2017-2018 Departmental Results Report

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

This success coincides with:

• An ongoing increase in the number of offenders under community supervision;
• A significant increase in the percentage of discretionary releases for Indigenous offenders, from 26.8 percent in 2012-13 to 40.4 percent in 2017-18; and
• An impressive 100 percent success rate for women and Indigenous offenders on work release in 2017-18, up from 85.2 percent for women and 87.2 percent for Indigenous offenders.

I look forward to continuing the progress we have made so far to protect Canadian communities through effective rehabilitation and safe reintegration of people in federal custody.

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

Double-bunking percentages were further reduced. At the end of 2017-18, 5.48 percent of offenders were double bunked, compared with 7.95 percent a year earlier. This result is in line with the downward trend that started in 2012-13. The rate of admissions to administrative segregation also continued its downward trajectory for all offenders, including women and Indigenous offenders. These results demonstrate the positive impact of CSC’s population management initiatives, more rigorous approach to administrative segregation oversight and increased capacity to accommodate offenders. In areas where CSC’s efforts did not achieve planned results, focussed attention in the coming years, as with administrative segregation and double bunking in recent years, is expected to improve outcomes.

CSC recognizes a number of successes achieved during 2017-18:

• In the Atlantic Region, the percentage of discretionary releases, at 65 percent, is the best in five years and well above the national result of 53.8 percent.
• The Atlantic Region funded the African Canadian Reintegration Project (ACRA), making over 50 community contacts, which led to a number of new initiatives created through those partnerships. As a result, the Region now has a working group focussed on addressing the needs of the African Canadian Offender Population.


• In the Quebec Region, the rate of serious drug-related incidents, at 2.62,^{Footnote 1} is well below the national rate of 5.11 ^{Footnote 2}.
• One Quebec site’s success at implementing the national videoconference visits project was notable as La Macaza Institution’s videoconferencing was operational under budget and two months before the deadline.


• In the Ontario Region, the percentage of offenders re-admitted to federal custody within five years following warrant expiry date was 12.5 percent, lower than the national average of 14.3 percent.
• The Ontario Region established contracts with the Akwesasne Department of Justice and the Tukisigiarvik Centre in Iqaluit, Nunavut to provide reintegration support for offenders released to rural and northern areas.


• In the Prairie Region, the median days to start of first community employment, at 34.5, was the best result in years and better than the national average result at 36.5 days.
• The Prairie Region reports outcomes for the Indigenous Offender Employment Initiative, implemented in 2017-18, that exceeded expectations. More sites than anticipated were involved and revenue was generated in the first year rather than the original three-year projection. As well, additional employment and/or training opportunities were achieved at four of the region’s 12 institutions.


• In the Pacific Region, the rate of serious convictions on supervision, at 13.3^{Footnote 3} is well below the national average of 20.7 ^{Footnote 4}.
• The region also celebrated the opening ceremony for Pacific Institution’s medium-security interventions centre, Lalem Xeyíyá:qt, ‘Home of the Transforming Warrior’ with community members from the local Indigenous communities of Seabird, Sumas and Matsqui participating in the naming ceremony.

For more information on CSC’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

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, Section 3).^{Endnote i}

CSC’s mandate is to contribute 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, 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.

For more general information about the department, see the “Supplementary information” section of this report. For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter.^{Endnote ii}

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

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

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 provides essential health care services and reasonable access to non-essential mental health care that contribute to offenders’ rehabilitation and successful reintegration into the community. CSC provides 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. It 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 may come into its jurisdiction with serious mental health disorders and other diseases and infections, such as Hepatitis C and Human Immunodeficiency Virus (HIV). CSC develops, relies on and benefits from a professional workforce of some 18,000 employees engaged in the success of its operation and the fulfillment of its mandate. Finally, to ensure the safety and security of the public, victims, staff and offenders, CSC continually invests efforts to maintain its 43 institutions, 14 community correctional centres and 91 parole and sub-parole offices.

CSC aligns its resources to support effective and efficient offender 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 and ensures that the organization continues to deliver strong public safety results for Canadians.

Managing potential impacts of risk occurrence is an integral part of CSC’s risk management process. It requires making sustained efforts to ensure that risks are kept at manageable levels through controls and mitigation strategies.

CSC implements crisis management methods and processes that are current and sustainable 24 hours a day, seven days a week. The continuity of CSC operations largely depends on its ability to maintain control as it manages and anticipates risks. It does this by identifying, developing, implementing and assessing innovative ways to ensure the safety and security of the public, victims, staff and offenders. Doing so reduces or 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, with appropriate correctional plan development and placement decisions, rigorous analysis and documentation, and the availability of correctional interventions designed to address factors which have been linked to criminal behavior. Additionally, education services aimed at increasing offenders’ education and literacy levels as well as their chance of successful employment and reintegration within the community are available. It also contributes to CSC’s obligation to provide essential health care and reasonable access to non-essential mental health care, which directly affects the health and safety of offenders.

