We are in a stage of transition: moving from transformation to integration of fundamental changes that will enhance our ability to achieve the Service’s key priorities, in the context of our Mission and contribution to public safety. —Commissioner Don Head

For the past two years, the Correctional Service of Canada (CSC) has focused on enhancing how it contributes to public safety through the implementation of a Transformation Agenda. A wide variety of initiatives have been undertaken to respond to the observations and recommendations of the CSC Review Panel and the strategic direction provided by CSC’s Executive Committee (EXCOM). During this period, emphasis has been placed on integrating transformation initiatives with the priorities identified in CSC’s Report on Plans and Priorities, as a way of transferring responsibility to and, therefore, empowering staff in our institutions and the community.

Staff and our partners in the community continue to raise questions about next steps, especially in light of the fact that the mandate of the Transformation Team ends on March 31, 2010.

Responses to some of these questions follow in order to ensure everyone is informed about where we are and where we are going, as the transformation journey moves to a new phase.

Is “Transformation” over?

CSC received funding in Budget 2008 to support transformation initiatives over a two-year period and, in some cases, beyond. Although the Transformation Team will conclude its work, the Commissioner has established a Transformation Steering Committee to ensure these initiatives are sustained and enhanced over the next several years. In other words, although the Transformation Team is leaving, the Transformation Agenda is still very much alive.

How can I find out about what has been accomplished through the Transformation Agenda and what initiatives are continuing?

There are several ways to learn about what has been achieved and what is planned for the future. For example, you can find the “Integrated Overview: CSC Transformation Agenda” on the CSC Web site (www.csc-scc.gc.ca). There is a section on key priorities, including lists of completed initiatives. >

Three reports are also being prepared for EXCOM and for submission to the Minister of Public Safety. They will include:

1. A Report on Safety and Security (outlining current results, and future plans/priorities and related funding investments)
2. A Report on Initiatives Undertaken to Enhance the Correctional Continuum (e.g. offender intake assessment, the correctional plan, the Integrated Correctional Program Model and Case Management)
3. A Future Directions Paper (outlining steps to be taken to integrate transformation initiatives with priorities, outcomes and results identified in the 2010 Report on Plans and Priorities)

Of course, you will also be able to monitor the progress of these initiatives through the Service’s regular reporting to Parliament through the Report on Plans and Priorities and Departmental Performance Report. Updates will also be provided in future issues of Let’s Talk.

What direction will be provided to ensure full integration of transformation initiatives and departmental priorities?

As noted above, the Commissioner created a Transformation Steering Committee to provide advice and recommendations to EXCOM on the effective transition of initiatives to CSC operations in the institutions and the community. Steering Committee members include the Commissioner, Senior Deputy Commissioner, and key members of the Executive Committee. The Steering Committee meets at least monthly to provide advice and recommendations to EXCOM to ensure that a nationally consistent approach to implementation is integrated, cost-efficient, effective, and coordinated across all regions and sectors.

What’s the connection between the Transformation Agenda themes and CSC’s Corporate Priorities?

It’s all about contributing to public safety for Canadians. Since fiscal year 2006-07, CSC has maintained consistent focus on the following five priorities. They were developed to manage the risks and needs of a changing offender population profile, while enhancing the Service’s contribution to public safety:

• Safe transition of eligible offenders into the community
• Safety and security of staff and offenders in our institutions
• Enhanced capacities to provide effective interventions for First Nations, Métis and Inuit offenders
• Improved capacities to address mental health needs of offenders
• Strengthening management practices

The progress for these corporate priorities helps us fulfill our Mission, which is to contribute to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure, and humane control. For example, working to reduce the flow of drugs entering institutions helps create safe and secure institutional environments for offenders to actively engage in their correctional plans. And improving the delivery of programs through the implementation of the Integrated Correctional Program Model, and strengthening the case management linkages between institutions and the community, result in a “seamless” transition of offenders into the community and improved offender supervision and intervention.

Why has Phase 2 of the Transformation Agenda focused on the community?

While many of our activities and operational practices in institutions serve immediate objectives of safeguarding surrounding communities, and the staff and inmates at particular sites, ultimately, our work is focused on the eventual return to the community of most offenders, from intake assessment through warrant expiry.

Everything we do has successful reintegration in the community as its ultimate goal: we strive to run safe and secure institutions in order to create the climate to facilitate the activities that will support safe community reintegration. We assess offenders so that we can develop plans to address criminogenic needs to support safe reintegration. We have developed and implemented very sophisticated and comprehensive program, intervention, educational and employment strategies, so that offenders can acquire the tools and skills they need to re-enter society as safe and productive members. We seek to change offenders’ attitudes and behaviours in ways that, again, will support them to be law-abiding citizens in the community.

How can I support CSC’s ongoing transformation?

As you may recall, the Transformation Agenda followed John Kotter’s eight-step change-management theory, which includes: creating a sense of urgency, establishing a small team, and communicate, communicate, communicate. The last two steps (don’t let up and create a new culture) will continue to be relevant for staff and partners of the Service for some time to come. The “new culture” includes an ongoing emphasis on integration, engagement, communications, and relationship building, and we each have a role to play there.

The foundation for ongoing transformation has been set by the period of intensive work over the last two years. Now, the ball is “in the court” of each and every staff member as we move forward to help improve what we do, to help keep communities across Canada safe.