Program Inventory

Supporting Information - Program Inventory

Supporting information on the Program Inventory is available on CSC’s website.

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.

P1: Institutional Management and Support

Description

The Institutional Management and Support Program contributes to Care and Custody through the day-to-day management of operational activities and institutional services for offenders in custody.

Key activities include administering, operating and maintaining institutions; establishing operational processes and procedures; managing allocated financial and human resources; directing and overseeing the delivery of integrated correctional operations; monitoring the effectiveness of institutional security activities; considering threats, risks, vulnerabilities and physical security requirements and controls; managing the intelligence function for institutions; ensuring coordination across the criminal justice system; providing a safe environment for staff and inmates; and making decisions and recommendations related to offenders within delegated authorities.

Planned results
Expected results Performance indicators Target Footnote 1 Date to achieve target 2017-18 Actual
results
2018-19 Actual results 2019-20 Actual results
Institutional management is compliant with policy and law Rate of critical safety incidents per 1,000 offenders in federal custody (suicides, accidental deaths) - (Objective: Zero)Footnote 2 0.42 - 0.68 2020-03-31 .43 .42 .80
Rate of serious safety incidents per 1,000 offenders in federal custody 7.16 - 7.92 2020-03-31 10.08 8.27 12.10
Rate of minor/moderate safety incidents per 1,000 offenders in federal custody 151.4 - 183.8 2020-03-31 224.2 231.7 250.1
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
102,832,455 102,832,455 127,183,682 124,970,620 22,138,165
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
925 959 34

P2: Intelligence and Supervision

Description

The Intelligence and Supervision Program contributes to Care and Custody through the provision of security and the gathering, analysis, and sharing of intelligence. This is done by identifying and managing illegal activities and threats to security for offenders in institutions and in the community in conjunction and cooperation with external partner agencies.

Key activities include gathering and sharing information and intelligence to prevent security incidents, eradicate illegal activity and support the case management process; continually assessing threats and risks to identify and mitigate internal and external threats to the safety of individuals (inmates, staff and public) and institutions; collaborating, liaising and sharing information with justice partners both domestically and internationally; identifying and managing security threat groups; and preventing, intercepting, and eliminating illegal or threatening activities.

Planned results
Expected results Performance indicators TargetFootnote 3 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Activities that threaten the safety and security of institutions are detected, reported and mitigated Rate of transitions to higher security levels per 1,000 offenders in federal custody 60.0 -  72.6 2020-03-31 55.9 61.0 71.9
Rate of minor/moderate security incidents per 1,000 offenders in federal custody 155.7 - 166.1 2020-03-31 184.8 211.8 270.0
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
781,755,309 781,755,309 821,031,132 768,242,603 -13,512,706
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
6,630 6,438 -192

P3: Drug Interdiction

Description

The Drug Interdiction Program contributes to Care and Custody through the development, implementation, and coordination of activities included in Correctional Service Canada’s National Drug Strategy. This is done to ensure a safe, drug-free institutional environment for inmates, which is a fundamental condition for their successful reintegration into society as law-abiding citizens.

Key activities include assessing risk related to drug use and trafficking, detecting and deterring drug use and/or trafficking of drugs, using security services such as urinalysis, drug detector dogs, ion mobility spectrometry, and other services or devices, and reviewing the imposition of administrative measures.

Planned results
Expected results Performance indicators TargetFootnote 4 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Drug interdiction activities contribute to safe and secure correctional facilities Rate of critical drug-related incidents per 1,000 offenders in federal custody (overdose and suspected overdose offender deaths in custody) - (Objective: Zero) 0.14 -  0.24 2020-03-31 .35 .42 .44
Rate of serious drug-related incidents per 1,000 offenders in federal custody 3.29 -  3.72 2020-03-31 5.11 6.57 11.37
Rate of minor/moderate drug-related incidents per 1,000 offenders in federal custody 210.3 - 225.2 2020-03-31 259.4 294.8 342.0
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
11,580,050 11,580,050 12,771,378 12,838,935 1,258,885
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
91 86 -5

P4: Clinical and Public

Health Services

Description

The Clinical and Public Health Services Program contributes to the humane custody of inmates by providing essential health care in accordance with professionally accepted standards.