CSC’s ability to support and provide resources for services and programs for offenders may be impacted by difficulties experienced by CSC’s partners. CSC communicates regularly with other government departments and agencies to develop and maintain 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. Funding pressures on these organizations affect their relationship with CSC, and the kind and level of support CSC can obtain from these community organizations.

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.

Of the 28 performance indicators being monitored and formally reported in this venue under the Custody Program, CSC performed better than anticipated in 13, met the expected results range in eight and did not achieve planned results in seven. The areas of principal concern relate to drugs and safety. Rates of critical and minor/moderate drug-related incidents trended upward in 2017-18, while serious incidents declined slightly from 2016-17. Providing causal attributions to drug-related incidents (e.g. overdoses) in federal institutions is complex. Drug supply and demand, new and undetectable synthetic opioids appearing in illicit drug markets, increased drug toxicity, regional trends in the Canadian opioid crisis and many others factors may explain a rise in CSC drug-related incidents.

Despite these results, CSC was able to enhance its capacity to curb the entry of, trafficking and supply of drugs in institutions. In 2017, CSC launched its Contraband Control Strategy^{Footnote 5} nationally to implement key outcomes from the Commissioner’s Roundtable on Contraband Control.^{Footnote 6} The strategy may already be yielding some positive results, as the rate of drug seizures was the highest in the past 10 years and results for urinalysis testing (positives and refusals) were some of the lowest in the last decade. An important part of CSC's anti-drug endeavour is the intervention component, which focuses on reducing the demand for illicit drugs by supporting innovative and effective approaches to treating and rehabilitating offenders with illicit drug addiction.

CSC partnered with Health Canada’s Drug Analysis Service (DAS) on a drug detection and identification project in 2017-18. The goal was to assess which combination of technologies/tests would be more effective for the CSC context.

Also in 2017-18, CSC purchased negative pressure hoods^{Footnote 7} for federal institutions in order to provide staff with safe and secure workstations. CSC also accomplished all objectives related to the recommendations stemming from the 2017 Audit of the Detector Dog program.

To prevent the introduction of contraband over CSC facility perimeter fences, CSC tested various technologies, and pending approval, CSC will move forward with the procurement of equipment to detect ground-based and air-borne intrusions for a number of sites.

In addition to their contribution in a range of correctional areas, CSC reinforced partnerships at the national, regional and local levels and continued sharing information with criminal justice and law enforcement partners, who in turn helped stop contraband and unauthorized items from entering its institutions.

CSC implemented management action plans arising from findings and recommendations in internal reviews, evaluations, audits, investigations and coroners’ inquiry reports. This included staff training and expanding the Offender Management System’s capacity to support correctional interventions in various fields (Indigenous offenders, women offenders, release, Criminal Risk Index modifications, religious data and access to records in OMS).

CSC continued monitoring the application of its essential health services framework to ensure it provides offenders with essential health care that conforms to professionally accepted standards. In 2017-18, CSC revised and updated the Integrated Mental Health Guidelines, the Discharge Planning and Transfer Guidelines, and the Discharge Planning Matrix Tool, and added new forms to CSC’s electronic medical record (OHIS-EMR) to improve capacity for managing and monitoring the implementation of its model of care. Ongoing improvements to tracking and retrieval of information from the OHIS-EMR resulted in a significant improvement in completeness of documentation during the fiscal year.

CSC’s multi-year strategy to address chronic diseases includes Diabetes, HIV, Hepatitis C, Cardiovascular disease and Respiratory disease. CSC developed mechanisms to track impact, report on progress, and routinely conducted surveillance of infectious diseases among federal inmates. This enabled the analysis of infectious disease data, including the production of prevalence rates. CSC developed and implemented an Integrated Quality and Safety Model to demonstrate how CSC’s health service delivery impacted offenders.

CSC worked on several levels to improve services and results for offenders with mental illness throughout the criminal justice system in alignment with the mandate letter of the Minister of Public Safety and Emergency Preparedness. Along with updating the Integrated Mental Health Guidelines and adding new forms to the electronic medical record, efficiency was improved by revising mental health intake screening guidelines to eliminate redundancies. CSC also established a Memorandum of Understanding with the Centre for Addiction and Mental Health (CAMH) to review its model of care for women offenders following the same process used for men offenders in 2015. The CAMH report concluded that current capacity is sufficient to meet the mental health needs of women offenders.

CSC’s Research Branch studied the Mental Health Need Scale. Results demonstrated it performs equal to or better than a commonly used severity-rating tool (the Clinical Global Impression scale). Ongoing improvements in tracking and retrieving information from CSC’s electronic medical record (OHIS-EMR) resulted in a significant improvement in completeness of documentation.

