2011-2012 Departmental Performance Report (DPR)

The Correctional Service of Canada (CSC) is an agency within the Public Safety Portfolio.

CSC contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more. This involves managing institutions of various security levels and supervising offenders on different forms of conditional release, while assisting them to become law-abiding citizens. CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders for up to 10 years.

CSC's Mission has guided the organization since 1989. It affirms the organization's commitment to public safety and clearly states how CSC will fulfill its mandate. CSC's legislative foundation is the Corrections and Conditional Release Act, promulgated in 1992.The Act provides the foundation for CSC's Mission:

The Correctional Service of Canada (CSC), as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.¹

CSC is well organized to provide effective correctional services in a fiscally responsible manner² at the national, regional and local levels.

In general, CSC's responsibilities include the provision of services across the country in large urban centres with their increasingly diverse populations, in remote Inuit communities across the North, and at all points in between. CSC manages institutions for men and women, mental health treatment centres, Aboriginal healing lodges, community correctional centres and parole offices.

CSC partners with various non-governmental organizations and private agencies to assist offenders with gradual, supervised and appropriate transition to the community. CSC has approximately 200 contracts with community residential facilities. CSC also undertakes research on addiction issues facing offenders, and manages a regional staff college, five regional headquarters and a national headquarters.

CSC also plays a role in international collaboration through its International Development Program. As part of its involvement in this area, CSC assisted with training and mentoring staff at the Sarpoza Prison in Kandahar, Afghanistan, and helped establish the correctional system in Haiti.  As well, CSC has played an active role with Sweden through the United Nations Department of Peacekeeping Operations in developing standards and training for the deployment of correctional professionals from African countries to post-conflict regions of that continent.

At home, CSC is directly impacted by the Government's Tough on Crime agenda. CSC is working to ensure that the correctional system corrects criminal behaviour. CSC is constantly assessing resource allocation to ensure that this goal is met effectively and efficiently. Under the leadership of a team of CSC personnel who represent a rich and diverse range of professional expertise and correctional experience, CSC ensures that the renewal initiatives are consistent with the Service's primary mandate of contributing to public safety.

On an average day during 2011-12, CSC was responsible for 14,340 federally incarcerated offenders and 8,679 offenders in the community for an average of 23,000 offenders per day.

CSC employs approximately 18,600 staff and strives to maintain a workforce that reflects Canadian society; 48.3 percent of CSC staff are women. Slightly more than 7.1 percent are from visible minority groups, 4.8 percent are persons with disabilities, and 8.4 percent are Aboriginal.

Two occupational groups, for the most part exclusive to CSC, represent over half of all staff employed in operational units.

The Correctional Officer group comprises 41 percent of staff, while another 15 percent are in the Welfare Programs category, which includes parole and program officers who work in institutions and in the community. The remainder of CSC's workforce reflects the variety of other skills required to operate institutions and community offices, from health professionals to electricians and food services staff, as well as staff providing corporate and administrative functions at the local, regional and national levels. All staff work together to ensure that institutions operate in a secure and safe fashion and that offenders are properly supervised on release.

Volunteers continue to be essential contributors to public safety by enhancing and supporting the work of CSC staff and by creating a liaison between the community and the offender.

CSC benefits from the contributions of 8,700 volunteers active in institutions and in the community. CSC volunteers are involved in activities ranging from one-time events to providing ongoing services to offenders and communities, including tutoring, social and cultural events and faith-based services. CSC also engages volunteer Citizen Advisory Committees at the local, regional and national levels to provide citizen feedback on CSC policies and practices.

CSC is also reaching out to communities more than ever before. According to Canadian Heritage, Human Resources and Skills Development Canada, and Statistics Canada,³ if the observed trends continue; tomorrow's Canada will be very different from today. Its population will be more elderly, the Aboriginal population will continue to grow faster than the general population, and visible minorities will become majorities in major cities. The tendency of young people and newcomers to settle primarily in major urban centres will contribute to the stagnation or weakening of regional economies. In addition to these phenomena, there will be greater linguistic and religious diversity combined with an ageing population, urbanization and rural depopulation. Since offenders come from Canadian communities, many of these changes are reflected in the offender population and affect the communities to which they will return.

