Mr. Chair and honourable members of the committee, good day, and thank you for allowing me to be here today. It really is a pleasure.
I am pleased to appear before the committee to provide an overview of the Correctional Service of Canada, or CSC, as we refer to it.
First I'd like to take a brief moment to formally introduce myself to this committee.
In my 38-year career, I've had the privilege to work with tens of thousands of dedicated and committed correctional service employees. I began my federal public service career as a correctional officer in 1978. I've held various operational, managerial, and executive positions while working in four federal penitentiaries, two regional headquarters, and national headquarters. Between 1995 and 2002, I accepted various positions within the territorial and provincial correctional systems in both Yukon and Saskatchewan. In 2002, I rejoined the Correctional Service of Canada as senior deputy commissioner and was appointed commissioner in 2008.
As the commissioner of the Correctional Service of Canada, I've appeared many times before this and other parliamentary and Senate committees over the past eight years. It's been such a privilege to be given the opportunity to provide members of this House and the Senate with information on a broad range of matters concerning CSC as pieces of legislation make their way through Parliament or as committees undertake specific studies.
Most importantly, as the head of one of the Canada's public safety agencies, I believe that appearing in this type of public forum provides an opportunity for me to highlight the achievements and great work that my staff does every single day in the institutions and in the community.
CSC is a federal agency within the Government of Canada's public safety portfolio. Its responsibilities are derived from the Corrections and Conditional Release Act, as well as the Corrections and Conditional Release Regulations. In addition to the Charter of Rights and Freedoms, approximately 70 other acts and regulations impact CSC.
The Corrections and Conditional Release Act—the CCRA—and the regulations direct CSC to contribute to public safety by administering court-imposed sentences of two years or more. This work involves managing institutions of various security levels, preparing inmates for safe and timely release, and supervising offenders under conditional release and long-term supervision orders in the community.
The CCRA also requires CSC to develop, implement, and monitor correctional policies, programs, and practices that respect gender, ethnic, cultural, and linguistic differences and are responsive to the specific needs of women, men, and indigenous offenders. As well, the guiding legislation requires that CSC provide essential health care services and reasonable access to non-essential mental health care that will contribute to offenders' rehabilitation and successful reintegration into the community. The act also mandates CSC to provide services to victims of crime, such as information sharing and awareness building, to support victims.
As commissioner, I'm supported by an executive committee composed of national and regional officials. I oversee the operation of 43 federal penitentiaries, 91 parole offices and parole sub-offices, and 15 community correctional centres. The CSC also manages four healing lodges and works in partnership with indigenous communities to support the reintegration of indigenous offenders back into the community. On a typical day, CSC is responsible for approximately 23,000 offenders, of which roughly 15,000 are incarcerated.
Since assuming the role of commissioner in 2008, I've witnessed significant changes in the offender population that have put pressures on CSC and its operations.
For instance, the number of women in federal custody has increased substantially over the last 10 years. As well, offenders now have more extensive histories of violence and are more likely to have mental health needs. Offenders continue to exhibit a high prevalence of substance abuse problems and infectious diseases. Furthermore, as offender populations age, the prevalence of physical health problems increases. Also, the admission of indigenous offenders to the deferral correctional system continues to impact their level of overrepresentation in the system.
These changes have required CSC to change how it operates to better respond to the offenders by enhancing intelligence and information systems, implementing population management and mental health strategies, and regularly reviewing and modernizing the delivery of penitentiary operations and rehabilitation programs.
Mr. Chair, as indicated in the 2015-16 supplementary estimates tabled in the House of Commons last December, CSC's budgetary authorities are approximately $2.4 billion. As with other government departments, CSC has faced significant funding reduction and pressures over the past several years. Budget 2012's economic action plan resulted in the reduction of $295 million. Further, the operating budget freeze announced as part of budget 2014 has generated an estimated $27 million financial pressure for 2015-16 that is expected to grow to $31 million for the next fiscal year and ongoing.
This is in addition to the budget 2010 operating budget freeze, which resulted in $55 million of ongoing financial pressure. Overall, since 2008-09 the total ongoing impact of funding reductions and pressures amounted to $400 million. To meet these budgetary reduction levels, CSC implemented a series of initiatives intended to achieve efficiencies and streamline operations. At this time, when you consider the cumulative impacts of government-wide and legislative initiatives that have had an impact on CSC, we're no longer in a position to absorb any other incremental costs without potential impacts on public safety.
The Correctional Service of Canada employs approximately 18,000 staff, 85% of whom work in institutions or in the parole offices in the community and 15% at our national or regional headquarters. CSC's workforce reflects the wide variety of skills needed to operate institutions and community offices. Our workforce includes correctional officers, parole officers, program delivery officers, health professionals, plumbers, electricians, food service staff, and the list goes on. These are staff who provide essential services both in the community and in the institutions. As well, staff provide corporate administrative functions at local, regional, and national levels.
Like many other federal organizations, CSC must manage the challenges associated with recruiting and retaining staff because of the government-wide aging workforce. That said, CSC is committed to creating and retaining a diverse workforce that is representative of Canadian society. A strong focus on fostering diversity has resulted in significant increases in the representation of women and visible minorities at CSC in the last three years. Given the high proportion of indigenous offenders, CSC has made targeted efforts to recruit and retain indigenous employees and as a result is the largest employer of indigenous peoples in the core public administration. Of note, 47% of CSC's staff are women, 9% are from visible minority groups, 5% are persons with disabilities, and just over 9% are indigenous in 2014-2015.
Mr. Chair, every day across the country CSC employees ensure the safety of our communities in one of the most challenging environments of the federal public service. CSC's contributions to public safety would not be possible without the passion and dedication of our staff.
Thank you once again for the opportunity to appear today. I'd be more than happy to respond to any questions that you have shortly.