As we begin to enter a reset phase of this pandemic, it is imperative that USJE work very closely with CSC and other stakeholders to, first, critically evaluate the effectiveness of the protocols put in place because of COVID-19 and determine what could be done better and how, and second, assess what is needed in this new normal environment for operations to continue efficiently and safely while also beginning to prepare immediately for future waves and challenges. To do so, we have identified the following recommendations.
First, USJE is encouraged to seek greater collaboration between our organization and CSC. This meaningful joint work is already yielding positive outcomes for employees, offenders, institutions and facilities as a whole. USJE is committed to working closely with all stakeholders to ensure we take the time to critically reflect on the past few months as well as to act now to mitigate the impacts of potential future pandemics. We believe the work of the task force must continue for a minimum of one year, until this pandemic is safely behind us.
Second, from the onset, safety measures must meaningfully take into account input from front-line employees who work within the institutions, community corrections centres and community parole offices. In the early days, USJE members across the country reported immense frustration in having their feedback disregarded by CSC management. Many felt that the lives of offenders and employees were on the line, especially in outbreak sites, where hundreds of offenders became ill. Our members are often the people who will be putting the new protocols into place, so their buy-in is absolutely paramount. No one understands operational considerations better than those who see their impacts daily. Their input matters a great deal and needs to be treated with respect.
Third, for service levels to continue at their pre-pandemic standards, more resources—especially human resources—will be required. Many CSC employees have adapted their work to be in line with social distancing and other COVID-19 requirements. For example, a CSC program officer in the community who is in charge of delivering a weekly rehabilitation program to a group of 10 offenders now has to meet individually with each one every week through video conference or teleconference. Not only will this require far more time to accomplish, but it means that each offender must have access to a smartphone or device, a reliable Internet connection and a quiet place to speak with the instructor. Sufficient human resources are imperative to maintaining the required frequency of contact with offenders. Meaningful frequency of contact is absolutely critical to ensuring proper supervision and rehabilitation, as well as public safety. For some, COVID-19 has only worsened workload issues and stress levels, given the realities of working differently.
Fourth, sanitation processes must be improved. COVID-19 has forced us to take a much closer look at cleaning protocols within CSC. CSC has just recently committed to the Public Health Agency of Canada standard. Over the past few months, employees have worked hard to contribute to enhanced cleaning efforts, even if it was not part of their official duties. However, the current practice of relying on a small number of offenders to do the majority of sanitization in very large penitentiaries, with little or no training in pandemic standards, is irresponsible. Contracting these critical tasks to outside agencies with highly transient employees is also not the answer. Using outside cleaning contractors who enter a number of sites increases the chances of spreading the virus between institutions. We witnessed this during the outbreak in Mission Institution in B.C., where cleaners were going between two different penitentiaries during the same week. Additionally, interview rooms for multiple staff to meet offenders in federal prisons are often extremely small and not cleaned regularly. CSC penitentiaries and CCCs carry the same risk as Canada's long-term care homes. We urge CSC to hire full-time properly trained cleaning professionals in each institution, community parole office and community correctional centre.
Last, in terms of the community footprint, community parole officers and case management teams have significantly decreased their footprint and have reduced community contagion through delivery of programs by telephone or video. They are also providing supervision by reducing the number of times an offender travels to a community parole office or by meeting with the offender in the community at a safe distance. In many instances, case management teams can effectively work from home.
In light of the prospect of a second wave, USJE strongly recommends no meaningful change to this modified approach to overseeing offenders in the community until Canada is confident that we are past a second wave.
In closing, we urge committee members to consider how the federal government can assist the federal correctional system with proper resources to maintain this new normal. Additional human resources, a contained footprint and more robust cleaning practices are imperative to keeping offenders, employees and Canadians safe. The federal government must also ensure that public health agencies throughout Canada offer widespread testing to offenders and employees. CSC must continue to foster ongoing collaboration with its labour partners and front-line employees.
Thank you for your time. We are pleased to answer any of your questions.