Correctional Service Canada 2022 to 2023 Departmental Results Report

CSC continues to demonstrate a culture shift in its use of Structured Intervention Units (SIUs), using them only when other reasonable alternatives have not been identified. The median number of days spent in SIUs was markedly better in 2022 to 23 at 15, down from 26 in 2021 to 22. This reduction highlights the efforts by CSC staff to find alternatives whenever possible.

In addition to this, through CSC’s Digital Education Project pilot, offenders learned foundational computer skills, improved their digital literacy, and earned industry aligned vocational training certificates. The pilot project modernized the delivery of education programs and helped offenders achieve their educational goals, which works towards promoting positive impacts on public safety outcomes, including increasing their likelihood of successful reintegration into the community and finding meaningful employment.

In support of the Anti-Racism Framework launched in 2020, CSC organized regional consultations with racialized employees, offenders and community-based organizations in order to present the efforts being made to identify systemic barriers, better understand the issues and identify possible actions. A new training program, called Workplace Environment Free of Bias and Racism, is also being implemented over a three-year period (2022 to 25).

I look forward to working to keep Canadians safe, from coast to coast to coast.

Sincerely,

The Honourable Dominic LeBlanc, P.C., K.C., M.P.
Minister of Public Safety, Democratic Institutions and Intergovernmental Affairs

Results at a glance

The Correctional Service of Canada's (CSC) results this fiscal year directly supported the mandate of the Minister of Public Safety, Democratic Institutions and Intergovernmental Affairs and were aligned with the organization's mission, mandate, and values. Managing key areas of risk and developing and implementing innovative solutions for its operations is the norm for CSC and its diverse and ethnocultural workforce.

The total number of offenders under CSC jurisdiction decreased during the global pandemic but increased to 21,384 by the end of 2022 to 23, which is an increase of 577 from the previous fiscal year. Of these, 13,054 were incarcerated (up 726 from last year, an increase of almost 6%) and 8,330 were under community supervision (down 149 from last year, a decrease of almost 2%). The Service continues to put measures in place to respond to the needs of the disproportionate number of admissions of Indigenous and Black offenders in order to keep improving their rehabilitation and reintegration results.

CSC continues to be focused on delivering positive public safety results for Canadians while exercising reasonable, safe, secure, and humane control in preparing offenders for their eventual release as law-abiding citizens. During 2022 to 23, the percentage of offenders not readmitted to federal custody within five years following their sentence expiry date is 88.6%, up from 88% last year, and 87.5% the previous year. This trend is also observed for various groups, including women offenders, Indigenous offenders and Black offenders who, over the last five years, continue to see positive outcome improvements.

On the tail end of a global pandemic, Canada faced high inflation, ongoing supply chain disruptions, labor market challenges, soaring food prices, and a climate crisis. CSC worked with other orders of government, Indigenous communities, and partners to manage the care and custody of its diverse offender population. In the last months of the reporting period, CSC gradually and carefully reduced restrictions, aligning with other congregate living environments while taking into account the inherent risks of a carceral communal living environment. Outbreak numbers declined due to diminished severity of circulating strains in conjunction with ongoing vaccination efforts, testing, operational restrictions, and infection prevention and control strategies. During 2022 to 23, there were no additional offender deaths due to COVID-19 (with six deaths since the onset of the pandemic). Throughout the fiscal year, a total of 3,623 new COVID-19 cases and 121 new outbreaks were reported at CSC federal institutions. At the end of 2022 to 23, there were 23 active COVID-19 cases reported in CSC institutions. Health Services rolled out a fall influenza vaccination campaign along with the new bivalent COVID-19 vaccines.

While the rate of escapes from federal custody rose slightly in 2022 to 23 over 2021 to 22, it has stayed below the target range since 2020 to 21. The national rate of unnatural and undetermined deaths continued to be outside the target range, although the rate per 1,000 offenders has decreased compared to last year. The rate of serious incidents^{Footnote 1}   in federal custody was higher in the reporting period than in the previous year, with attempted suicides making up the largest proportion of incidents. There were also more assaults and drug-related incidents. The gradual reduction of pandemic-related risk-mitigation measures, which impacted the level of inmate interactions, may have contributed to the increase year-over-year.

Since the implementation of the Structured intervention units (SIUs) in 2019, efforts to improve results through ongoing monitoring of policy compliance, mental health care services, programs and interventions as well as supporting systems have yielded positive results. The median number of days spent in SIUs within the fiscal year was markedly better in 2022 to 23 at 15, down from 26 in 2021 to 22. The reduction of time spent in SIUs in 2022 to 23 is highlighted by the efforts of CSC staff to find alternatives to the SIU, and to reintegrate inmates to a mainstream population as soon as possible. The management of the SIUs is complex, and for many inmates, finding viable alternatives can be challenging; as a result, CSC has increased positions within the SIUs as well as initiated various management strategies including Complex Transfer Cases and Population Management Working groups to further support inmates. SIUs continue to serve their purpose of providing a safe environment and structured interventions. They assist inmates in successfully reintegrating into the mainstream population, with close to 64% of inmates in 2022 to 23 not returning to an SIU within 120 days following their reintegration.

Guided by a Mental Health Strategy and a mental health service delivery model, CSC improved and surpassed the performance target for providing mental health treatment for offenders identified as having a mental health need. Treatment was provided to 96.6% of those with an identified need.^{Footnote 2}

CSC recognized improvements in programming results in this fiscal year. The median days from admission to the start of readiness programs improved to 92 days during the last year, from 117 days in the previous fiscal year and in line with pre-pandemic results, for offenders serving a sentence of four years or less. Among that same group of offenders, for those with an identified need for correctional programming, the percentage who completed it prior to their first release was 65.6% during the last year, which is a notable improvement from the prior fiscal year’s 60.1%. Ethnocultural intervention boards aimed to prioritize cases and ensure timely access to programs, employment and education, and new site-level officer positions helped support increased cultural connections for offenders.

CSC focused efforts and resources on Indigenous offenders, naming Ms. Kathy Neil as its first Deputy Commissioner for Indigenous Corrections. Ms. Neil assumed her new duties on May 1, 2023, and will play an integral role within CSC to help address issues within the correctional system, including the disproportionate overrepresentation of Indigenous peoples. This new position will also work to build and further partnerships with Indigenous peoples, groups, and communities, as well as ensure the delivery of culturally-appropriate interventions, supports, and services for federal offenders.

New partnerships with community-based residential facilities have increased bed capacity by 19, to address the needs of aging offenders, Indigenous male offenders, and offenders with mobility impairments. Increased funding and up-to-date accommodation information is continually being reviewed and improved to streamline any systematic deficiencies while strengthening support services to offenders.

The physical and mental wellbeing of CSC employees remains a priority. The Service implemented strategies to support employees during the pandemic, by creating a Mental Health unit, which works to advance mental health initiatives and positively influence outcomes related to employee mental health and wellbeing, while ensuring the safe return to the workplace.

The post-pandemic resumption of regular work activities was beneficial to both organizational results and teamwork dynamics. That said, fatigue, post-pandemic malaise, and rising economic uncertainty added to challenges staff faced as they either continued at worksites, including institutions, or began returning to offices under CSC’s hybrid work model. Despite the challenges imposed by the pandemic, CSC fulfilled its purpose, while continuing to refine its internal services and delivery of programs and services.

CSC approved and implemented its 2022 to 25 Strategic Plan for People Management and the 2022 to 25 Comprehensive Plan on Employment Equity, Diversity and Inclusion. CSC included employees, offenders, and stakeholders as it implemented its Anti-Racism Framework, focusing on actions across the organization.

The Departmental Results Report highlights the many ways in which CSC manages its offender population, while demonstrating CSC’s continued commitment in delivering services and programs. In addition to listing corporate performance results throughout, the report provides an account of notable accomplishments across each sector within CSC, both within institutions and in the community.

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

Results: what we achieved

Core responsibilities

Core responsibility 1: Care and Custody

Description

CSC provides for the safety, security and humane care of inmates, including day-to-day needs of inmates such as food, clothing, accommodation, mental health services, and physical health care. It also includes security measures within institutions such as drug interdiction, and appropriate control practices to prevent incidents.

Results

While the rate of escapes from federal custody rose slightly in 2022 to 23 when compared to 2021 to 22, it has stayed below the target range since 2020 to 21. Internal investigations noted that the few escapes^{Footnote 3}  CSC experienced are predominately from minimum security institutions^{Footnote [i]} that house only inmates who were assessed as posing a low risk to public safety. CSC monitors this closely to ensure institutional operations address any vulnerabilities associated with potential escapes.

The national rate of unnatural and undetermined deaths continues to be outside the target range, although the rate per 1,000 offenders has decreased compared to last year. The rate of serious incidents^{Footnote 4}  in federal custody was higher in the reporting period than in the previous year, with attempted suicides making up the largest proportion of incidents. There were also more assaults and drug-related incidents. In this case as well, the gradual reduction of pandemic-related risk-mitigation measures may have contributed to the increase year-over-year.

The rates of minor/moderate and serious safety incidents per 1,000 offenders in federal custody were lower than the previous year. Self-inflicted injuries accounted for the majority of minor/moderate safety incidents and attempted suicides accounted for the majority of serious safety incidents in 2022 to 23. Restrictions related to COVID-19 resulted in inmates spending more time in their cells or confined to their range; related frustrations and challenges associated with the pandemic measures may have had a negative impact on both institutional dynamics and individual offenders.

Similar to the previous two years, there was a consistent increase in serious and minor/moderate security incidents^{Footnote 5}  (i.e., assaults on inmates, inmate fights, disciplinary problems, self-inflicted injuries and staff assaults); the level is above the anticipated rate nationally, though there is regional variation. Multiple factors continue to play a role in this, including increased fluidity in Security Threat Group (STG) dynamics, and efforts to release lower risk offenders over the past few years that resulted in a higher proportion of incarcerated offenders with higher risk profiles. That means institutions must manage more offenders with higher risks and needs, more serious offence profiles, longer sentence lengths, lower reintegration potential, and STG affiliation. The gradual elimination of COVID-19 mitigation measures led to more interactions between inmates, and more opportunities for incidents to occur than in the last two years. Inmates who were able to manage effectively in a highly structured environment were then moved into less structured, mainstream environments, and the reduced level of structure may have led to security incidents occurring more frequently.

CSC’s Performance Measurement Innovation and Renewal Strategy (PMIRS) team instituted a review of each individual program to re-map program goals and align key performance indicators to CSC's core responsibilities and corporate priorities. Linking performance results more closely to program goals will enhance monitoring and improve performance. The PMIRS also worked with SIUs to respond to the Office of the Correctional Investigator's (OCI) report^{Footnote ii}  on performance measures and worked diligently with individual program managers to identify internal/external pressures in the operating environment that affect the safety and security of institutions across the country and can impact performance results.

Since the implementation of SIUs in November of 2019, CSC continues to refine SIU operations to materially improve outcomes for those inmates who need to reside in them. CSC carefully reviews recommendations from the SIU Implementation Advisory Panel and Independent External Decision Makers (IEDMs) as it assesses how to continuously implement, evaluate, and enhance the SIU model. Informed by input received from internal and external stakeholders, and lessons learned since implementation, a review of the SIU policy suite (Commissioner’s Directive 711, Structured Intervention Units, and Guidelines 711-1 and 711-2) is underway.

The median number of days spent in SIUs within the fiscal year was markedly better in 2022 to 23 at 15, down from 26 in 2021 to 22. This reduction highlights the efforts by CSC staff to find alternatives to the SIU and to reintegrate inmates to a mainstream inmate population as soon as possible. The management of the SIUs is complex, and for many inmates, finding viable alternatives can be challenging; as a result, CSC has initiated various management strategies including Complex Transfer Cases and Population Management Working groups. Outcomes for inmates being successfully reintegrated into the mainstream population continue to be encouraging with close to 64% of inmates in 2022 to 23 not returning to an SIU within 120 days following their reintegration.

In the fall of 2022, CSC launched a Population Management Focus Group to better inform and strengthen proposed population management initiatives. The focus group is comprised of a cross-section of key internal stakeholders representing multiple regions, divisions, and operational levels across the country. Various initiatives have been proposed or are currently underway to create long-term tools that support well-informed decision making and ensure strategic guiding principles are in place to manage the dynamic factors associated with population management across CSC, including a National Population Management Committee.

CSC dedicated intelligence analysts to support the management, and placement in mainstream population, of challenging and complex SIU inmates for whom staff have had difficulties finding viable transfer locations. Potential risk must be assessed regarding placement in mainstream inmate populations. Additional parole officer positions were added in SIUs to support enhanced policy requirements related to information sharing with IEDMs. In addition, behavioural skills coaches, and data and activity coordinators, have been added to the SIU staffing complement to support reintegrating SIU inmates in a mainstream inmate population as early as possible, and increase their access to both time out of  cells and interactions with others.

The designation of Complex Transfer Cases (CTC) has been identified as a critical component of the population management framework. CTC offers an intelligence-based assessment of integration options for inmates who do not have clear integration options. CSC continues to implement a CTC process that includes weekly reviews of active SIU transfers to determine if there are cases that meet the CTC criteria, and regular national case conference calls to facilitate discussions among institutions, thereby ensuring offender needs are identified and addressed.

CSC completed a quality improvement health initiative to ensure appropriate care is delivered to individuals in the SIU. Continued monitoring of mental health needs and outcomes in SIUs remains a priority. CSC incorporated a referral option in the SIU Application for inmates experiencing immediate mental health needs, which can facilitate timely access to care. CSC’s revised Regional Person-Centered Health Committees and Inter-sectoral Regional Complex Case Health Committees were rolled out nationally by fall 2022 to support and advise on the management of complex health cases according to established criteria. Individuals with a rating of ‘considerable’ or higher on the Mental Health Need Scale who spent seven days in an SIU and who engaged in any serious self-injury or suicide attempt while in an SIU are a particular focus of the committees.

Enhanced Support Houses (ESHs) are an alternative to transfer to an SIU for women offenders who do not present an increased security risk. CSC is conducting a national review of ESH effectiveness and efficiency for which completion is expected by the end of 2023. Preliminary findings indicate that 38% of the time ESHs are used as an alternative to the SIUs.

The CSC Class Actions Management Office continued implementing the administrative segregation (Brazeau, Reddock and Gallone class actions) claims administration process collaboratively with the Department of Justice, Class Counsel, and the court-appointed claims administrator. As per the Distribution and Individual Issues Protocol set out by the Courts, CSC supported successive rounds of notifications, in both institutions and communities, thereby ensuring fair and equitable access to the claims administration process. The claim-filing period ended November 7, 2022, and since January 2023, CSC has supported the claims administrator in the disbursement of aggregate damages awarded to eligible claimants.