Key activities across the continuum of care include disease prevention and control, health promotion, screening, assessment and treatment, hospital care, referral to medical specialists, pharmacy services and release planning.

Planned results
Expected results Performance indicators TargetFootnote 5 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Efficient, effective clinical and public health services to offenders that encourage individual responsibility, promote healthy reintegration and contribute to safe communities Percentage of inmates with an HIV infection that are on treatment 90 - 95% 2020-03-31 95.7% 98.6% 97.6%
Percentage of inmates who completed HCV treatment that achieved sustained viral response 90 - 95% 2020-03-31 97.0% 99.3% 97.3%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
153,754,002 153,754,002 187,691,156 184,002,958 30,248,956
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents

2019-20

Actual full-time equivalents
2019-20                                       Difference
(Actual full-time equivalents minus Planned full-time equivalents)
759 769 10

P5: Mental Health Services

Description

The Mental Health Services Program contributes to the humane custody of inmates by providing essential mental health care and reasonable access to non-essential mental health care in accordance with professionally accepted standards. These services are delivered from intake to release, while considering the needs of vulnerable populations. The continuum of care is reflected through CSC’s comprehensive Mental Health Strategy.

Key activities include mental health screening at intake, primary mental health care, intermediate mental health care, psychiatric in-patient care, as well as release preparation and transitional care for release to the community.

Planned results
Expected results Performance indicators TargetFootnote 6 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Efficient, effective mental health services to offenders that encourage individual responsibility, promote healthy reintegration and contribute to safe communities Of the inmates identified by the mental health intake screening system as requiring follow-up mental health services, the percentage who received a service 90% 2020-03-31 93.9% 97.1% 96.9%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
91,732,809 91,732,809 104,021,702 96,412,397 4,679,588
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
666 682 16

P6: Food Services

Description

The Food Services Program contributes to Care and Custody by providing nutritionally balanced meals to offenders in institutions. Meal preparation is based on appropriate nutrition standards for Canadians such as Eating Well with Canada’s Food Guide. The program meets the needs of offenders requiring specific diets for their faith or for therapeutic reasons.

Key activities include setting the overall policy direction for the delivery of food services; monitoring food services activities to ensure adherence to standards; ensuring all activities related to the ordering, storage, preparation and service of food and disposal of waste meet food safety standards, and planning for the delivery of food service activities within the established budget.

Planned results
Expected results Performance indicators TargetFootnote 7 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Inmates' dietary needs are met in accordance with the Canada Food Guide Percentage of positive health inspections by external health inspectors 100% 2020-03-31 98% 96% 100%
Percentage of menus meeting Canada's Food Guide and Dietary Reference intakes 100% 2020-03-31 100% 94% 100%
Rate of upheld grievances related to food services per 1,000 offenders in federal custody 3.3 - 4.1Footnote 8 2020-03-31 2.6 2.2 3.1
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
70,224,161 70,224,161 72,984,921 80,794,712 10,570,551
Budgetary financial resources (dollars)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20  
                                     Difference
(Actual full-time equivalents minus Planned full-time equivalents)
431 438 7

P7: Accommodation Services

Description

The Accommodation Services Program contributes to Care and Custody through maintenance and repair of institutional buildings/structures, vehicles, and lands as well as related basic services for offenders. This is done so that institutions can meet their operational requirements including the provision of safe and clean living and working conditions for staff and for offenders in custody.

Key activities include the provision of basic necessities to offenders, technical support, housekeeping, clothing and cell furnishings, laundry services, engineering services, environmental services, waste management, electrical, water and sewage, heating/co-generation of power, plumbing, fire protection, motor vehicle maintenance and operations, millwright, general labour, general maintenance, and landscaping.

