pdf version
2006-2007
Estimates
A Report on Plans and Priorities
Approved
______________________________________
The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
(Public Safety and Emergency Preparedness)
TABLE OF CONTENTS
SECTION I: AGENCY OVERVIEW
1.1 Correctional Investigator's Message
1.2 Management Representation Statement
1.3 Program Activity Architecture (PAA)
1.4 OCI Program Activity Architecture (January 2006)
1.5 Summary Information
1.6 Agency Priorities by Strategic Outcome
1.7 Agency Plans and Priorities
SECTION II: ANALYSIS OF PROGRAM ACTIVITY BY
STRATEGIC OUTCOME
2.1 OCI Logic Model
SECTION III: SUPPLEMENTARY INFORMATION
3.1 Agency Governance Structure
3.2 Organization Chart
3.3 Agency Planned Spending and Full Time Equivalents
3.4 Resources by Program Activity
3.5 Voted and Statutory Items
3.6 Services Received Without Charge
SECTION IV: OTHER ITEMS OF INTEREST
4.1 Government On-Line Information
4.2 Statutes and Regulations
4.3 Reports
4.4 References
Section I: Agency Overview
1.1 Correctional Investigator's Message
I am mandated to act as Ombudsman for federal offenders. The essential
oversight role of the Office of the Correctional Investigator (OCI) is to ensure
that our federal correctional system is safe, fair, humane and effective.
In order to achieve this result for Canadians, the OCI monitors and investigates
the acts, omissions, decisions and recommendations of the Correctional Service
of Canada (CSC), so that it carries out its statutory mandate in compliance not
only with its own policies and procedures, but also with its domestic and
international legal and human rights obligations.
I believe that Canadian society appreciates and values our efforts.
Thousands of incarcerated Canadians, members of their families and third parties
acting on their behalf continue to contact our Office on a broad range of
issues, notably personal safety, health care, access to mental health services,
conditions of confinement and deprivation of fundamental human rights.
Canadians recognize that the quality of correctional treatment and of
post-release assistance offered to offenders are critical factors in their
ability to successfully reintegrate into the community as law abiding citizens
and to contribute thereby to its overall safety.
The complexity of the legal, policy and operational environments, in which
the OCI must evolve, has grown exponentially. The next fiscal year already
promises to be a very challenging one for the OCI.
On the management level, our focus will be on the further efforts required
for the full implementation of the new Public Service Employment Act
(PSEA) and specifically, on the integration of our human resources and business
planning processes. In keeping with our longstanding commitment to the
prudent stewardship of public funds, the ultimate objective of this planning
synthesis is the achievement of further gains in terms of economy and efficiency
in the delivery of our services to Canadians.
On the operational level, the OCI will pursue its efforts on the issues it
has raised in its latest annual report, notably the treatment of Aboriginal
offenders and the need for accountability in the administration of women's
corrections.
Addressing gaps in mental health services will be a major initiative this
year. The number of offenders in federal institutions with significant
identified mental health needs has more than doubled over the past decade.
However, the mental health services offered to these offenders are, by CSC's own
admission, deficient in the areas of assessment, treatment, case planning and
continuity of care. In view of this; the OCI will continue to call on the
Service to expeditiously and fully implement its Mental Health Strategy.
We will further increase our outreach efforts towards offenders with
mental health issues, as their health status often interferes with their
requesting assistance. We shall then strive to ensure their voices
are heard, their need for mental health services met and their
fundamental human rights respected.
In all of these endeavours, the Office of the Correctional Investigator will
continue to work in collaboration with other government agencies and with
private and not for profit organizations involved in the fields of corrections,
human rights and criminal justice.
Ultimately, our success will be defined by our contribution to the
achievement of excellence within the federal correctional system.
Canadians legitimately expect and deserve our unwavering commitment to these
ideals of sound governance, equity, justice and compassion.
Howard Sapers
Correctional Investigator
1.2 Management Representation Statement
I submit for tabling in Parliament, the 2006-2007 Report on Plans and
Priorities for the Office of the Correctional Investigator This
document has been prepared based on the reporting principles contained
in the Guide for the Preparation of Part II of the 2006-2007
Estimates: Reports on Plans and Priorities and Departmental Performance
Reports:
- It adheres to the specific reporting requirements outlined in
the TBS guidance;
- It is based on the department's approved Program Activity
Architecture as reflected in its MRRS;
- It presents consistent, comprehensive, balanced and reliable
information;
- It provides a basis of accountability for the results achieved
with the resources and authorities entrusted to it; and
- It reports finances based on approval planned spending numbers
from the Treasury Board Secretariat.
Name: _________________________________________
Title: Correctional Investigator of Canada
|
1.3 Program Activity Architecture (PAA)
Below is the OCI's Program Activity Architecture, as presented in our
2005-2006 Report on Plans and Priorities (RPP).
Agency Program Activity (PA) |
Expected Results |
Oversight of Correctional Operations |
Achievement of OCI's Strategic Outcome (SO): “The problems of offenders
in the federal correctional system are identified and resolved in a
timely and reasonable fashion”. |
Agency Program Sub-activities and Priorities |
Expected Results |
Investigate and resolve individual offender issues |
Individual offender complaints are reasonably addressed by the
Correctional Service of Canada and corrective action is taken when
necessary. |
Investigate, monitor and resolve systemic offender issues |
The Correctional Service of Canada will recognize systemic offender
issues, will reasonably address them, and take appropriate corrective
action. The Correctional Service of Canada will be compliant with
previous undertakings, law, policy, and procedures.
|
Monitor, evaluate and provide representations on CSC management of
mandated issues (s.19 investigations and Use of Force incidents) |
Increased thoroughness, objectivity and timeliness of the Correctional
Service of Canada's investigative process regarding s.19 investigations
and Use of Force incidents.
|
Investigate, resolve and provide leadership on specifically identified
issues (Federally Sentenced Women and Aboriginal Offenders) |
Specific offender issues related to Federally Sentenced Women and
Aboriginal Offenders are reasonably addressed by the Correctional
Service of Canada and corrective action is taken when necessary. The
Correctional Service of Canada will be consistently compliant with
previous undertakings, law, policy and procedures with regard to
specific offender issues related to Federally Sentenced Women and
Aboriginal Offenders.
|
Subsequently and further to discussions with experts from Treasury
Board Secretariat, the OCI revised not only its Program Activity
Architecture (PAA), but its entire approach to Performance Measurement
and Reporting.
Presented below is the OCI's revised PAA. Our reader will note two main
changes:
Firstly, the expected result centered on the Correctional Service of Canada's
(CSC) level of compliance with law, policy and procedures, fairness and its
previous undertakings has been assigned to the entire Program Activity, rather
than a few program sub-activities.
Secondly, a greater emphasis is now placed on the OCI's responsibility, to
achieve results and/or impact (attribution) CSC's performance in the resolution
of offender problems, through its recommendations and interventions.
1.4 OCI Program Activity Architecture (January
2006)
Strategic Outcome
|
Expected Results
|
Performance Indicators
|
The problems of offenders in the federal correctional system are
identified and addressed in a timely and reasonable fashion |
|
|
Program Activity
|
Expected Results
|
Performance Indicators
|
Oversight of correctional operations |
· The Correctional Service will improve its compliance with regard to
Law, policy and procedures, fairness and its previous undertakings ·
OCI interventions and recommendations, will have an impact
(attribution), on CSC performance with regard to the resolution of
offender problems
|
· Degree of CSC compliance with Law, policy and procedures, fairness and
its previous undertakings · Number of OCI interventions and
recommendations with impact (attribution) on CSC performance
|
Program Sub-Activity
|
Expected Results
|
Performance Indicators
|
Investigate and resolve individual offender issues |
· Individual offender complaints are reasonably addressed by the
Correctional Service of Canada (CSC) and corrective action is taken
(when necessary) |
· Number of individual offender complaints where CSC has taken
corrective action |
Investigate, monitor and resolve systemic offender issues (Mental Health
is an area of special interest) |
· Systemic issues will be acknowledged by CSC and corrective action
taken. |
· Number of acknowledged systemic issues, where corrective action has
been taken |
Monitor, evaluate and provide representations on CSC management of
mandated issues (s.19 investigations and Use of Force incidents) |
· Increased thoroughness, objectivity and timeliness of the Correctional
Service of Canada's investigative process regarding s.19 Investigations
and Use of Force incidents |
· Number of s.19 Investigations Reports with and Use of Force Incident
Reports with problems |
Investigate, resolve and provide leadership on specifically identified
issues ( e.g. Women Offenders and Aboriginal Offenders) |
· Improvement in CSC performance with regard to specific issues related
to Women Offenders and Aboriginal Offenders |
· Number of complaints received by OCI from Women Offenders and
Aboriginal Offenders and wherein CSC has taken corrective action ·
Number of Women Offender specific and Aboriginal Offender specific OCI
“areas of special interest” with improved CSC performance statistics
· % of complaints received by OCI in these “areas of
special interest”, wherein CSC has taken corrective action |
1.5 Summary Information
Reason for Existence The Office of the Correctional
Investigator (OCI) provides Canadians with timely, independent, thorough
and objective monitoring of their federal correctional system to ensure
that it remains safe, secure, fair, equitable, humane, reasonable and
effective. Essentially, its oversight role is to ensure that the
Correctional Service of Canada (CSC) carries out its statutory mandate
in compliance with its domestic and international legal and human rights
obligations.
|
Financial Resources (in thousands) |
2006-2007
|
2007-2008
|
2008-2009
|
3,114
|
3,120
|
3,120
|
Human Resources (FTE's) |
2006-2007
|
2007-2008
|
2008-2009
|
22
|
22
|
22
|
1.6 Agency Priorities by Strategic Outcome
The Office of the Correctional Investigator (OCI) is a federal micro-agency.
It has only one Program Activity (PA), that is the “Oversight of Correctional
Operations” and only one Strategic Outcome. The OCI's priorities revolve around
its legislative mandate and accordingly, are the agency's program
sub-activities.
|
Planned Spending (in thousands) |
2006-07
|
2007-08
|
2008-09
|
Strategic Outcome:
The problems of offenders in the federal correctional system are
identified and addressed in a timely and reasonable fashion |
Priorities
|
Type
|
Expected Results
|
|
|
|
1. Investigate and resolve individual offender issues |
Ongoing
|
Individual offender complaints are reasonably addressed by the
Correctional Service of Canada (CSC) and corrective action is taken
(when necessary) |
1,310
|
1,313
|
1,313
|
2. Investigate, monitor and resolve systemic offender issues (Mental
Health is an area of special interest) |
Ongoing
|
Systemic issues will be acknowledged by CSC and corrective action taken. |
766
|
768
|
768
|
3. Monitor, evaluate and provide representations on CSC management of
mandated issues (s.19 investigations and Use of Force incidents) |
Ongoing
|
Increased thoroughness, objectivity and timeliness of the Correctional
Service of Canada's investigative process regarding s.19 Investigations
and Use of Force incidents |
211
|
211
|
211
|
4. Investigate, resolve and provide leadership on specifically
identified issues (e.g. Women Offenders and Aboriginal Offenders) |
Ongoing
|
Improvement in CSC performance with regard to specific issues related to
Women Offenders and Aboriginal Offenders |
320
|
320
|
320
|
1.7 Agency Plans and Priorities
The Office of the Correctional Investigator (OCI) is largely funded through
operating expenditures and has the authority to spend revenue received during
the year.
The primary legislative mandate of the OCI is to provide Canadians with
independent investigation of the individual and systemic problems encountered by
federal offenders as a result of decisions, recommendations, acts or omissions
by the Correctional Service of Canada (CSC). Section 19 of its enabling
legislation, the Corrections and Conditional Release Act also requires
that it review all CSC Investigations convened following the death of or serious
bodily injury to an offender. The OCI is also engaged in similar monitoring of
all interventions by Institutional Emergency Response Teams (IERTs), in keeping
with the recommendations of the Arbour Commission.
The maintaining of an independent and objective review process within a
correctional environment where the Office has virtually no control over either
the number of complaints or the extent of the required investigations presents a
number of unique challenges. First, our portfolio is national in scope and
offers, by the sheer number and complexity of issues, an endless supply of
difficulties, opportunities and shifting priorities. Our client base and network
of stakeholders are dispersed in a large number of often geographically remote
locations throughout Canada. Second, the resolution of disputes in an
environment traditionally closed to public scrutiny with an understandably high
level of mistrust between correctional officials and offenders, requires that
the Office not only be, but be seen to be independent of both the Correctional
Service and the Department. Third, given that the authority of the Office rests
with its power of persuasion and public reporting rather than enforceable
recommendations, it is imperative that appropriate administrative and political
mechanisms be available to ensure that reasonable, fair, timely, thorough and
humane action is taken on the findings made by the OCI.
In 1997, the Auditor General of Canada[1]
noted the OCI had to cope with an elevated and incessant demand for its
services, and that both the volume and complexity of issues continued to
increase. In 2000, the sub-committee of the Corrections and Conditional
Release Act of the Standing Committee on Justice and Human Rights[2]
echoed that finding by recommending the provision of additional resources.
[1] Auditor General of Canada,
Report of the Auditor General of Canada to the House of Commons, Chapter
33, The Correctional Investigator Canada, December 1997.
[2] House of Commons Canada,
Sub-committee on Corrections and Conditional Release Act, A
Work in Progress: The Corrections and Conditional Release Act,
May 2000.
The OCI does not foresee decline in either the overall demand for services or
in the complexity of the issues the OCI is called upon to address. The
environment in which the OCI is called upon to provide results for Canadians
continues to be extremely challenging. Essential to moving ahead requires not
only innovative and dedicated services, but also sound risk management,
knowledge-driven decision-making, rigorous stewardship, clear accountabilities
and responsible spending.
To respond to these ongoing operational pressures the OCI adopted its
first Corporate Strategic Plan in January 2002 and its Integrated
Planning Framework in March 2002.
Identified then and since successfully addressed by the OCI were the
following three operational priorities:
- Increased frequency of institutional visits;
- Specialized services to Women and Aboriginal Offenders;
- Timely review and follow-up of s.19 investigations and Use of
Force videotapes.
These targets remain current and reside within the core of our operational
and strategic planning frameworks. However, the requirement to implement our new
Management Resources Results Structure (MRSS) and Program Activity Architecture
(PAA) dictate the restatement of our agency's plans and priorities and more
specifically, in terms of expected results, performance indicators, and
performance measurement strategy.
The OCI's Program Activity (PA) is the “Oversight of Correctional Operations”
and its Strategic Outcome (SO) is “the problems of offenders in the federal
correctional system are identified and resolved in a timely and reasonable
fashion”. Our PAA-related plans and priorities correspond to our four Program
Sub-Activities:
Priority 1
Investigate and resolve individual offender issues
The role of the Correctional Investigator is to be an ombudsman for federal
offenders. The primary function of the Office is to investigate and bring
resolution to individual offender complaints. The vast majority of the concerns
raised on complaints are addressed by OCI at the institutional level.
Plans
The OCI will visit all institutions, according to its frequency
schedule/institutional security level. Its investigative staff will then
interview offenders (and those acting on their behalf) and will maintain
accessibility through regular correspondence, e-mail and telephone.
OCI investigators will address in a timely fashion all offender issues;
prioritizing those they consider being of an urgent nature. In so doing, they
investigate concerns and make recommendations to CSC officials at all levels,
while always striving to secure resolution at the lowest possible organizational
level.
Moreover, the OCI's investigative staff will insist, through follow-up and
impact analysis, that CSC's response to its queries and recommendations be
timely, fair, thorough, equitable, reasonable and effective.
Finally the OCI will exercise, where appropriate, its prerogative to
investigate, on its own initiative, any issue affecting one or more
offenders.
Priority 2
Investigate, monitor and resolve systemic offender issues (Mental
Health will be an area of special interest)
While the primary role of the Office of the Correctional Investigator is to
investigate and resolve complaints from individual offenders, it has, as well,
the responsibility to review and make recommendations on the Correctional
Service of Canada's policies and procedures associated with the areas of
individual complaints to ensure that systemic areas of concern are identified
and appropriately addressed.
Plans
Prior to each institutional visit, the OCI investigator will monitor, through
a review and comparative analysis of CSC's own RADAR statistics, the
institution's performance in the OCI's Areas of Concern (long-standing systemic
areas of OCI concern, that are closely linked to an offender's rights and
liberty issues, such as timely conditional release consideration and effective
internal redress).
During the visit, the OCI investigator will raise any shortcomings with the Warden and where appropriate will make recommendations.
The implementation of those recommendations will be monitored through a review
of the institution's performance prior to the next visit, with the OCI always
having the option of addressing its concerns at the regional or national level
of CSC.
Mental Health Services will be an area of special interest. The OCI will
increase its outreach efforts towards offenders suffering from mental health
issues. It will also focus its monitoring and investigative efforts of Correctional Services of Canada (CSC), in the
Mental Health component of the correctional treatment it offers to incarcerated
Canadians.
Throughout the period covered by the present report, the OCI will vigorously
pursue its dialogue with CSC Officials, at all levels, on the topics of
assessment, access to, and quality of CSC Mental Health Services both within
institutions and post-penal community settings. The situation of Women Offenders
and Aboriginal Offenders, in that regard will be the subject of particular
attention.
During each institutional visit, OCI investigative staff will also meet with
the Inmate Welfare Committee (IWC) and where appropriate, with other offender
groups such as Native Brotherhoods and Sisterhoods. Investigators will then hold
timely discussions with CSC authorities and where appropriate, make
recommendations related to the systemic issues raised by these groups; striving
to achieve resolution at the lowest possible organizational level.
As in the case of individual offender concerns, OCI investigative
staff will subsequently monitor and evaluate, through follow-up and
impact analysis, the timeliness and overall quality of CSC's response.
Priority 3
Monitor, evaluate, and provide representations on CSC's management of
mandated issues (s.19 investigations and Use of Force incidents)
Section 19 of the Corrections and Conditional Release Act implicitly
requires that the Office of the Correctional Investigator (OCI) review all
investigations conducted by the Correctional Service of Canada following the
death or serious bodily injury to an inmate. The OCI is also engaged in similar
monitoring of interventions (Use of Force) by Institutional Emergency Response
Teams (IERTs), in keeping with the recommendations of the Arbour Commission.
Plans
The OCI Coordinator of s.19 investigation and Use of Force Issues, with the
assistance of an analyst, will review CSC s.19 investigations and CSC reports
and videotapes related to Use of Force incidents, as per OCI's standardized
review procedure and timeliness benchmarks. Initially determined will be CSC's
compliance with the agreed upon timeliness for providing the OCI with all the
required s.19 investigation report. Subsequently, the OCI's review will focus on
identifying instances of CSC non-compliance within the law and its own policy
regarding the Use of Force or flaws in CSC s.19 investigative reports. Finally,
the Coordinator will make representations and/or recommendations to CSC
officials at the appropriate level and monitor and evaluate, through follow-up
and impact analysis, the timeliness and overall quality of CSC's response.
Priority 4
Investigate, resolve and provide leadership on specifically
identified issues (Women and Aboriginal Offenders)
The Office of the Correctional Investigator (OCI) conducts specialized
investigations and attempts to resolve the issues raised by or on behalf of
Women and Aboriginal Offenders. In cooperation with its partners, both
governmental and non-governmental, it provides observations, advice, and
direction to the Correctional Service of Canada and others regarding these
issues.
Plans
Under the guidance of the Coordinators of Women Offender Issues and
Aboriginal Offender Issues, OCI investigators will deal, in essentially the same
manner as described above, with individual and systemic issues brought to their
attention by Women and Aboriginal Offenders. OCI investigators will also
meet, during each visit with Native Brotherhoods and Sisterhoods and
where appropriate, with institutional Elders, Native Liaison Officers
and Regional Elder Advisory Committees.
Moreover, OCI investigators will focus on a number of issues which are
specific to or which continue to have considerably more impact on those
sub-groups than on the general offender population.
Finally, both Coordinators will assume the provision of a national leadership
role on key issues affecting their respective areas of responsibility.
They will prioritize, within their strategic planning process, the
development of collaborative and mutually beneficial working relationships with
groups and associations in the public and non-governmental sectors, which are
involved in the betterment of corrections for Women and Aboriginal Offenders.
At the management level, our major priority will be the further
implementation of the new Public Service Act (PSEA) and specifically,
the integration of our human resources planning into business planning.
Given our size and the absence internally of expertise in such matters, the
OCI has entered into a Memorandum of Understanding (MOU) to obtain the
assistance of the Canada School of Public Service.
The OCI Management Committee is very much aware of the key risks, challenges
and key actions to be taken in this area. Recent staffing actions have revealed
a shortage of candidates that meet our specific requirements, particularly in
terms of knowledge and experience. The OCI anticipates that this shortage will
only increase, as a growing number of baby boomers, including current OCI
employees, elect to retire from the Public Service.
In view of this, the OCI will have to consider some or all of the following
HR strategies, if it wishes to minimize disruptions to its business process
during the 2006-2007 to 2008-2009 planning cycle:
- formal identification and continuous review of short, medium and
long term requirements in terms of knowledge, skills and experience;
- recruitment directly from post-secondary institutions;
- increased expenditures and emphasis on training and development;
and
- review of the layering of positions within the organizational
structure with a view to increase mobility.
Section II: Analysis of Program Activity by
Strategic Outcome
The OCI's only Strategic Outcome (SO) is “The problems of offenders in the
federal correctional system are identified and resolved in a timely fashion”.
Its only Program Activity (PA) is the “Oversight of Correctional Operations”,
which regroups the four OCI Priorities/Program Sub-Activities described above in
Section 1.3.
As the chart below illustrates, each expected result at the Program Activity
(PA) and Program Sub-Activity level is expressed and should be perceived
conceptually as a link in the results chain leading to the Strategic Outcome.
Strategic Outcome
|
Expected Results
|
The problems of offenders in the federal correctional system are
identified and addressed in a timely and reasonable fashion |
|
Program Activity
|
Expected Results
|
Oversight of correctional operations |
· The Correctional Service will improve its compliance with regard to
Law, policy and procedures, fairness and its previous undertakings ·
OCI interventions and recommendations, will have an impact
(attribution), on CSC performance with regard to the resolution of
offender problems
|
Program Sub-Activity
|
Expected Results
|
Investigate and resolve individual offender issues |
· Individual offender complaints are reasonably addressed by the
Correctional Service of Canada (CSC) and corrective action is taken
(when necessary) |
Investigate, monitor and resolve systemic offender issues (Mental Health
is an area of special interest) |
· Systemic issues will be acknowledged by CSC and corrective action
taken. |
Monitor, evaluate and provide representations on CSC management of
mandated issues (s.19 investigations and Use of Force incidents) |
· Increased thoroughness, objectivity and timeliness of the Correctional
Service of Canada's investigative process regarding s.19 Investigations
and Use of Force incidents |
Investigate, resolve and provide leadership on specifically identified
issues ( e.g. Women Offenders and Aboriginal Offenders) |
· Improvement in CSC performance with regard to specific issues related
to Women Offenders and Aboriginal Offenders |
Another avenue for understanding the linkage between our agency's
Program Activity (PA), Sub-activities/Priorities and the achievement of
its expected results and Strategic Outcome (SO) resides in the revised
OCI Logic Model presented below:
2.1 OCI Logic Model
![OCI Logic Model](/web/20061025213714im_/http://www.oci-bec.gc.ca/images/reports/RPP2006logic_e.gif)
The chart below outlines the OCI's revised performance measurement
strategy and financial and human resources requirements (except for
corporate services) during the current planning cycle. Our reader will
note that while we have retained March 31, 2007 as the deadline to
achieve our performance targets, the majority of these will not be
definitely set until October 1, 2006. We will then have gathered
sufficient data to engage in realistic, valid and meaningful target
setting.
Program Activity: Oversight of Correctional Operations
Expected Results (M) |
Indicators |
Data
Source(s)/Frequency |
Target (March 31, 2007) |
Effective Date for Actual Value |
Comments |
The Correctional Service will improve its compliance with regard to Law,
policy and procedures, fairness undertakings |
Degree of CSC compliance with Law, policy and procedures, fairness and
previous undertakings |
DATIS/Semi-Annual/RADAR |
x % increase in degree of compliance |
October 1, 2006 |
Actual degree of CSC compliance will be calculated on basis of #
recommenda-tions (with findings) and # of interventions with significant
impact |
OCI interventions and recommenda-tions will have an impact attribution
on CSC performance with regard to the resolution of offender problems |
Number of OCI interventions and recommenda-tions with impact
(attribution) on CSC performance |
DATIS/Semi-Annual |
x % increase in % of interventions with significant impact and x %
decrease in % of interventions with a negligible impact |
October 1, 2006 |
Program Sub-Activity: Investigate and resolve individual offender
issues
Expected Results (M) |
Indicators |
Data Source(s)/Frequency |
Target (March 31, 2007) |
Effective Date for Actual Value |
Comments |
Individual offender complaints are reasonably addressed by the
Correctional Service of Canada (CSC) and corrective action is taken when
necessary |
Number of individual offender complaints where CSC has taken corrective
action |
DATIS/Semi-Annual/RADAR |
% increase in % of individual offender contacts with recommenda-tions or
with significant impact |
October 1, 2006 |
|
Program Sub-Activity: Investigate, monitor and resolve systemic
offender issues (Mental Health is an area of special interest)
Expected Results (M) |
Indicators |
Data
Source(s)/Frequency |
Target
(March 31, 2007)
|
Effective Date for Actual Value |
Comments |
Systemic issues will be acknowledged by CSC and corrective action taken |
Number of systemic issues, where corrective action has been taken |
DATIS/Semi-Annual/RADAR |
X % increase in # of systemic issues actionned by CSC |
October 1, 2006 |
|
Program Sub-Activity: Monitor, evaluate and provide representations
on CSC management of mandated issues (s.19 investigations and Use of Force
incidents)
Expected Results (M) |
Indicators |
Data
Source(s)/Frequency |
Target
(March 31, 2007) |
Effective Date for Actual Value |
Comments |
Increased thoroughness, objectivity and timeliness of the CSC's
investigative process regarding s.19 Investigations and Use of Force
incidents |
Number of s.19 Investigation Reports with problems and Use of Force
Incident Reports with problems |
DATIS/Semi-Annual |
10% decrease in number of reports with problems |
October 1, 2006 |
|
Program Sub-Activity: Investigate, resolve and provide leadership on
specifically identified issues (e.g. Women Offenders and Aboriginal Offenders)
Expected Results (M) |
Indicators |
Data Source(s)/Frequency |
Target (March 31, 2007) |
Effective Date for Actual Value |
Comments |
Improvement in CSC performance with regard to specific issues related to
Women Offenders and Aboriginal Offenders |
Number of complaints received by OCI from Women Offenders and Aboriginal
Offenders, wherein CSC has taken corrective action |
DATIS/Semi-Annual |
x increase in % of complaints actionned by CSC |
October 1, 2006 |
“Areas of special interest: for 2005-2006 are Women & Aboriginals -
Condition release rates (early vs. statutory)
- Temporary absences & work release
- Inmate count in max unit
- Use of grievance system
Aboriginals only: Security classification, Segregation,
Waivers/ Postponements/ Withdrawals
|
Number of Women Offender specific and Aboriginal Offender specific OCI
“areas of special interest” with improved CSC performance statistics |
CSC Databases (RADAR and Discoverer)/Semi-Annual |
x % improvement in CSC performance statistics |
October 1, 2006 |
Number of complaints received by OCI in these “areas of special
interest”, wherein CSC has taken corrective action |
DATIS/Semi-Annual |
x % increase in complaints actionned by CSC |
October 1, 2006 |
Program Sub-Activity: Investigate and resolve individual offender
issues
Outputs |
Indicators |
Data
Source(s)/Frequency |
Target (March 31, 2007) |
Effective Date for Actual Value |
Comments |
OCI Interventions and Recommenda-tions (re: Individual offender
complaints) |
Number of individual offender related interventions with significant
impact and recommenda-tions |
DATIS/Semi-Annual |
x % increase in % OCI interventions with significant impact and
recommenda-tions |
October 1, 2006 |
OCI Timeliness Internal Response: x days
Inquiry: x days
Investigation: x days
|
Disposition of contacts |
Delay between date of OCI contact by offender and OCI date of
disposition |
DATIS/Semi-Annual |
90% of internal response, 85% of inquiries and 80% of investigations
meet OCI timeliness standards |
October 1, 2006 |
Information or referral |
Number of information given and referral dispositions |
DATIS/Semi-Annual |
x % increase in number of contacts disposed with the provision of
information given referral |
October 1, 2006 |
Program Sub-Activity: Investigate, monitor and resolve systemic
offender issues (Mental Health is an area of special interest)
Outputs |
Indicators |
Data
Source(s)/Frequency |
Target (March 31, 2007) |
Effective Date for Actual Value |
Comments |
OCI Interventions and Recommenda-tions related to systemic issues |
Number of OCI interventions and recommenda-tions relations to systemic
issues |
DATIS/Semi-Annual |
% increase in number of OCI interventions with significant impact and
recommenda-tions related to systemic issues |
October 1, 2006 |
|
Program Sub-Activity: Monitor, evaluate and provide representations
on CSC management of mandated issues (s.19 investigations and Use of Force
incidents)
Outputs |
Indicators |
Data
Source(s)/Frequency |
Target
(March 31, 2007) |
Effective Date for Actual Value |
Comments |
Reviews of CSC s.19 and Use of Force reports |
Degree of compliance with OCI timeliness standards |
DATIS/Semi-Annual |
100% compliance |
October 1, 2006 |
OCI timeliness standards Use of Force:
Initial screening 5 working days Second screening/full review 45
working days
s.19 Review: 20 working days
|
Program Sub-Activity: Investigate, resolve and provide leadership on
specifically identified issues ( e.g. Women Offenders and Aboriginal Offenders)
Outputs |
Indicators |
Data Source(s)/Frequency |
Target (March 31, 2007) |
Effective Date for Actual Value |
Comments |
OCI interventions/
recommenda-tions |
Number of Women Offender and Aboriginal Offender related OCI
interventions with significant impact and recommenda-tions |
DATIS/
Semi-Annual |
x % increase in % of OCI interventions with significant impact and
recommenda-tions |
October 1, 2006 |
|
Number of OCI interventions with significant impact and recommenda-tions
in Women and Aboriginal Offender related “special areas of interest” |
DATIS/
Semi-Annual |
x % decrease in number of complaints received by Aboriginal and Women in
“areas of concern” |
October 1, 2006 |
Section III: Supplementary Information
3.1 Agency Governance Structure
Ultimately, the Correctional Investigator is responsible for all aspects of
the OCI's performance vis-à-vis its strategic outcome and in terms of its
accountability to Canadians, Parliament and central agencies.
He is supported in that role by the Executive Director, whose primary
responsibility is to manage the Office's investigative process. Assisting him
are two Directors of Investigations, to whom report directly all senior
investigators and investigators. They are, in turn, supported in their
activities, by three intake officers from the Corporate Services and Planning
Sector.
Also supervised by the Executive Director are the three coordinators of
specialized investigative services 1) Aboriginal Offender Issues, 2) Women
Offender Issues, 3) s.19 Investigations and Use of Force. Given the complexity
and broad nature of his mandate, the third coordinator is assisted in his role
by an analyst. The Executive Director and all the actors in the investigative
process benefit from the advice of the OCI's Senior Policy Advisor and Counsel.
Finally, the Coordinator of Corporate Services and Planning, assisted by the
Chief of Administrative Services and three intake officers, is responsible for
the efficient functioning of the OCI on a day-to-day basis. Provided is the
entire range of corporate and administrative services, notably financial
administration, procurement, informatics, internal audit, and reporting to
Parliament and central agencies.
3.2 Organization Chart
3.3 Agency Planned Spending and Full Time
Equivalents
($ thousands) |
Forecast
Spending
2005-2006
|
Planned Spending
2006-2007
|
Planned Spending
2007-2008
|
Planned Spending
2008-2009
|
Oversight of Correctional Operations |
|
|
|
|
Budgetary Main Estimates (gross) |
2,919
|
3,114
|
3,119
|
3,119
|
|
|
|
|
|
Less: Respendable revenue |
---
|
---
|
---
|
---
|
Total Main Estimates |
2,919
|
3,114
|
3,119
|
3,119
|
Adjustments |
---
|
---
|
---
|
---
|
Supplementary Estimates |
|
|
|
|
Carry Forward 2004-2005
|
128
|
---
|
---
|
---
|
Strengthening the Community Initiative |
80
|
---
|
---
|
---
|
|
|
|
|
|
Other |
|
|
|
|
Collective Bargaining Adjustments* |
147
|
---
|
---
|
---
|
Employee Benefit Plan (EBP) |
29
|
---
|
---
|
---
|
Total Adjustments |
384
|
---
|
---
|
---
|
Total Planned Spending |
3,303
|
3,114
|
3,119
|
3,119
|
|
Total Planned Spending |
3,303
|
3,114
|
3,119
|
3,119
|
Less: Non-respendable revenue |
---
|
---
|
---
|
---
|
|
|
|
|
|
Plus: Cost of services received with charge |
411
|
411
|
411
|
411
|
Total Departmental Spending |
3,714
|
3,525
|
3,530
|
3,530
|
|
|
|
|
|
Full-time Equivalents |
22
|
22
|
22
|
22
|
* Reflects the best forecast of total net
planned spending to the end of the fiscal year.
3.4 Resources by Program Activity
2006-2007
|
($ thousands) |
Budgetary
|
|
|
Program Activity |
Operating
|
Gross
|
Net
|
Total Main Estimates
|
Total Planned Spending
|
Oversight of Correctional Operations |
2,607 |
2,607 |
2,607 |
2,607 |
2,607 |
Corporate Services |
507 |
507 |
507 |
507 |
507 |
Total |
3,114 |
3,114 |
3,114 |
3,114 |
3,114 |
3.5 Voted and Statutory Items ($ thousands)
Vote or Statutory Item
|
Truncated Vote or Statutory Wording
|
2006-2007 Main Estimates
|
2005-2006 Main Estimates
|
55
|
Program expenditures |
2,750
|
2,558
|
(S)
|
Contributions to employee benefit plans |
364
|
388
|
|
Total Agency |
3,114
|
2,946
|
3.6 Services Received Without Charge
($ millions) |
2006-2007
|
Accommodation provided by Public Works and Government Services Canada |
258
|
Contributions covering the employer's share of employees' insurance
premiums and expenditures paid by the Treasury Board of Canada
Secretariat (excluding revolving funds) Employer's contribution to
employees' insured benefits plans and expenditures paid by TBS |
153
|
Total 2006-2007 Services received without charge |
411
|
Section IV: Other Items of Interest
4.1 Government On-Line Information
Website: http://www.oci-bec.gc.ca
Email: org@oci-bec.gc.ca
4.2 Statutes and Regulations
Corrections and Conditional Release Act, Part III
4.3 Reports
4.4 References
Name
|
Title
|
Address
|
Tel. No.
|
Fax No.
|
Howard Sapers
|
Correctional Investigator
|
P.O. Box 3421
Station "D"
Ottawa, Ontario
K1P 6L4 |
(613) 990-2689
|
(613) 990-9091
|
Ed McIsaac
|
Executive
Director
|
P.O. Box 3421
Station "D"
Ottawa, Ontario
K1P 6L4 |
(613) 990-2691
|
(613) 990-9091
|
Maurice Gervais
|
Coordinator, Corporate Services and Planning
|
P.O. Box 3421
Station "D"
Ottawa, Ontario
K1P 6L4 |
(613) 990-2694
|
(613) 990-9091
|
|