CSC worked with its provincial and territorial partners through the Federal-Provincial-Territorial (FPT) Working Group on Health and Mental Health, completing two jurisdictional scans in 2017-18. One scan was on discharge planning (transition from custody to community) while the other was on assessment tools and training programs for the management of self-injurious and suicidal behaviour. As well, CSC and FPT discussed existing management approaches for complex mental health cases.

Health Services introduced a new shorter version of the Reception Awareness Program (RAP) delivered at the reception centres and an accompanying pamphlet that included suicide awareness. This shorter version gives nurses a better opportunity to introduce incoming offenders to key health-related challenges and opportunities they will face while incarcerated, including suicide awareness.

As part of its Accommodation Plan 2015-20, CSC developed an overarching approach for the ongoing maintenance, recapitalisation and construction of physical infrastructure and implemented its Computerized Maintenance Management System in order to strengthen the management of facilities processes. By the end of the fiscal year, all the initiatives identified in the plan were complete, nearly complete or no longer required. All sites and all meal preparation, including small-group meal preparation, are in accordance with CSC’s national menu and health standards, which maximize compliance with Canada’s Food Guide and allow the best possible efficiencies in food supply.

The variance between the total authorities available for use 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 $53.1 million carried forward from 2016-17;
• An increase in operating authority of $9.5 million due to reimbursement of eligible paylist expenditures;
• An increase in operating authority of $5.6 million in Supplementary Estimates B for Budget 2017- Addressing the needs of vulnerable offenders, a transfer from RCMP for the Shared Learning Facility Project and employee benefit plans;
• An increase in operating authority of $78.6 million in Supplementary Estimates C to maintain operations, an adjustment for incremental expenditures due to changes in offender population volumes and price fluctuations and a transfer from Environment Canada for the Federal Contaminated Sites Action Plan;
• An increase in operating authority of $63.4 million for employee compensation including retroactive payments due to the signing of collective agreements;
• An increase in capital authority of $46.0 million carried forward from 2016-17 resulting from delays in the delivery of equipment and delays in design and implementation of a number of projects;
• Other miscellaneous net increases in authority of $1.7 million including sales of surplus Crown assets and other adjustments; and
• A decrease in statutory authority of $30.1 million for the Contribution to employee benefits 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 $1,755.9 million and the variance with the actual spending was $60.4 million which was available in the calculation of the carry forward to 2018-19.

Information on the Correctional Service of Canada’s lower-level programs is available in the GC InfoBase.^{Endnote v}

The Correctional Interventions Program contributes to public safety through assessment activities and program interventions for federal offenders that are designed to assist in 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.

Of the 31 performance indicators being monitored and formally reported under the Correctional Interventions Program, CSC performed better than anticipated in 21, met the expected results range in three and did not achieve planned results in seven. Results not achieved as planned were primarily in the correctional program area as this was the final year of transition to the ICPM for men offenders, concluding a major initiative that started as a pilot project in 2010. It was anticipated that the implementation of ICPM would negatively impact the correctional program’s results; it also revealed the need to strengthen data collection activities to better measure program performance. Now that ICPM is fully implemented and new performance indicators are in place for 2018-19, program results are expected to improve.

CSC implemented various vocational certification and on-the-job training initiatives and results show improvements for Indigenous offenders in the provision of vocational training prior to release and stability in community results. Challenges continue, however, in the area of employment for Indigenous women offenders, so they, with women offenders overall, will continue to be a focus in 2018-19.

CSC, through its offender employment agency CORCAN, partnered with several other federal departments to increase production and revenues. Higher revenues translated to more offender employment opportunities and heightened on-the-job training experience. Growth continued in modular construction services, including a Social Infrastructure for Indigenous communities’ partnership with Health Canada and specific Indigenous communities. CSC worked with the apprenticeship boards in several provinces to expand opportunities to earn certified hours through on-the-job training in institutions. This resulted in positive results with additional hours recorded.

In order to increase offenders’ contact with family and support networks, CSC developed a plan in December of 2017 to implement a video-visitation initiative, which is now fully operational in the vast majority of institutions.

CSC provided institutional chaplaincy services through a national supplier. Engagement with chaplaincy volunteers was consistent and was strong with the Interfaith Community (IFC) in regional and national meetings as well as in dialogue with service providers. CSC is in the third year of Faith Community Reintegration Projects (FCRP) contracts at sites across the country.

Aligned with the mandate letter of the Minister of Public Safety and Emergency Preparedness, CSC improved interventions and services for Indigenous offenders. CSC developed and implemented a National Indigenous Plan to ensure maximum use of culturally specific interventions including Elder services, Pathways and Healing Lodges to support and complement the Strategic Plan for Aboriginal Corrections.

