Good afternoon. My name is Pierre Mallette. I am the national president of the Union of Canadian Correctional Officers, which has over 7,000 members across the country.
Our union's role is well-known, but let's keep in mind that it has the safety, training and working conditions of its members at its heart. We thank you for giving us the opportunity to share with you our point of view on the impact that the freeze on budget envelopes has on correctional officers and on the prison system in general.
Frankly, we need to tell you that we have fears and doubts. Can we get away with a freeze under the circumstances? Does the government have enough money to face the challenges that it is imposing on us? The freeze on budget envelopes means that the Correctional Service of Canada will have to make do with the money available to cover salary increases, in particular. The planned salary increase for 2010-2011 is 1.5%. The money available must also be used to provide training and protect the safety of employees, and to handle the renewal of the collective agreement, which expired on May 31, 2010.
Furthermore, Bill C-2 and Bill C-25 impose new challenges because they will mean an additional 4,478 inmates by 2014 and an additional 4,419 positions, most of which will be CX positions, over the next three years. In short, it's a challenge for recruitment, training and the management of inmate programs and, therefore, there are more risks.
What are these risks? First, you have to put yourself in the correctional environment. Every day, we have to face incidents in that environment that are difficult to foresee. We are not safe from inmates who, one day, decide they've had enough and want to break everything.
The new bills that the government wants to adopt, such as Bill C-2 and Bill C-25, will end up increasing the prison population. Those inmates will need to be housed in institutions that will have to make space for them, and we will have a double bunking rate of up to 30%.
Double bunking means increased risks, better control of the prison population and a better assessment of the risks related to the population. On the inside, we have to manage the population. We must find a way to make several types of inmates live together. We have inmates from organized crime, street gangs, motorcycle gangs, Asian gangs and gangs from Russia. When it comes to managing a prison population, the larger the population becomes, the more you need to be equipped for the simple management of the population. Above all, it is important to avoid managing it to the detriment of the inmates, if programs can no longer be provided to help them rehabilitate.
We must never forget that the Correctional Service of Canada has two roles to play. Its primary role is to protect the safety of the public by limiting access and preventing high-risk offenders from escaping from the prisons. The main risk is in managing these populations, but its second mandate is that we must ensure that inmates are returned to the community and see to it that they are no longer a danger to society.
New announcements have been made in the context of Bill C-25. In fact, we hear that there will be new buildings and an increase in the number of correctional officers and employees. We hear that the number of inmates will increase and that we will have more space and more officers. But that doesn't mean that we will have more money for programs to control these populations and to handle uncontrollable day-to-day situations.
We know that Mr. Head came to make a presentation and that he proposed three ways to manage the freeze on envelopes.
The first solution that Mr. Head proposed is this: he believes that better control over work schedules and new deployment standards will help manage the budget allocated for overtime. It's true. We also believe that these two aspects will help to better control the financial aspect of overtime.
But people are being tight-lipped—both in the government announcements about the construction and within the Correctional Service of Canada—about population management and the programs we are going to offer.
It's true that part of the overtime envelope can be managed with schedules and deployment. We can have a better handle on that, but the level of risk is still difficult to calculate.
The warden of a penitentiary receives an overtime envelope that he must distribute over 12 months to ensure that overtime is monitored and that the mandates are fulfilled.
If some inmates decide to stab another inmate and one of them is hospitalized, there aren't necessarily resources set aside for the staffing. This creates a surplus in the budget envelope. If an inmate decides to attack some correctional officers, three correctional officers may be on leave because of an accident on the job. Then there are riots and major incidents. One fine summer evening, the inmates may decide to stay outside for three more hours. This type of incident is difficult to control and difficult to foresee. This is why we believe that the overtime budget envelope must be planned and better invested. It's difficult to say that we will be able to monitor the overtime envelope 100%. We can't claim that.
As you know, there has been a lot of talk about being "tough on crime". We feel that it is important to understand that there are two ways to be "tough on crime".
Of course, you have to be able to manage and strengthen legislation. But all of that does not simply mean catching a criminal, throwing him in prison, closing the door and forgetting about him for four or five years without giving him a chance to take any programs. This is what we're concerned about right now.
Bill C-10, which was passed in 2009, looked at the freeze on salary increases. A salary increase of 1.5% was approved. In addition, during bargaining talks, the government decided not to give money to the Treasury Board for bargaining. Instead, it was the department that would cover the increases.
The union and the correctional officers need to be able to sit down with the employer and say that it is now time to negotiate the salary increases. In its budget, it must find money to cover the salary increases. Is there a risk that the overtime envelope for being "tough on crime" and bargaining might mix? Yes. I would not want to be in the position of having to dump a working condition for a salary increase. It's unacceptable.
The purpose of our presentation today was to share our concerns with you. Also, we recently learned that there is a discrepancy of $4 billion. We are going to ask questions of the right people and get them to explain to us where this problem came from. Yes, we have concerns about how to monitor and manage our work environment.
Thank you.
