| Risks | Mitigating strategy and effectiveness | Link to the department's Programs | Link to mandate letter commitments and any government-wide or departmental priorities | There is a risk that CSC will not be able to maintain required levels of operational safety and security in institutions and in the community | Continue to develop and implement Offender Management strategies - In 2018-19 CSC continued to monitor the institutional accommodation capacity and usage through the National Rated Capacity & Utilization Report, in addition to multiple ad-hoc analysis looking at capacity and utilization in maximum security institutions, women offender population distribution, etc.
| Care and Custody (primary) Community Supervision (secondary) | Take action to ensure that CSC is free from harassment and sexual violence |
Provide staff with the training and tools to de-escalate potentially volatile situations and offenders with training that address their needs - All security-related training for staff is now driven by the Engagement and Intervention Model (EIM). The training is now realistic scenario-based, and a module on dynamic security has been added to the Correctional Officer Continuous Development training.
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Continue interventions to reduce inmate self-injuries and deaths in custody - Electronic Security Systems (ESS) researched a technology solution that could be used to monitor the life signs of inmates and identify critical conditions that would typically lead to deaths in custody and provide prompt notification of such situations thereby reducing the time for staff to respond to the incidents. ESS has been collaborating with Innovative Solutions Canada, looking for innovators to solve this challenge.
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Continue to work with key partners to help prevent contraband and prohibited items (such as drugs, tobacco) from coming into institutions - CSC has been collaborating with Innovative Solutions Canada seeking technological solutions to detect, track and prevent contraband items from entering the perimeter via Unmanned Aerial Vehicles (commonly known as drones) and fence throw overs. CSC and Innovative Solutions Canada have been looking for technological solutions to manage/prevent unauthorized use of wireless communication devices. A project entitled Air and Ground Intrusion Detection System, which utilizes 3D scanning to detect intruders and Unmanned Aerial Vehicles, started as a pilot project at six institutional sites.
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Improve security intelligence analysis by greater familiarity with database tools to maximize potential - CSC began reviewing technology to replace the end of life table level voice interception solution.
- As part of the 2018–19 Security Intelligence Officer Continuous Development Training, a video conference was organized for Security Intelligence Officers across the country, which provided a tutorial on intelligence technological products (IntelliShare and CORRIDOR).
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Maintain, evaluate, update, and implement, as required, emergency management plans (security, strategic emergency and contingency) - CSC continued with its emphasis on the evaluation of emergency and business continuity plans by implementing additional tools for simulation and testing.
- Security Intelligence Officers have a unique user account. This aligns the operational practices of recording with established procedures.
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Continue to operate CSC's - Detector Dog Program (DDP) to help find and eliminate illegal drugs within CSC's institutions - In FY 2018-19, CSC's detector dog teams improved the uniformity of its processes and procedures. They continue to contribute to CSC's National Drug Strategy by preventing the introduction, possession and trafficking of drugs through deterrence, searching and detection.
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Drug Detection and Identification Project - CSC implemented the Critical Drug Analysis Process (CDAP) in partnership with Health Canada's Drug Analysis Services (DAS) that can identify more quickly and accurately the substances involved in potential overdose incidents or staff exposure.
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CSC's Saturated Mail Screening Project - Following the assessment of a Mail Screener technology, it was decided that CSC will not pursue the acquisition or pilot of this device given its limitations.
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There is a risk that CSC will not be able to respond to the complex and diverse profile of the offender population | Continue to strengthen the Population Management Approach - Through 2018-19, CSC monitored institutional accommodation capacity and usage, worked to enhance its ability to monitor and predict changes in population flows going into the community, continued building geospatial analysis capacity and transferred offenders as needed to reduce long-term segregation and double bunking.