CSC implemented Aboriginal Intervention Centres (AIC) at seven institutional sites. AICs provide more focused and targeted Indigenous programs and interventions designed to provide the necessary support to prepare Indigenous offenders for the earliest possible safe release. AICs operate at intake as an assessment center and an intervention center, continue to medium security (Pathways Initiatives), minimum security (including Healing Lodges) and to the community which ensures a collaborative transition between security levels to the community. At the AICs, more intensive and timely access to Indigenous specific programs, services and interventions are available. These centres are an important addition to the Aboriginal Continuum of Care and complement other initiatives, including Pathways. Early results are positive.

Recognizing the critical role Elders play in the reintegration of Indigenous offenders, CSC introduced new contracting guidelines for Elders as well as an Elder orientation process to smooth the contracting process and reduce bureaucratic barriers to Elders being able to initiate work with offenders. As well, CSC provided training for Elders to facilitate their involvement in segregation reviews and in communicating how implemented intervention strategies made an impact on the inmate.

CSC renewed three existing agreements with Indigenous communities/organizations in the Quebec and Prairie regions to provide ongoing access to culturally responsive environments as per Section 81 of the Corrections and Conditional Release Act. As part of the agreement, there are 12 additional beds at Buffalo Sage Wellness House in Alberta to support the reintegration of women offenders as well as four additional beds in O-Chi-Cha-Ko-Sipi in Manitoba to support the reintegration of men offenders.

CSC continued to implement Anijaarniq - A Holistic Inuit Strategy that responds to Inuit offenders’ needs and recognizes the significance of the Inuit community as a necessary partner in any continuum of services for Inuit offenders. During 2017-18, the Inuit Integrated Correctional Program (IICP) was developed and implemented, supporting the Holistic Inuit Strategy and enabling CSC to respond, within the required timeframe, to the 2016 Auditor General Report Preparing Indigenous Offenders for Release. In addition, providing the AICPM Hybrid Program helps ensure that offenders have timely access to culturally appropriate programs, while the Aboriginal Women Offender Correctional Programs and the Women Offender Correctional Programs, delivered in all women’s institutions with completion rates that were better than anticipated, address both gender and culture. CSC revitalized the peer mentorship program to support women offenders helping one another cope with the challenges of imprisonment and developed the Women-Centred Training Continuous Development curriculum.

Working with local, regional, national and international partners, CSC focused on three national engagement priorities identified for fiscal years 2015-21 in its Integrated Engagement Strategy: employment, mental health and accommodation for offenders.

The Citizen Advisory Committee (CAC) Kickstarter project was implemented. It is a collaborative CAC/CSC initiative that creates opportunities for CAC members to work with CSC and support offender employment, mental health needs and aging offenders.

CSC continued its work to develop the Engagement Portal, an online collaboration platform and national stakeholder database that will manage, track and report on stakeholder engagement activities, thus providing evidence-based results to enhance the Service’s performance measurement story in the area of community engagement. CSC provided victim notification and information to victims by mail, phone and through the Victims Portal. CSC maintained engagement with regional victim advisory committee chairpersons, who are registered victims and actively use the Victims Portal. Their input on portal improvements contributed to the stabilization of the system during its last technical update in March 2018.

The variance between the total authorities available for use 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 $17.3 million carried forward from 2016-17;
• An increase in operating authority of $5.2 million due to reimbursement of eligible paylist expenditures;
• An increase in operating authority of $5.7 million in Supplementary Estimates B for Budget 2017- Addressing the needs of vulnerable offenders and employee benefit plans;
• An increase in operating authority of $30.1 million in Supplementary Estimates C to maintain operations and to adjust for incremental expenditures due to changes in offender population volumes and price fluctuations;
• An increase in operating authority of $21.2 million for employee compensation including retroactive payments due to the signing of collective agreements;
• Other miscellaneous net increases in authority of $8.1 million including sales of surplus Crown assets and other adjustments; and
• A decrease in statutory authority of $9.5 million for the Contribution to employee benefits plans.

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 Intervention’s authorities available for use were $485.3 million and the variance with the actual spending was $47.0 million which was available in the calculation of the carry forward to 2018-19.

Information on the Correctional Service of Canada’s lower-level programs is available in the GC InfoBase. ^{Endnote vi}

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 needed to assist offenders to reintegrate into society safely and successfully.