Planned results
Expected results Performance indicators TargetFootnote 9 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Inmates are provided safe and clean living and working environments Rate of upheld grievances related to accommodation services per 1,000 offenders in federal custody 6.4 - 8.0Footnote 10 2020-03-31 8.4 5.6 5.0
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
359,745,598 359,745,598 398,488,153 402,126,959 42,381,361
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
956 971 15

Core Responsibility 2: Correctional Interventions

Description

CSC conducts assessment activities and program interventions to support federal offenders’ rehabilitation and facilitate their reintegration into the community as law-abiding citizens. CSC also engages Canadian citizens as partners in its correctional mandate, and provides outreach to victims of crime.

P8: Offender Case Management

Description

The Offender Case Management program contributes to Correctional Interventions through a dynamic process that includes interventions to assess, guide, and support offenders throughout their sentences.

Key activities include intake assessment, development of correctional plans, penitentiary placement, progress monitoring of correctional plans, security reviews, transfers and institutional and community supervision.

Planned results
Expected results Performance indicators TargetFootnote 11 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
The accurate assessment of risk and supervision of offenders contributes to a reduction in crime Percentage of offenders who were granted a discretionary release at the time of their first release 39.9% -  43.6% 2020-03-31 53.9% 56.4% 55.0%
Percentage of Indigenous offenders with an established CCRA Section 84 release plan prior to first release 39.9% - 45.1% 2020-03-31 43.4% 38.2% 37.1%
Percentage of correctional plans completed within timelines 95.0% -  95.3% 2020-03-31 94.6% 93.3% 96.5%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
228,528,548 228,528,548 243,182,131 233,912,620 5,384,072
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
2,324 2,371 47

P9: Community Engagement

Description

The Community Engagement Program contributes to Correctional Interventions through citizen engagement by developing and maintaining relationships with participants, partners, stakeholders and Canadian communities and provides voluntary client-centered services focused on restorative justice and victim services that further contribute to the federal correctional process in areas including meaningful accountability, meeting victims needs, and the reintegration of offenders.

Key activities include raising public awareness to improve confidence in federal corrections; providing / receiving information to / from victims; providing opportunities for and delivering victim-offender mediation services to address serious crime nationally, developing and maintaining partnership agreements; creating collaborative working relationships with diverse segments of the community, non-governmental agencies and other government departments; providing leadership to the volunteer program, engaging in restorative justice initiatives; and supporting ongoing activities that promote the successful reintegration of offenders into the community.

Planned results
Expected results Performance indicators TargetFootnote 12 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
The involvement of the public contributes to offender accountability and successful reintegration Number of hours provided by volunteers 390,000 2020-03-31 573,500 Indicator under review Indicator under review
Number of registered victims 8,500 2020-03-31 8,053 8,480 8,691
The public has a voice in the federal correctional process and is better prepared for offenders' release Number of referrals to the Restorative Opportunities program 135 2020-03-31 144 140 166
Number of active cases with the Restorative Opportunities program 400 2020-03-31 446 518 374
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
8,563,422 8,563,422 8,610,523 8,098,548 -464,874
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
78 79 1

P10: Chaplaincy

Description

The Chaplaincy Program contributes to Correctional Interventions by providing opportunities for offenders to examine their behaviours and decisions and discover new ways of living in the context of their faith practice. This can help offenders find greater wholeness and accept responsibility for their actions, which in turn contributes to their safe reintegration into Canadian communities.

The right of offenders to practice their religion is guaranteed by the Canadian Charter of Rights and Freedoms and other legislation. CSC makes chaplaincy services available in order to ensure that offenders of all traditions are offered opportunities to practice their faith.

Key activities include the development, implementation, delivery, and management of religious and spiritual activities, which includes volunteer and other community resources.