In its efforts to address sexual coercion and violence (SCV) in its offender population, CSC delivered a 3.5 hour virtual SCV training as part of Parole Officer Continuous Development in 2022 to 23, to help Parole Officers and others for whom the training is relevant in their work to better identify and respond to these types of incidents. CSC supported Public Safety Canada in its study into the prevalence of SCV in federal correctional institutions. When available, the results of the study will be assessed for integration into CSC policy, procedures, and guidelines.

In November 2022, the Human Rights Division of CSC’s Rights, Redress and Resolution developed a Human Rights Accountability Framework with the objective to raise awareness broadly in CSC about offenders’ statutory human rights, promote responsive conditions of confinement and treatment, support the successful reintegration of offenders, and enhance the safety of Canadians. Key performance indicators are grounded on the Mandela Minimum Standards for the Treatment of Offenders (Mandela Rule) with a focus on CSC’s environment, its commitment, and practices.

In a complex, multi-year project, CSC is modernizing its Offender Management System (OMS-M) to improve efficiency and effectiveness in managing offenders and enhance flexibility in meeting CSC’s legislative requirements. The next phase includes the design and implementation stages of an enterprise-wide solution that will establish a clarified data architecture and infrastructure for offender data. The new modernized OMS-M solution will provide a modern, flexible application that will allow CSC to adapt to changing business needs and offender population characteristics, and so will contribute to both population management and case management initiatives.

CSC has begun the process of digitizing security intelligence operations, including digital forensics, Electronic Statement Observation Reports (eSOR), Intelligence Analysis, Correctional Intelligence Management Systems, and Secure Web Intelligence Forms Tool. The eSOR was deployed during the reporting period, and CSC has used a Data Quality Management module to identify data errors with Security Threat Groups (STGs) in offender files, which allows for more timely corrections to STG affiliation in OMS. This aligns with the Commissioner’s Directive 568-3, Identification and Management of STGs.

Due to CSC’s drug interdiction efforts nationally, the rate of serious and minor/moderate drug-related incidents have increasingly been detected in 2022 to 23 compared to the previous year and continue to be above the established target range. More effective contraband interdiction (including searching, intelligence collection and sharing, police partnerships, detector dog deployments, ion scanners) produces more drug seizures and related recording of these activities, and so can impact the number of incidents. CSC closely monitors drug incidents and works to identify the drug in all overdoses and suspected overdoses, sending a sample of the substance to Health Canada for identification through the Critical Drug Analysis Process.

Some sites face challenges related to contraband being brought into institutions via drones. CSC continues to research and introduce new technologies as they become available to facilitate the detection of contraband, including contraband introduced via drones. CSC continues to measure the performance of these systems and determine the potential for broader, national deployment.

CSC is exploring options for the procurement of the ferromagnetic devices it piloted successfully in 2021 to 22. These devices detect ferrous metals commonly found in cell phones, so they have a direct and positive impact on contraband interdiction efforts. Full body scanners are being piloted at two institutions, and both staff and inmates have expressed appreciation for the reduced need to conduct strip searches.

CSC launched a pilot project to have detector dog teams specialized in the detection of electronic storage devices including, but not limited to, cellular devices, flash drives, and USB devices. After completing training, experienced detector dog handlers will be deployed to support intelligence-based search activities for electronic storage devices at multiple institutions within their region. Future expansion of the initiative will be determined by the success of the pilot.

CSC continued to implement harm reduction and recovery options to address the needs of patients with substance use disorders. CSC supports nine Prison Needle Exchange Program sites and one Overdose Prevention Service site. They continue to offer access to sterile consumption equipment as a harm reduction measure to prevent the transmission of blood borne infections. CSC rolled out the Self-Managed Addiction Recovery and Treatment program across CSC. Sites received training on a trauma-informed therapeutic approach to problematic substance use, which takes into account concurrent disorders; additionally, sites have peer-groups in place. CSC also delivered training to address stigma related to problematic substance use, including pharmacological and psychoeducational treatment recommendations for substance use disorders, including opiate use.

Access to Opiate Agonist Treatment (OAT) continued to increase. The number of individuals on OAT increased slightly from 2,815 in April 2022 to 3,061 at the end of March 2023. CSC is also exploring opportunities to aid in substance use management in culturally-safe environments such as healing lodges operated by CSC and Section 81 partners. Following these discussions, OAT was piloted at four sites and as at March 2023 was operating at seven out of ten healing lodges. CSC continues to work collaboratively with Indigenous communities to raise awareness of the importance of OAT.

To support the provision of culturally-safe care for the Indigenous population, CSC identified three Indigenous Health and Wellness Priorities and implemented related initiatives informed by Indigenous health needs and priorities identified through CSC’s engagement with Indigenous offenders. CSC has a Traditional Medicine Program at one healing lodge that provides CSC with invaluable information about the impacts of integrating Indigenous traditional medicine and healing practices to the health service delivery model. Following the completion of the two-year pilot program, CSC negotiated an additional five-year contract with the Nekaneet First Nation in the Prairie Region to continue providing traditional medicine at the women’s healing lodge. CSC entered into contracts with several Indigenous health experts and organizations for the delivery of Indigenous-led webinars to CSC health service staff. Webinars cover a variety of topics, including anti-Indigenous racism and unconscious bias in the healthcare system, awareness of the history of colonialism and its ongoing impact on the health of Indigenous peoples and cultural safety.

CSC completed the interRAI^{Footnote 6} Corrections Contact Assessment tool validation study across all five regions. CSC worked with an expert in the field of geriatrics to prepare professional education modules related to aging and health. Training is expected to be delivered to Parole Officers in 2023 to 24 as part of Parole Officer Continuous Development and will include webinars available to health and non-healthcare staff that will enhance their ability to support and care for this growing segment of the offender population.

CSC developed a series of nationally consistent peer support modules, including a module on aging, that are being piloted at two operational sites. Finalized educational modules are expected to be available at all sites by the end of 2023 to 24. CSC reviewed recommendations from the stakeholder and expert roundtable on Medical Assistance in Dying (MAID) in federal corrections and revised and promulgated MAID Guidelines to align with the most recent legislative changes and to reinforce the person-centred, compassionate, and humanitarian principles that guide the policy. CSC also enhanced its internal data collection and information-sharing processes and provided practitioners with resources to support them in the assessment process. Palliative and End of Life Care Guidelines were promulgated in September 2022, providing staff with direction in support of early release planning for patients with life-limiting illnesses.

CSC implemented new dashboards focused on suicide vulnerability screening and subsequent treatment and safety plans. The data supports CSC in monitoring the implementation of the Suicide Prevention and Intervention Strategy and the Clinical Framework for Suicide and Self-Injury Vulnerabilities. Clinical framework training continues nationwide to ensure all new staff meet training requirements. Continuous development training is mandatory for health professionals and includes a handbook on safety planning.

In 2022 to 23, CSC continued targeted and dedicated recruitment of health professionals to fill staffing gaps at the local, regional, and national levels, which led to CSC as being one of the largest recruiters of health professionals in the Federal Public Service. CSC partnered with Health Canada to expedite the processing of Occupational Health Assessment Reports for new nursing staff. Additionally, CSC implemented professional practice structures to support frontline staff, provided enhanced support for professional development, and added senior leadership positions at each institution to support staff and better organize care delivery.

CSC Food Services continues to feel the effects of ongoing supply chain disruptions in 2023 that stem from the pandemic, labor market challenges, and high inflation. Food prices soared higher than predicted in 2022 and costs are expected to continue to rise by five to seven per cent in 2023. In order to reduce the financial pressure on inmates in the small group meal preparation (SGMP) program, CSC implemented price controls that permit adjusting prices only once per year on all the SGMP grocery list items. This strategy allows SGMP inmates to maintain the same buying power throughout the fiscal year in accordance with the yearly per diem.

Following an unsuccessful attempt to transfer the data into an existing internal system, CSC is now working on implementing Archibus for the management of its real estate data. While priority is on the "hotelling" module of Archibus to support staff’s return to the office, implementation of the real estate data management module continues. CSC expects Archibus to be a good long-term option for improving data integration across CSC that will replace outdated legacy tools. Public Services and Procurement Canada is a stakeholder and hosts the application.

CSC’s Accommodation Plan is being implemented with projects at various stages with some projects completed, others underway and some in the development stage. While considerable progress has been made, the pandemic impacted CSC’s ability to achieve its goals within planned timelines due to backlogs in manufacturing, delivery delays for electronic/technological components and equipment as well as for some materials (e.g., steel), upward pressures on engineering and construction costs resulting from the inflationary market, and labor shortages. Some of these delays are a cause for concern given CSC’s aging infrastructure.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

CSC works with federal and community partners where feasible to achieve sustainable development and greening government goals. At the regional level, all planned work projects are reviewed to consider both environmental impact and energy efficiency, and adjustments are made where advisable and possible. Individual institutional sites are working to improve their environmental/greening status by implementing a variety of initiatives, including vertical gardening systems, electric utility and hybrid vehicles, charging stations, enhanced recycling programs, and energy management control systems. Various resource restrictions and delays do impact CSC’s ability to maximize its efforts in this area. These constraints include, but are not limited to, labor shortages, funding shortfalls, supply chain problems, and delays in delivery times for service contracts.

Innovation

CSC collaborated with Spectra Plasmonics and Queen’s University to support the development of a new technology capable of detecting trace elements of fentanyl and fentanyl analogues. The final phase of the project is now complete and is being reviewed by CSC to determine if there is a need to pilot the technology in select institutions.

Key risks

Corporate Risk 1: 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.

• Drug detection and identification
• Continue to work with key partners to help prevent contraband and prohibited items (such as drugs and tobacco) from coming into institutions

Corporate Risk 3: There is a risk that CSC will not be able to respond to the complex and diverse profile of the offender population.

• Continue to implement CSC’s Accommodation Plan
• Improve security intelligence analysis by facilitating greater familiarity with database tools to maximize potential
• Make appropriate updates to the model of care to meet the health needs of offenders

Corporate Risk 5: There is a risk that CSC will not be able to maintain public confidence in the federal correctional system.

• Continue to ensure that legislative requirements are met by providing support to Independent External Decision-Makers who review cases of inmates transferred to SIUs when certain conditions are met

Financial, human resources and performance information for CSC’s program inventory^{Footnote iii}  is available in GC InfoBase ^{Footnote iv} 

Financial, human resources and performance information for CSC’s program inventory^{Footnote v}   is available in GC InfoBase.^{Footnote vi} 

The variance of $188.7 million between the total authorities available for use and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in operating authority of $87.6 million in Supplementary Estimates B for COVID-19 funding ($38.3M), for Class Actions reprofiled funding ($38.8M) and for quasi-statutory funding ($10.5M);
• An increase in operating authority of $68.5 million carried forward from 2021 to 22;
• An increase in capital authority of $39.3 million carried forward from 2021 to 22;
• An increase in operating authority of $7.1 million for employee compensation including retroactive payments due to the signing of collective agreements;
• An increase in operating authority of $3.4 million for sale of surplus Crown assets;
• An increase in operating authority of $0.2 million for the reimbursement of Vacation Cash-out;
• An increase in operating authority of $0.1 million for the reimbursement of expenditures related to Phoenix damages;
• A decrease in statutory authority of $11.1 million for the contribution to employee benefits plans;
• A decrease in capital authority of $5.8 million for the re-allocation of funding to Core Responsibility 2: Correctional Interventions; and
• A decrease in operating authority of $0.6 million for the re-allocation of funding to Core Responsibility 3: Community Supervision.

Taking into consideration the above requirements, Care and Custody's authorities available for use were $2,175.4 million and the variance with the actual spending was $233.6 million, which was made available in the calculation of the carry forward to 2023 to 24.

The above variance analysis also explains the major variances at the sub-program level under Core Responsibility 1: Care and Custody. The variance of -216 full time equivalents is mainly due to recruiting challenges that continued into 2022 to 23, particularly the delay in CSC’s Correctional Officer recruitment and onboarding efforts.

Financial, human resources and performance information for CSC’s program inventory^{Footnote vii} is available in GC InfoBase.^{Footnote viii}

Financial, human resources and performance information for CSC’s program inventory^{Footnote xiii}  is available in GC InfoBase.^{Footnote xiv}

Financial, human resources and performance information for CSC’s program inventory ^{Footnote xv}  is available in GC InfoBase.^{Footnote xvi}

The variance of $25.5 million between the total authorities available for use and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in operating authority of $13.4 million for CORCAN prior year revenues;
• An increase in capital authority of $5.8 million for re-allocation of funding from Core Responsibility 1: Care and Custody;
• An increase in operating authority of $5.6 million carried forward from 2021 to 22;
• An increase in operating authority of $3.2 million in Supplementary Estimates B for COVID-19 funding ($4.3M) and a decrease in quasi-statutory funding ($1.1M);
• An increase in operating authority of $0.6 million for employee compensation including retroactive payments due to the signing of collective agreements;
• An increase in operating authority of $0.2 million for the reimbursement of Vacation Cash-out;
• An increase in operating authority of $0.1 million for the reimbursement of expenditures related to Phoenix damages; and
• A decrease in statutory authority of $3.4 million for the contribution to employee benefits plans.

Taking into consideration the above requirements, Correctional Interventions' authorities available for use were $509.3 million and the variance with the actual spending was $39.1 million, which was made available in the calculation of the carry forward to 2023 to 24.

The above variance analysis also explains the major variances at the sub-program level under Core Responsibility 2: Correctional Interventions.

Financial, human resources and performance information for CSC’s program inventory^{Footnote xvii}  is available in GC InfoBase.^{Footnote xviii}

Core responsibility 3: Community Supervision

Description

CSC supervises offenders in the community and provides structure and services to support their safe and successful reintegration into the community. Services include accommodation options, community health services, and the establishment of community partnerships. CSC manages offenders on parole, statutory release, and long-term supervision orders.

Results

At the National level, electronic monitoring continues to be used in all five regions. During fiscal year 2022 to 23, on average, 161 offenders were being monitored electronically at any given time. The initial review and update of CD 566-11, Electronic Monitoring of Offenders, and the related Guidelines 566-11-1, Electronic Monitoring of Offenders, were recently completed as part of CSC’s cyclical policy review and incorporated changes to strengthen roles and responsibilities, and to clarify procedures. Over 25 electronic monitoring specialists were trained across the country during 2022 to 23 in the application of devices and ongoing training sessions are being delivered.

CSC formed new partnerships in 2022 to 23, increasing community-based residential facility (CBRF) capacity nationally by 19 beds including two beds that are fully accessible for those with mobile impairments, one of which could be used for an aging offender, two for offenders with intensive needs, and five for Indigenous male offenders. Additionally, 25 existing beds in one region were converted into specialized beds to better support releases to the area; three beds are reserved for an alternative-to-suspension program, five for an Inuit offender program, two for offenders with mental health needs, and 15 for aging offenders. As of December 31, 2022, the national bed utilization rate for contracted CBRFs is 74.2%.

CSC completed a national per diem funding framework review and, as a result, will be providing CBRF partners with increased funding for fiscal 2023 to 24 based on the Consumer Price Index of 7%, to 30% to better align with fair market value for the services provided. The framework provides a benchmark against which to assess existing per diems and future requests for increases.

The Offender Accommodation Management (OAM) system is being used consistently across the country and the quality of information pertaining to offender accommodation is continually being reviewed and analyzed for its accuracy. To ensure consistency and data validity with respect to utilization, regions will continue to send monthly reports to be cross referenced with OAM.

CSC developed an updated health-focused Intake, Transfer and Discharge Planning Guideline that highlights timely information sharing and the importance of a multidisciplinary team approach to discharge planning and continuity of care following release, especially for individuals with complex needs. The Guideline was approved and will be promulgated with the revised Mental Health Guidelines by September of 2023. CSC completed the roll out of its new Medication Reconciliation Module in the Electronic Medical Record that is currently being used by all health staff.

Key risks

Corporate Risk 5: There is a risk that CSC will not be able to maintain public confidence in the federal correctional system.

• Continue to engage appropriate criminal justice and community partners to provide supports and services for offenders

Corporate Risk 6: There is a risk that CSC will lose support of partners delivering critical services and providing resources for offenders.

• Implement strategies to improve community accommodation planning and management to maintain and improve partnerships with service providers

Financial, human resources and performance information for CSC’s program inventory ^{Endnote xix}  is available in GC InfoBase.^{Endnote xx}

Financial, human resources and performance information for CSC’s program inventory^Endnotexxi is available in GC InfoBase.^Endnotexxii

The variance of $10.2 million between the total authorities available for use and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in operating authority of $7.0 million carried forward from 2021 to 22;
• An increase in operating authority of $2.4 million in Supplementary Estimates B for quasi-statutory funding;
• An increase in operating authority of $0.6 million for re-allocation of funding from Core Responsibility 1: Care and Custody;
• An increase in operating authority of $0.4 million for employee compensation including retroactive payments due to the signing of collective agreements; and
• A decrease in statutory authority of $0.2 million for the contribution to employee benefits plans.

Taking into consideration the above requirements, Community Supervision's authorities available for use were $184.6 million and the variance with the actual spending was $1.6 million, which was made available in the calculation of the carry forward to 2023 to 24.

The above variance analysis also explains the major variances at the sub-program level under Core Responsibility 3: Community Supervision.

Financial, human resources and performance information for CSC’s program inventory^Endnotexxiii is available in GC InfoBase.^Endnotexxiv

Internal services

Description

Internal services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal services refers to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the internal services delivery model in a department. The 10 service categories are:

• acquisition management services
• communication services
• financial management services
• human resources management services
• information management services
• information technology services
• legal services
• material management services
• management and oversight services
• real property management services

Results

CSC is reviewing performance measures related to the offender complaints and the grievance process in concert with an examination of the internal/external operating pressures that contribute to performance results. Challenges CSC faces in this area that were reported in 2022 to 23 include multiple-page handwritten grievances that can be difficult to read, inmates submitting a large number of grievances that might obscure rather than clarify the actual complaint, increasing population diversity that may lead to more use of the grounds of discrimination as defined in section 3 of the Canadian Human Rights Act as a basis for a grievance, a high turnover of staff at all levels leading to an increased need for training on the Complaint and Grievance process, and the sheer overall volume of grievance submissions. In responding to these challenges, CSC established the Complaint and Grievance Resolution Review Committee (CGRRC) in November 2022 made up of representatives from the Policy Sector (Offender Redress Division) and Health Services Sector, as well as regional/site representatives.

The Citizen Advisory Committee, in its observing role within the operational site, participates in the GCRRC reviews. The committee’s mandate was to address grievances of approximately 50 offenders, who, due to their frequent submission of grievances, have clogged the grievance process. Within the scope of this project, complaints and grievances submitted by these offenders in each region were reviewed and resolved by the CGRRC. Following the successful completion of the grievance reviews, meetings in the Pacific, Prairie, Ontario, Quebec, and Atlantic Regions, and efforts to identify common concerns among offenders, approximately 3,400 complaints and grievances were resolved within six months of the pilot project bringing CSC closer to compliance with timeframes for addressing grievances.

To ensure CSC continues to meet its obligations under the Open Government Priority, in 2022, CSC commenced the migration of Access to Information and Privacy (ATIP) AccessPro platform to ATIPXpress to enhance ATIP’s capacity to respond to information requests by Canadians. In addition, in fall 2022, CSC established the ATIP Disclosure and Law Enforcement Team (DLET) responsible for engaging with Provincial and Territorial Crown Attorneys, Law Enforcement agencies and other public safety organizations to exchange information to foster public safety and protection of Canadians. Since commencing operations, DLET has responded to over 700 requests, reviewed 770,000 pages, and released approximately 550,000 pages to justice partners.

CSC’s Accessibility Plan was published on November 29, 2022, and, in accordance with the Accessible Canada Act, the Accessibility Commissioner was informed. CSC continues to support the ongoing coordination of the working group for Persons with Disabilities and will need to commit resources to meet legislative obligations. The Victims Application Module technical team implemented required changes to the Victims Portal, to be fully compliant with accessibility requirements for victims of crime who access the Portal.

CSC created values and ethics modules for the Correctional Training Program (CTP), and implemented the annual distribution of the Commissioner’s message on Values, Ethics, and Standards of Professional Conduct. CSC provides sessions on values and ethics awareness, and on conflict-of-interest approaches. CSC created and supports its Ethical Risk Action Committee as it works to identify actions that effectively prevent and mitigate CSC ’s ethical risks. Values and ethics training components have been updated and are included in both the New Employee Orientation Program and the CTP. CSC is conducting an Audit of Organizational Culture for which interviews and focus groups were completed during 2022 to 23. The audit will assess whether the actual organizational culture is in-line with its desired culture. This audit is an important way to help guide the organization in adopting measures that will help improve the culture and the way CSC works. The audit report is planned to be published during the Winter of 2023 to 24.

As part of its ongoing efforts to promote respectful workplaces, CSC launched a new office, the Ombuds for Workplace Well-being. The Ombuds provides an impartial, confidential, safe space for employees at all levels to raise workplace issues without fear of reprisal or judgement. It is an informal early resolution office where employees can speak freely about workplace issues and explore options to resolve them informally.

CSC successfully renewed all applicable Exchange of Service Agreements before the expiration dates. In addition, by the end of 2022 to 23 eight Memoranda of Understanding (MOUs) related to sharing court information were finalized and implemented between CSC and Saskatchewan, Alberta, Yukon, Newfoundland, Nunavut, Manitoba, Northwest Territories and Prince Edward Island, for which the technical solutions continue to work effectively. CSC continues to be in active negotiations with the remaining provinces (Quebec, Nova Scotia, New Brunswick, Ontario, and British Columbia) to finalize MOUs and implement technical solutions.

CSC continued contributing to the Group of Friends of Corrections in Peace Operations. In 2022 to 23, CSC provided a staff member as a trainer in a pre-deployment training course in Sweden for participants who will be deployed in peace operation missions. As well, CSC participated in a corrections conference held at the Permanent Mission of Canada to the United Nations in New York, and also in the 2nd Criminal Justice Forum for Asia and the Pacific in February 2023.

In May 2022, CD 100, Gender Diverse Offenders, a new overarching policy was promulgated. It provides direction on the management of the gender diverse offender population and protects their human rights while maintaining safety at all operational sites. As well, CSC signed a Memorandum of Understanding (MOU) with the University of Victoria to conduct a comprehensive assessment of challenges relative to managing gender diverse offenders. CD 100 reflects CSC ’s commitment to meeting the needs of its gender diverse offender population in ways that respect their human rights and ensure their safety and dignity as well as the safety of others in institutions and the community.

At the same time, CSC promulgated CD 574, Sexual Coercion and Violence (SCV) to reinforce CSC ’s commitment to ensure the provision of safe and secure environments for all inmates. This CD streamlines existing direction into one cohesive policy, provides clarification and important guidance to staff, and supports findings from investigations, lessons learned, and recommendations from the Office of the Correctional Investigator of Canada.

CSC launched a new Workplace Environment Free of Bias and Racism training program to be implemented over a three-year period (2022 to 25). Other Indigenous and diversity-focused training programs offered by CSC include Foundations for Indigenous Corrections, Diversity and Cultural Competence Training, Unconscious Bias, and Uniting Against Racism. A Manager's Action Toolkit will soon be introduced.

In 2020, CSC launched its Anti-Racism Framework that includes actions across three main pillars: employees, offenders and stakeholders. CSC is continuously seeking collaborations and partnership with advisory committees and employee networks. In January 2022, the department launched a new team dedicated to anti-racism, diversity and inclusion. In 2022 to 23, CSC organized regional consultations with racialized employees, offenders, stakeholders and community-based organizations in order to present the efforts being made to identify systemic barriers, and better understand the issues and identify possible actions.

For more than 20 years, the Employment Equity Diversity Committees (EEDC) at CSC has supported the organization by celebrating commemorative dates that highlight and recognize the rich contribution of employment equity groups in the organization and around the world. In fiscal year 2022 to 23, the National EEDC hosted 32 events on different topics including anti-racism, mental health as well as Black and Indigenous history. A total of 4,137 employees and stakeholders attended regional and national events organized by the committee in collaboration with CSC ’s Black employee network.

To heighten both credibility and transparency, CSC offered opportunities for subject matter experts from regions and specific areas at National Headquarters (Indigenous Initiatives, Correctional Operations and Programs, Health Services and Policy) to receive media spokesperson training. During the reporting period five, three-day sessions took place in which 31 staff from across the country were trained. CSC provided interviews and outreach activities on a wide variety of topics, including SIUs, Indigenous corrections, health services, COVID-19, and sexual coercion and violence.

CSC monitors representation of employment equity (EE) groups among staff. Through 2022 to 23 among CSC staff nationally, representation of women increased from 50.2% to 50.9% (workforce availability (WFA) was 53.4%), Indigenous peoples decreased from 9.9% to 9.7% (WFA was 7.4%), representation of racialized persons increased from 11.1% to 11.5% (WFA was 10.1%), and for persons with disabilities it decreased from 6.5% to 6.2% (WFA was 9.4%). Available staffing flexibilities, such as invoking an Organizational Need criterion to support business objectives as part of a selection process or selecting a candidate based on Employment Equity considerations, continue to be encouraged by human resource advisors and used by managers. In spring 2023, human resource advisors received training that addressed EE considerations. Through 2022 to 23 CSC worked to attract and hire health services professionals in a highly competitive market and will continue to monitor its success to determine future recruitment directions.

CSC continued the revision of its Women Centered Training to ensure that staff working with women offenders have the skills, knowledge, and support necessary to carry out their duties. By March, a revised training structure was completed, and content development had commenced to include culturally-appropriate case studies to better integrate Indigenous content and social histories. Revisions will include the integration of relevant gender-responsive training principles with an emphasis on the revitalization of Creating Choices principles.

In 2022 to 23, CSC showed its commitment to supporting the mental health readiness and resiliency of frontline staff by allocating resources to a dedicated work unit focused on employee mental health. The Employee Mental Health Unit will advance proactive initiatives that positively impact employee health and wellness outcomes. As well, the unit will coordinate existing resources to maximize outcomes, and develop resources and initiatives to support employees, managers, and worksites.

CSC is working through an MOU with Memorial University of Newfoundland, to conduct a longitudinal study of occupational stress injuries and mental health status among new correctional officers in federal institutions. Also, in 2022 to 23, CSC launched LifeWorks, which is a comprehensive suite of tools and resources for employees, their families, and their dependents.

The Foundations for Indigenous Corrections (FIC) training was developed to ensure CSC staff working with Indigenous offenders understand the Indigenous continuum of care. During fiscal 2022 to 23 a 16-hour FIC module was added to the Correctional Training Program for Correctional Officers (CX), and a 7.5-hour module was added for all new employees who are not CX staff. By March 2023, 69 non-CX employees and 462 CXs completed FIC module training.

CSC developed a new National Training Standard Orientation segment for the Pathways initiative. Train-the-trainer sessions were successfully delivered in October 2022 in all five regions. Pathways unit staff are now being trained, and that will continue into fiscal 2023 to 24.

Case Management for Correctional Managers training was revised to include a section on Indigenous offenders and to mirror the new Case Management for Primary Workers, ensuring Primary Workers are supported in their roles and responsibilities. In January 2023, a train-the-trainer session was delivered for the women institutions that focused on the importance and relevance of Indigenous Social History in recommendations and decisions.

CSC’s 2022 to 25 Strategic Plan for People Management and its 2022 to 25 Comprehensive Plan on Employment Equity, Diversity, and Inclusion were approved and implemented, and progress will be monitored and shared on an annual basis. Both these plans provide the direction for CSC as it focuses on building and sustaining a workforce that reflects the diversity of the Canadian population at all levels and that of the public CSC serves.

During 2022 to 23, CSC developed a three-hour training module titled United Against Racism that is available in online and virtual delivery modes. The virtual content, composed of scenarios, aims to apply the concepts seen in the online training and was developed based on recommendations from internal and external partners.

Following CSC ’s participation in the Official Languages Maturity Model (OLMM) exercise conducted by the Office of the Commissioner of Official Languages, CSC developed a Progress Plan to address identified areas needing improvement. The approved plan was submitted to the Office of the Commissioner of Official Languages in November 2022. The OLMM Progress Plan includes 14 indicators on which CSC will focus its attention through to 2024 to 25. The Progress Plan is being integrated into CSC ’s 2022 to 25 Official Languages Action Plans to facilitate implementation and the monitoring of progress.

CSC continued working with partners at Public Services and Procurement Canada on supporting transition of the stabilization and pay human resource system. Work continues on regular in-flight pay support, escalation case management, targeted project activities, and timeliness improvement efforts in HR2 Pay processing. An action plan for 2023 to 24 was developed that focuses on targeted timeliness risks within transactions through increased manager awareness and tools, new management team improvement goals against refined data dashboard information, and the implementation of new automated functionality within CSC ’s human resources management system in support of a more efficient and accurate HR2 Pay process linked to staffing. System development work and improvements in timely reporting in 2022 to 23 will provide the management team with a better view of results, and of the risks associated with delays.

CSC has completed part of a two-phase mitigation strategy to manage the risk of the current Resource Management Tool that is no longer supported. Phase 1 is an interim solution that uses PowerBI. All reports were migrated to Power BI and User Acceptance Testing was completed in winter 2023. Change management, training and communication activities are underway with a planned ‘Go Live’ in fall 2023.

Phase 2 is a permanent replacement of the Resource Allocation Tool and the Resource Management Tool with a SAP-based reporting and analytics solution that will address all the business requirements that were established in 2017, and revised in 2021. In 2022 to 23, CSC continued planning for the implementation of a long-term SAP-based solution that will meet the business requirements of both applications.

An interim regional pharmacy management solution was implemented in Ontario and Prairie Regions in the fall of 2022. Implementation of a national end-state Regional Pharmacy Management System (RPMS) was postponed because of contracting delays, and the subsequent change in approach to focus on locally installed regional application servers rather than cloud-based architecture. Installation of the new RPMS is now scheduled for 2023 to 24, pending approval of IT Security and Project Governance committees. Incremental updates to improve the Electronic Medical Record’s (EMR) performance and stability continued. An external firm has been engaged to do a detailed technical review and provide recommendations on how to further enhance performance and stability. CSC rolled out the new Medication Reconciliation Module in the EMR in March 2023 and it is currently being used by all health staff.

CSC is working on digitization and modernization initiatives by initiating the Offender Case File Digitization/Digital record office proof of concept, to meet accessibility and Policy on Service and Digital requirements. The anticipated completion date is end of 2024. To support the transition to digital, CSC conceptualized an Offender Digital Record and developed a digital protocol, outlining the framework, access controls, scope, naming convention, folder structure, information, and data requirements, as well as enabled the creation of a project charter and a lessons-learned document. The exercise provided a good understanding of the challenges, risks and considerations for larger offender case file projects, and paper-scanning requirements. This work will also be leveraged as part of CSC ’s modernization of its existing Offender Management System.

The transformation of National Headquarters’ office spaces continued; future work will be influenced by decisions regarding the return to the office in hybrid mode. CSC continued to work towards strengthening materiel management activities across the organization. CSC participated in inter-departmental working groups and committees to shape materiel management guidance on the return to the office post-pandemic, and to discuss a common approach to managing the divestment of surplus furniture. In 2022 to 23 CSC processed the divestment of significant amounts of surplus furniture and office supplies related to the transition to a hybrid working model. CSC completed a department-wide annual asset verification for fiscal year 2022 to 23. The exercise followed a wall-to-wall methodology, the first one after two years of verifications based on the COVID-19 risk management approach.

CSC continued its unified approach to contracting which generated efficiencies and cost savings, and strengthened and enhanced its training requirements and courses. To support Treasury Board’s mandatory training requirements for procurement functional specialists, the CSC National Training Standard was updated to reflect the new requirement to complete the COR409 Considerations in Indigenous Procurement.

CSC ’s revised Financial Directive (FD) 350-3 Contracting, and the supporting CMS-INST-2015-017 Contract Review Board instructions were issued and published. These revised policy instruments strengthen and clarify roles and responsibilities and support the Treasury Board Directive on the Management of Procurement. A subsequent review of FD 350-3 Contracting and CMS-INST-2015-017 instructions is underway to ensure they reflect and support revised and new procurement requirements.

The new CSC Framework on the Management of Procurement and Materiel was issued and published in accordance with the Treasury Board Directive on the Management of Procurement requirement for departments to have a framework in place. The framework provides effective governance through requirements for internal controls and sound management of procurement and materiel management activities.

Contracts awarded to Indigenous businesses

Correctional Services Canada is a Phase 1 department. In its 2023 to 24 Departmental Plan, the department forecasted that, by the end of 2022 to 23, it would award 5% of the total value of its contracts to Indigenous businesses.

As shown in the following table, CSC awarded 6.73% of the total value of its contracts to Indigenous businesses in 2022 to 23.

CSC continues to actively support the Government of Canada’s annual commitment of meeting a minimum target of 5% of the total value of contracts are awarded to Indigenous businesses through various procurement activities. CSC is on track to meet the forecasted and planned target of 5%.

For 2022 to 23, CSC conducted procurement activities to support Indigenous businesses. CSC completed and submitted the 2022 to 23 Procurement Strategy for Indigenous Business (PSIB). Internal contracting policies and internal governance were strengthened in the area of Indigenous procurement (e.g., FD 350-3 Contracting, CMS-INST-2015-017 Contract Review Board Instructions, and the CSC Procurement and Materiel Management Framework).

Annual procurement planning exercises were strengthened by increasing awareness and guidance for PSIB set-asides, and requirements for stakeholders. The annual CSC National Procurement Plan exercise now includes a requirement for clients to identify if a planned procurement can be a PSIB set-aside, as well as making it a multi-year planning exercise. As well, reminders were sent to stakeholders in regards to the importance of meeting the 5% target, included more background details provided in the PSIB call-letter, included an article in the Materiel Matters monthly national newsletter, and added an Indigenous procurement section to the CSC intranet page.

CSC commenced a contracting data analytics review of procurement trends and to identify gaps to better align procurements, which includes support in meeting the 5% target.

CSC enhanced CSC’s Financial Integrated and Materiel Management System to include a new mandatory field in the Purchasing Module for Blanket Purchase Agreements to identify whether a contract is a PSIB set-aside or not.

Mandatory training requirements were strengthened for contracting officers in the area of Indigenous procurement. The CSC National Training Standard for Procurement Specialist was revised to include the Indigenous Considerations in Procurement (COR409) from the Canada School of Public Service. As well, a new requirement for all CSC contracting authorities to complete the COR409 course to obtain a specimen signature card, and encouraged the completion of the COR409 course for budget managers and administrative staff as part of the FD 350-3 Contracting. Across CSC, 100% of contracting authorities have completed COR409.

The variance of $57.0 million between the total authorities available for use and the planned spending is mainly due to in-year increases in authorities and internal budget adjustments between programs:

• An increase in operating authority of $27.2 million carried forward from 2021 to 22;
• An increase in operating authority of $20.7 million in Supplementary Estimates B for COVID-19 funding;
• An increase in capital authority of $7.0 million carried forward from 2021 to 22;
• An increase in operating authority of $2.9 million for employee compensation including retroactive payments due to the signing of collective agreements;
• An increase in operating authority of $1.1 million for the Application Modernization initiative (horizontal item);
• An increase in operating authority of $0.4 million for the reimbursement of Vacation Cash-out;
• An increase in operating authority of $0.1 million for the reimbursement of expenditures related to Phoenix damages; and
• A decrease in statutory authority of $2.4 million for the contribution to employee benefits plans.

Taking into consideration the above requirements, Internal Services' authorities available for use were $462.9 million and the variance with the actual spending was $42.5 million, which was made available in the calculation of the carry forward to 2023 to 24.

The above variance analysis also explains the major variances at the sub-program level under Internal Services.

Spending and human resources

Spending

Spending 2020 to 21 to 2025 to 26

The following graph presents planned (voted and statutory spending) over time.

The table shows details of CSC's planned spending in $ millions for 2020 to 21, 2021 to 22, 2022 to 23, 2023 to 24, 2024 to 25 and 2025 to 26. In 2020 to 21, there was 246 million of spending on statutory and 2,685 million on voted for a total of 2,931 million. In 2021 to 22, there was 241 million of spending on statutory and 2,669 million on voted for a total 2,910 million. In 2022 to 23, there was 242 million of spending on statutory and 2,773 million on voted for a total of 3,015 million. In 2023 to 24, there will be 261 million of spending on statutory and 2,792 million on voted for a total of 3,053 million. In 2024 to 25, there will be 260 million of spending on statutory and 2,679 million on voted for a total of 2,939 million. In 2025 to 26, there will be 260 million of spending on statutory and 2,664 million on voted for a total of 2,924 million.

For 2022 to 23, CSC’s actual spending was lower than planned spending by $35.3 million.

CSC’s total authorities available for use were increased by $281.4 million. Taking into consideration this increase, CSC’s total authorities available for use were $3,332.2 million and the variance with the actual spending was $316.7 million. Of this variance, a total of $161.2 million in operating and capital funds were requested to be reprofiled to future years and $143.5 million in operating and capital funds were requested to be carried forward to 2023 to 24.

The net increase in authority of $281.4 million is due to the following:

• An increase in operating authority of $113.9 million in Supplementary Estimates B for COVID-19 funding ($63.3M), for Class Actions reprofiled funding ($38.8M) and for quasi-statutory funding ($11.8M);
•  An increase in operating authority of $108.3 million carried forward from 2021 to 22;
• An increase in capital authority of $46.3 million carried forward from 2021 to 22;
• An increase in operating authority of $13.4 million for CORCAN prior year revenues;
• An increase in operating authority of $11.0 million for employee compensation including retroactive payments due to the signing of collective agreements;
• An increase in operating authority of $3.4 million for sale of surplus Crown assets;
• An increase in operating authority of $1.1 million for the Application Modernization initiative (horizontal item);
• An increase in operating authority of $0.8 million for the reimbursement of Vacation Cash-out;
• An increase in operating authority of $0.3 million for the reimbursement of expenditures related to Phoenix damages; and
• A decrease in statutory authority of $17.1 million for the contribution to employee benefits plans.

Carry forward amounts in 2022 to 23 were mainly impacted by vacant positions caused by staffing challenges, and shortages of professional services and specialized materials. Planned capital expenditures were not reached, due to delays in projects and purchase of equipment. All unused funding was either requested for reprofile or has been made available in the carry-forward calculations to 2023 to 24.

Human resources

The “Human resources summary for core responsibilities and internal services” table presents the full-time equivalents (FTEs) allocated to each of CSC’s core responsibilities and to internal services.

Expenditures by vote

For information on CSC’s organizational voted and statutory expenditures, consult the Public Accounts of Canada.^Endnotexxvii

Government of Canada spending and activities

Information on the alignment of CSC’s spending with Government of Canada’s spending and activities is available in GC InfoBase.^{Endnotexxviii}

Financial statements and financial statements highlights

Financial statements

The Correctional Service of Canada’s financial statements (unaudited) for the year ended March 31, 2023, are available on the department’s website.^Endnotexxix

The 2022 to 23 planned results information is provided in CSC’s Future-Oriented Statement of Operations and Notes 2022 to 23.^{Footnote xxx}

Over 90% of CSC’s total expenses are personnel costs, amortization, utilities, supplies and professional services. As reflected in the Consolidated Financial Statements, CSC’s total expenses increased by $26.5 million compared to 2021 to 22 primarily due to an increase in salary costs, increase in Community Residential Facility contracts, increase in Exchange of Services Agreement with the provinces and increased cost of utilities, materials and supplies (such as raw materials for CORCAN production, utilities and fuel, food for inmate meals and clothing for employees and inmates), offset by a decrease in expenses related to contingent liabilities.

CSC earns revenue through the sale of goods and services produced by the CORCAN Revolving Fund, a special operating agency within CSC established to aid in the safe reintegration of offenders into Canadian society by providing employment and training opportunities to offenders incarcerated in federal penitentiaries and, after they are released into the community. Total actual revenues were higher than the original 2022 to 23 planned results by $1.2 million. In addition, total revenue has increased in comparison to 2021 to 22 actual results by $9.1 million as a result of CORCAN operations approaching pre-pandemic activity levels.

CSC’s net liabilities include $725.6 million in accounts payable and accrued liabilities, $126.7 million in environmental liabilities, $92.6 million in vacation pay and compensatory leave, $39.2 million in employee future benefits, $34.0 million in the inmate trust fund, and $0.7 million in deferred revenue.

The total net financial assets include $298.5 million in the amount Due from the Consolidated Revenue Fund, $100.9 million in accounts receivable, advances and loans and $12.4 million in inventory held for resale. The increase in total net financial assets is mainly explained by an increase in Other Government Department receivables.

Corporate information

Organizational profile

Appropriate minister[s]: The Honourable Dominic LeBlanc, P.C., K.C., M. P.

Institutional head: Anne Kelly, Commissioner

Ministerial portfolio: Public Safety, Democratic Institutions and Intergovernmental Affairs

Enabling instrument[s]: Corrections and Conditional Release Act,^{Footnote xxxi}  S.C. 1992, c.20

Year of incorporation / commencement: 1979 (March 31)

Raison d’être, mandate and role: who we are and what we do

“Raison d’être, mandate and role: who we are and what we do” is available on CSC’s website.^{Footnote xxxii} 

For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter.^{Footnote xxxiii} 

Operating context

Information on the operating context is available on CSC’s website.^{Footnote xxxiv}  

Reporting framework

CSC’s Departmental Results Framework and Program Inventory of record for 2022 to 23 are shown below.

Supporting information on the program inventory

Financial, human resources and performance information for CSC’s program inventory^{Footnote xxxv}  is available in GC InfoBase.^{Footnote xxxvi}

Supplementary information tables

The following supplementary information tables are available on CSC's website:^{Footnote xxxvii} 

• Reporting on green procurement^{Footnote xxxviii}  
• Details on transfer payment programs^{Footnote xxxix} 
  • National Infrastructure Contribution Program
  • Grant to the University of Saskatchewan for Forensic Research Centre
• Gender-based analysis plus^{Footnote xl} 
• Response to parliamentary committees^{Footnote xli}

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.^{Footnote xlii}  This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Organizational contact information

Correctional Service of Canada website^{Footnote xliii}

340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9

Phone: (613) 992-5891
Fax: (613) 943-1630

Appendix: definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3‑year period. Departmental Plans are usually tabled in Parliament each spring.

departmental priority (priorité)
A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

full‑time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. For a particular position, the full‑time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives; and understand how factors such as sex, race, national and ethnic origin, Indigenous origin or identity, age, sexual orientation, socio-economic conditions, geography, culture and disability, impact experiences and outcomes, and can affect access to and experience of government programs.

government-wide priorities (priorités pangouvernementales)
For the purpose of the 2022 to 23 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.

horizontal initiative (initiative horizontale)
An initiative where two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

non‑budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)
The process of communicating evidence‑based performance information. Performance reporting supports decision making, accountability and transparency.

plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in main estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)
Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)
A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.