CSC recognizes and acknowledges the value of its traditional partners who are involved in the delivery of essential services to assist in the successful reintegration of offenders, and it is working to build new partnerships. To reflect this growing interconnectedness with community partners and the contribution they make to the organization's success, CSC revised its corporate priorities in 2010-11. One additional priority has been added: productive relationships with increasingly diverse partners, stakeholders, and others involved in public safety.

This new priority puts a special emphasis on the importance of CSC's relationship with communities that are both, the source and destination of offenders. 

The corporate priorities continue to be rooted in CSC's mission and mandate and serve to provide specific focus for the organization's direction, programs and initiatives; as well as assisting the organization to improve its contribution to safety in Canadian communities by helping offenders return to society as productive, law-abiding citizens. 

1.2 Strategic Outcome and Program Activity Architecture (PAA)

CSC's contributions to a safe and secure Canada are well articulated in the organization's single strategic outcome, namely "The custody, correctional interventions, and supervision of offenders, in communities and institutions contribute to public safety".

To achieve the strategic outcome, offenders are maintained in "Custody" in institutions. Those who become eligible and are granted conditional release are transferred to the community where they are managed under "Community Supervision".⁴

In both the institution and the community, offenders benefit from "Correctional Interventions" to help them change the behaviours that contributed to their criminal activity and to become law-abiding citizens.

Internal Services encompasses all activities and resources that support the organization's program needs and other corporate obligations.

1.3 Organizational Priorities

CSC's six corporate priorities align with, and enhance our strategic outcome and program activities to assist the Service in achieving public safety results. 

1.4    Risk Analysis

Risk management continues to be a central part of daily business at all areas of CSC's large, decentralized and complex work environment. The most senior levels of management oversee high-level risks, while medium and lower levels of risk are managed at operational levels. The accurate identification and effective management of risk areas are fundamental to CSC's achievement of planned correctional results that contribute to public safety. Challenges that impact corrections include: operational impacts of new legislation, more offenders with violent criminal histories and gang affiliations, more offenders with mental health issues, and ever-increasing complexities in the offender profile.

In the Report on Plans and Priorities⁵ (2011-12), the Service identified twelve corporate risks that could have impacted CSC's ability to deliver on its strategic outcome, had they materialized. In the latter part of the 2011-12 reporting period, CSC took interim steps to reduce its corporate risks to ten en route to having eight in the future, as part of its ever evolving process of corporate risk identification and management.

1.5 Summary of Performance

Information on Variances

The variance between the Planned Spending and the Total Authorities is mainly due to the following changes during the reporting period:

• Increase in authority ($128.5 million) due to Treasury Board Vote 30 (reimbursement of eligible paylist expenditures)
• Increase in authority ($104.2 million) due to operating and capital funds carry forwards
• Reduction in authority ($21.4 million) due to the transfer to Shared Services Canada

The variance between the Total Authorities and the Actual Spending and the variance between the Planned and Actual FTEs are mainly explained by the fact that the inmate population growth did not materialize as originally forecasted in the implementation of the Truth in Sentencing Act and the Tackling Violent Crime Act. CSC hires staff based on actual inmate population and will not hire any new staff beyond what is required to effectively manage realized population growth while ensuring public safety results for all Canadians.

Progress on Strategic Outcome

CSC established performance benchmarks through the statistical analysis of historical data, which helped to facilitate meaningful performance targets. For the explanation of Offender Person Years (OPY) rates please see Section 4.2.

Strategic Environmental Assessment

Although the Service is not required to provide a Sustainable Development Strategy, CSC developed a Sustainable Development Strategy which includes:  

• Developing an internal checklist on green buildings;
• Converting from heavy oil to natural gas;
• Monitoring utilities, gas/diesel and water usage;
• Using a cleaner fuel source at certain institutions' central heating plants;
• Maintaining an annual tune-up of large boilers; and
• Continuing work to remediate contaminated sites.

1.6    Expenditure Profile^*8

1.7    Estimates by Vote

For information on CSC's organizational Votes and/or statutory expenditures, please see the Public Accounts of Canada 2012 (Volume II). An electronic version of the Public Accounts 2012 is available on the Public Works and Government Services Canada's website⁹

2.1.1 Program Activity 1.0: Custody

Figure 3: Custody, extracted from CSC's Program Activity Architecture

This program activity ensures that offenders are provided with reasonable, safe, secure and humane custody while serving their sentence. This program activity provides much of the day-to-day needs for offenders in custody, including a wide range of activities that address health and safety issues as well as provide basics such as food, clothing, mental health services and physical health care. It also includes security measures within institutions, including drug interdiction, and appropriate control practices to prevent incidents.

Performance Summary¹⁰

CSC established performance benchmarks through the statistical analysis of historical data, which helped to facilitate meaningful performance targets. For the explanation of Offender Person Years (OPY) rates please see Section 4.2.

In the case of the drug screening related targets, the results exceeded benchmark expectations, which indicate that less illicit drugs were present in institutions. As for the rate of deaths in custody, CSC has maintained its level, while continually striving for improvement. The Service has exceeded all targets concerning upheld inmate grievances relating to food services, health care services, visits and segregation because of enhanced grievance resolution and operational practices. The targets for reduced violence described above were not met because of inmate population complexities.

Analysis of Program Activity

The following outlines several notable operational successes under the "Custody" program activity where Departmental commitments were attained.

CSC undertook an expansion of bed capacity that included:

• Continued work on a program to add 2,752 new accommodation spaces between 2011-12 and 2013-14. As of March 31, 2012, CSC had over 2000 spaces that were under construction plus 58 spaces where construction had been completed.
• A Memorandum of Agreement with the province of Manitoba, providing access up to 25 beds for federally sentenced women offenders.

Drug interdiction and Security Intelligence Enhancements

CSC enhanced drug interdiction initiatives and also expanded preventive security intelligence endeavours in institutions and in the community to provide a safe and drug-free environment. These enhancements included:

• Random monthly-to-daily staff searches were instituted to increase awareness and seizures of unauthorized items.
• The expansion of the drug-detector dog program by 15 new fully trained detector dog teams moved CSC towards its goal of 126 teams by 2013-14.
• The development of an authorized list of items permitted entry into institutions by staff, officials and visitors.
• The launch of an additional Correctional Manager post at principal entrances of institutions as of November 2011.
• The creation of the Correction Intelligence Management System.

Health Needs of Offenders

To address the health needs of offenders, standardized admission and discharge criteria, resource indicators, discharge planning guidelines and a Performance Measurement Framework for all treatment centres were developed. Consultations for the review of the Mental Health Strategy from an Aboriginal perspective were completed. CSC expanded the institutional Mental Health Tracking System to the community to improve performance reporting on mental health care.

Data collected within the reporting period reveal that CSC provided institutional mental health services: 

• 48.3% (n=9,925) of offenders received institutional mental health services;
• 46.9% (n=2,100) of Aboriginal offenders received institutional mental health services and
• 74.7% (n=733) of women offenders received institutional mental health services.

A total of 90.8% (n=4,065) of newly admitted offenders were screened by the Computerized Mental Health Intake Screening System (CoMHISS). Of the newly admitted Aboriginal Offenders a total of 90.6% (n=792) were screened and of the newly admitted Women Offenders a total of 93.3% (n=265) were screened.

CSC delivered the Fundamentals of Mental Health training to 2,438 staff in fiscal year 2011-12.

CSC's Health Services won the International Corrections and Prison Association Health Care award for leadership in implementing the CSC Mental Health Strategy in February 2012. CSC's health care centres were awarded accreditation status in September 2011 by Accreditation Canada for providing health care according to internationally recognized standards.

Safety and Security

CSC instituted several operational initiatives in 2011-12, in order to address safety and security in CSC institutions, including: new search technologies; increasing the frequency of searches; and establishing and piloting a national block training model that delivers more effective and efficient training to correctional staff.

The directive of deploying two armed officers for all maximum and some medium security escort situations was adopted as of October 2011.

CSC improved its methodology for testing and approving security equipment by introducing a "job hazards" approach to ensure safety and security, requiring that some staff carry Oleoresin Capsicum (OC) spray and wear protective vests. CSC also provided inmates with clear plastic storage containers to store religious items, so staff can search while respecting contents.

Offender Population Management

To manage the challenging and complex offender population, CSC implemented various initiatives including:

• A National Anti-Drug Strategy;
• A Population Management Strategy;
• A Gang Management Protocol
• An improved management team support directive for staff at the front-line.

Prevention of Deaths in Custody

CSC increased its capacity to intervene and address preventable deaths in custody and self-harm incidents by completing the delivery of Dynamic Security training in all regions in 2011-12. Dynamic Security is an innovative way to manage offender behaviour and progress by focused observation and positive interaction with the inmate population. It is a key tool of the Population Management Strategy.

Lessons Learned

A strong and timely response by CSC to bed capacity issues arising in 2011-12 was demonstrated by early response to the system's needs through a project management model analysis and implementation of the required actions to be posed.

The offender population has continued to evolve, with offenders coming into federal custody with criminal histories involving violent offending, substance abuse problems and presents with identified mental health problems. These concerns were reflected in the Audit of Regional Treatment Centres and the Regional Psychiatric Centre and in an initial report on the Results of the Pilot of the Computerized Mental Health Intake Screening System (CoMHISS). Therefore the case was made to substantially strengthen CSC health service's processes on the mental health file, including the implementation of:

• Enhanced monitoring and performance reporting;
• Improved consistency of clinical services in treatment centres;
• Continued training of key non-health staff in the fundamentals of mental health.

2.1.2 Program Activity 2.0: Correctional Interventions

Figure 4: Correctional Interventions, extracted from CSC's Program Activity Architecture

The Correctional Interventions program activity, which occurs in both institutions and communities, is necessary to help bring about positive changes in behaviour and to safely and successfully reintegrate offenders back into Canadian communities. In collaboration with various partners and stakeholders, this program activity is focused on addressing offender needs across a number of life areas that are associated with criminal behaviour.

Performance Summary¹¹

CSC established performance benchmarks through the statistical analysis of historical data, which helped to facilitate meaningful performance targets.  For the explanation of Offender Person Years (OPY) rates please see Section 4.2.

The rates of return to federal custody have decreased, exceeding the expected targets, as have completion of correctional programming by offenders, due to new more effective processes being implemented. The increase in volunteer hours and higher availability of chaplaincy staff to interface with offenders has provided enhanced outcomes to inmates' correctional and rehabilitation plans.

Analysis of Program Activity

To enhance case management procedures, CSC:

• Completed a comprehensive review of case management Commissioner's Directives prepared for the coming into force of the Safe Streets and Communities Act
• Delivered train-the-trainer training programs in both official languages to 49 trainers, then to parole officers in regions from September 2011 to March 2012
• Delivered said training to 1,190 staff in program referrals; 1,168 in "back to basics" risk analysis and 1,174 in intervention integration training. All case management staff were therefore trained on legislative changes prior to the changes coming into force
• Hosted a Manager Assessment and Intervention conference in March 2012.  The event improved collaboration and communication across institutions as well as overall quality and continuity of case management practices

To improve the employment and employability of offenders, CSC:

• Transferred the administration of community employment services from CORCAN to the Community Corrections sector for a 2 year pilot
• CORCAN increased business volume by 19% allowing offenders to work 2.62 hours per day, which is 8% over the projected targets
• Issued 219 certificates to offenders from the National Employment Skills Program
• Opened a textile shop at Nova Institution for Women, where previously there was no CORCAN presence
• Established a new partnership with the Canadian Coast Guard, making uniforms for staff which helped increase the number of jobs for offenders
• Continued to replace CORCAN farm employment by providing other opportunities including: enabling offenders to obtain third party certificates (e.g. Workplace Hazardous Materials Information System, Fall Protection, Confined Space Protection, First Aid/CPR) and vocational courses (e.g. in Hospitality, Small Engine Repair, heavy equipment and Landscape Techniques, Carpentry Level 1 and 2, Solar Energy Installer program, Welding, Construction, Manufacturing, Computer Training, horticulture and Aboriginal specific courses) as well as access to the National Employability Skills Program

In this reporting period, in order to continue to improve its capacity to provide gender and culturally appropriate services, CSC:

• Continued to implement a full continuum of initiatives and strategies that are culturally appropriate for Aboriginal offenders at all operational sites
• Expanded the Pathways Initiatives from 7 to 25 and continued operating several Healing Lodges
• Implemented the Sivuppiak Action Plan to address the unique needs of Inuit offenders by piloting an Inuit Visiting Elders Program, ensuring availability of country food in the Quebec, Ontario and Atlantic Regions and increasing the number of Inuit staff at CSC
• Partnered with the Mohawks of the Bay of Quinte to support local housing initiatives in the Ontario Region where offenders in the CORCAN program at Frontenac Institution helped design and build a modular home for members of the Mohawk territory
• Provided Aboriginal Sensitivity training and workshops to institutional staff involved in the case management process, which considers the unique situation of the Aboriginal offender as to forms of sentencing and care/treatment within the correctional system
• Delivered Parole Officer Induction training which included new enhancements pertaining to Aboriginal Offenders, to ensure that Aboriginal healing components are included in the Correctional Plans
• Continued to ensure that protocol and procedure policies maintain respect and dignity of incarcerated women offenders
• Developed Memoranda of Agreements to share the Women Centered Training curriculum with New Brunswick and Bermuda

To enhance communication and relationship initiatives, CSC:

• Maintained partnerships with organizations, committees and individuals through the delivery of numerous initiatives and programs 
• Hosted Partners Day, which engaged over 80 partners and stakeholders across Canada
• Engaged 130 Faith community partners in 170 chaplaincy-related contracts at CSC, as well as with various Aboriginal and ethnocultural communities
• Enhanced communications and outreach with Canadians as all three videos developed by CSC including "Don't Risk It! Keeping Drugs Out", were uploaded to CSC's YouTube Channel
• Developed various communication tools and continued to be active in public education through the Speakers Bureau, Community Forum Program, outreach activities and consultations
• Participation on various advisory committees relating to Aboriginal, ethnocultural and victims' services
• Continuing to engage victims of crime, victim service partners and other government departments to ensure CSC addressed the needs of victims

Lessons Learned

Case management procedures were strengthened through the comprehensive review of Commissioner's Directives conducted to prepare for legislative changes.

Employment opportunities for offenders can be increased by leveraging partnerships with other government organizations and the private sector (for profit and not for profit).

Increased targeted communications with the public, correctional partners and stakeholders, and victims of crime remains key to improving Canadians' understanding of the role CSC plays in communities across the country.

2.1.3 Program Activity 3.0: Community Supervision

Figure 5: Community Supervision, extracted from CSC's Program Activity Architecture

The Community Supervision Program ensures that eligible offenders are safely reintegrated into communities through strong management of the community corrections infrastructure, accommodation and health services, where required, as well as comprehensive supervision for the duration of the offender's sentence. The expected result for this program activity is that offenders will be maintained in the community as law-abiding citizens.

Performance Summary¹²

CSC established performance benchmarks through the statistical analysis of historical data, which helped to facilitate meaningful performance targets. For the explanation of Offender Person Years (OPY) rates please see Section 4.2.

CSC's commitment to improve case management and supervision of offenders living in the community has been demonstrated through all three Community Supervision Performance Indicators' targets being exceeded.

Analysis of Program Activity

To enhance integration between the institutional and community continuum of care, CSC:

• Supported initiatives that involved institutional and community case management teams working together to develop safe and viable release plans for offenders with complex mental health issues
• Launched the Federal Community Corrections Strategy (FCCS) in October 2011 which resulted in greater operational consistency in service and program delivery, as it set the forum for collaboration with community partners within 195 engagement activities and enabled the identification of needs and gaps in the system

The Electronic Monitoring Pilot Program helped strengthen the supervision options that are available to community parole officers.  The program included developing a supervision strategy that contributed to shorter residency conditions, strengthened community interventions that in turn provided alternatives to suspension and revocation.

Within the reporting period, CSC provided community mental health services, as follows: 

• 22.2% (n=3,097) of offenders received community mental health services
• 24.7% (n=572) of Aboriginal offenders received community mental health services
• 36.1% (n=326) of women offenders received community mental health services

To build and sustain partnerships and relationships, community mental health staff engaged in community capacity building activities, including promoting the development of new and additional services and working to improve community awareness to ensure adequate consideration of the needs of offenders with mental disorders.  Within fiscal year 2011-12, CSC staff had contact with over 1,900 partners, stakeholders and community agencies.

To enhance integration for women offenders, CSC:

• Supported a pilot project developing private home placements for women offenders in southern Ontario, in conjunction with an outside social service agency
• Revised the Women-Centred Training curriculum to include the Community Strategy's focus on continuum of services between institutions and community
• Hosted a national meeting for Security Intelligence Officers working with women offenders in institutions and communities, to enhance security intelligence in the community
• Strengthened the role of the Security Intelligence officer through the Community Supervision Framework policy
• Created efficiencies in building community capacity for women offenders in 2011-12 that ensured sufficient beds were available to meet the growth in the women offender population, including the signing of a new Memorandum of Agreement with Alberta
• Sponsored a workshop on Social Enterprise for partners to create employment opportunities for women offenders in the community

To improve capacity to supervise offenders in the community, CSC implemented:

• Hired and trained a full contingent of 38 Security Intelligence Officers to enhance CSC's community security intelligence capacity in institutions and in the community
• Developed, with the Parole Board of Canada, a joint glossary on the standard wording for most commonly imposed special conditions. In addition, CSC developed resource tools and best practices to provide Community Parole Officers with strategies to monitor standards and special conditions for offenders in the community
• Improved its capacity to supervise offenders in community residential facilities by enhancing both staffing strategies and dynamic and static security measures including the installation/update of security systems and cameras.

Lessons Learned

Timely distribution of resources to the regions was essential to the success of implementing high risk residential interventions at Community Residential Facilities. Quarterly reports were provided in order to reconcile the use of the resources over the reporting period.

2.1.4 Program Activity 4.0: Internal Services

Figure 6: Internal Services, extracted from CSC's Program Activity Architecture

This program activity includes corporate and administrative services supporting the effective and efficient delivery of operational programs and activities across the organization, and it contributes meaningfully to horizontal and/or government-wide initiatives.

Performance Summary¹³

Changes to Government Structure

Impacts on Financial and Human Resources Resulting from the Establishment of Shared Services Canada

* Represents deemed FTEs transferred to SSC from November 15, 2011 to March 31, 2012.  A total of 88 employees will be transferred to SSC in 2012-13.

CSC established performance benchmarks through the statistical analysis of historical data, which helped to facilitate meaningful performance targets. For the explanation of Offender Person Years (OPY) rates please see Section 4.2.

Analysis of Program Activity

To promote and enhance Values and Ethics within its operations and workforce, CSC:

• Renewed and promoted its Values Statement after the completion of a Departmental Values Gap Analysis and the development of an implementation plan for its dissemination
• Completed an Ethical Climate Survey by end of fiscal 2011-12 through visits to over 40 CSC locations and personal contact with more than 2,800 CSC staff
• Promoted the awareness of rights and responsibilities surrounding the Public Service Disclosure Protection Act and the Office of Internal Disclosure embarked on a comprehensive awareness campaign and comprehensive awareness building sessions were held in various regions
• Delivered all planned training and customized training sessions requested of the office of Conflict Management

To enhance Human Resource Management, CSC:

• Established Service agreements with the Canada Border Services Agency to adopt the Agency's basic facilitator training program, as well as to partner for the delivery of training to CSC's drug detector dog teams
• Launched a National Attendance Management Program that focused on opening the lines of communications between managers and employees. It helped to ensure consistent, supportive and fair management of employee attendance throughout CSC, while maintaining the spirit of collective agreements and promoting attendance. CSC continued with its goal to improve employee attendance through awareness, intervention and individual case management
• Replaced the face-to-face knowledge test of the Correctional Training Program with a centralized, monitored and supported online version, reducing travel costs and producing a more efficient process

To enhance Financial Management Services, CSC:

• Published a comprehensive series of prospective financial statements for common use and continued implementation of financial controls.  Issued a New Financial Directive on contracting in March 2012. The new directive brings all contracting policies, guidelines and directives together under one document for ease of reference
• Completed a Human Resource Plan for the financial management function and symposium that provided an opportunity for over 200 participants to focus on capacity building within the financial management function
• Leveraged Government of Canada e-learning software to design training for financial system users

Enhancement of CSC's Information Management and Technology Services

Investments in the fields of Information Management and Information Technology provided the opportunity to develop new capabilities and tools for CSC and the Parole Board of Canada and allowed them to fulfill their mandates and obligations. Such investments for 2011-12 included:

• the renewal of the Pardons Application Decision System application
• upgrades to the PBC Documentum Records Manager The Board is now well positioned to be compliant with policies and legislations
• enhancements to the Conditional Release Information System
• updates to the Scheduling and Deployment System to address the changes to labour relations policies
• implementation of the Women's Computerized Assessment Of Substance Abuse system
• procurement  and installation of the CORCAN Warehouse Management system
• upgrades to the integrated Financial and Materiel Management System
• Installation of the NetApp Appliances on CSC and the Parole Board of Canada's infrastructure

Five maintenance releases were completed including the Passport Information Exchange, as well as for the National Sex Offender Registry to reflect Bill S-2 legislative changes.

On the infrastructure side, several upgrades and renewal initiatives complying with the Aging IT report were also delivered, including:

• upgrades to the National Headquarters and Kingston data centers
• upgrades to the e-mail server to minimize e-mail data storage issues
• implementation of software solutions for an improved administration of CSC-owned software products
• upgrades to the Blackberry Enterprise Server
• enhancements to the Resource Management Tool
• the migration to Access Pro Case Management System
• encryption of laptops for the protection of corporate information

The Information Management profile was raised in order for CSC to be better positioned to move forward and meet requirements from the Treasury Board Secretariat. Procedures and guidelines for the disposition and retention of inactive offender and corporate files were developed. A communication plan was produced in support of building awareness of the Information Management issues facing the organization. These actions contributed to the improvement of the overall CSC Information Management Accountability Framework rating.

The full implementation of the National Information Technology Service Desk, the updating or creation of various Service Level Agreements, development of a Service Catalogue, Client Satisfaction Survey and work carried out by the Executive Portfolio Leads all contributed to improvements in the overall service delivery of Information Management and Information Technology at CSC.

Finally, the transition of CSC Information technology employees to Shared Services Canada was completed in a timely and efficient fashion with the successful transfer of human, financial, contract, and asset resources.

To enhance change management processes:

CSC revised and updated its Performance Measurement Framework, bringing it into line with the Treasury Board policy on the management of resources and results strategy and with CSC's Program Activity Architecture. CSC's Transition and Renewal Team continued to focus on helping the Service to implement legislative changes and respond to cost saving and cost containment measures.

Lessons Learned

Maximizing the use of public safety training infrastructure such as partnering with the Royal Canadian Mounted Police to deliver the Correctional Training Program initiated in 2011, provided CSC recruits with access to state-of-the-art learning facilities that would not have been available to CSC trainees otherwise. A collaborative process was undertaken for all public safety partners to work towards a uniform firearm training program in an effort to improve collaboration, efficiency and effectiveness.

A similar collaborative situation was seen as an opportunity to restructure and rethink the Information Technology service delivery and improve it where possible. In taking this approach, the multiple activities that were conducted by both CSC and Shared Services Canada to facilitate the transition to Shared Services Canada have created a partnership that will generate mutual value for years to come. This transition to Shared Services Canada had an impact on people, Information Technology processes and technology. The Information Technology management team had to ensure that the transition was managed in a proactive manner, yet sensitive to the impacts on employees, and that care was taken to minimize risk for CSC/Parole Board of Canada, while continuing to move forward on key initiatives.

3.1    Financial Highlights

2011-2012 Expenditures by Program Activity

3.2    Supplementary Information Tables

All electronic supplementary information tables found in the 2011-2012 Departmental Performance Report can be found on the Correctional Service Canada website at:

• Internal Audits and Evaluations ¹⁴
• Sources of Respendable and Non-Respendable Revenue ¹⁵
• User Fees Reporting ¹⁶

3.3    Financial Statements

Statement of Management Responsibility Including Internal Control over Financial Reporting