Community Supervision performance is strong overall, with six of 11 indicators reporting better results than anticipated, four meeting their planned-results range and only one not meeting the expected range. Robust and effective offender supervision strategies contribute to these positive results. In the case of fail-to-return results, while the rate is higher than in the previous fiscal year, it remains better than the anticipated range. This may be attributed to a greater proportion of total sentence spent under community supervision. While the percentage of offenders identified as having a significant mental health need who received mental health intervention from CSC in the community did not meet its target range, the result discrepancy was less than 5 percent (result of 86.6%, target of 90%). CSC will identify the required adjustments to meet its performance expectations, including rigourous monitoring of services.

CSC’s offender population in the community, at 9,045 in 2017-18, is the highest it has been in recent history. At the same time, the percentage of offenders who successfully reached the end of their sentences without a return to custody was the highest in six years. Over the same time period, there has been a gradual increase in the percentage of Indigenous offenders who successfully reach their end of sentence, and a corresponding drop in their rate of serious community convictions. There was a significant increase in the percentage of discretionary releases for Indigenous offenders, from 26.8 percent in 2012-13 to 40.4 percent in 2017-18. In addition, the median percentage of sentence offenders served before first release dropped for the fifth consecutive year. Finally, the percentage of time offenders who are supervised in the community are employed is the best since 2012-13 and the overall percentage of work releases successfully completed is the highest in six years, with exceptional results noted for women and Indigenous offenders, both of whom achieved 100 percent success in this area. These are all good things and indicate a significant measure of success in CSC’s community program area.

However, this success presents challenges to CSC, particularly with capacity in community-based residential facilities. As part of its effort to support CSC’s priority to safely manage offenders during their transition to the community, CSC managed all Community Residential Facility contracts nationally and achieved a significant measure of success in the efficiency and consistency of contract issuance in that contracts were issued on time and within budget.

CSC continued with its work to address capacity needs. In 2017-18, CSC reached out to local partners to create capacity so that offenders with a residency requirement in the community could be closer to their home communities. Partners responded and contracted community capacity increased by 79 beds nationally. As well, 23 proposals were assessed for new facilities as a number of organizations submitted proposals that addressed the needs of specific offender populations (including Indigenous and women offenders). Issues still exist with respect to creating more community spaces, including possible public resistance or misunderstanding, high costs in metropolitan areas, and administrative delays. These are further complicated by a need to accommodate specific populations (e.g. offenders with mental health needs, women offenders, Indigenous offenders, etc.) and to manage specialized populations including offenders with long-term supervision orders and residency requirements, security threat groups, and sex offenders.

CSC funded case management teams to travel and monitor Inuit offenders in their communities in the north. CSC upgraded its Offender Management System to gather data on release planning information, including planned and preferred release locations. Work began on using geo-spatial representation of data to allow CSC to analyze trends in the movement of offenders in order to improve procedures and monitor policy for offender movement, accommodations, and resources, targeting specific populations (e.g. Indigenous and women offenders) and supporting organizational efforts to ensure the sustainability of positive correctional results. These initiatives support the Minister of Public Safety and Emergency Preparedness’ mandate to address gaps in service for Indigenous people and those with mental illness through the criminal justice system. They also align with CSC’s priorities to provide effective, culturally appropriate interventions and reintegration support for First Nations, Métis and Inuit offenders, and to address mental health needs of offenders.

CSC implemented, as available and appropriate, technology that helps improve the safety of community staff and the general public. CSC is in the last year of the three-year research pilot for Electronic Monitoring (EM) of offenders, and received authorization to proceed with an additional option year. EM facilitates supervision imposed by the Parole Board of Canada by providing an opportunity to verify compliance with release conditions.

CSC collaborated with other jurisdictions on mental health initiatives as it worked with partners such as the Federal Provincial Territorial Working Group on Health and Mental Health, and Veterans Affairs Canada to foster continuity of care for offenders in the community. The availability, or lack thereof, of health and mental health services, and employment opportunities in rural areas remains an ongoing issue.

The variance between the total authorities available for use 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 $3.5 million carried forward from 2016-17;
• An increase in operating authority of $0.3 million due to reimbursement of eligible paylist expenditures;
• An increase in operating authority of $0.8 million in Supplementary Estimates B for Budget 2017- Addressing the needs of vulnerable offenders and employee benefit plans;
• An increase in operating authority of $2.7 million in Supplementary Estimates C to maintain operations and to adjust for incremental expenditures due to changes in offender population volumes and price fluctuations;
• An increase in operating authority of $1.1 million for employee compensation including retroactive payments due to the signing of collective agreements; and
• A decrease in statutory authority of $0.6 million for the Contribution to employee benefits plans.

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 $165.6 million and the variance with the actual spending was $5.3 million which was available in the calculation of the carry forward to 2018-19.

Information on the Correctional Service of Canada’s lower-level programs is available in the GC InfoBase.^{Endnote vii}

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.

