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The whole-of-government framework groups all federal departments' Strategic Outcomes and Program Activities into 13 long-term benefits to Canadians-referred to as "Government of Canada Outcomes"-in three broad sectors: social, economic, and international.
Through two Program Activities - Care and Custody, and Rehabilitation and Case Management - CSC contributes directly and indirectly to the social affairs sector, under the Government of Canada Outcome, "Safe and Secure Communities".
Government of Canada Outcome | CSC's Direct Contribution | CSC's Indirect Contribution |
---|---|---|
Canada's Social Affairs Safe and Secure Communities
|
|
Maintain safe and secure communities. Reduced social costs of crime.
|
CSC's third Program Activity, CORCAN (included under Rehabilitation and Case Management in 2005-06), contributes primarily to the economic sector, under the Government of Canada Outcome, "Income Security and Employment for Canadians".
Government of Canada Outcome | CSC's Direct Contribution | CSC's Indirect Contribution |
---|---|---|
Canada 's Economic Affairs Income Security and Employment for Canadians
|
|
A larger, more productive Canadian workforce. |
In addition, CSC contributes to the Government's cross-cutting theme on Aboriginal peoples, in the following way:
Directly | Indirectly |
---|---|
|
|
CSC contributes in an important, but more indirect way, to other Government of Canada Outcomes, notably, "Healthy Canadians", via infectious diseases surveillance and control within federal institutions; provision of harm reduction programs that reduce the impact of high-risk behaviour; and interdiction procedures that reduce the amount of illicit drugs getting into institutions.
46 The Whole-of-Government Framework is used for Government reporting, as reflected in the annual Canada's Performance reports: http://publiservice.tbs-sct.gc.ca/report/govrev/06/cp-rc-eng.pdf.
CSC is organized to provide effective correctional services in a fiscally responsible manner. There are three levels of management: national, regional and local.
National Headquarters
Provides support to the Commissioner and the Executive Committee 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; infrastructure management; corporate review and audit; advice and guidance on values and ethics; performance assurance; policy and planning; program development; research; legal services and information management.
Regional Headquarters
Provides support to National Headquarters in developing policies and national programs; develops and implements regional procedures, plans and programs for performance measurement, human resources, financial management, federal/provincial/territorial relations, public consultation and citizen engagement, and provision of information to the media, elected officials, interest groups and the public.
Institutional/Parole Offices - CSC manages 58 institutions, 16 Community Correctional Centres and 71 Parole Offices.
A description of institutional security level classifications (i.e., maximum, medium, minimum and multi-level) is provided in the Glossary, at the end of this report.
The Commissioner is the Agency Head of the Correctional Service Canada and is accountable to the Minister of Public Safety. An Executive Committee of national and regional officials sets the vision and agenda for correctional services delivery. Specific functions, as of February 2007, are depicted in the following chart and outlined in the paragraphs below47:
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 leadership on Aboriginal initiatives and oversight of policy and program development for Aboriginal offenders, oversee the incident investigation process, 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's performance on delivering correctional results. In addition, Performance Assurance is accountable for evaluation, internal disclosure programs, the informal conflict management system, integrated business planning and reporting, and also provides administrative support to the internal audit function. 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, facilities, 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 human resources-related 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 Chief Audit Executive is responsible for the effective management of the internal audit function, which is designed to assess and improve the effectiveness of risk management, control and governance processes within CSC.
The Director and General Counsel, Legal Services Unit provides advice on legal risks in the development of correctional policy, programs.
47 Although not a member of the Executive Committee, the Chief Audit Executive reports directly to the Commissioner.
($ millions) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
---|---|---|---|---|
Care and Custody |
1,225.5 |
1,379.7 |
1,414.9 |
1,449.6 |
Rehabilitation and Case Management |
483.8 |
490.3 |
479.8 |
479.8 |
CORCAN |
73.2 |
77.5 |
77.5 |
77.5 |
Budgetary Main Estimates |
1,782.5 |
1,947.5 |
1,972.2 |
2,006.9 |
Less: Respendable revenue (CORCAN) |
73.2 |
77.5 |
77.5 |
77.5 |
Total Main Estimates |
1,709.3 |
1,870.0 |
1,894.7 |
1,929.4 |
Adjustments |
|
|
|
|
Supplementary Estimates (A) |
|
|
|
|
|
30.1 |
|
|
|
|
9.4 |
|
|
|
|
-5.9 |
|
|
|
Supplementary Estimates (B) |
|
|
|
|
|
23.0 |
|
|
|
|
1.1 |
|
|
|
|
1.1 |
|
|
|
|
-25.2 |
|
|
|
Other Adjustments |
|
|
|
|
|
|
1.5 |
1.5 |
1.5 |
|
|
0.1 |
0.0 |
0.0 |
|
|
3.4 |
3.4 |
3.4 |
|
|
6.4 |
4.6 |
4.6 |
|
|
0.5 |
0.0 |
0.0 |
|
|
6.1 |
0.0 |
0.0 |
|
19.0 | 55.7 | 90.6 | |
In year – Collective Agreement funding |
161.7 |
|
|
|
In year – Collective Agreement EBP funding |
32.3 |
|
|
|
Total Adjustments |
227.6 |
37.0 |
65.2 |
100.1 |
Total Planned Spending |
1,936.9 |
1,907.0 |
1,959.9 |
2,029.5 |
Total Planned Spending |
1,936.9 |
1,907.0 |
1,959.9 |
2,029.5 |
Less: Non-respendable revenue |
7.5 |
7.4 |
7.3 |
7.2 |
Plus: Cost of services received without charge |
86.6 |
90.7 |
95.6 |
96.8 |
Total Departmental Spending |
2,016.0 |
1,990.3 |
2,048.2 |
2,119.1 |
Full Time Equivalents |
14,693 |
15,491 |
15,501 |
15,802 |
Vote or Statutory Item | Truncated Vote or Statutory Wording | 2007-2008 Main Estimates |
2006-2007 Main Estimates |
---|---|---|---|
|
|
|
|
25 |
Penitentiary Service and National Parole Service--Operating expenditures, grants and contributions |
1,529.5 |
1,380.7 |
|
|
|
|
30 |
Penitentiary Service and National Parole Service--Capital expenditures |
153.7 |
161.9 |
|
|
|
|
(S) |
Contributions to employee benefit plans |
186.8 |
166.7 |
|
|
|
|
(S) |
CORCAN Revolving Fund |
- |
- |
|
|
|
|
|
Total Department |
1,870.0 |
1,709.3 |
|
|
|
|
Explanation of the major differences between 2007-08 and 2006-07 Main Estimates
|
($ millions) |
2007-2008 |
---|---|
|
|
Accommodation provided by Public Works and Government Services Canada (PWGSC). |
11.6 |
|
|
Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds). |
70.7 |
|
|
Workers' Compensation coverage provided by Social Development Canada. |
6.2 |
|
|
Salary and associated expenditures for legal services provided by the Department of Justice Canada . |
2.2 |
|
|
Total 2007-2008 - Services received without charge |
90.7 |
($ millions) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
---|---|---|---|---|
|
|
|
|
|
Program Activity |
|
|
|
|
|
|
|
|
|
Care & Custody |
116.2 |
136.0 |
126.9 |
121.5 |
|
|
|
|
|
Rehabilitation & Case Management |
20.5 |
17.7 |
7.7 |
7.7 |
|
|
|
|
|
Total |
136.7 |
153.7 |
134.6 |
129.2 |
Respendable Revenue |
|
|
|
|
($ millions) | Forecast Revenue 2006-2007 | Planned Revenue 2007-2008 | Planned Revenue 2008-2009 | Planned Revenue 2009-2010 |
---|---|---|---|---|
CORCAN (Revolving Fund) |
73.2 |
77.5 |
77.5 |
77.5 |
Total Respendable Revenue |
73.2 |
77.5 |
77.5 |
77.5 |
|
|
|
|
|
|
|
|
|
|
Non-Respendable Revenue |
|
|
|
|
($ millions) | Forecast Revenue 2006-2007 | Planned Revenue 2007-2008 | Planned Revenue 2008-2009 | Planned Revenue 2009-2010 |
|
|
|
|
|
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 - |
1.7 |
1.7 |
1.7 |
1.7 |
Proceeds from Sales |
2.4 |
2.3 |
2.2 |
2.1 |
Refund of Previous Year's Expenditures |
0.9 |
0.9 |
0.9 |
0.9 |
|
|
|
|
|
Rehabilitation and Case Management |
|
|
|
|
Refund of Previous Year's Expenditures |
0.1 |
0.1 |
0.1 |
0.1 |
Other Non-Tax Revenue |
0.8 |
0.8 |
0.8 |
0.8 |
|
|
|
|
|
Total Non-Respendable Revenue |
7.5 |
7.4 |
7.3 |
7.2 |
|
|
|
|
|
Total Respendable and Non-Respendable Revenues |
80.7 |
84.9 |
84.8 |
84.7 |
Statement of Operations |
|
|
|
|
($ millions) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
---|---|---|---|---|
Revenues |
|
|
|
|
CORCAN Revenues |
78.2 |
77.5 |
77.5 |
77.5 |
Other Revenues |
0.0 |
0.0 |
0.0 |
0.0 |
Respendable Revenue |
78.2 |
77.5 |
77.5 |
77.5 |
|
|
|
|
|
Expenses |
|
|
|
|
Salaries & employee benefits |
32.1 |
31.8 |
33.4 |
34.0 |
Depreciation |
1.4 |
1.5 |
1.5 |
1.5 |
Repairs & maintenance |
1.4 |
1.2 |
1.2 |
1.2 |
Admin & support services |
8.1 |
8.1 |
8.1 |
8.1 |
Utilities, materials & supplies |
35.2 |
34.9 |
33.3 |
32.7 |
Total Expenses |
78.2 |
77.5 |
77.5 |
77.5 |
|
|
|
|
|
Surplus (Deficit) |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
|
|
|
Statement of Cash Flows |
|
|
|
|
|
|
|
|
|
($ millions) | Forecast Spending 2006-2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 |
Operating Activities |
|
|
|
|
Surplus (deficit) |
0.0 |
0.0 |
0.0 |
0.0 |
Add: Items Not Requiring Use of Funds |
|
|
|
|
|
0.4 |
1.7 |
0.4 |
0.4 |
|
1.4 |
1.7 |
2.0 |
2.3 |
|
0.0 |
0.0 |
0.0 |
0.0 |
|
0.0 |
0.0 |
0.0 |
0.0 |
Cash surplus (requirement) |
1.8 |
3.4 |
2.4 |
2.7 |
|
|
|
|
|
Changes in Current Assets and Liabilities |
|
|
|
|
|
0.0 |
0.0 |
0.0 |
0.0 |
|
(0.9) |
0.3 |
1.0 |
(0.7) |
|
0.6 |
(1.0) |
(0.7) |
0.5 |
|
0.5 |
(0.2) |
(1.0) |
0.5 |
|
(0.8) |
(0.3) |
(0.4) |
(0.3) |
Total Changes |
(0.6) |
(1.2) |
(1.1) |
0.0 |
|
|
|
|
|
Net Financial Resources |
1.2 |
2.2 |
1.3 |
2.7 |
|
|
|
|
|
Investing Activities |
|
|
|
|
|
(2.4) |
(3.0) |
(3.0) |
(3.0) |
Net Financial Resources |
(2.4) |
(3.0) |
(3.0) |
(3.0) |
|
|
|
|
|
|
|
|
|
|
Net Financial resources used and Change in the Accumulated Net Charge against the Fund's Authority Account during the Year |
(1.2) |
(0.8) |
(1.7) |
(0.3) |
Projected Use of Authority |
|
|
|
|
($ millions) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
---|---|---|---|---|
|
|
|
|
|
Authority* |
|
|
|
|
Authority – April 1 |
5.0 |
5.0 |
5.0 |
5.0 |
Adjustment to the Revolving Fund Authority |
0.0 |
0.0 |
0.0 |
0.0 |
Sub-Total Authority - March 31 |
5.0 |
5.0 |
5.0 |
5.0 |
|
|
|
|
|
Drawdown |
|
|
|
|
|
11.7 |
10.5 |
9.7 |
8.0 |
|
(1.2) |
(0.8) |
(1.7) |
(0.3) |
Sub-Total Drawdown - March 31 |
10.5 |
9.7 |
8.0 |
7.7 |
Projected Balance at March 31 |
15.5 |
14.7 |
13.0 |
12.7 |
* Five million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund. |
2007-2008 |
||||
($ millions) | Care and Custody | Rehabilitation and Case Management |
CORCAN (Revolving Fund) |
Total Planned Spending |
---|---|---|---|---|
|
|
|
|
|
Security |
640.7 |
|
|
640.7 |
Health Care |
176.3 |
|
|
176.3 |
Institutional Services |
94.3 |
|
|
94.3 |
Accommodation Services |
468.4 |
|
|
468.4 |
Case Management |
|
282.0 |
|
282.0 |
Program Development & Delivery |
|
181.5 |
|
181.5 |
Inmate Pay |
|
26.8 |
|
26.8 |
CORCAN |
|
|
0.00 |
0.0 |
Total |
1,379.7 |
490.3 |
0.0 |
1,870.0 |
Note: CORCAN operates as a Revolving Fund and, as a consequence, the net impact on financial resources is nil. |
Name of User Fee | Fee Type | Fee-Setting Authority | Reason for Planned Introduction of or Amendment to Fee | Effective date of planned change | Consultation and Review Process Planned |
---|---|---|---|---|---|
Access to Information Request |
Regulatory Service(R) |
Access to Information Act CSC ATIP Compliance Manual |
N/A Subject to ATIP Act |
N/A |
N/A |
Care and Custody ($ millions) |
Current Estimated Total Cost | Previous Years | Forecast Spending to March 31, 2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 | Future Years Spending Requirement |
---|---|---|---|---|---|---|---|
A) New Accommodation Projects |
|
|
|
|
|
|
|
Atlantic Region Health Care Centre |
40.0 |
0.0 |
0.0 |
0.0 |
0.2 |
1.0 |
38.8 |
Archambault Regional Mental Health Centre |
32.8 |
1.6 |
0.5 |
1.8 |
5.0 |
7.0 |
16.9 |
Bowden – 140 Bed Reception Unit |
32.0 |
0.0 |
0.0 |
0.0 |
0.0 |
0.7 |
31.3 |
Stony Mountain - 96 Bed Maximum Annex |
27.0 |
0.0 |
0.0 |
0.0 |
0.0 |
0.2 |
26.8 |
Saskatchewan Penitentiary – 96 Bed Maximum Unit |
21.7 |
1.3 |
3.5 |
12.0 |
4.9 |
0.0 |
0.0 |
Edmonton – 96 Bed Maximum Unit |
23.1 |
0.0 |
0.0 |
0.5 |
0.8 |
7.5 |
14.3 |
Kent – 96 Bed Maximum Unit |
23.1 |
1.0 |
0.5 |
15.0 |
6.6 |
0.0 |
0.0 |
B) Major Asset Preservation & Infrastructure Projects |
|
|
|
|
|
|
|
Springhill Redevelopment |
32.2 |
18.9 |
9.6 |
2.3 |
1.4 |
0.0 |
0.0 |
Cowansville Redevelopment |
49.5 |
2.1 |
4.7 |
18.5 |
12.8 |
7.2 |
4.2 |
Collins Bay Redevelopment |
57.6 |
30.2 |
22.0 |
5.4 |
0.0 |
0.0 |
0.0 |
Saskatchewan Penitentiary Redevelopment. Further expenditures on this project are subject to approvals and new funding. |
180.0 |
0.0 |
0.0 |
7.0 |
29.3 |
29.0 |
114.7 |
Note: CSC delegated authority level is $18 million; therefore, only capital projects with total estimated value of $18 million or above have been individually listed |
Table 11: Horizontal Initiatives
CSC participates actively in many horizontal initiatives but does not lead any.
Table 12: Sustainable Development Strategy (SDS)
1. SDS Departmental Goal : Contribute to a just, peaceful and safe Canadian society, respectful of natural resources and ecological capacities. In SDS 2007-2010, we expanded our efforts to achieve realistic targets and commitments. Our action plans involve refining our baselines, finding greener alternatives and implementing changes. For each of our commitments, measuring our performance will be straightforward, for we have defined targets that are measurable. We will continue to implement data management systems that will allow us to quantify, store, retrieve and manipulate our data, and then make decisions about how to improve our performance. Through its decisions and actions, CSC will strive to ensure that its facilities and resources are managed in such a way as to limit the impact on the natural environment, support economic sustainability and social justice. This will be achieved by communicating and implementing the commitments made in our SDS 2007-2010.
|
|
2. Federal SD Goal |
CSC's SDS 2007-2010 sets out the following 7 goals that are all in line with the Federal SD goals:
|
3. Performance Measure from current SDS. |
CSC's SDS 2007-2010 will refer to the following performance measures to evaluate progress toward its commitments/targets:
|
4. Department's Expected Results for 2007-08.
|
The following targets will span over a 3-year cycle. CSC is developing an operational plan that will allow implementing initiatives evenly over the 3 years. By March 2010,
|
Table 13: Internal Audits and Evaluations
Consistent with the 2006 Policy on Internal Audit, CSC is currently developing an internal audit plan that will address areas of higher risk and significance for the organization. It is expected that the plan will be reviewed by CSC's Audit Committee in May 2007 and a list of approved audits will be available soon after at http://www.csc-scc.gc.ca/text/pblct/pa/toc_e.shtml . Completed audit reports for 2006-07 and previous years are also available at http://www.csc-scc.gc.ca/text/pblct/pa/toc_e.shtml .
Internal Evaluation plans for 2007-2008 will receive approval early in the fiscal year. Evaluations commenced in fiscal year 2006-2007 and to be completed in fiscal year 2007-2008 include: