Performance Assurance

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Evaluation Report: The Section 81 Agreement between the Native Counselling Services of Alberta and the Correctional Services of Canada; The Stan Daniels Healing Centre

File #394-2-30

Evaluation Branch
Performance Assurance Sector
October 7, 2005


Interviews were conducted by the evaluation team in person and by telephone during the months of July, August and September, 2004. The interview process included a site visit to the Stan Daniels Healing Centre from September 20th to the 24th, 2004. Key sources who were unavailable at the time of the site visit, or who were not physically located at the sites, were contacted by telephone and subsequently interviewed. Interviews were approximately 30 to 40 minutes in duration.

Information from the Residential Service Statements was entered into a spreadsheet table, then converted into a data base and manipulated electronically using statistical analyses software (SAS). From this information, resident databases were created that would facilitate various types of analyses: the “resident-flow” data base identified the stream of residents in to and out of the centre; the “resident stock” data base identified residents at different snapshots throughout time, and the “summary” data base contained one unique record for residents at the Centre for matching and profiling purposes.

Financial information regarding the Centre was obtained from CSC's automated comptrollership system. Actual operating costs of the Centre were reported directly from the system. For analytical purposes, adjustments were made to the actual costs as per the results of a review conducted by CSC's Performance Assurance Sector that had identified inaccuracies. Finally, the average cost of maintaining a resident at the Centre was compared to the average cost of maintaining those residents at other facilities in the Prairie region using CSC's Cost of Maintaining Offenders (COMO) data base. As the Stan Daniels Healing Centre supervises offenders who were transferred from local minimum security institutions, Community Correctional Centres (CCC) and parole offices, the COMO data base was used in those locations for comparative purposes[35]. Cost comparisons were drawn on the following items[36]:

  1. Personnel costs - staff salaries, the employee benefit plan, wages for temporary and/or casual employees;
  2. Operating costs - equipments, repairs and maintenances, postage, printing & copying, office supplies, training & travel of employees, telephone, library service, subscriptions, residents' clothing, food, household supplies, laundry service, linen & bedding, medical, transportation of offenders, Elder services, spiritual ceremonial costs, aboriginal programs, correctional programs.

[35] Costs included those associated to all minimum security institutions, CCCs and parole offices in the Prairie region were considered, including: Rockwood Institution, Riverbend Institution, Grande Cache Institution, Pe Sâkâstêw, Grierson, Drumheller Institution (Annex), Bowden Institution, Osborne Centre, and Oskana Centre.

[36] In addition to the common costs listed above, there are two costs that associate with the Stan Daniels Healing Centre only. One is the advertising and promotion cost, the other is a special administration cost CSC pays the Centre. These two costs are included in calculating total cost and cost per diem in the Stan Daniels Healing Centre.