training opportunities to offenders incarcerated in federal penitentiaries and, for brief periods of time, after they are released into the community. CSC's total revenues decreased by $8.1 million compared to 2015–16 due to a decrease in CORCAN's sales of goods and services to clients external to government.

2016-17 Expenses by Program

CSC's net liabilities included $263.2 million in accounts payable and accrued liabilities, $66.9 million in employee future benefits, $52.3 million in vacation pay and compensatory leave, $18.9 million in the inmate trust fund, $3.2 million in environmental liabilities and $1.5 million in deferred revenue. The increase in total net liabilities is mainly explained by an increase in accrued personnel costs as a result of the implementation of the new Phoenix pay system, offset by a decrease in obligations related to employee future benefits.

The total net financial assets included $249.3 million in the Due from the consolidated revenue fund, $129.6 million in accounts receivable, advances and loans and $12.6 million in inventory held for resale. The increase in total net financial assets is comprised of increases in salary overpayments to be recovered, and in amounts receivable from other government departments, including Treasury Board of Canada Secretariat for overpayment of employee benefits and Canada Revenue Agency for the Goods and Services Tax paid on purchases.

Minister: The Honourable Ralph Goodale, P.C., M.P.

Institutional Head: Don Head, 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)

Correctional Service of Canada's Strategic Outcomes and Program Alignment Architecture (PAA) of record for 2016–17 are shown below:

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: Clinical and Public Health Services
    • 1.3.2 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
    • 2.3.1 Sub-sub-program: Chaplaincy
    • 2.3.2 Sub-sub-program: Elder Services
  • 2.4 Sub-program: Correctional Reintegration Program
    • 2.4.1 Sub-sub-program: Correctional Program Readiness
    • 2.4.2 Sub-sub-program: Correctional Program
    • 2.4.3 Sub-sub-program: Correctional Program Maintenance
  • 2.5 Sub-program: Offender Education
  • 2.6 Sub-program: CORCAN Employment and Employability
  • 2.7 Sub-program: Social Program
• 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 Program: Internal Services

Supporting information on results, financial and human resources relating to the Correctional Service of Canada's lower-level programs is available on TBS InfoBase.^{ndnote viii}

The following supplementary information tables are available on Correctional Service of Canada's website:

• Departmental Sustainable Development Strategy^{ndnote ix}
• Internal audits and evaluations^{Endnote x}
• User fees Reporting^{Endnote xi}

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.^{Endnote xii} This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Correctional Service of Canada website

340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9

Feedback Form^{Endnote xiii}