Planned results
Expected results Performance indicators TargetFootnote 13 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Offenders have access to Chaplaincy services Number of institutional Chaplaincy contacts with offenders 415,000-425,000 2020-03-31 451,378 472,924 455,110
Percentage compliance with established standards for institutional and community-based spiritual services 86%-100% 2020-03-31 97% 100% 94.4%
Number of institutional Chaplaincy activities in which volunteers are engaged 25,000-30,000 2020-03-31 43,483 48,001 36,952
Number of hours of service in which Faith Community Reintegration Projects volunteers are engaged 25,000- 30,000 2020-03-31 32,661 28,498 26,349
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
8,258,343 8,258,343 11,065,020 10,183,982 1,925,639
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
17 17 0

P11: Elder Services

Description

The Elder Services Program contributes to Correctional Interventions through the counselling, teachings and ceremonial services provided to First nations, Métis and Inuit men and women offenders who are following a traditional healing path. Elder services also include the provision of spiritual support and advice to the institutional Head regarding ceremonies and offenders' access to ceremonial objects or traditional medicines within the institution.

Key activities include counselling, providing spiritual and cultural teachings to First Nations, Métis and Inuit offenders; delivering ceremonial services and establishing and maintaining partnerships to help offenders reintegrate and live in the community as law-abiding citizens.

Planned results
Expected results Performance indicators TargetFootnote 14 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Indigenous offenders have access to spiritual and cultural services Of the Indigenous offenders who identify an interest in following a traditional healing path, the percentage who receive an Elder Review (Elder reviews are required as part of a traditional healing path 90.2% - 95.5% 2020-03-31 96.4% 94.9% 91.2%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
9,218,176 9,218,176 8,378,096 8,669,384 -548,792
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
1 1 0

P12: Correctional Program Readiness

Description

The Correctional Program Readiness Program contributes to Correctional Interventions by providing nationally recognized correctional programs that prepare and motivate offenders to address risk factors related to offending.

Key activities include identification of problematic behavior, providing motivational support to offenders, and preparing offenders to address their risk factors.

Planned results
Expected results Performance indicators TargetFootnote 15 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Participation in correctional program readiness programs contributes to the offender reintegration process by preparing and motivating offenders to address risk factors related to their offending Median days from admission to the start of readiness programs for offenders serving a sentence of 4 years or less 46.0 - 47.0 2020-03-31 58 77 92
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
13,095,160 13,095,160 13,440,868 12,318,495 -776,665
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
110 115 5

P13: Correctional Programs

Description

Correctional Programs contribute to Correctional Interventions by providing nationally recognized correctional programs to specifically address risk factors related to offending at intensity levels commensurate to offenders’ risk and needs.

Key activities include teaching offenders skills that will help reduce their problematic behaviour and assisting offenders to change pro-criminal attitudes and beliefs, manage themselves, set goals, solve problems, and develop healthy interpersonal relationships and coping skills.

Planned results
Expected results Performance indicators TargetFootnote 16 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Participation in correctional programming contributes to the reduced re-offending and facilitate the safe and timely reintegration of offenders into the community Of the offenders serving a sentence of four years or less, with an identified need for correctional programming, the percentage who enrol in such programming prior to first release 92.1% -  96.0% 2020-03-31 87.7% 84.7% 85.2%
Of the offenders serving a sentence of four years or less, with an identified need for correctional programming, the percentage who complete such programming prior to first release 85.9% - 88.4% 2020-03-31 78.2% 73.5% 72.9%
Of the offenders serving a sentence of four years or less, with an identified need for correctional programming, the percentage who complete such programming prior to sentence expiry date 88.1% - 89.3% 2020-03-31 79.4% 79.4% 75.7%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
78,229,778 78,229,778 72,509,348 57,299,483 -20,930,295
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
553 567 14

P14: Correctional Program Maintenance

Description

The Correctional Program Maintenance Program contributes to Correctional Interventions by providing nationally recognized correctional programs designed to support offenders to continue to make changes and maintain skills learned through their participation in correctional programming. These programs are delivered to offenders in the institution and in the community.

Key activities include providing support to offenders to maintain and apply the skills that they learned in other correctional programs in order to monitor and cope with daily challenges.