- Work continued to prepare for the implementation of the Offender Accommodation Management (OAM solution). The OAM solution will automate the monitoring of community-based accommodation capacity.
| Care and Custody Correctional Interventions Community Supervision | Work with the Minister of Justice and the Minister of Indigenous and Northern Affairs to address gaps in services throughout the criminal justice system to Indigenous Peoples and those with mental illness. |
Conduct research and evaluations to offer empirical and fact-based information for decision makers to draft policies and guidelines - CSC Research Branch produced and released a significant number of publications this fiscal year examining the trends, needs, interventions and outcomes for federal offenders. This information was promulgated internally and externally so that empirical evidence informed and influenced decision-making at all levels of the organization.
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Continue to implement the Anijaarniq Inuit Strategy focusing on Inuit men and women offenders - CSC continued to implement Anijaarniq through outreach to Inuit organizations in order to enhance support of Inuit offenders upon release. As part of Section 84 Release Planning, discussions were ongoing with respect to reintegration of Inuit offenders to the North.
- CSC completed the development and implementation of the Inuit Integrated Correctional Program (IICP) to further address specific needs of Inuit men offenders. The IICP has been implemented in the Atlantic, Quebec, Ontario and Prairie Regions.
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Implementation of the National Indigenous Plan and the Aboriginal Intervention Centres (AIC) as a core strategy to improve reintegration results for Indigenous offenders - The National Indigenous Plan (NIP) is part of CSC's commitment to implementing the recommendations made in the Office of the Auditor General's fall 2016 report, Preparing Indigenous Offenders for Release.
- A key component of this plan is the implementation of the AICs. To date, 14 sites, including all Regions and all women's sites, received training for implementation.
- CSC started monitoring the impact of AICs and is currently collecting data on admissions, participation in various programs, Section 81 transfers, Section 84 release planning, and parole appearances.
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Continue to implement CSC's Accommodation Plan - The implementation of the Accommodation Plan 2015-20 is well underway and the main priorities of the plan have either been fully implemented or are ongoing.
- The revision of the Accommodation Plan 2015-20 into the development of the Accommodation Plan 2020-25 is underway and should be completed in the second quarter of 2019-20.
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Implement key IM/IT projects that support and enhance CSC's ability to manage a complex population - CSC continued to implement a number of systems including initial planning activities to modernize the Offender Management System. In order to establish a future-ready data architecture and accessibility layer to prepare for OMS modernization, CSC developed an end-state strategy for a pharmacy module and implemented further enhancements to improve the operational efficiency, stability, and performance of its health information system. CSC also developed a proof of concept mobile and desktop application for the Offender Count Pilot. Existing and aging applications continued to be updated to respond to the complex and diverse profile of the offender population.
- CSC recently implemented an Ethnocultural Offender Resource Toolkit for all staff, which includes cultural competency literature, tips and strategies, a continuum of care and community-based resources.
- The provision of services and interventions for ethnocultural offenders is guided by the advice and expertise of CSC's National and Regional Ethnocultural Advisory Committees.
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Improve security intelligence analysis by facilitating greater familiarity with database tools to maximize potential - In FY 2018-19, CSC continued to provide decision makers at various levels within the organization with accurate and timely intelligence information supported by tools which provide an analytical basis to assist with the effective management of a complex offender population while enhancing CSC's contribution to public safety.
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Continue to implement the Mental Health Strategy to meet the mental health needs of offenders - CSC implemented intermediate care for offenders in maximum security at the five women's institutions (i.e. for women in Secure Units) and one maximum security male institution per region (i.e. creation of therapeutic ranges). This served to enhance CSC's continuum of mental health services which includes: (1) screening at intake; (2) primary mental health care; (3) intermediate mental health care; (4) intensive care at Regional Treatment Centres; (5) transitional care for release to the community
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There is a risk that CSC will not be able to maintain a safe, secure and healthy working environment as established by its legal and policy obligations, mission, and values statement | Develop an Organizational Mental Health Strategy - In fiscal year 2018-19, CSC has taken significant steps to ensure that our organizational culture and every workplace is free from harassment, intimidation, bullying and violence. This includes the development of national strategies, such as the Respectful Workplace Campaign which directly addresses four (4) key factors, derived in part from the analysis of results from the Public Service Employee Survey: Civility and Respect; Psychological Protection; Organizational Culture; and Clear Leadership and Expectations. Also, through the collection and analysis of information across several areas, the first Workplace Climate and Employee Wellbeing Annual Report was published and establishes a benchmark which provides valuable insight into our workplaces, identifies reporting gaps and specific program areas requiring additional focus in the future. These initiatives are informing the development of a national Comprehensive Strategy on Workplace Wellness and Employee Well-being – which is supported by a national working group composed of employees, managers, directors and union partners, and led by a project manager assigned specifically to employee wellness. This strategy will also be informed by information gathered during consultations and focus groups with over 300 employees, which were primarily geared toward mental health, wellbeing, civility, respect and culture.
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Develop a specific Communication Strategy related to workplace harassment to reinforce commitments, promote programs and services, contribute to prevention, raise awareness and promote workplace wellness as well as values-based and ethical leadership - CSC developed a strategy with communication products to raise awareness of the progress of the Respectful Workplace Campaign. These products include a 'wall of respect' in each office and institution, a Workplace Issues Resolution Tool, new quizzes and contests, as well as promotional products for staff such as lanyards, mouse pads and 2019 calendars.
- CSC developed a communication strategy to share information on conflicts of interest/political activity regulations and Commissioner's Directive 001 – Values and Ethics Framework.
- CSC offered a number of standard and customized workshops and training sessions for managers and employees designed to foster a healthy workplace by increasing understanding and collaboration, and by strengthening effective communication and team cohesion.
- As well, CSC supported employees who reported suspected cases of wrongdoing.
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Conduct Ethical Risk Assessments – Site Evaluations - Across all regions, including National Headquarters, 19 assessments were facilitated and each site/branch that was assessed completed an action plan.
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Ensure that employees are well informed about the resources that are available to them. - CSC recognizes the importance of consistently informing and promoting resources available to employees to support their well-being. To that end, the department has undertaken various initiatives in fiscal year 2018-19 in order to actively promote these programs, such as the publication of the most recent annual report in support of the Duty to Accommodate program, the development and promotion of a new employee checklist in support the duty to accommodate program, and the promotion of a National EAP/CISM Day where different activities were organized in the regions to celebrate these programs. Also, under the rubrique, Foster a Health and Productive Work Environment, the Strategic Plan for Human Resource Management emphasized the importance of all available resources to support employee well-being including the Employee Assistance Program, the Critical Incident Stress Management Program, the Duty to Accommodate Program and the Return to Work Program.
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There is a risk that CSC will not be able to implement its mandate and ensure the financial sustainability of the organization | Engage the portfolio, Central Agencies and Department of Justice to clearly articulate the risks and develop approaches to ensure CSC's ability to implement legislative changes - CSC actively monitored ongoing legislative changes and engaged other portfolio agencies and relevant central agencies to clearly articulate the risks and implications relative to its mandate and operations in order to ensure these changes are manageable and implemented in a manner that minimizes impacts on its ability to deliver on its mandate and to ensure the financial sustainability of the organization. This was achieved by participating in regular Cabinet and Parliamentary Affairs coordination meetings, monitoring the progression of federal and provincial legislative proposals and all relevant Court decisions.
| Internal Services | Work with provinces and territories and the Minister of Health to develop a coordinated national action plan on post-traumatic stress disorder, which disproportionately affects public safety officers Take action to ensure that CSC is free from harassment and sexual violence |
Implement actions as needed to secure and ensure optimization of financial resources - CSC worked nationally to ensure that financial obligations were met and prioritized in relation to operational requirements and availability of funding.
- CSC was successful in securing additional funding to maintain operations and in ensuring fiscal restraint throughout the year.
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Implement CSC's Strategic Plan for Human Resource Management - The Strategic Plan for Human Resource Management 2015-18 continued to be implemented and served as a framework for regional and sector Human Resources plans. In 2018-19, the plan was extended in order to better align with other internal and external reporting mechanisms, such as the Public Service Employee Survey results.
- CSC worked to prepare the next iteration of the Strategic Plan, which identifies and addresses people-management priorities for the next three to five years.