CSC put a special focus on promoting the Values and Ethics Code for the Public Sector as well as CSC’s own Values Statement during the reporting period. CSC provided staff with ethics and conflict management-related training to help prevent and better manage workplace conflict with high national compliance rates. CSC also facilitated open discussion on violence prevention and how to maintain healthy workplaces that are free of discrimination and harassment. Furthermore, CSC incorporated Indigenous culture into some conflict-management training courses and paired experienced mentors with new wardens and deputy wardens in women’s facilities.

CSC launched its Respectful Workplace Campaign in February 2018 to reinforce senior management’s commitment to a respectful workplace, raise awareness about the issue and promote the programs, services and recourse mechanisms available for employees who experience harassment, bullying, discrimination and/or conflict at work. As part of the campaign launch, a pop-up video was sent to all staff in which senior executives reaffirmed their personal commitment and introduced a signed statement on a respectful workplace, which condemns harassment, bullying and intimidation in the workplace. Clear language messages were also disseminated to managers to ensure a consistent and clear message is being communicated to staff. CSC also initiated a process in which senior executives sent monthly messages to all staff to reiterate the organization’s commitment to a harassment-free workplace and to encourage staff to come forward with any concerns. Through a series of promotional activities such as monthly messages, Conflict Resolution Day and Mental Health Week, CSC promoted the services of the Office of Conflict Management and Internal Disclosure. Developed in collaboration with partners, including Human Resources and unions, enhancements to existing processes such as the harassment process, helped raise awareness of the office and its benefits.

CSC included stipulations in 2018-19 performance agreements that every executive, manager and supervisor will be expected to meet commitments regarding the management and elimination of harassment, intimidation, and bullying in their areas of responsibility. Additionally, a confidential tip line and generic email account was implemented nationally in December 2017. All staff were informed and the phone number and email address were posted prominently at all work locations. The tip line is available 24/7 and all information received is reviewed by senior management who act quickly to respond.

CSC implemented the 2015-18 Strategic Plan for Human Resource Management, focusing on key issues such as pay modernization, talent management, succession planning and career development. CSC extended this plan to include fiscal year 2018-19 in order to align with other internal and external plans and reporting mechanisms, including the release of the 2017 Public Service Employee Survey results and the Employment Equity and Official Languages Actions Plans.

CSC assumed the secretariat function for the Heads of Corrections forum, organized, and co-chaired two federal-provincial-territorial meetings, and co-led the activities of six of the seven sub-committees. CSC’s continued engagement in Provincial/Territorial-related activities fostered revitalized and positive bilateral partnerships.

CSC coordinated the five-year extension of Exchange of Service Agreements (ESAs) with the Northwest Territories, Nunavut, and Newfoundland and Labrador. These ESAs govern the exchange of services to support offenders across federal, provincial or territorial jurisdictions.

In response to a report and recommendations from the Office of the Auditor General, CSC coordinated a series of negotiations with ten provinces/territories to update the current memoranda of agreement (MOUs) for sharing of court information. MOU updates include a proposed electronic information-sharing solution to simplify the sharing and gain efficiency.

CSC collaborated with international jurisdictions to promote both CSC and the Government of Canada foreign priorities. In its role as the Chair of the Group of Friends of Corrections in Peace Operations, composed of more than 40 member-states and stakeholder organizations, CSC led the annual ‘Group of Friends’ meeting hosted by the Canadian Permanent Mission to the United Nations and contributed to a number of initiatives supporting international security sector reform.

In October 2017, CSC hosted an International Conference on the Use of Technology in Correctional Environments in Ottawa. This forum promoted discussion on issues related to technology use by like-minded correctional agencies across the world, strengthening individual and collective response to the challenges they face. Participating delegates represented the Americas, Australasia, Europe and the Middle East.

CSC participated in conferences aimed at strengthening corrections sectors around the world and hosted and facilitated visits to CSC for more than 25 delegations from international correctional partners.

CSC completed the implementation and continued monitoring that is part of the new Policy on Financial Management (that replaced the Treasury Board Policy on Internal Control). During fiscal year 2017-18, Fixed Assets (other than Real Property), Contingent Liabilities, Travel and Financial Statement Close were reviewed and controls tested as part of on going monitoring.

CSC worked nationally to ensure that financial obligations were met and prioritized in relation to operational requirements and availability of funding. CSC worked diligently with central agencies (Treasury Board Secretariat and the Department of Finance) to secure funding to meet its financial requirements in 2017-18 and 2018-19 and continues to work with central agencies to address financial challenges on a permanent basis.

CSC’s unified approach to contracting generated efficiencies and cost savings throughout 2017-18. Services such as CORCAN, chaplaincy, and community residential facilities are examples of areas in which CSC reduced the number of contracts issued, included more option periods to allow for longer-term contracts, and reduced the number of solicitations processes by aggregating requirements where applicable.

The initiatives identified in CSC’s Accommodation Plan 2015-20 are either completed, on track for completion or no longer necessary. CSC implemented the investments outlined in its approved Investment Plan 2015-20.

CSC advanced major Information Management initiatives of its three-year IM/IT business plan. All National Records Service Centre holdings were transferred to private storage and the Exit project was completed on time and on budget. The GCDOCS implementation project is in full execution and CSC entered into a partnership with Public Services and Procurement Canada and Shared Services Canada to find a Government of Canada solution to address network performance issues. CSC advanced its Enterprise Information Management Strategy by evolving data and information governance to better meet CSC’s future business needs and enhanced its Offender Management System in response to operational priorities, investigations, evaluation and audit action plans, policy/legislation and changing business needs.

The variance between the total authorities available for use 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 $8.1 million carried forward from 2016-17;
• An increase in operating authority of $3.3 million due to reimbursement of eligible paylist expenditures;
• An increase in operating authority of $1.0 million in Supplementary Estimates B for Budget 2017- Addressing the needs of vulnerable offenders and employee benefit plans;
• An increase in operating authority of $15.9 million in Supplementary Estimates C to maintain operations;
• An increase in operating authority of $11.3 million for employee compensation including retroactive payments due to the signing of collective agreements;
• Other miscellaneous net increases in authority of $0.3 million including sales of surplus Crown assets and other adjustments; and
• A decrease in statutory authority of $6.2 million for the Contribution to employee benefits plans.

The above variance analysis also explains the major variances at the sub-program and sub-sub-program levels under Program 4.0 Internal Services.

Taking into consideration the above adjustments, Internal Services’ authorities available for use were $341.1 million and the variance with the actual spending was $7.1 million which was available in the calculation of the carry forward to 2018-19.

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.

The variance in actual spending between 2016-17 and 2017-18 (increase of $265.3 million) is mainly attributable to the net effect of the following changes:

• An increase of $190.3 million in personnel expenditures, which is mainly due to collective bargaining retroactive payments and higher rates of pay associated with the economic increases related to the signing of the collective agreements;
• An increase of $26.5 million in professional and special services due to:
  • An increase in education and training costs of $6.4 million primarily related to the Indigenous Offender Employment Initiative (IOEI);
  • An increase in spending on welfare services of $5.2 million in part due to higher bed day usages in half-way community-based residential facilities;
  • An increase in spending for information technology consultants of $3.1 million;
  • An increase of $2.2 million in legal services; and
  • An increase of $6.8 million in various other professional and special services expenditures.
• An increase of $21.3 million in other subsidies and payments including an increase in the settlement of claims against CSC;
• An increase of $15.9 million in the acquisition of land, buildings and works mainly due to various construction projects including the sewage lagoon at Stony Mountain Institution;
• An increase of $6.5 million mainly due to building repair and maintenance as well as equipment fixtures and upgrades;
• An increase of $5.5 million in the acquisition of machinery and equipment mainly due to the replacement in 2017-18 of older vehicles as well as radios for institutions;
• An increase of $3.1 million in rentals;
• A decrease of $3.2 million in utilities, materials and supplies partly due to fewer purchases in 2017-18 for personal goods such as uniforms and clothing; and
• A decrease of $2.5 million in transfer payments due to lower-than-anticipated costs incurred by the Municipality of Rockwood in Manitoba to install infrastructure.

For the fiscal year 2017-18, CSC’s actual spending exceeded planned spending by $227.4 million. This variance is mainly due to in year and retroactive financial impacts of the signing of Collective agreements for $223.2 million.

To fund the above variance, CSC’s total authorities available for use were increased by $347.2 million. Taking into consideration this increase, CSC’s total authorities available for use were $2,747.9 million and the variance with the actual spending was $119.8 million. Of this variance, $49.4 million in capital funds were carried forward to 2018-19. Note that there will be no carry forward from 2017-18 to 2018-19 for the operating budget.

The net increase in authority of $347.2 million is due to the following:

• An increase in operating authority of $82.0 million carried forward from 2016-17;
• An increase in operating authority of $18.3 million due to reimbursement of eligible paylist expenditures;
• An increase in operating authority of $13.1 million in Supplementary Estimates B for Budget 2017- Addressing the needs of vulnerable offenders, a transfer from RCMP for the Shared Learning Facility Project and employee benefit plans;
• An increase in operating authority of $127.2 million in Supplementary Estimates C to maintain operations, adjustment for incremental expenditures due to changes in offender population volumes and price fluctuations and a transfer from Environment Canada for the Federal Contaminated Sites Action Plan;
• An increase in operating authority of $97.0 million for employee compensation including retroactive payments due to the signing of collective agreements;
• An increase in capital authority of $46.0 million carried forward from 2016-17 resulting from delays in the delivery of equipment and delays in design and implementation of a number of projects;
• Other miscellaneous net increases in authority of $10.0 million including sales of surplus Crown assets and other adjustments; and
• A decrease in statutory authority of $46.5 million for the Contribution to employee benefits plans.

The variance between planned and actual FTEs of (158) is mostly related to Program Area 1.0 Custody with some institutions experiencing delays in staffing and unforeseen departures.

For information on the Correctional Service of Canada’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2017-18.^{Endnote viii}

Information on the alignment of the Correctional Service of Canada’s spending with the Government of Canada’s spending and activities is available in the GC InfoBase.^{Endnote ix}

The Correctional Service of Canada’s financial statements (unaudited) for the year ended March 31, 2018, are available on the departmental website.^{Endnote x}

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 $354.3 million compared to 2016-17 mostly due to increases in personnel costs and professional services.

CSC earns revenue through the sale of goods and services produced by the CORCAN Revolving Fund, 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. Total revenues increased by $9.7 million compared to 2016-17 due to an increase in CORCAN’s sales of goods and services to other government departments. However, CORCAN revenues were lower than originally planned as some construction projects did not materialize or were delayed. CORCAN carefully reviewed the situation and reduced its expenditures to align with the actual revenues, resulting in positive final results in 2017-18 for the CORCAN Revolving Fund.

The Condensed Consolidated Statement of Operations shows actual expenses of $2,855 million for 2017-18. The Custody Program represents $1,801 million (63%), the Correctional Interventions Program represents $543 million (19%), the Internal Services Program represents $348 million (12%) and the Community Supervision Program represents $164 million (6%).

CSC’s net liabilities included $522.7 million in accounts payable and accrued liabilities, $67.6 million in employee future benefits, $56.3 million in vacation pay and compensatory leave, $17.3 million in the inmate trust fund, $3.2 million in environmental liabilities and $1.9 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 signing of new collective agreements and other amounts owed to employees.

The total net financial assets included $433.2 million in the amount due from the Consolidated Revenue Fund, $91.1 million in accounts receivable, advances and loans and $11.8 million in inventory held for resale. The increase in total net financial assets is comprised of increases in the amount due from the Consolidated Revenue Fund as a result of year-end accruals related to collective bargaining agreements that were charged to CSC’s appropriations but not paid by year-end, offset by decreases in accounts receivable with other governmental departments that were settled in 2017-18.

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

Correctional Service of Canada’s Strategic Outcomes and Program Alignment Architecture (PAA) of record for 2017-18 is shown below:

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

• Supporting Information on Lower-Level Programs
• Program 1.0: Custody
  • Sub-Program 1.1: Institutional Management and Support
  • Sub-Program 1.2: Institutional Security
    • Sub-Sub-Program 1.2.1: Intelligence and Supervision
    • Sub-Sub-Program 1.2.2: Drug Interdiction
  • Sub-Program 1.3: Institutional Health Services
    • Sub-Sub-Program 1.3.1: Clinical and Public Health Services
    • Sub-Sub-Program 1.3.2: Mental Health Services
  • Sub-Program 1.4: Institutional Services
    • Sub-Sub-Program 1.4.1: Food Services
    • Sub-Sub-Program 1.4.2: Accommodation Services
• Program 2.0: Correctional Interventions
  • Sub-Program 2.1: Offender Case Management
  • Sub-Program 2.2: Community Engagement
  • Sub-Program 2.3: Spiritual Services
    • Sub-Program 2.3.1: Chaplaincy
    • Sub-Program 2.3.2: Elder Services
  • Sub-Program 2.4: Correctional Reintegration Program
    • Sub-Sub-Program 2.4.1: Correctional Program Readiness
    • Sub-Sub-Program 2.4.2: Correctional Programs
    • Sub-Sub-Program 2.4.3: Correctional Program Maintenance
  • Sub-Program 2.5: Offender Education
  • Sub-Program 2.6: CORCAN Employment and Employability
  • Sub-Program 2.7: Social Programs
• Program 3.0: Community Supervision
  • Sub-Program 3.1: Community Management and Security
  • Sub-Program 3.2: Community-based Residential Facilities
    • Sub-Sub-Program 3.2.1: Community Residential Facilities
    • Sub-Sub-Program 3.2.2: Community Correctional Centres
  • Sub-Program 3.3: Community Health Services

Supporting information on lower level programs is available on the GC InfoBase.^{Endnote xi}

The following supplementary information tables are available on the Correctional Service of Canada’s website:^{Endnote xii}

• Departmental Sustainable Development Strategy
• Evaluations
• Internal audits
• Fees

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 xiii} 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 ^{Endnote xiv}

340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9

Feedback Form^{Endnote xv}