Planned results
Expected results Performance indicators TargetFootnote 17 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Participation in correctional programming maintenance contributes to the offender reintegration process by supporting offenders to apply the skills acquired through correctional programming Percentage of institutional maintenance program completions 81.2% - 83.9% 2020-03-31 84.4% 82.2% 84.7%
Percentage of community maintenance program completions 65.9% - 68.5% 2020-03-31 69.8% 69.5% 68.8%
Of the offenders with an identified need for correctional maintenance programming, the percentage who complete such programming prior to sentence expiry date 75.0% - 80.4% 2020-03-31 81.8% 78.4% 76.6%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
14,068,702 14,068,702 14,569,838 14,400,092 331,390
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
132 128 -4

P15: Offender Education

Description

The Offender Education Program contributes to Correctional Interventions through interventions designed to provide offenders with basic literacy, academic, and personal development skills thereby improving their capacity to effectively participate in other correctional interventions. It also offers them an opportunity to improve their education qualifications, thereby increasing their likelihood of obtaining community employment and successfully reintegrating into the community.

Key activities include the implementation, delivery and management of education programs.

Planned results
Expected results Performance indicators TargetFootnote 18 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Education programs contribute to the rehabilitation and reintegration of offenders Of the offenders with an identified need for an upgrade to their education, the percentage who upgrade prior to first release 54.0% - 64.8% 2020-03-31 66.4% 68.0% 68.3%
Percentage of education referrals actioned within 120 days of admission to federal custody 73.4% - 75.9% 2020-03-31 76.5% 74.5% 75.8%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
23,582,813 23,582,813 25,396,771 24,749,515 1,166,702
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
154 167 13

P16: CORCAN Employment and Employability

Description

As part of correctional interventions utilized to contribute to offender rehabilitation, the CORCAN Employment and Employability Program provides offenders with skills training that develops technical and soft skills that are transferable to community employment. This is achieved through on-the-job training, apprenticeship hours and vocational certifications that improve their chances of sustainable employment as part of a safe and successful release into the community.

Key activities include teaching a combination of industry standard technical skills (mastery of tools and processes associated with a specific occupational roles), transferable skills (with opportunities for offenders to apply these skills in various industry jobs), and soft skills (improve employability and job readiness). These skills are foundational for accessing employment opportunities. Other activities include supporting offenders through employment readiness and employment search support services throughout their sentence and providing complementary support to other CSC employment and employability initiatives.

The program is designed to allow offenders to acquire skills and develop the pro-social attitudes and behaviours that are valued by employers, and so is a key part of CSC’s commitment to actively support offenders to become law-abiding citizens.

Planned results
Expected results Performance indicators TargetFootnote 19 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Offenders have the employment and employability skills to secure and retain employment upon release from institutions Percentage of employment intervention referrals actioned within 120 days of admission 64.9% - 75.7% 2020-03-31 68.1% 69.7% 77.6%
Percentage of employable time spent employed, for offenders under community supervision 62.5% - 64.7% 2020-03-31 66.9% 68.4% 68.8%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
43,410,314 43,410,314 52,768,658 62,067,339 18,657,025
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
624 642 18

P17: Social Program

Description

The Social Program contributes to Correctional Interventions by providing a combination of structured and unstructured interventions and activities designed to prepare offenders for reintegration into the community as law-abiding citizens.

The program encourages offenders to adopt pro-social lifestyles and contributes to a meaningful use of time by providing basic life skills. It provides offenders with opportunities to learn and practice social skills, necessary for personal and social development, and increases offenders’ awareness of their strengths and weaknesses, which assists them to overcome possible roadblocks to reintegration.

Key activities include community integration program, social integration program for women, recreation and leisure activities, hobby crafts, self-help, life skills training, social and cultural activities, and community contact opportunities.

Planned results
Expected results Performance indicators TargetFootnote 20 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Social programs provide offenders with knowledge and skills that better equip them for their re-entry into society and support changes that lead to a balanced and healthy prosocial lifestyle Of the offenders enrolled in the Community Integration Program, the percentage who complete 82.0% - 84.6% 2020-03-31 85.2% 74.4% 86.1%
Of the offenders enrolled in the Social Integration Program for Women, the percentage who complete 89.2% - 94.1% 2020-03-31 92.8% 94.3% 92.1%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
22,237,397 22,237,397 20,961,154 20,891,753 -1,345,644
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
209 223 14

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.