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There is a risk that CSC will lose support of partners delivering critical services and providing resources for offenders | Continue to engage appropriate criminal justice and community partners, and to help expand networks - CSC engages with partners from a variety of fields to support safe reintegration of offenders. During the fiscal year, in addition to maintaining ongoing relationships, CSC initiated a partnership with Health Canada's Drug Analysis Services (DAS) to more quickly and accurately identify the substances involved in potential overdose incidents.
- Renewing a number of Section 81 agreements with Indigenous communities continues to maintain and strengthen partnerships that in some cases span up to 30 years. At the regional level, partnerships with school boards help CSC to provide culturally relevant employment training. Eighty beds in Community-based Residential Facilities (CBRF) were added in 2018-19 to support reintegration of offenders.
| Correctional Interventions (primary) Community Supervision (secondary) | Work with CSC's partners to deliver the service in an open and transparent manner |
Increase volunteer involvement with faith-based organizations to enhance and sustain offender support opportunities - Engagement with chaplaincy volunteers remains consistent under the national contract model. Engagement with the Interfaith Community (IFC) remained strong in regional and national meetings and in dialogue with the supplier.
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Implement CSC's Integrated Engagement Strategy - CSC continued to align its work plans to support cross-sectoral and regional collaboration on a variety of issues, in particular on CSC's corporate and national engagement priorities. This includes initiatives such as hosting regular information sessions with CSC subject matter experts on various topics of interest for key stakeholders, such as the National Associations Active in Criminal Justice and its members.
- A collaborative working group comprised of diverse internal and external stakeholders shaped the development of a strategy for the restructuring of CSC's National Volunteer Committee.
- In addition, in an effort to facilitate and encourage meaningful contributions to CSC's policy development process, numerous consultative teleconference sessions were held with Citizen Advisory Committees and CSC subject matter experts and feedback was sought via e-mail.
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Continue increasing use of technological communications to maintain engagement with partners - Citizen Engagement, through the use of a daily e-mail communiqué, continued to expand its reach by adding new recipients to the distribution list as appropriate. In addition, there have been significant strides made this year to maximize e-learning platforms by converting various volunteer orientation materials to facilitate on-line learning, thus creating capacity for greater flexibility and reach in the delivery of orientation to volunteers and advisory committee members where geography has been a barrier.
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There is a risk that CSC will not be able to sustain results related to violent re-offending | Continue to engage appropriate criminal justice and community partners to help expand networks - CSC continued to work with criminal justice and community partners at the local, regional and national level in a wide range of areas from intelligence information sharing to technological research and innovation.
| Community Supervision (primary) Custody (secondary) | Collaborate with community partners to deliver real results to Canadians |
Continue to develop and implement Offender Management strategies - During FY 2018-19, CSC addressed population management issues for all offenders, including women and ethnocultural offenders by providing a continuous, integrated continuum of offender accommodation management and offender interventions.
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Continued delivery and maintenance of Nationally Recognized Correctional Programs, including the Integrated Correctional Program Model (ICPM), the Aboriginal ICPM, the Women Offender Correctional Program (WOCP), the Aboriginal WOCP, and the Inuit Integrated Correctional Program (IICP) - In FY 2018-19, CSC continued to deliver the ICPM, Aboriginal ICPM, WOCP, Aboriginal WOCP and the IICP which are all designed to increase efficiency and effectiveness of program delivery in reducing recidivism, including general and violent recidivism.
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Ensure that measures are in place to strengthen offender accountability and motivate offenders to participate in their correctional plans - CSC encouraged and assisted offenders to be more accountable through ongoing progress monitoring, regular interactions with offenders and case conferences.
- CSC strengthened its policies to ensure staff assist offenders in obtaining the necessary personal identification, as this will facilitate their successful reintegration into the community. The offender's plan to acquire the needed identification, including a health card, is documented in the correctional plan.
- Policy was strengthened and requires that staff meet offenders at the required level of supervision to monitor and report their progress in meeting their correctional plan objectives.
- CSC introduced moderate-intensity hybrid programming as part of its AIC model to allow offenders to commence programming at intake.
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