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Section 2: Analysis of Program Activities by Strategic Outcome

The Service’s single strategic outcome has four related and aligned program activities: custody, correctional interventions, community supervision, and internal services. CSC’s effectiveness and efficiencies in managing these areas provide the foundation for public safety results.

2.1 Custody

This program activity signals the importance of ensuring that offenders are provided with reasonable, safe, secure and humane custody while serving their sentences. Many of the day-to-day needs of offenders in custody include basics such as food, clothing, mental health services, and physical healthcare. Also included in this program activity are security measures within institutions including drug interdiction, and appropriate control practices to prevent incidents.

Strategic Outcome
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Program Activities
Custody	Correctional Interventions	Community Supervision	Internal Services

2.1.1 Performance Summary and Analysis of Program Activity 10

2010-2011 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
1,687.4	1,724.2	1,478.5

2010-2011 Human Resources (FTEs)

Planned	Actual	Difference
9,423	10,452	1,029

Expected Result

Offenders in institutions are provided reasonable, safe, secure and humane custody.

Result

CSC has somewhat met its identified targets against this program activity.

	Performance Indicators	Targets	Performance Status	Data type11	2008-2009	2009-2010	2010-2011
Escapes from federal institutions	Rate of escapes from federal institutions12	Reduce over five years	The overall rate of escapes from custody has decreased	OPY	.18	.24	.13
Offender deaths by other than natural causes	Rate of offender deaths by other than natural causes13	Reduce over five years	The rate of offender deaths by other than natural causes has increased slightly	OPY	.14	.14	.15
Rate of assaultive behaviour by offenders	Staff assaulted by inmates14	Reduce over five years	The rate of staff assaults  by inmates has decreased	OPY	2.00	2.07	1.92
	Inmates assaulted by inmates15	Reduce over five years	The rate of inmates assaults by other inmates has increased slightly	OPY	4.22	4.25	4.96
	Staff injured by inmates16	Reduce over five years	The rate of staff injured by inmates has fluctuated slightly yet decreased	OPY	.39	.32	.35
	Inmates injured by inmates17	Reduce over five years	The rate of inmates injured by other inmates has increased	OPY	3.86	3.72	4.65
Availability of drugs in Institutions	Drug related seizures18	Reduce over five years	The rate of offender drug-related seizures has increased	OPY	10.56	13.71	15.37
	Random urinalysis testing (positive results)19	Reduce over five years	The rate of positive urinalysis has increased slightly	%	7.16	7.36	7.43
	Random Urinalysis testing (refusals to provide)20	Reduce over five years	The rate of refusals to provide urine samples has decreased	%	10.47	8.61	8.01
Offenders with identified mental health needs granted parole at eligibility21	Percentage of offenders with identified mental health needs granted parole at eligibility	Reduce over five years	Number of offenders denied conditional release at eligibility due to unaddressed mental health problems	%	38.7% (431 of 1,114) of offenders with mental health needs22 who were released received day or full parole.

Offenders admitted to CSC’s institutions have increasingly extensive histories of violence, previous youth and adult convictions, affiliations with gangs and organized crime, and increased prevalence of infectious diseases and mental health concerns, and there is still a disproportionate representation of Aboriginal people. All of these issues can have impacts on custody-related results, but despite the many challenges, there were several notable operational successes related to the “Custody” program activity, including:

• In support of its Population Management Strategy, CSC established a National Population Management Committee as well as Regional Population Management Committees for institutions and communities which focus on:
  • Monitoring of population management levers on a quarterly basis; and
  • Development of strategies specific to gang management, radicalized offenders, women offenders and anti-drug and inter-jurisdictional consultations occurred.
• Processes to identify gang memberships/associations were improved and differentiation between affiliation levels was broadened;
• CSC has continued to implement initiatives to increase the capacity to intervene and address preventable deaths in custody through the following measures:
  • Annual meetings with provincial and territorial chief Coroner and Medical Examiner’s offices to discuss and explore ways of improving CSC strategies to prevent deaths in custody;
  • Promulgation of guidelines for the use of Automated External Defibrillators in federal institutions and dissemination of the security bulletin Infrastructure Vulnerabilities (points of suspension and suicide prevention);
  • A national strategy and action plan to address the needs of offenders who engage in self-injury was updated in March 2011;
  • An enhanced mental health screening process at intake has assisted in identifying offenders with mental health issues early in their sentences so that they can be promptly referred for mental health services. During the 2010-2011 fiscal year, approximately 2,550 warrants of committal offenders were screened at intake, on time, within 14 days of admission, for symptoms that may indicate mental health concerns. Approximately 1,300 offenders were screened beyond these timelines for a total of 3,850. In total, approximately 73 percent of all new warrant of committal offenders were screened in fiscal year 2010-2011; and
  • To enhance staff awareness, Fundamentals of Mental Health training sessions were completed.

CSC also continued to strengthen staff training capacity through a number of measures:

• A training module related to dynamic security was integrated into the Correctional Training Program, which was also enhanced to respond to staff safety, firearms conversion, institutional emergency management, drug interception and interdiction, and for managing risks posed by a diverse and complex offender profile;
• Gang awareness training and the development of gang management training began; and
• Personal Safety Refresher training was updated so a new module could be provided for regional training.

A number of CSC staff attended a workshop on risk assessment of radicalized offenders as a measure to enhance staff understanding and capacity to assess and deal with radicalized offenders. In addition, CSC also conducted research in this area to garner a fuller understanding of radicalized offenders.

To address the issue of drugs in institutions, CSC took action that included:

• Implementation of the Anti-Drug Strategy that is a component of the Population Management Strategy. The Anti-Drug Strategy addresses mitigation of the introduction and use of illicit drugs in federal penitentiaries, as well as in the community by focusing on prevention, treatment and intervention, and enforcement;
• CSC has an anti-drug working group that works to ensure a nationally consistent and integrated approach to the control and management of illicit drugs;
• The Drug Detector Dog Team Program is a key component of a model being implemented to secure principal entrances and perimeters of CSC institutions. Fifteen new and replacement teams were hired and trained, and CSC now has 86 positions with 75 teams on site in addition to three training teams. Drug Detector dogs were involved in 144 drug seizures out of 2,086 total drug seizures or 6.9 percent of the total illicit drug seizures across CSC;
• There were 33 more drugs seizures from visitors in comparison to the previous year (68 to 101);23
• Security intelligence information contributed to 186 drug seizures out of 2,086 (8.9 percent);
• To enhance community safety and security, Community Correctional Centres entered into agreements with neighbouring institutions to allow for drug dogs to search Community Correctional Centres on a regular basis; and
• Anti-Drug Strategy communication products are helping to focus attention on the importance of eliminating drugs. During this reporting period, CSC’s website had a total of 10,315 hits, with the English pamphlet accounting for 4,533 hits and the French pamphlet accessed 1,190 times. The English video was accessed 3,338 times and the French video had 1,246 hits.

CSC conducts investigations into incidents including offender deaths or serious bodily injury and any matter relating to the operations of CSC. During fiscal year 2010-2011, CSC convened 143 national investigations.

A Death in Custody Accountability Framework was completed and key performance indicators are being analyzed in order to inform decision making.

2.1.2 Lessons Learned

Incident investigation findings are published routinely within CSC in order to foster a learning environment and contribute to lessons learned, and CSC is enhancing its incident investigations capacity in order to leverage current technology to maximise learning opportunities from these investigation findings.

CSC has begun a review of Practices to Prevent/Respond to Deaths in Custody, which has an objective of providing moderate assurance that key high-risk commitments undertaken by CSC regarding death in custody have been implemented.

The Service is also conducting national studies on self-injurious behaviours of both men and women offenders which will provide information on the nature and motivations for such behaviours. The studies will also serve to provide information related to the mental health, personal and criminal histories of offenders.

Improvements in the provision of mental health services such as the Computerized Mental Health Intake Screening System have improved the Service’s ability to identify and offer treatment to offenders with significant mental health needs, including those at risk for suicide, earlier in their sentences.

There are a number of variables that impact on the incidents of violence being observed within CSC institutions, namely the types of offenders who are being admitted with increasingly extensive histories of violence, prior convictions for criminal activities, and affiliations with gangs and organized crime. Gang-related activities pose a serious threat to safety and security, to CSC’s efficiency and effectiveness in managing its operational units, and in assisting eligible offenders with their safe transition into the community. Anticipating increases in the inmate population, methods to respond to and control incidents of assaultive behaviour are required and specific attention is being paid to increasing dynamic security on one hand, and reducing the effects of aggressive action with additional interventions, personal protective or responsive equipment on the other hand.

2.2 Correctional Interventions

This program activity, which reflects CSC initiatives in both institutions and communities, highlights the importance of helping to bring about positive changes in behaviour and to safely and successfully reintegrate offenders back into Canadian communities. This program activity is focused on addressing offender needs across a number of life areas that are associated with criminal behaviour.

Strategic Outcome
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Program Activities
Custody	Correctional Interventions	Community Supervision	Internal Services

2.2.1 Performance Summary and Analysis of Program Activity 24

2010-2011 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
436.0	456.8	410.1

2010-2011 Human Resources (FTEs)

Planned	Actual	Difference
4,172	4,365	193

Expected Results

Correctional interventions address identified individual offender risks and needs and contribute to the offender’s successful rehabilitation and reintegration.

Result

CSC has met all of its identified targets against this program activity.

	Performance Indicators	Targets	Performance Status	Data type	2008-2009	2009-2010	2010-2011
Participation in correctional interventions	Number of participation in correctional interventions identified in Correctional Plans 25	Increase over five years	The number of enrolments to nationally recognized correctional programs increased	#	6,227	6,516	8,191
	Number of completion of correctional interventions identified in Correctional Plans 26	Increase over five years	The number of offenders completing correctional programs increased	#	4,710	5,196	6,651
Discretionary releases	Rate of offenders granted discretionary release at eligibility 27	Increase over five years	The rate of offenders granted discretionary release has increased	%	43.10	43.75	43.54
Re-admissions after release  for a new violent conviction (2 years)	Rate of offender readmission after release for a new violent conviction (within 2 years of warrant expiry) 28	Reduce over five years	The rate of offenders readmitted after release for a new violent conviction within two years of warrant expiry has decreased	%	4.68% (2006-2007) to 4.43% (2008-2009).
Re-admissions after release  for a new violent conviction (5 years)	Rate of offender readmission after release for a new violent conviction (within 5 years of warrant expiry) 29	Reduce over five years	The rate of offenders admitted after release for a new violent conviction within five years of warrant expiry has decreased	%	9.51% (2003-2004) to 9.40% (2005-2006).
Re-admissions after release  for a new conviction (2 years)	Rate of offender readmission after release for a new conviction 30	Reduce over five years	The rate of offenders readmitted after release for a new conviction within two years of warrant expiry has decreased	%	11.20% (2006-2007) to 10.31% in (2008-2009).
Re-admissions after release  for a new conviction (5 years)	Rate of offender readmission after release for a new conviction 31	Reduce over five years	The rate of offenders readmitted after release for a new conviction within five years of warrant expiry has increased	%	21.32% (2003-2004) to 21.81% (2005-2006).

CSC continues to face challenges regarding the effective and efficient delivery of correctional programs to offenders with increasing levels of educational and learning deficits, mental health disorders, shorter sentences and higher security levels.

A number of new initiatives were launched to increase operational efficiencies and capacity to deliver effective interventions to offender populations:

• The Integrated Correctional Program Model is a new approach to programming to allow CSC to deliver the right programs to the right offenders at the right time in their sentence, while continuing to address specific offender's needs related to their criminal behaviour. There are three distinct streams to Integrated Correctional Program Model for male offenders: Multi-Target Program, Aboriginal-specific Program, and the Sex Offender Program. During this reporting period, this model was launched as a pilot in the Pacific Region. There were 1,257 institutional Integrated Correctional Program Model completions during the first three quarters of 2010-2011 compared to 497 male completions in the National Correctional Programs32 for the same reporting period in 2009-2010; and
• A revised Community Framework for Women was implemented with a focus on the integration of institution and community correctional efforts. A central theme of the Framework is communication and the integration of efforts between institutional and community case management teams.

Capacity to deliver effective and timely correctional interventions to violent offenders has been enhanced with a 22 percent increase in program enrolment compared to 2009-2010 and an 82 percent completion rate.33

CSC implemented the Aboriginal Corrections Accountability Framework to better monitor, measure and improve the organization’s capacity to address the unique needs and risks of Aboriginal offenders. CSC has continued to develop and implement programs that are culturally appropriate and designed to address the unique needs of Aboriginal offenders.

Enhanced program capacity was realized through the hiring of 48 Aboriginal Correctional Program Officers, and increased numbers of program enrolments, recruitment of Aboriginal program facilitators, managers and Elders. Aboriginal offender program enrolments to Aboriginal-specific programs realized an overall 69.9 percent increase compared to the previous fiscal year.

Aboriginal Offender Enrolments to Aboriginal-Specific Correctional Programs34

The data represents the total number of aboriginal offender enrolments to aboriginal-specific nationally recognized correctional programs within federal institutions.
	2009-2010	2010-2011	% Change
First Nations	435	737	69.4
Inuit	30	51	70.0
M�tis	97	167	72.2
Total	562	955	69.9

CSC also began piloting the Aboriginal Integrated Correctional Program Model for male Aboriginal offenders at all institutions and community sites in the Pacific and Atlantic Regions. Preliminary results indicate that:

• Offenders enrolled in this model are experiencing shorter times to first program as well as higher program completion rates;
• Aboriginal offenders accessed their first program sooner than their non-Aboriginal counterparts in the 2009-2010 and 2010-2011 fiscal years;
• 58.3 percent of Aboriginal offenders accessed their first program within 6 months of admission, an improvement of 5.1 percent from the previous fiscal year; and
• Aboriginal offender completions of all correctional programs within federal institutions have increased 47.9 percent (from 1,352 in 2009-2010 to 1,999 in 2010-2011).

Aboriginal offender completion rates of all correctional programs within federal institutions are up 1.9 percent from 79.5 percent to 81.4 percent. This reporting period also saw the start of new Pathways Initiatives, and these enhanced healing and intervention units will create opportunities for Aboriginal offenders to better prepare for transfer to lower security environments that provide greater potential for a successful release and parole.

Preparing offenders for release was a key area of focus, with many achievements realized in this reporting period:

• CSC has continued to focus on enhancing case management with the advancement of promulgation of new policies;
• Work skills training, vocational training initiatives and community-based employment opportunities were all improved;
• Offenders continue to work in CORCAN institutional work assignments, continue to earn vocational certificates and are obtaining job placements in the community with the assistance of Community Employment Coordinators;
• The Community Forum Program facilitated seven sessions across Canada which focused on employment and employability for offenders;
• Education program enrolments and completions increased 1.35 percent and 1.07 percent respectively; and
• CSC provided funding and leadership in the development of the Lifers Resource Strategy modules, in which peer support and offender accountability rest at the core of the overall approach. Specific training modules developed for the Lifers Resource Strategy training package contribute to offender accountability by guiding and mentoring lifers through the various stages of serving a life sentence.

To address the implementation of strategies and programs that are gender informed for women offenders, CSC implemented the Continuum of Care for women offenders and Circle of Care for Aboriginal women offenders. The manual for the Women's Sex Offender Program was completed and will be implemented by fall 2011. The Women's Violence Prevention Program continues at five sites and it will be incorporated into the High Intensity Programs for all women offenders. The Women Offender Substance Abuse Program was phased out during this reporting period, as the modernized program (Continuum of Care) was implemented. A gender-informed security reclassification tool is in use.

To address the strengthening of services to ethno-cultural offenders,the Service commemorated various ethno-cultural events throughout the fiscal year, including sponsoring a variety of cultural activities. A number of ethno-cultural offenders were provided information sessions regarding release planning. Book and brochures regarding employability were developed and published in various languages to accommodate different cultural groups. The number of volunteers from varying cultural backgrounds has also increased.

The assessment and identification of risks and needs of ethno-cultural offenders have been taken into consideration in the enhancement of the Offender Intake Assessment Process. Further, an ethno-cultural portal was activated in the summer of 2010to provide concrete skills to institutional staff to assist in the delivery of interventions to this culturally diverse group of offenders. CSC also piloted components of an Inter-cultural Conflict Management training package aimed at raising awareness and understanding to promote appropriate and effective staff responses where conflicts may arise.

2.2.2 Lessons Learned

In order to effectively address the needs of offenders, ensuring a continuum of care is of significant importance and can be effectively achieved by a strong working relationship between institutional and community staff. Ensuring a safe release at the earliest possible date is dependent on effective relationships between institutional and community staff, and the involvement of stakeholders and partners.

There is growing international recognition and support for the development and implementation of programming that is gender specific. CSC has continued to provide programs to women that are structured to respect women’s unique needs, as well as ethnic, cultural, spiritual, and linguistic differences.

2.3 Community Supervision

This program activity reflects the importance of CSC’s work to help ensure that eligible offenders are safely reintegrated into communities, through strong management of the community corrections infrastructure, accommodations and health services where required, and supervision for the duration of the offender’s sentence. The expected result for this program activity is that offenders will be maintained in the community as law-abiding citizens.

Strategic Outcome
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Program Activities
Custody	Correctional Interventions	Community Supervision	Internal Services

2.3.1 Performance Summary and Analysis of Program Activity 35

2010-2011 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
123.9	134.6	102.7

2010-2011 Human Resources (FTEs)

Planned	Actual	Difference
174	201	27

Expected Result

The provision of a structured and supportive environment during the gradual reintegration process contributes to the rehabilitation and reintegration of offenders and to public safety.

Result

CSC has met all of its identified targets against this program activity.

	Performance Indicators	Targets	Performance Status	Data type36	2008-2009	2009-2010	2010-2011
Offenders under community supervision who incur suspensions	Rate of offenders under community supervision who incur suspensions37	Reduce over five years	The rate of offenders under community supervision who incurred one or more suspensions of their conditional release decreased	OPY	72.97	69.96	65.22

	Performance Indicators	Targets	Performance Status	Data type	2008-2009	2009-201038
Offenders under community supervision who incur new convictions	Rate of offenders under community supervision who incur new convictions 39	Reduce over five years	The rate of offenders under community supervision who incurred new convictions has decreased	OPY	12.60	11.75
	Rate of offenders under community supervision who incur new convictions for non-violent offences 40	Reduce over five years	The rate of offenders under community supervision who incurred new convictions for non-violent offences has decreased	OPY	10.45	9.82
	Rate of offenders under community supervision who incur new convictions for violent offences 41	Reduce over five years	The rate of offenders under community supervision who incurred new convictions for violent offences decreased	OPY	2.15	1.93

CSC has continued to focus attention on the integration of correctional effort as it pertains to the Community Supervision activities. Throughout the year, CSC realized the following achievements:

• Districts have implemented a range of initiatives and activities to manage higher risk offenders, such as intensive supervision teams/units, in-reach activities, specialized case preparation units and the use of reporting centres;
• On-line long term supervision order training has been enhanced and will be released at the promulgation to the revised community case management policy;
• Community mental health services staff have engaged in community capacity building activities like promoting the development of new and additional services and working to improve social programs and health services by encouraging communities and organizations to combat relevant social issues through community awareness;
• During the 2010-2011 fiscal year, CSC staff had contact with over 2,000 partners, stakeholders and community agencies;
• Community maintenance programs to offenders have been enhanced, resulting in a 31 percent increase in program enrolment compared to 2009-2010;
• Approximately 3,150 offenders received community mental health services – 19 percent were Aboriginal and 10 percent were women;
• CSC continued to strengthen partnerships with communities associated with First Nations, M�tis and Inuit groups through outreach initiatives, Federation of Canadian Municipalities meetings and through collaboration on evaluation of Outreach Fund proposals, and on issues regarding Victim Services;
• In fiscal year 2010-2011, 120 offenders participated in the Electronic Monitoring Pilot Program in the Ontario Region. During the same time frame, there were 64 completions of the Electronic Monitoring Pilot Program;
• As part of the National Training Standards, Community Personal Safety Awareness training sessions were delivered;
• CSC facilitated community awareness and involvement by partnering with non-profit organizations across the country who work collaboratively within communities to build awareness and a network of support for offenders in their reintegration efforts;
• A Community Corrections Strategy for women offenders has been implemented that recognizes residential services as a key component in community reintegration;
• Community capacity for women increased in two large urban centres with additional beds contracted at a Community Residential Facility in Toronto and the development of three supervised apartments in Calgary. CSC has also launched a pilot project with an agency to develop five Private Home Placements in southern Ontario;
• CSC continued strong partnerships with criminal justice partners and law enforcement agencies to continue to improve community safety and offender case management;
• Community resources have been enhanced through measures like employment initiatives, security intelligence, and the staffing of 11 Community Security Intelligence Officer positions;
• During this reporting period, CSC developed plans for increased measures and interventions to manage higher risk offenders who reside in community residential facilities. Implementation is currently underway;
• CSC’s Accommodation Strategy is building on the results of stakeholder engagements that occurred in fiscal year 2010-2011 for the Community Corrections Strategy;
• CSC also assisted in the development of the Parole Officer Continuous Development training for preparation of parole cases;
• CSC developed a monitoring and reporting solution for community staff members and national monitoring centre officers to increase community safety;
• CSC continued to assist in the development and implementation of consultation plans regarding the establishment and relocation of parole offices. Effective engagement of stakeholders and partner organizations boost CSC’s ability to consider stakeholder expertise, concerns, and proposed solutions in the decision-making process; and
• The Advisory Committee on Community Staff Safety continued to address priority areas in the interest of staff safety.

2.3.2 Lessons Learned

Many offenders will return to the community on some form of release. Efforts made in the area of community supervision have clearly impacted positively as is denoted by the decreasing numbers of suspensions and the incurrence of new convictions for offenders under community supervision.

CSC secured additional resources in 2010-2011 to support increased measures and interventions to manage higher risk offenders who reside in community residential facilities. Implementation of these measures will commence in 2011-2012 and increase over the next two years. CSC continues to work with its partners to ensure that the best strategies and supports are in place for successful reintegration: for example, CSC met with Regional Halfway House Association representatives to further strengthen the working relationship.

In 2010-2011, Community Mental Health Initiative funding was renewed for 5 years (2010-2015). A recent evaluation demonstrated that the Community Mental Health Initiative has significantly improved CSC’s capacity to address the mental health needs of offenders by reducing the risk of suspension and revocation for offenders receiving community mental health services by 34 percent and 59 percent respectively, than a comparison group. With increased access to mental health services, the Community Mental Health Initiative has resulted in enhanced public safety while promoting the principles of offender accountability, continuity of care and community partnerships.

CSC’s future responses and actions to the Community Based Residential Facilities Review Paper will be incorporated into a Community Accommodation Strategy and its subsequent action plan scheduled to be completed in 2011. The Community Accommodation Strategy builds on the results of stakeholder engagements that occurred between September 2010 and April 2011 for the Community Corrections Strategy.

2.4 Internal Services

This program activity includes corporate and administrative services supporting the effective and efficient delivery of operational programs and activities across the organization, and contributes meaningfully to horizontal and/or government-wide initiatives.

Strategic Outcome
The custody, correctional interventions, and supervision of offenders, in communities and institutions, contribute to public safety
Program Activities
Custody	Correctional Interventions	Community Supervision	Internal Services

2.4.1 Performance Summary and Analysis of Program Activity42

2010-2011 Financial Resources ($ millions)

Planned Spending43	Total Authorities	Actual Spending44
212.9	244.1	383.7

2010-2011 Human Resources (FTEs)

Planned	Actual	Difference
2,818	3,027	209

Expected Result

Efficient organizational functioning and support to our Transformation Agenda.

Result

CSC has mostly met its identified targets against this program activity.

Performance Indicators	Targets	Performance Status
An organizational culture and operation respectful of Public Service values and ethics	Maintain “Strong” Management Accountability Framework rating in this area in addition to increasing positive responses from staff through surveys	CSC’s rating under the Management Accountability Framework assessment was “Acceptable” in the most recent assessment, compared to “Opportunity for Improvement” in the previous assessment.
Effective organizational relationships where conflict is appropriately managed	A decrease over five years in related staff grievances. An increase over five years in positive responses from staff in surveys	Union of Canadian Correctional Officers grievance committees are in place in every Institution. The number of grievances filed by CSC employees was reduced from 2963 grievances in 2009-2010 to 2847 in 2010-2011, a reduction of 3.9%.
Public resources are well managed through effective internal controls and timely monitoring	Financial discrepancies, if any, raised on time and resolved immediately	CSC will continue maintaining effective processes to regularly monitor, report on and analyse the use of resources. Furthermore, CSC will continue to improve its system of internal controls.
Effective outreach to community partners and information services for victims	Increase in satisfaction ratings over five years	Building on the increased satisfaction from victims as reported in 2009, CSC has implemented initiatives to enhance outreach to Aboriginal victims, partners and stakeholders. CSC has also developed a framework to streamline the delivery of services to victims with other agencies and jurisdictions in two pilot regions.
Recruitment and retention strategies for healthcare professionals, trades and other occupational groups with low workforce availability	Reduction in vacancies within CSC healthcare professionals, trades and other occupational groups	Nurse, social worker and psychology vacancies have been reduced and a Health Recruitment and Retention Strategy has been implemented across regions in order to improve on vacancies of other healthcare professionals.
A Common Human Resources Business Process is implemented in conjunction with the Canada Public Service Agency	Reduction in timeframes for staffing processes	CSC has implemented common business processes for staffing, and learning and development across all regions, thus streamlining and standardizing business processes to further improve efficiencies. Compensation service standards have also been implemented. An "Express Lane Staffing" system and teams have been put in place across regions, thus simplifying the process and reducing timeframes for low risk staffing actions representing more than 60% of all staffing actions.
Human resource capacities in all areas	Strengthen human resource capacities in all areas	Development programs to strengthen skills in areas requiring specific expertise have been put in place. CSC has implemented numerous tools which are accessible to management across regions and allow them to plan, monitor and manage their workforce. The on-line Human Resources Services Portal has been implemented across regions which provides managers with a single window to access all human resources-related information. There are also a series of online tools for Human Resources professionals. As part of the Human Resource Management System, employees, managers and Human Resource professionals have increased self-service capacity and online training and quick reference tools. CSC has collaborated with the Royal Canadian Mounted Police for the delivery of correctional training programs (organized as part of national recruitment strategies) at a centralized facility. There is also a service agreement with Canada Border Service Agency for use of its basic facilitation training.
Relationships with partners	Enhance relationships with partners	CSC continues to enhance relationships with partners through citizen engagement activities such as CSC Partners Day, Educational Resources Portal, Regional Halfway House Association, Citizen Advisory Committees, National Volunteer Association, Victims Advisory Committees, Community Forum Program, Federation of Canadian Municipalities, and National Associations Active in Criminal Justice, Interfaith Committee on Chaplaincy and Consultation Initiatives.
Infrastructure and accommodation strategies	Review infrastructure and accommodation strategies	The Long Term Accommodation Strategy has been reviewed and updated in the context of the Truth in Sentencing Act coming into force in 2010.

During this reporting period, internal services areas across the organization focused on strengthening management practices:

• The Office of Values and Ethics successfully completed 61 Ethics workshops across five regions with a total of 704 workshop participants;
• An update of CSC’s Instrument of Delegation of Authorities in the area of Human Resource Management, including a focus on values and ethics, got underway to further increase awareness among delegated managers of the necessity to practice values and ethics in their decision-making;
• The Office of Internal Disclosure made focused presentations to all Regional Management Committee meetings and visited several operational sites;
• CSC continued to focus on ensuring an ethical workplace by including values and ethics within its human resource processes and provided mandatory training Staffing for Managers which includes a section on applying values and principles in staffing;
• CSC’s values statements were renewed to improve consistency with the Values and Ethics Code for the Public Service;
• Efforts to manage and reduce the number of harassments claims continued and staff training related to Anti-Harassment Joint Learning Program were offered;
• CSC continued implementing rigorous financial controls;
• CSC continued to enhance relationships with partners and held five Regional Community relations conferences in 2010-2011. Continued dialogue occurred with partners and stakeholders through meetings with Citizen Advisory Committee, National Volunteer Association and LifeLine. Over 195 engagement activities regarding the Federal Community Corrections Strategy were undertaken and communications plans and activities were developed and implemented;
• CSC continued to enhance outreach to Aboriginal victims and has initiated discussions with the National Aboriginal Assembly against Family Violence in an effort to partner in third-party outreach. In addition, the organization contracted with Aboriginal Link to provide outreach to Aboriginal communities, government and non-government organizations and friendship centres;
• CSC continued to implement initiatives to contribute to the health of CSC’s workforce. Employees were invited to submit input and opinions regarding workplace wellness via a general communiqu�, and feedback will be considered as an action plan is developed;
• CSC developed and implemented regional outreach plans and calendars to ensure that workforce gaps are effectively addressed. Regions participated in over 200 outreach events and funding was made available to regions to further develop their recruitment team capacity in order to target certain front-line positions;
• The National Employment Equity and Diversity Committee developed a three year Strategic Action Plan which clearly outlined its raison d’�tre and communicated how it planned on proceeding with its goal of moving CSC towards being a top employer of choice and one that is representative of not only the environment in which CSC works, but of the communities we live in. Additionally, an updated Terms of Reference was developed and shared with the national, regional and local National Employment Equity and Diversity Committees;
• The National Employment Equity and Diversity Committee provided advice on several initiatives including a pilot project for second language training. In 2010-2011, National Employment Equity and Diversity Committee symposiums were held to promote both areas;
• CSC’s Employment Equity representation profile is above workforce availability estimates (with the exception of women by a slight margin), is as follows: 47.8 percent women; 4.4 percent persons with disabilities; 7.8 percent Aboriginal peoples; and 5.8 percent visible minorities;
• The recruitment of Aboriginal people remains an ongoing priority for CSC. One of the initiatives intended to bridge this gap is engaging in collective staffing approaches for external recruitment of groups with shortages;
• The second cohort of CSC’s Leadership Development Program focused solely on visible minorities, persons with disabilities and Aboriginal people, with ten participants enrolled;
• CSC continues to promote student-hiring programs and establishing bridging mechanisms leading to full-time employment, ensuring selection board members are representative of their community, and developing accelerated staffing opportunities;
• CSC also implemented strategies to strengthen human resources capacities in all areas and support recruitment, professional development, succession planning, and informal conflict management;
• The Service finalized and communicated client-service standards for compensation and benefits. In order to streamline processes and provide cost efficiencies, CSC developed a Compensation Review Model in all regions;
• As the Enhanced Partnership Model consultations intended, there has been an increased collaborative inclusion of the more than 130 faith community contractors in selection, support and issue resolution processes for the more than 170 chaplains and 3,000 related volunteers associated with the chaplaincy ministries in both institutional and community chaplaincy sites;
• A pamphlet in collaboration with the Church Council on Justice and Corrections was prepared and distribution will occur in 2011-2012;
• CSC completed the Family Resource Programs project which included the dissemination of Victim Services information to 550 Family Resource Centres across Canada, face-to-face training workshops, a webinar and a final report. Collaboration is taking place, involving key stakeholders, to implement an Integrated Wellness Program to address the unique needs of CSC’s employees; and
• CSC also completed a review of infrastructure and accommodation strategies and the Long Term Accommodation Strategy has evolved. CSC is currently proceeding with extending and increasing temporary accommodation measures such as double bunking and applying a national strategy to maximize bed use in addition to constructing new living units in existing institutions which will result in more than 2,700 beds to be added to men’s and women’s facilities across the country in coming years.

2.4.2 Lessons Learned

CSC’s use of an internal Human Resource Management Dashboard is noted as a best practice according to Treasury Board Secretariat direction as it serves to facilitate workforce planning for operational managers.

The Management Action Plans resulting from various internal audits completed in 2010-2011 are strengthening CSC’s overall governance and management structure by improving its policy framework, communications, training (talent management), monitoring and reporting, and resource management.

The Ontario region is initiating a Formal Internship Program registered with the Association of Psychology, Postdoctoral and Internship Centres and the Canadian Council of Professional Psychology Program. Selected interns will start in the fall of 2011, with this initiative facilitating the recruitment of mental health care professionals.

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