P18: Community Management and Security

Description

The Community Management and Security Program contributes to Community Supervision by monitoring and managing offenders in the community, and by gathering, analyzing, and sharing intelligence.

Key activities include monitoring released offenders, Electronic Monitoring of offenders, the National Centralized after hours Duty Office, the After Hours Victim Notification Program and the Correctional Service of Canada Tip Line program.

Planned results
Expected results Performance indicators TargetFootnote 21 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Community management is compliant with policy and law Rate of minor/moderate convictions under supervision per 1,000 offenders 140.9 - 185.2 2020-03-31 158.5 151.3 132.5
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
21,712,264 21,712,264 22,126,953 22,693,124 980,860
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
119 119 0

P19: Community Residential Facilities

Description

The Community Residential Facilities Program contributes to Community Supervision by providing accommodation for offenders in what are commonly known as “halfway houses” as well as Hostels, Private Home Placements, Supervised Apartments and Treatment Centres. Community Residential Facilities are operated by non-profit community-based agencies under contract with CSC and promote the successful reintegration of offenders into the community.

Key activities include providing accommodation, supervision, intervention, support, and monitoring for those offenders under community supervision who are required to reside in community based residential facilities on release.

Planned results
Expected results Performance indicators TargetFootnote 22 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Offenders with residency conditions have appropriate supervision and housing in the community Rate of fail to return per 1,000 offenders residing in a Community Residential Facility 240.4 - 271.4 2020-03-31 250.1 232.7 223.2
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
111,219,035 111,219,035 118,096,145 111,707,910 488,875
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
1 0 -1

P20: Community Correctional Centres

Description

The Community Correctional Centres (CCC) Program contributes to Community Supervision by managing federally-operated community-based residential facilities that provide a 24-hour structured living environment, monitoring and interventions for the purpose of the safe reintegration of offenders into the community. CCCs operate under Correctional Service Canada policies and procedures. The CCCs accommodate offenders under federal jurisdiction who have been released to the community on unescorted temporary absences, day parole, full parole with residency, work releases, statutory release with residency, as well as those subject to Long-Term Supervision Orders with residency.

Planned results
Expected results Performance indicators TargetFootnote 23 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Higher risk offenders have appropriate levels of supervision and housing while on conditional release with a residency condition Rate of fail to return per 1,000 offenders residing in a Community Correctional Centre 536.3 - 627.3 2020-03-31 603.2 702.6 640.6
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
10,167,041 10,167,041 15,950,088 23,010,350 12,843,309
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
4 8 4

P21: Community Health Services

Description

The Community Health Services Program contributes to Community Supervision by providing essential health services for offenders in the community where there are gaps in provincial health service delivery. In addition, CSC facilitates access to community services to support rehabilitation and successful reintegration.

Key activities include providing discharge planning services to ensure continuity of support, mental health services to address mental health needs (e.g., crisis intervention and counselling), and links to community agencies.

Planned results
Expected results Performance indicators TargetFootnote 24 Date to achieve target 2017-18 Actual
results
2018-19 Actual
results
2019-20 Actual
results
Efficient, effective health services to offenders that encourage individual responsibility, promote healthy reintegration and contribute to safe communities The percentage of offenders with a completed review of their health care needs prior to release 95% -100% 2020-03-31 N/A N/A 83.5%
The percentage of offenders with a completed medication reconciliation prior to release 95% -100% 2020-03-31 N/A N/A 90.3%
Budgetary financial resources (dollars)
2019-20
Main Estimates
2019-20
Planned spending
2019-20
Total authorities available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus Planned spending)
19,290,611 19,290,611 17,188,469 15,950,271 -3,340,340
Human resources (full-time equivalents)
2019-20
Planned full-time equivalents
2019-20
Actual full-time equivalents
2019-20 
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
105 104 -1
Date modified: