Building On a Strong Foundation:
The Way Forward

BY Senior Deputy Commissioner Don Head,
Leader of the CSC Transformation Team

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Over the last 30 years, CSC has undergone a number of significant changes that have directly reshaped the way that correctional services have been delivered in Canada. For example, the McGuigan Report of 1977 contained recommendations for improving the correctional system following a series of violent incidents and hostage takings in 1975 and 1976. In the late 1980s, the unit management system introduced an integrated approach to the overall management of offenders in the federal system. Finally, the coming into force of the Corrections and Conditional Release Act in 1992 facilitated the modernization of federal corrections by replacing the Penitentiary Act and the Parole Act. Each of these milestones has re-oriented and advanced our approach to corrections and how we contribute to public safety for Canadians.

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CSC is once again starting a new chapter — this time in response to the CSC Review Panel Report. The Panel’s 109 recommendations touch on every aspect of our business, ranging from institutional services to community corrections. Responding to these recommendations will position us well for the future to help ensure we achieve excellent public safety results in an integrated and consistent manner.

Building on a strong foundation

The Panel members started by acknowledging the efforts of CSC staff and others in their contribution to public safety, noting “…the hard work and professionalism of CSC staff, NGOs and volunteers … remains largely unseen by Canadians.” Building on this strong foundation, the Panel then identified a number of areas where CSC should refine or re-focus some of its efforts in order to strengthen its public safety contribution.

There was also consensus among the Panel members that an empirical-based approach to the delivery of correctional services is key to the safe reintegration of offenders back into the community. This includes having:

• a robust and timely intake assessment process;
• a correctional planning process that is supported by an integrated education, programs, and employment and employability strategy;
• a focused approach for transitioning inmates to the community; and
• a strong community corrections capacity to provide supervision and surveillance, as well as intervention opportunities for offenders as they progress to their warrant expiry date and return to the community as law-abiding citizens.

The expertise and dedication of CSC staff and partners will help the Service to make the changes identified in the Report in order to enhance the public safety results that Canadians expect.

Moving forward

There is no question that we have some work to do in order to move forward. As well, we cannot address all 109 recommendations on a priority basis. For this reason, the Panel identified five key themes where it believed CSC should place its initial time and energy; the Government recognized this as well. As a result, we are currently in the process of advancing specific activities associated with each of the five key themes.

In this issue of Let’s Talk, you will learn more about some of the initial activities and “quick wins” that the Service is pursuing in relation to strengthening offender accountability and responsibility, eliminating drugs in the institutions, enhancing the employment and employability skills of inmates, strengthening our community corrections capacity across the country, and renewing CSC’s physical infrastructure. These initiatives will build on the work that has started in some areas of the Service and will introduce new opportunities in others — providing the basis for new and ongoing partnerships within and outside the criminal justice system.

We will also be working very closely with our colleagues at Public Safety Canada and the National Parole Board to identify opportunities to make legislative and regulatory changes that support the change agenda we are pursuing.

Transformation within CSC

As we advance the five key themes, we are going to see a transformation in how CSC delivers services and — just as important — in the manner in which we perform our business. We can expect to see a stronger focus on how our efforts contribute to enhanced public safety, as this is our primary goal and the expectation of all Canadians. As well, we will see greater consistency across the country in how we do business in critical areas, such as searching individuals entering our institutions. We will also see a higher level of integration in various aspects of our work, including the relationship between institutions and parole offices; the relationship between security and case management; and the manner in which education, programs and employment and employability skills development opportunities are offered to offenders. It will also be clearer as to where professional judgement can be exercised by staff at various levels within the organization, leading to greater opportunities for innovation and creativity within the workplace. Finally, issues of accountability will be much clearer for everyone involved in delivering correctional services across the country.

Internal communications

As we move forward, it is critical to ensure that there is an appropriate, timely and accurate flow of information: what is happening, when changes will come on line, and what is expected of everyone in relation to these changes. It is to be expected that many people will have questions, comments or suggestions about the transformation agenda we are pursuing, which makes it essential that everyone shares information and asks questions so that we are all aware of what we are doing and where we are going.

While this special issue of Let’s Talk is a good way for us to communicate with all CSC staff and stakeholders, it is equally important that we maintain a constant dialogue about our transformation agenda in the institutions, parole offices/districts, regional headquarters and National Headquarters.

Leadership at all levels

It will take the hard work, support and cooperation of all CSC staff and partners to develop and implement the various initiatives associated with our transformation agenda in the coming months and years. While some individuals will be called upon to help shape ideas and others may be asked to lead the implementation of various components of our plans, ultimately each one of us has a key role to play to assist in incorporating these changes into our day-to-day operations and routines.

I invite each and every employee within CSC to accept our invitation to be a “leader of change.” This is an exciting time in our history as we set the stage for how we will deliver effective correctional services at the federal level in Canada for the next 10 to 15 years.  ♦