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The central goal of the Government of Canada, as indicated in Canada's Performance 2005: The Government of Canada's Contribution, is to improve the quality of life of Canadians. All government policies, programs and activities are directed toward this key objective. Canada's Performance 2005 is structured around three main policy areas - Sustainable Economy, Canada's Social Foundations, and Canada's Place in the World. This year's report also features a special overview of the government's efforts to support improvement in the well-being of Aboriginal peoples. As indicated below, CSC contributes both directly and indirectly to Canada's Social Foundations under the Government of Canada's outcomes of Safe and Secure Communities and Healthy Canadians with Access to Quality Health Care.
49 Canada 's Performance: Annual Report to Parliament 2005 , Treasury Board of Canada, http://publiservice.tbs-sct.gc.ca/report/govrev/05/cp-rc-eng.pdf
Government of Canada Outcome |
Direct |
Indirect |
---|---|---|
Canada's Social Foundations Safe and Secure Communities |
|
Maintain safe and secure communities Reduced social costs of crime Safe and secure communities |
Canada's Social Foundations Healthy Canadians with Access to Quality Health Care |
|
Enhanced public health Reduced costs to the health care system |
In addition, CSC contributes to the Government's cross-cutting theme on Aboriginal peoples in the following way:
Direct |
Indirect |
---|---|
|
Improved life chances for individual Aboriginal offenders Healthier and more economically viable Aboriginal communities Enhanced Aboriginal relationship with the Government of Canada |
CSC is organized to provide effective correctional services in a fiscally responsible manner. There are three levels of management: national, regional and local.
Provides support to the Commissioner and delivers services to all of CSC including: provision of information to Parliamentary Committees, Central Agencies and the public; ministerial liaison; communications, correctional operations, human resource and financial management expert advice; corporate review and audit; performance assurance; policy and planning; program development; research; legal services and information management.
Provides support for implementing national policies and programs, developing regional policies, plans and programs for performance measurement, human resource and financial management , federal/provincial/territorial relations, public consultation, and provision of information to the media, elected officials, interest groups and the public.
The Commissioner is the Agency Head of the Correctional Service of Canada and is accountable to the Minister of Public Safety and Emergency Preparedness. An Executive Committee of national and regional officials sets the vision and agenda for correctional services delivery. Specific functions are depicted in the following chart and outlined in the sections below:
The Senior Deputy Commissioner is accountable to the Commissioner. His main role is to support the Commissioner, focus on the management of operational and strategic issues, provide oversight of policy and program development for Aboriginal offenders, and act as Commissioner when required.
The five Regional Deputy Commissioners are responsible for the management of CSC operations within their respective regions, implementation of correctional policy, and leadership in providing advice on criminal justice system matters.
The Deputy Commissioner for Women is responsible for effective policy and program development and oversight for program delivery for women offenders.
The Assistant Commissioner, Correctional Operations and Programs is responsible for the integrity of community and institutional operations across CSC for improving the development and delivery of health care, security, case management, and program development.
The Assistant Commissioner, Policy and Research is responsible for corporate policy and research in support of the government agenda; federal, provincial, territorial and international relations; and fairness and equity of correctional practices through offender redress mechanisms and delivery of services under the Access to Information Act and the Privacy Act.
The Assistant Commissioner, Performance Assurance is responsible for ensuring mechanisms are in place to analyze, monitor and measure CSC performance on delivering correctional results. In addition, Performance Assurance is accountable for internal audit, evaluation, internal disclosure programs and integrated business planning. The Assistant Commissioner is currently the Senior Values and Ethics Officer.
The Assistant Commissioner, Corporate Services is responsible for informatics and technological support, technical services, finance and materiel management and for the Comptroller's Branch.
The Assistant Commissioner , Human Resource Management is responsible for the development of human resource management strategies, management of administrative and human resource activities and interpretation of policies, directives and guidelines.
The Assistant Commissioner, Communications and Citizen Engagement is responsible for leadership in the development of the voluntary sector and communication engagement initiatives, for the implementation of communication policy, and for the development and implementation of strategies to improve media and public understanding of CSC's mandate, policies and programs, through outreach activities and public consultation, as well as the design, production, dissemination and evaluation of multi-media products.
The Executive Director, Executive Secretariat is responsible for Ministerial liaison and Parliamentary relations to support the Commissioner and the Minister in fulfilling CSC's mandate.
The Director and General Counsel, Legal Services Unit provides advice on legal risks in the development of correctional policy, programs and services, as well providing legal advice to CSC on litigation.
Table 1: Departmental Planned Spending
Forecast Spending |
Planned Spending |
Planned Spending |
Planned Spending |
|
---|---|---|---|---|
($ millions) |
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
Care and Custody |
1,153.3 |
1,225.5 |
1,220.0 |
1,242.1 |
Rehabilitation and Case Management |
443.9 |
483.9 |
473.6 |
467.0 |
CORCAN |
74.4 |
73.2 |
73.2 |
73.2 |
Budgetary Main Estimates |
1,671.6 |
1,782.6 |
1,766.8 |
1,782.3 |
Less: Respendable revenue (CORCAN) |
74.4 |
73.2 |
73.2 |
73.2 |
Total Main Estimates |
1,597.2 |
1,709.4 |
1,693.6 |
1,709.1 |
Adjustments |
|
|
|
|
|
54.2 |
|
|
|
|
30.2 |
|
|
|
|
3.3 |
|
|
|
|
2.0 |
|
|
|
|
1.6 |
|
|
|
|
1.1 |
|
|
|
|
1.0 |
|
|
|
|
0.9 |
|
|
|
|
0.4 |
|
|
|
|
0.2 |
|
|
|
|
0.1 |
|
|
|
|
0.1 |
|
|
|
|
|
6.3 |
|
|
|
|
3.6 |
3.6 |
3.6 |
|
|
2.1 |
19.0 |
55.7 |
|
|
0.1 |
0.1 |
|
|
-1.0 |
|
|
|
|
-1.6 |
-5.9 |
|
|
Total Adjustments |
92.5 |
6.2 |
22.7 |
59.3 |
Total Planned Spending |
1,689.7 |
1,715.6 |
1,716.3 |
1,768.4 |
|
|
|
|
|
Total Planned Spending |
1,689.7 |
1,715.6 |
1,716.3 |
1,768.4 |
Less: Non-respendable revenue |
11.2 |
10.9 |
10.8 |
10.7 |
Plus: Cost of services received without charge |
87.9 |
86.6 |
87.1 |
87.6 |
Total Departmental Spending |
1,766.4 |
1,791.3 |
1,792.6 |
1,845.3 |
Full Time Equivalents |
14,693 |
14,829 |
14,945 |
15,123 |
Table 2 - Program Activities
2006-2007 | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|
|
Budgetary | Non-budgetary |
|
||||||||
Program Activity |
Operating |
Capital |
Grants |
Con-tributions and other Transfer Payments |
Gross |
Res-pendable Revenue |
Net |
Loans, Investments and Advances |
Total Main Estimates |
Adjust-ments (Planned Spending not in Main Estimates) |
Total Planned Spending |
|
|
|
|
|
|
|
|
|
|
|
|
Care and Custody |
1,083.6 |
141.5 |
0.3 |
0.1 |
1,225.5 |
|
1,225.5 |
|
1,225.5 |
2.6 |
1,228.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Rehabilitation and Case Management |
462.0 |
20.5 |
0.2 |
1.2 |
483.9 |
|
483.9 |
|
483.9 |
3.6 |
487.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CORCAN |
73.2 |
0.0 |
0.0 |
0.0 |
73.2 |
73.2 |
0.0 |
|
0.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
1,618.8 |
162.0 |
0.5 |
1.3 |
1,782.6 |
73.2 |
1,709.4 |
0.0 |
1,709.4 |
6.2 |
1,715.6 |
Table 3: Voted and Statutory Items listed in the Main Estimates
Vote or Statutory Item |
Truncated Vote or Statutory Wording |
Main Estimates 2006-2007 |
Main Estimates 2005-2006 |
---|---|---|---|
|
|
|
|
40 |
Operating expenditures |
1,380.7 |
1,296.3 |
|
|
|
|
45 |
Capital expenditures |
162.0 |
138.2 |
|
|
|
|
(S) |
Contributions to employee benefit plans |
166.7 |
162.7 |
|
|
|
|
|
Total Department |
1,709.4 |
1,597.2 |
Table 4: Services Received Without Charge
($ millions) |
2006-2007 |
2007-2008 |
2008-2009 |
---|---|---|---|
|
|
|
|
|
11.9 |
11.9 |
11.9 |
|
|
|
|
|
67.4 |
68.1 |
68.7 |
|
|
|
|
|
5.2 |
4.9 |
4.7 |
|
|
|
|
|
2.1 |
2.2 |
2.3 |
|
|
|
|
Total 2006-2007 - Services received without charge |
86.6 |
87.1 |
87.6 |
Table 5: Summary of Capital Spending by Program Activity
|
Forecast Spending |
Planned Spending |
Planned Spending |
Planned Spending |
---|---|---|---|---|
($ millions) |
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
|
|
|
|
|
Program Activity |
|
|
|
|
|
|
|
|
|
Care & Custody |
124.5 |
141.5 |
122.0 |
122.1 |
|
|
|
|
|
Rehabilitation & Case Management |
13.7 |
20.5 |
11.2 |
7.1 |
|
|
|
|
|
CORCAN |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
|
|
|
Total |
138.2 |
162.0 |
133.2 |
129.2 |
Table 6: Loans, Investments and Advances (Non-Budgetary)
Not applicable.
Table 7: Sources of Respendable and Non-Respendable Revenue
Respendable Revenue |
|
|
|
|
($ millions) |
Forecast Revenue |
Planned Revenue |
Planned Revenue |
Planned Revenue |
---|---|---|---|---|
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
|
CORCAN Revolving Fund |
74.4 |
73.2 |
73.2 |
73.2 |
Total Respendable Revenue |
74.4 |
73.2 |
73.2 |
73.2 |
|
|
|
|
|
|
|
|
|
|
Non-Respendable Revenue |
|
|
|
|
($ millions) |
Forecast Revenue |
Planned Revenue |
Planned Revenue |
Planned Revenue |
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
|
|
|
|
|
|
Care and Custody |
|
|
|
|
Psychiatric Services - Contracted |
1.0 |
1.0 |
1.0 |
1.0 |
Board & Lodging - Inmates |
0.6 |
0.6 |
0.6 |
0.6 |
|
|
|
|
|
Inmate Maintenance Contracted - (Federal-Provincial Agreements) |
1.6 |
1.6 |
1.6 |
1.6 |
Proceeds from Sales |
4.8 |
4.5 |
4.4 |
4.3 |
Refund of Previous Year's Expenditures |
0.6 |
0.6 |
0.6 |
0.6 |
Adjustment to Payables at Year-End (PAYE) |
1.1 |
1.1 |
1.1 |
1.1 |
|
|
|
||
Rehabilitation and Case Management |
|
|
|
|
Refund of Previous Year's Expenditures |
0.3 |
0.3 |
0.3 |
0.3 |
Adjustment to Payables at Year-End (PAYE) |
0.6 |
0.6 |
0.6 |
0.6 |
Other Non-Tax Revenue |
0.6 |
0.6 |
0.6 |
0.6 |
|
|
|
|
|
Total Non-Respendable Revenue |
11.2 |
10.9 |
10.8 |
10.7 |
|
|
|
|
|
Total Respendable and Non-respendable Revenues |
85.6 |
84.1 |
84.0 |
83.9 |
Table 8: Revolving Funds
Statement of Operations |
||||
($ millions) |
Forecast Spending |
Planned Spending |
Planned Spending |
Planned Spending |
---|---|---|---|---|
|
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
Respendable Revenue: |
74.4 |
73.2 |
73.2 |
73.2 |
Expenses |
|
|
|
|
Operating |
|
|
|
|
|
55.9 |
57.8 |
57.8 |
57.8 |
|
18.5 |
15.4 |
15.4 |
15.4 |
74.4 |
73.2 |
73.2 |
73.2 |
|
Surplus (Deficit) |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
|
|
|
|
|
|
|
|
Statement of Cash Flows |
||||
($ millions) |
Forecast Spending |
Planned Spending |
Planned Spending |
Planned Spending |
|
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
Surplus (deficit) |
0.0 |
0.0 |
0.0 |
0.0 |
Add non-cash items |
|
|
|
|
|
0.6 |
0.8 |
0.8 |
0.8 |
|
1.2 |
1.4 |
1.8 |
2.0 |
|
0.0 |
0.0 |
0.0 |
0.0 |
|
0.0 |
0.0 |
0.0 |
0.0 |
Changes in Current Assets and Liabilities |
|
|
|
|
|
0.0 |
0.0 |
0.0 |
0.0 |
|
(1.0) |
2.3 |
0.3 |
0.1 |
|
0.6 |
1.2 |
0.5 |
0.5 |
|
2.0 |
(1.8) |
(1.0) |
(1.0) |
|
0.6 |
0.4 |
0.6 |
0.6 |
Investing Activities |
|
|
|
|
Capital Assets Purchased |
(4.0) |
(4.3) |
(3.0) |
(3.0) |
Cash Surplus (Requirement) |
0.0 |
0.0 |
0.0 |
0.0 |
Projected Use of Authority |
||||
($ millions) |
Forecast Spending |
Planned Spending |
Planned Spending |
Planned Spending |
2005-2006 |
2006-2007 |
2007-2008 |
2008-2009 |
|
|
|
|
|
|
Authority* |
5.0 |
5.0 |
5.0 |
5.0 |
|
|
|
|
|
Drawdown: |
|
|
|
|
|
4.8 |
5.0 |
5.0 |
5.0 |
|
0.0 |
0.0 |
0.0 |
0.0 |
Projected Balance at March 31 |
4.8 |
5.0 |
5.0 |
5.0 |
* Five million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund. |
Table 9: Resource Requirements by Branch or Sector (Sub-Activities)
2006-2007 |
||||
---|---|---|---|---|
($ millions) | Care and Custody | Rehabilitation and Case Management | CORCAN (Revolving Fund) | Total Planned Spending |
|
|
|
|
|
Security |
581.4 |
|
|
581.4 |
Health Care |
144.5 |
|
|
144.5 |
Institutional Services |
110.1 |
|
|
110.1 |
Accommodation Services |
392.1 |
|
|
392.1 |
Case Management |
|
282.4 |
|
282.4 |
Program Development & Delivery |
|
178.9 |
|
178.9 |
Inmate Pay |
|
26.2 |
|
26.2 |
Total |
1,228.1 |
487.5 |
0.0 |
1,715.6 |
Note: CORCAN operates as a Revolving Fund and, as a consequence, the net impact on financial resources is nil. |
Table 12: Details on Project Spending
($ millions) | Current Estimated Total Cost | Forecast Spending to March 31, 2006 | Planned Spending 2006-2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Future Years' Spending Requirement |
---|---|---|---|---|---|---|
Care and Custody |
|
|
|
|
|
|
A) New Accommodation Projects |
|
|
|
|
|
|
Archambault New CRSM & Redevelopment |
50.3 |
0.5 |
1.8 |
8.0 |
12.7 |
26.1 |
Prairie Women's 23-Bed Medium |
25.0 |
|
|
|
1.0 |
24.0 |
Stony Mountain Maximum Annex |
36.0 |
|
0.5 |
6.0 |
10.5 |
19.0 |
RHC Pacific-Expansion |
71.6 |
0.1 |
|
|
|
|
B) Major Asset Preservation & Infrastructure Projects |
|
|
|
|
|
|
Springhill Institution Redevelopment |
31.3 |
6.1 |
10.0 |
3.2 |
1.9 |
|
Leclerc Redevelopment |
64.0 |
|
|
|
1.0 |
63.0 |
Cowansville Redevelopment |
48.8 |
0.6 |
14.8 |
20.5 |
7.2 |
4.2 |
Millhaven Redevelopment |
80.0 |
|
0.5 |
3.0 |
5.5 |
71.0 |
Collins Bay Institution Redevelopment |
63.1 |
23.0 |
23.0 |
7.8 |
1.0 |
|
Joyceville Redevelopment |
60.0 |
|
|
1.0 |
3.0 |
56.0 |
Saskatchewan Penitentiary Redevelopment |
160.0 |
1.2 |
6.0 |
20.0 |
25.0 |
106.0 |
Edmonton Redevelopment |
70.0 |
|
0.5 |
3.0 |
5.5 |
61.0 |
Kent Redevelopment |
70.0 |
|
0.5 |
3.0 |
5.5 |
61.0 |
Note: CSC delegated authority level is $18 million according to TB decision of December 14, 1995; therefore, only capital projects with total estimated value of $18 million or above have been individually listed. |
Table 17: Horizontal Initiatives
CSC participates actively in many horizontal initiatives but does not lead any.
Table 18: Sustainable Development Strategy
Department/Agency: |
Correctional Service Canada |
Points to address |
Departmental Input |
1. How does your department/ agency plan to incorporate SD principles and values into your mission, vision, policy and day-to-day operations? |
|
2. What Goals, Objectives and Targets from your most recent SDS will you be focusing on this coming year? How will you measure your success?
|
|
3. Identify any sustainable development tools, such as Strategic Environmental Assessments or Environmental Management Systems that will be applied over the next year. |
|
Table 19: Internal Audits and Evaluations
Audits commenced in fiscal year 2005-2006 and to be completed in fiscal year 2006-2007 include:
Audit Project |
Type of Audit |
Drug Interdiction |
Assurance |
Occupational Health & Safety |
Assurance |
Compensation & Benefits |
Assurance |
Staffing |
Assurance |
Regional Financial Review |
Assurance |
Fire Safety |
Assurance |
Evaluation reports expected to be produced in 2006-07:
Multi-year evaluations where a report is expected next fiscal year or beyond: