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ERENCE

1

1 1

1

I REF

t 1`03

I i:1'310.

NATIONAL

CAPITAL,

ACCOMMODATION

AND OPERATIONS PLAN

2001-2002

CALL LETTER

1

1

1

MEMORANDUM 41 Government Gouvernement of Canada du Canada

Regional Deputy Commissioners

To Sous-commissaires régionaux/

À NHQ Sector Heads

L Chefs de secteur de l'AC

r- Michel Roy From Assistant Commissioner, Corporate Development

De Commissaire adjoint, Développement

L Organisationnel

NOTE DE SERVICE

Security Classification - Classification de

Sécurité

Our File - Notre référence

Your File - Votre référence

Date

2000-05-31

National Capital Accommodation and Operations Plan (NCAOP) — 2001-02 Call Letter

This call letter is to seek your support and cooperation in the preparation of the NCAOP 2001-02, and to provide guidelines and instructions pertaining to its production. The NCAOP is the Service's consolidation of accommodation, operations and capital plans as well as the Service's key resourcing submission to Treasury Board (TB).

The NCAOP outlines CSC's plans with respect to accommodation and operational needs for an eight-year period. Capital information covering a ten-year period is also included. The main components of the NCAOP are a national accommodation strategy derived from a consolidation of the five RCAOPs; specific corporate plans (e.g. capital, informatics); other operational/ programs requests to meet CSC's Mandate and Mission and most importantly a national resourcing strategy in support of the plan.

.é-opyright of this document does not belong to the Crown.

Proper authorization must be obtained from the author for

an y intended use.

Les droits d'auteur du présent document n'appartiennent pas à l'État. Toute utilisation du contenu du présent

document dol.!tre aPPto'-____,Ivéef_2t1b--e--L----n•nt par \'aeeur .

Plan national d'immobilisations, de logement et d'opérations (PNILO) — 2001-2002 Lettre d'appel

La présente lettre d'appel vise à solliciter votre soutien et votre collaboration dans la préparation du PNILO 2001-2002 ainsi qu'à vous donner des directives quant à l'élaboration de ce document. Le PNILO, qui fusionne tous les plans de logement, d'opérations et d'immobilisations du SCC, constitue également pour ce dernier la principale voie de demande de ressources au Conseil du Trésor (CT).

Le PNILO expose les plans du SCC en matière de logement et d'opérations pour une période de huit ans. Il contient aussi des données relatives aux immobilisations couvrant une période de dix ans. Les principales composantes de ce document sont : une stratégie nationale de logement établie à partir du regroupement des cinq plans régionaux (PRIL0); des plans particuliers concernant l'ensemble de l'organisme (immobilisations, informatique, etc.); d'autres demandes relatives aux opérations et aux programmes visant à permettre la réalisation du mandat et de la mission du SCC; et surtout une stratégie nationale en matière de ressources à l'appui du plan.

Subject Sujet

PROCESS

The first steps in the NCAOP process — certification and approval of rated capacity and population forecasts — have been launched.

Sta rt ing now, regional officials, in conjunction with NHQ functional officiais will prepare the RCAOP. These will then be consolidated into the NCAOP. The content of the NCAOP will be discussed at the September EXCOM meeting. The necessary CSC approvals, including that of the Solicitor General are required early fall so that the NCAOP may be submitted to TB in October. Past experience is that TB Ministers render their decision in December.

PRESENT AND EMERGING ISSUES

As in the past years, the focus of the NCAOP continues to be the provision of safe and humane accommodation while taking into consideration the government's fiscal framework and the criminal justice agenda. The overall accommodation strategy continues to be the placement of inmates in the least restrictive environment possible while maintaining safe, secure and humane control.

The following elements will have a significant impact on the NCAOP:

• CSC continued efforts towards safe reintegration of offenders through improved case management processes and better interventions with offenders may result in a different distribution between community and institution.

PROCESSUS

Les premières étapes de l'élaboration du PNILO — certification et approbation de la capacité pondérée ainsi que des prévisions concernant la population — sont entamées.

À partir de maintenant, les responsables régionaux, de concert avec les responsables fonctionnels de l'AC, vont s'employer à élaborer les PRILO, lesquels seront ensuite fusionnés dans le PNILO. Le contenu de ce dernier sera examiné par le Comité de direction lors de sa réunion de septembre. Les approbations nécessaires, y compris celle du Solliciteur général, devront être obtenues au début de l'automne afin que le PNILO puisse être soumis au CT en octobre. L'expérience a montré que les ministres du CT rendent leur décision en décembre.

PRIORITÉS ACTUELLES ET NOUVELLES

Comme les années passées, le PNILO vise à assurer le logement des délinquants dans des conditions sûres et humaines, en tenant compte du cadre financier et du programme en matière de justice pénale du gouvernement. La stratégie générale de logement consiste toujours à placer les délinquants dans l'environnement le moins restrictif possible tout en exerçant sur eux un contrôle raisonnable, sûr et humain.

Ce qui suit aura une incidence notable sur le PNILO :

• les efforts soutenus du SCC pour assurer une réinsertion sociale en toute sécurité des délinquants grâce à des processus de gestion de cas améliorés et à de meilleures interventions auprès des délinquants, peuvent entraîner une répartition différente de la population de délinquants entre la collectivité et les établissements; - •

• CSC's Financing Review. This Review impacts on the resourcing standards currently used in the NCAOP. To harmonize the Financing Review indicators with the NCAOP standards, some changes were made to some of the NCAOP standards. These, however, are to be negociated with TB and are then subject to last minute changes;

• CSC policy to reduce its reliance on double occupancy as a permanent accommodation measure;

• l'examen du financement du SCC, qui a des répercussions sur les normes en matière de ressources couramment utilisées dans le PNILO. Afin d'harmoniser les indicateurs de l'examen du financement aux normes du PNILO, quelques modifications ont été apportées à certaines normes du PNILO. Ces modifications doivent pourtant être négociées avec le CT et il pourrait donc y avoir des modifications de dernières minutes;

• la politique du SCC consistant à réduire le recours à la double occupation des cellules comme mesure permanente;

• CSC's increased commitment to respond to the special needs of aboriginal offenders when planning accommodation measures;

• le souci accru manifesté par le SCC de prendre en considération les besoins particuliers des délinquants autochtones lorsqu'il s'agit de planifier le logement;

• CSC's Resource Review for the current Women Offenders institutions and the accommodation strategy for Women offenders with special needs. The results on these exercises will be consolidated in this NCAOP;

• the Task Force on Security. Work is still underway in this area and the results of some approved recommendations will have an impact on several NCAOP planning assumptions.

As usual we will need to reassess past planning assumptions in light of the numerous initiatives currently being implemented or developed.

The main outcome of the regional analysis consists of an effective and efficient accommodation strategy which, in light of regional circumstances, incorporates accommodation measures dealing with "over" and "under" capacity.

We expect that the attached material will be of assistance in the preparation of your RCAOP. It incorporates the revised

• l'examen des ressources mené par le SCC en ce qui concerne les établissements pour femmes actuels et la stratégie de logement des délinquantes présentant des besoins spéciaux, dont les résultats seront intégrés dans le PNILO;

• le Groupe de travail sur la sécurité; les travaux se poursuivent dans ce domaine et la mise en oeuvre de certaines des recommandations approuvées aura des répercussions sur plusieurs hypothèses de planification du PNILO.

Comme d'habitude, nous devrons réévaluer nos hypothèses de planification antérieures à la lumière de nombreuses initiatives en cours de réalisation ou d'élaboration.

Le résultat principal de l'analyse régionale est une stratégie de logement efficace et efficiente qui, en tenant compte de la situation régionale, comprend des mesures répondant à une capacité supérieure ou inférieure aux besoins.

Nous espérons que la documentation ci-jointe vous sera utile pour l'élaboration de votre PRILO. Elle contient les hypothèses de

planning assumptions and resource/ construction standards updated to reflect the most recent information. I invite your region to take advantage of the assistance dffered by NHQ Operational Planning Branch analysts during the preparation of your RCAOP.

Please note that the annual Call Letter for the preparation of the Information Management Plan was issued under a separate cover by the Corporate Services Sector.

I want to take this opportunity to thank you in advance for your support and co-operation in the preparation of this plan.

Regional plans are to be submitted to my office by July 28, 2000.

planification révisées et les normes en matière de ressources et de construction mises à jour. J'invite votre région à faire appel à l'aide offerte par les analystes de la Direction de la planification opérationnelle (AC) durant la préparation de votre PRILO.

Veuillez noter que la lettre d'appel annuelle concernant l'élaboration du Plan de gestion de l'information vous a été envoyée sous un autre pli par le Secteur des services corporatifs.

Je vous remercie à l'avance de votre soutien et de votre collaboration dans l'élaboration de ce plan.

Les plans régionaux doivent parvenir à mon bureau au plus tard le 28 juillet 2000.

c.c. with attachments/avec pièces jointes

DG Facilities/DG, Installations DG Offender Programs and Reintegration/DG, Programmes correctionnels et

réinsertion sociale RAPP/AR, Politiques et planification A/DFM/directeur p.i., Gestion financière

without attachments/sans pièces jointes Director and Legal Counsel/Directrice et avocate principale Corporate Secretary/Secrétaire corporatif DG Information Management Services/DG, Services de gestion de l'information

TABLE OF CONTENTS Annex "A" 2

TENTATIVE SCHEDULE OF EVENTS FOR THE NCAOP 2 Annex "B" 3

PLANNING ASSUMPTIONS 3 INTRODUCTION 3 1. PLANNING ASSUMPTIONS REGARDING CAPA CITIES 4

a) Impact of the Inmate Accommodation Policy 4 b) Limits on maximum institutional and unit sizes 4 Institutions 4 Units 4

c) Over or under utilisation 5 d) Use of shared accommodation 5 e) Double bunking as a temporary accommodation measure 5

2. PLANNING ASSUMPTIONS REGARDING POPULATION PROJECTIONS 5 3. PLANNING ASSUMPTIONS REGARDING CONSTRUCTION MATTERS 6

a) Construction Standards for Resource Purposes 6 b) Retrofit option 6 c) Private family visit units 6 d) Commissioning officers 7

4. PLANNING ASSUMPTIONS REGARDING PROPOSED ACCOMMODATION MEASURES 7 a) Surplus Capacity 7 b) Accommodation in the community 8 c) STAP 8 d) Resourcing standards for Women offenders 9

5. PLANNING ASSUMPTIONS REGARDING RESOURCING MATTERS 9 a) Timing of the application of an accommodation measure 9 b) Methodology for the closure of units 9 c) Detailed reviews of calculations 10 d) Other resource requests 10

GENERAL METHODOLOGY 11 Cost Benefit Analysis 11 Resourcing strategy 12

Institutional and Community Role Description 12 Annex "C" 13

RESOURCE STANDARDS AND COSTING CRITERIA 13 RESOURCE STANDARD - 100 CELL MAXIMUM SECURITY EXPANSION 15 RESOURCE STANDARD - 100 CELL MEDIUM SECURITY EXPANSION 16 RESOURCE STANDARD— 100 CELL MINIMUM-SECURITY EXPANSION 17

RESOURCING STANDARD FOR THE SALARY AND 00C — ALL SECURITY LEVELS -- FOR THE "OUT YEARS" 18

RESOURCE STANDARD — DOUBLE BUNKING 19 RESOURCE STANDARD - SHORT TERM ACCOMMODATION PLAN 20 RESOURCE STANDARD — MEDIUM- MINIMUM FACILITIES FOR WOMEN 21 RESOURCE STANDARD — SLE FACILITIES FOR WOMEN 22 RESOURCE STANDARDS — COMMUNITY CORRECTIONAL CENTRES (CCCS) 23 RESOURCE STANDARDS — COMMUNITY SUPERVISION 24 RESOURCE STANDARDS — SALARY COSTS BY GROUP AND LEVEL 25 RESOURCE STANDARD— 1998-99 MINIMUM SECURITY 26 RESOURCE STANDARDS 1998-99 NCAOP — MEDIUM SECURITY 27 RESOURCE STANDARDS 1998-99 NCAOP — MAXIMUM SECURITY 28

Annex "D" 29 FEDERAL/PROVINCIAL AGREEMENTS INCLUDING EXCHANGE OF SERVICE AGREEMENTS (OR ESA) 29 REGIONAL SUMMARY — EXCHANGE OF SERVICE AGREEMENTS 31 EXCHANGE OF SERVICE AGREEMENTS — INSTITUTIONAL AND COMMUNITY 32

Annex "E" 33 CCRA SECTION 81 33 REGIONAL SUMMARY - CCRA SECTION 81 34 CCRA SECTION 81 AGREEMENT- INSTITUTIONAL AND COMMUNITY 35

Annex "F" 36 EXEMPTIONS TO CD 550 INMATE ACCOMMODATION 36

Annex "G" 44 SAMPLE WORKSHEETS 44

Maximum Security — "In-Years" 44 Maximum Security — "Out-Years" 45 Medium Security — In Years 46 Medium Security — Out Years 47 Minimum Security — In Years 48 Minimum Security — Out Years 49 Facilities for Women 50 Sample Accommodation Strategies Worksheet 51

Annex "H" 52 CAPITAL PLAN 52

Annex "I" 53 HOW THIS ANNEX IS STRUCTURED 53 1. INTRODUCTION 53

1.1 POLICY FRAMEWORK 53 1.2 The National Capital, Accommodation and Operations Plan 53 1.3 The Planning Cycle 54 1.4 The Regional Capital, Accommodation and Operations Plan 54 1.5 The Role of Regional Planners 55

2. THE NCAOP/RCAOP PROCESS 55 2.1 The NCAOP Process 55 2.2 Certification of Regional Capacities 57 2.3 Population Forecasts 57 2.4 Identification of Needs 58 2.5 Identification of Options 58 2.6 Supporting Proposed Strategies through CBA 59

3. CONDUCTING COST/BENEFIT ANALYSES 59 3.1 The context 60

The Steps in a CBA 60 a) Description of the issue 60 b) Situation analysis 60 c) Definition of constraints 61 d) Identification of options 61 e) Option analysis 62

Site selection analysis 62 Site selection - Institution 62 Site Selection Community 63 Conclusion to site selection analysis 64

Option analysis 64 Cost analysis 66

Analysis grid 66 Benefit analysis 67

Advantage/Disadvantage Chart 67 a) Converting to constant dollars 68 b) Conducting a decision analysis using decision rules 68 c) Undertaking a sensitivity analysis 68

Making a fmal recommendation 69

4. METHODOLOGY TO PROPOSE CLOSURE OF UNITS 70 4.1 Principles 70 4.2 Procedure 70 4.3 Cost Categoiy Definitions 71 4.4 FTEs 71 4.5 00C 72

5. DEVELOPING THE RCAOP 74 5.1 General Guidelines 74 5.2 Individual Plan Components 74

5.2.1 Executive Summary 74 5.2.2 Introduction 75 5.2.3 Description 75 5.2.4 Capacities 76 5.2.5 Population Forecasts 76 5.2.6 Accommodation Requirements and strategies 77 5.2.7 Appendices 78 5.2.8 RCAOP structure 79

5.3 General Writing Strategies 79 5.3.1 Paragraphs 80 5.3.2 Transitions 80 5.3.3 Sentences 80 5.3.4 Voice 80 5.3.5 Word Use 81 5.3.6 Tone And Style 81

NATIONAL CAPITAL ACCOMMODATION AND OPERATIONS PLAN — NCAOP

The call letter for the development of the 2001-02 NCAOP is composed of nine sections.

Ànnex "A" includes a tentative schedule of events along with a list of contacts and phone numbers of Operational Planning staff assigned as a regional contact.

Annex "B" includes the planning assumptions that will guide the regional preparation of their capital, accommodation and operations plan.

Annex "C" provides the resource standards to be applied in the production of the NCAOP. The resource standards used in the production of the 1998-99 NCAOP have also been provided.

Annex "D" provides instructions pertaining to Exchange of Service Agreements.

Annex "E" provides instructions pe rtaining to CCRA Section 81 Agreements.

Annex "F" provides instructions pertaining to exceptions to paragraphs 27/28 of the Inmate Accommodation Policy.

Annex "G" provides samples of worksheets to be used in the costing of new or expansion accommodation units. These worksheets will be sent electronically to the Regional Administrators, Policy and Planning separately. In addition, a sample of the revised Accommodation Strategies worksheet is included.

Annex "H" provides instructions for the completion of the regional capital plan.

Annex "I" provides the revised sections of the Guide for Developing a Regional Capital, Accommodation and Operations Plan (RCAOP).

1 Call Letter NCAOP 2001-02

ANNEX "A"

Tentative Schedule of Events for the NCAOP Call Letter for Certified Capacity Completed Call Letter for Population Forecasts Completed Submission of Regional Certified Capacity Completed Submission of Population Forecasts In process Approval of Certified Capacity and June, 2000 Population Forecasts NCAOP Call Letter May, 2000 First draft of Operations submissions June 30, 2000 First draft of RCAOP June 30, 2000 Operations Submissions signed off July 28, 2000 RCAOP Submissions signed off July 28, 2000 National Capital and Accommodation August, 2000 Review Committee (NCARC) Complete draft NCAOP August 31, 2000 EXCOM September, 12 and 13 Minister's approval September, 2000 Submission of NCAOP to Treasury Board October, 2000

Assignment of Responsiblities Operational Planning Contacts

Region Name / Nom Atlantic Bob Cooper

992-0165 Quebec Alain Grenier

947-6434 Ontario Louis Brunet

992-8386 Prairies Krista McKenzie

947-5228 Pacific Gilles Rhéaume

943-2341 Fax (613) 943-0715

ANNEX "B"

Planning Assumptions

INTRODUCTION

The 2001-02 NCAOP will be derived from the approved 2000-01 NCAOP and will continue to be a consolidated plan incorporating institutional and community plans for both men and women offenders.

During the past year, a number of initiatives have been implemented or developed having a significant impact on planning assumptions guiding the development of RCAOP.

The following are some events influencing the operational planning environment:

• CSC's continued efforts towards safe reintegration of offenders through improved case management processes and better interventions with offenders may result in more balanced distribution between community and institution populations.

• The Inmate Accommodation Policy establishing the principle that single occupancy accommodation is the most desirable and correctionally appropriate method of housing offenders. While CSC is committed to a strategy to manage inmate accommodation, which includes the reduction of the use of double occupancy, it also recognises its corporate obligation to be fiscally responsible. Efforts should be made to reduce CSC's reliance on double occupancy as a permanent accommodation measure.

• The financial update of the resourcing standards.

• CSC's commitment to eliminate double bunking in segregation cells.

• Considering the different stages of development, the following initiatives may have an impact on the production of the RCAOP:

• Program integrity;

• Security Task Force (The application of some recommendations may impact on some planning assumptions);

• Health Care Task Force

• Task Force on Information Flow

Call Letter NCAOP 2001-02 3

Annex "B"

1. PLANNING ASSUMPTIONS REGARDING CAPACITIES

.a) Impact of the Inmate Accommodation Policy

Please refer to the CD550 Inmate Accommodation Policy promulgated in November 1998 and later amended for further details.

The Service has moved to an environment in which single occupancy is recognised as the most desirable and correctionally effective form of accommodation. All new and replacement accommodation are expected to be designed for single occupancy. It is not the intent of CSC to initiate an "ambitious" construction plan to reduce its reliance on double occupancy. The implementation of other initiatives and the impact of the planning assumptions should enable regions to reduce the use of double occupancy.

b) Limits on maximum institutional and unit sizes

As a contribution to the appropriate management of inmates, CSC established limits. (Please note that, despite the deliberations on the recommendations of theTask Force on Security, no changes are suggested - as per CD 550 - on these limits at this point in time).

Institutions

• Men Maximum and Multi-level Security — 500 (defined as per CD 006 — Classification of Institutions —there are only three multi-level maximum security institutions — Regional Treatment Centre in Ontario, Regional Psychiatric Centre in the Prairies and Regional Health Centre in the Pacific Region).

• Men Medium Security (excluding Drumheller in the Prairie Region) — 600

• Men Minimum Security(excluding Westmorland in the Atlantic Region and the Federal Training Centre in the Quebec Region) — 250

• Medium/Minimum Facilities for VVomen — 150

Units

• Men — 100 cell (regardless of the security level)

It should be noted that in most instances, the construction standard for a 100 bed unit would result in a unit of 96 beds given the configuration of the "new" unit.


Annex "B"

c) Over or under utilisation

CSC has reintroduced the concept of over-utilisation or under-utilisation, which is a simple comparison of total regional rated capacity, including all accommodation measures (inclusive of shared accommodation) and strategies, to the population forecast. The sample form included in Annex "G" indicates the revisions made to the Accommodation Strategies worksheets. Inversely, all notions of double bunkable capacities have been eliminated. These practices represent no change from last year instructions.

d) Use of shared accommodation

The policy states that: "where single occupancy accommodation is not possible, shared accommodation, where available, shall be utilised." This was added in recognition of the fact that, when and if required, shared accommodation is preferable than the use of double bunking. Although shared accommodation will ultimately be used for single occupancy as per the policy, these cells can be easily, economically and quickly be converted to double occupancy if needed. Shared accommodation beds continue to be part of the rated capacity.

e) Double bunking as a temporary accommodation measure

CSC should make all efforts to reduce (if not eliminate) its reliance on double occupancy as a permanent accommodation measure. However, there could be a requirement to temporarily house inmates in a double bunking situation due to the following:

• Population management needs (e.g. housing inmates at the least restrictive environment may result in double bunking at a certain security level or housing federal offenders of a particular province in a penitentiary in their province of origin).

• Special circumstances such as in a case of emergency, maintenance and retrofit of cells may require the need to temporary house two inmates in a cell designed for one.

2. PLANNING ASSUMPTIONS REGARDING POPULATION PROJECTIONS

The offender population forecast will have a greater impact on accommodation measures in the short term than in the long term. There is a great deal of sensitivity when forecasting offender population in the short term, which may result in the introduction of an accommodation measure. In addition, the long-term potential impacts of the recent decrease in population are difficult to predict. Therefore, the Plan


Annex "B"

should provide accommodation options that allow regions to increase the cell stock if an immediate need occurs.

3. PLANNING ASSUMPTIONS REGARDING CONSTRUCTION MATTERS

a) Construction Standards for Resource Purposes

CSC is committed to providing safe and secure accommodation and at the same time respect Section 28 of the CCRA "... least restrictive environment..."

All proposed maximum, medium and minimum accommodation measures for men are to be based on a resource standard equivalent to a 100-cell unit — unless the CBA supports something different. If an accommodation measure of other than a 100-cell unit is proposed, the resource requirement will be determined on a pro rata basis.

All proposed minimum-medium security accommodation measures for women should be based, for resourcing purposes, on an eight-bedroom house, with the exception of the Healing Lodge and structured living environment unit, unless the CBA supports something different.

Accommodation measures for Women requiring a structured living environment should be based, for resourcing purposes on a eight bedroom unit. However, specifics should be discussed with the DCW's office before developing a proposal further.

b) Retrofit option

In light of the fluctuation in the population levels and the fact that additional space may be required in the "out" years, the option of retrofitting a unit is becoming more attractive. Retrofitting a portion of an institution that has reached the end of its useful life, even with additional capital costs in the short term, will result in a more long term efficient use of resources (for example a renovated unit is more environmentally friendly and energy efficient) and more "Mission" oriented. When re-commissioned due to need, this institution is then rejuvenated.

Nevertheless, this option should be used with parsimony based on a full assessment of the costs and benefits.

c) Private family visit units

Subject to a review of the particular situation, usually there is a need for one private family visit unit per 100 inmates.


Annex "B"

d) Commissioning officers

iVlany regions have expressed the need for a commissioning officer for accommodation initiatives. Generally, a commissioning officer is required at least one year in advance of opening a new unit and much longer in the case of a new institution.

To address the commissioning needs, regions may seek one full time equivalent (FIE) one year in advance of the opening of the unit, or at the start of the construction project. One (only one) FTE can be asked if the project is an accommodation project for which resources are displayed in the "Resource requirement summary". For example, a 100-cell medium security unit is entitled to 41.7 FTEs for the operations of the unit. If this unit was to come on line in the year 2003-04, one FTE could be requested in 2002-03 with the balance of 40.7 FTEs coming on line in 2003-04. For example, such a resource request would be displayed as follows in the "Resource requirement summary".

2002-03 2003-04 Total

100 cell unit

FTES 1.0 40.7 41.7

To address the commissioning needs related to the opening of a new institution, a detailed plan is required.

4. PLANNING ASSUMPTIONS REGARDING PROPOSED ACCOMMODATION MEASURES

a) Surplus Capacity

Regions should be in a position to present an accommodation strategy that would include accommodation measures dealing with over or under utilisation, depending upon regional circumstances.

The comparison between capacity and population forecast may result in a need for additional accommodation. However, with all the initiatives underway, it may result in a short or long term "under utilisation" or surplus rated capacity.

Regions should, to the extent possible, try to maximize the use of beds.

In the event that the accommodation strategies included in the 2001-02 RCAOPs result in surplus capacity, regions must address it in the Accommodation Strategy section of their plan. For example, regions may consider:

• assessing the need for the full and complete use of a facility/unit;


Annex "B"

• temporarily or permanently closing beds or cells;

• its use of shared accommodation;

• declassifying or reclassifying a facility in order to meet accommodation needs at different security levels, and

• taking the opportunity to carry out necessary retrofits.

These should be carefully analysed to determine the short and long term impacts of such measures.

After comparing the anticipated population forecast with the current rated capacity, any potential surplus of beds will be subject to review; analysis should be done by security level. Accommodation measures will be suggested to reduce, when and if applicable, any potential surplus beds. Each region anticipating surplus capacity (vacant beds) on a temporary or long term basis should analyse the situation carefully. It is conceivable that the total number of vacant beds in a particular region would appear to be important. However, other factors need to be taken into account when examining the issue of surplus beds: • sufficient cell stock for the accommodation need of a particular province; • sufficient space close to the community (e.g. minimum security); and, • security level needs (flexibility at maximum level or reception for example)

In addition, the level of vacant beds must be analysed with a view to ensure CSC maintains flexibility, for at least the "in years" of the plan, to react to potential population pressures.

b) Accommodation in the community

With respect to community corrections, the importance of a well-crafted accommodation strategy must to be emphasised.

The regional accommodation strategy for the community must also take into consideration the probable high demand for community beds. A careful assessment of the residential requirements in the community should be undertaken.

c) STAP

In light of the potential for very short-term population fluctuations, TB has provided flexibility, via the allocation of resources within the CSC Base Budget, for the implementation of short-term accommodation measures. Prior to initiating a permanent adjustment to the rated capacity or in order to meet urgent need for additional beds, there may be an immediate accommodation requirement to increase the bed stock via


Annex "B"

the use of temporary housing such as trailers, sprung structure, adaptation of common rooms/areas into housing, etc... Those are usually required for a brief period of time and are removed when permanent increase to the rated capacity is available or the immediate need is not required.

These measures are called Short Term Accommodation Plan or STAP. Each STAP or measure have been resourced to accommodate up to 40 beds with an equivalent of 13 FTEs and related dollars, levels negotiated previously with TB. These resources are required basically for security. There were 4 STAP measures approved and included in CSC Base Budget providing flexibility for a total of 160 beds (40 x 4). These resources are managed centrally and provided to regions based on a need analysis.

Regions should clearly define their needs in this area and provide an estimate in the proposed accommodation strategy.

d) Resourcing standards for Women offenders

The development of a complete accommodation strategy for Women offenders should take into consideration the particular needs of this population such as Medium/mini-mum, Maximum (IISE) and SLE. Resourcing standards have been developed and agreed to based on this approach.

5. PLANNING ASSUMPTIONS REGARDING RESOURCING MATTERS

a) Timing of the application of an accommodation measure

In the past, using expansion for example, additional resources were required one year in advance of the opening of additional beds: this allowed sufficient time for the hiring and staffing of personnel, relocation of inmates and commissioning of the unit/institution.

In the case of a reduction in the rated capacity, the timing of the temporary or permanent removal of resources needs to be assessed in light of a human resources strategy. In some instances, resources can be removed in the same year that the beds are de-commissioned. In other circumstances, the particular situation of an institution (location, strategy) may require a different approach. Each accommodation measure should be analysed in light of the capacity of reallocating resources in the first year of change.

b) Methodology for the closure of units

In those cases where the rated capacity of a facility is to be reduced, regions are to determine the applicable resource reduction on the basis of the instructions as provided in Annex "I". Special circumstances should also be described.


Annex "B" c) Detailed reviews of calculations

After the completion of your resourcing sheet, it is recommended that a quick review be 'performed in order to ensure that calculation are appropriate, the arithmetic valid and mathematical computation precise.

d) Other resource requests

Other resource requests, which do not have a direct accommodation connotation and are not the subject of another funding scheme (e.g. part of a resourcing strategy of a Memorandum to Cabinet or a special TB submission or other funding processes) must be fully substantiated. However, prior to seeking additional resources through the NCAOP process, regional and functional managers must be keeping into consideration the premises established in 1995 via the Expenditure Management or EMS still governing the budget preparation, although some features have been informally modified.

For example, "Emphasizing the ongoing review of programs and managing within available resources through reallocation" (extracts of publication on EMS). This, in other words, means that regional and functional managers must demonstrate clearly that there is no possibility at the local, regional and national basis for further internal reallocation of funds. Clear evidence must be provided in any substantiation of a proposal that all options for internal reallocation of funds have been analysed and we are not in a position to absorb these additional costs.

"In rare circumstances, TB may allocate funds to meet urgent health and safety requirements and to protect the essential integrity of critical programs and the capital asset base." (extracts of publication on EMS). Proposals for additional resources must respect the parameters established in this criteria.

A proposal could be linked to a strategic investment.

Although resource requests for additional resources were included in the 1999-2000 and the 2000-1 NCAOPs, these were directly in line with the first two criteria established under the EMS mentioned above and fully justified based on fluctuation in population levels.

It should also be mentioned that in all circumstances, we should take into account the question of materiality. Effectively, the magnitude of a proposal should be weighted in light of the total base budget and the overall context and environment.


Annex "B" GENERAL METHODOLOGY

Rated capacities to be used are those approved as a result of the replies of the recent call letter for rated capacity.

Population forecasts to be used are those approved as a result of the call letter for population forecasts.

In previous years, there has been some confusion as to which resource standard applies to reception units. The resource standards for maximum-security units also apply to reception units.

Funding requirements for Inmate Related Costs will be determined at NHQ and included in each RCAOP prior to its finalisation.

The benchmark for determining double bunking costs will be the over-utilisation rate — a comparison of the regional population with the regional rated capacity after accommodation strategies.

The Community Funding Standards will be modified to be harmonised with the Finance Review indicators and will be negotiated with TB. As a result, the Funding requirements for projected additional community population will be determined at NHQ and included in each RCAOP.

CRC strategies will take into consideration "available beds" (these are the beds available through contract with Aftercare agencies) and the "funded beds" (these are the beds funded by TB funded beds, as indicated in the Community Corrections section of the approved 1999-2000 NCAOP ). All strategies for CRCs are to measure the need for accommodation in CRCs against the TB funded beds. CCC strategies will take into consideration the "design capacity" (these are the number of beds the building was designed for) , the "rated capacity" (these are the number of maximum number of beds available as determined in 1999-2000 NCAOP) and the number of "funded CCC beds" (these were also determined in the previous NCAOP). All strategies for CCCs are to measure the need for accommodation in CCCs against the TB funded beds.

The NHQ Facilities Branch will determine Payments in Lieu of Taxes.

COST BENEFIT ANALYSIS

Proposals in the accommodation strategy must be supported by life-cycle cost benefit analyses.

Cost Benefit Analysis (CBAs) for community accommodation initiatives must be available if requested, but need not be included in the RCAOP. The extent in which a


Annex "B"

full CBA need to be developed must be considered in light of the proposed measure. Nevertheless, a record of decision on the rational for a particular community measure must be prepared and available.

CBAs are not required for accommodation measures — institutional or community — expected to come on line in the last two years of the plan (2007-08 and 2008-09).

As stated previously, accommodation measures in support of under utilisation or surplus capacity must be included in the NCAOP. A modified CBA may be presented in support of these measures.

Please refer to Annex "I" for further details.

RESOURCING STRATEGY

With the initiatives being implemented by CSC, a shift from institutional accommodation to community accommodation is expected to occur. A portion of this shift will probably be financed primarily through the reprofiling of existing resources.

Institutional and Community Role Description

The RCAOP provides the framework for determining the involvement required of individual institutions, over the planning period, to collectively fulfil regional plans and priorities. Therefore, the use of the RCAOP presents a vehicle to identify and update globally Institutional description for each facility.

Institutional Role Description identify for both the present and future situations, the following contexts: location, security level, rated capacity, the institution's population levels and main offender profiles, the main programs and services delivered in the specific institution, area of responsibility (if district office), overall resource levels and relationships with other facilities.

Role Descriptions for all institutions, CCCs and District offices in the region are required to briefly describe the functions of the individual facilities.


ANNEX "C"

Resource Standards and Costing Criteria

As stated previously, the resource standards have been revised to reflect the most current financial information. In addition, in order to harmonise the Financing Review indicators with the NCAOP resourcing standards, several standards have been modified.

CSC is proposing to use 93% of the maximum salary per category instead of the mid-range as the overall salary mass of CSC represents 93% of the average maximum salary. This standard would be revised yearly.

Certain proposed standards are modified as the sustaining ratios were revised through the Finance Review. The ratio for psychologist would be 1 per 100 instead of 0.75 per 100 whereas the ratio for CRs would be 1 per 100 instead of 1 per 66. Other standards are being presented individually instead of being regrouped; the following would be at a ratio of 1 per 100 inmates: administration clerk, finance clerk, sentence administration, institutional services, material management and engineering and maintenance. Human resource clerk would be at a ration of 1 to 200. In the Medium and Minimum security institutions, there would also a standard of 1.5 per 100 for Food Services.

However, please note that these standards modifications have not been negotiated with TB and they are subject to changes.

The following resource standards are provided in this annex:

• Men maximum security — 100 cells (this includes reception units).

• Men medium security — 100 cells.

• Men minimum security — 100 cells.

• Salary and other operating costs (00C) for all security levels for the "Out-Years".

• Double bunking.

• Short Term Accommodation Plan (STAP).

• Women medium / minimum security — eight bedroom house.

• Women Structured living environment (SLE)


Annex "C" • Community Correctional Centres.

• Community Supervision.

• Salary Costs by Group and Level.

For reference only,

• Men 1998-99 Minimum security — 104 cells.

• Men 1998-99 Medium security — 120 cells.

• Men 1998-99 Maximum security — 80 cells (this includes reception units).

14 1

Call Letter NCAOP 2001-02

Annex "C"

Resource Standard - 100 Cell Maximum Security Expansion The following table details the resource standards and FTEs required for a 100-cell expansion at a maximum-security institution.

FTEs & OTHER OPERATING COSTS FOR A 100 CELL MAXIMUM SECURITY UNITI FTE POSITION DETAILS 1.0 UNIT MANAGER2 For a new unit

2.0 CORRECTIONAL SUPERVISOR For a new unit 4.0 PAROLE OFFICERS - INSTITUTION (caseload of 25 inmates per POI) 20.6 CX 2 DAY SHIFT: 3 CX 2 X 1.773 = 5.3 + 1 x 1.77 (initiative)

(1 CX 2 to man post plus 2 CX 2 for case management / activity supervision)

Day and Night shifts revised to reflect the CX initiative. NIGHT SHIFT: 3.0 CX 2 X 1.77 = 5.3 + 1 x 1.77 (initiative) (1 CX 2 to man post plus 2 CX 2 for case management / activity supervision)

MORNING SHIFT: 1 CX 2 X 1.77 = 1.8 (1 CX 2 to man post)

Esco rt : 1 CX 2. Per unit4 Training: 1 CX 2 per unit - 1 officer per 100 inmates

Visits and Correspondence: 0.3 CX 2. 5 Recreation: 0.3 CX 2 per unit or .3 per 100 inmates General security (e.g. CX 2, CX 1 or IPSO) (1.0 FTE per 50 inmates)

1.0 Administration clerks (1 clerk per 100 inmates) 0.7 Finance clerks (1 clerk per 150 inmates) 0.5 Human Resources clerks (1 clerk per 200 inmates) 0.5 lnformatic Services (.5 FTE per 100 inmates) 1.0 Institutional Services (1 per 100 inmates) 1.0 Material Management (1 per 100 inmates) 1.0 Engineering and Maintenance (1 per 100 inmates) 2.0 Administration/Health (1 per 50 inmates) 1.0 Psychology Psychologist (1 per 100 inmates) 8.3 Programs / Employment 1 FTE per 12 inmates for employment, treatment or

education.

44.6 Total FTE for a 100-bed unit. Ratio of 44.6 FTE (rounded) = 0.45 FTE/bed

2.2 Allowance of 5% to address impact on common services, NHQ,RHQ, staff colleges etc.

46.8 Total FTE resources for a 100 cell expansion at maximum security (ratio of 0.468 FTE/bed) $11,304 Other Operating Costs / 00C per bed (based on 1998-99 actual expenditures)

1 This FTE structure does not include CX 1 positions dedicated to static security (e.g. patrols, tower, gates, barriers, etc.).

2 This applies to new stand-alone units and not to expansions to existing units.

3 The ratio of 1.77, used to calculate the Cx 2 shift requirement, is an approximation of the actual number of persons required to fill a single position when factors such as annual leave are taken into account.

4 If the rated capacity after the expansion will be under 300, then no additional FTEs are allotted. However, if the rated capacity will be over 300 after the expansion, then additional FTEs are added. This calculation is based upon the number of cells that the rated capacity is above 300, up to the size of the expansion. For example, if a100 cell expansion would increase the rated capacity to 325, the additional allotment for Escorts would be (25*1)1100. If a 100 cell expansion increases the rated capacity 10 625 the additional allotment is (100*1)/100

5 If the rated capacity after the expansion will be under 300, then no additional FTEs are allotted. However, if the rated capacity will be over 300 after the expansion, then additional FTEs are added. This calculation is based upon the number of cells that the rated capacity is above 300, up to the size of the expansion. For example, if a100 cell expansion would increase the rated capacity to 325, the additional allotment for V&C would be (25"0.3)/100. If a 100 cell expansion increases the rated capacity to 625 the additional allotment is (100"0.3)/100


Annex "C"

Resource Standard - 100 Cell Medium Security Expansion

The following table outlines the resource standards and FTEs for a 100-cell expansion at a medium security institution.

FTEs & OTHER OPERATING COSTS FOR A 100 CELL UNIT6 FTE POSITION DETAILS 1.0 UNIT MANAGER7 For new Unit

2.0 CORRECTIONAL SUPERVISOR For new Unit 4.0 PAROLE OFFICERS - INSTITUTION (caseload of 25 inmates per POI) 19.1 CX 2 DAY SHIFT: 3 CX 2 X 1.778 = 5.3 + 1 x 1.77 (initiative)

(1 CX 2 to man post plus 2 CX 2 for case management / activity supervision)

Day and Night shifts revised to reflect the CX NIGHT SHIFT: 3 CX 2 X 1.77 = 5.3+ 1 x 1.77 (initiative)

initiative. (1 cX 2 to man post plus 2 CX 2 for case management / activity supervision)


Escort: .75 CX 2. Per unitg Training etc.: .75 CX 2 per unit - .75 per 100 Inmates

Visits and Correspondence: .3 CX 2. 1 0 Recreation: 0.3 CX 2 per unit - .3 per 100 inmates General security (e.g. CX 2, CX 1 or IPSO) (1.0 FTE per 50 inmates)

1.0 Administration clerks (1 clerk per 100 inmates) 0.7 Finance clerks (1 clerk per 150 inmates) 0.5 Informatics Services (.5 FTE per 100 inmates) 0.5 Human Resources clerks (1 clerk per 200 inmates) 1.5 Food Services (1.5 FOS per 100 inmates) 1.0 Institutional Services (1 per 100 inmates) 1.0 Material Management (1 per 100 inmates)

1.0 Engineering and Maintenance (1 per 100 inmates) 2.0 Administration/Health (1 per 50 inmates) 1.0 Psychology Psychologist (1 per 100 inmates) 6.7 Programs / Employment 1 FTE per 12 inmates for employment, treatment or education.

43.0 Total FTE for a 100-cell unit. Ratio of 43.0 FTE (rounded) = 0.43 FTE/bed

2.2 Allowance of 5% to address impact on common services, NHQ, RHQ, staff colleges etc. 45.2 Total FTE resources for a 100-cell expansion at medium security (ratio of 0.452 FTE/bed)

$6,867 Other Operating Costs / 00C per bed (based on 1998-99 actual expenditures)

6 This FIE structure does not include CX 1 positions dedicated to static security (e.g. patrols, tower, gates, barriers, etc.)

7 This applies to a new stand-alone unit and not to expansions to existing units.

8 The ratio of 1.77 used to calculate the CX 2 shift requirement is an approximation of the actual number of persons required to fill a position when factors such as annual leave are taken into account.

9 If the rated capacity after expansion will be less than 300, no additional FIE resources are allotted. If the rated capacity will be over 300 after expansion, resources are allotted. This calculation is based on the number of cells that the rated capacity is above 300, up to the size of the expansion. For example, if the rated capacity becomes 325 then the additional allotment for escorts will be 25* 0.75/100. If the rated capacity increases to 500 then the additional allotment is 100*0.75/100 or 0.8 FTEs.

1 0 If the rated capacity after the expansion will be under 300, then no additional FTEs are allotted. However, if the rated capacity will be over 300 after the expansion, then additional FTEs are added. This calculation is based upon the number of cells that the rated capacity is above 300, up to the size of the expansion. For example, if a 100 cell expansion would increase the rated capacity to 325, the additional allotment for V&C would be (25*0.3)/100. If an 100-cell expansion increases the rated capacity to 625 the additional allotment is (100*0.3)1100


II Annex "C"

HI

Hi

Resource Standard — 100 Cell Minimum-Security Expansion

The following table outlines the resource standards and FTEs required for an expansion of 100 in a minimum-security institution.

FTEs & OTHER OPERATING COSTS FOR A 100 BED EXPANSION FTE POSITION DETAILS

1.0 UNIT MANAGER / SUPERVISOR11 For new Unit

4.0 PAROLE OFFICERS — INSTITUTION (caseload of 25 inmates per POI)

15.8 CX 2 DAY SHIFT: 2 CX 2 X 1.77 = 3.5 (1 CX 2 for case management / activity supervision)

Day and Night shifts revised to reflect the CX initiative. NIGHT SHIFT: 4 CX 2 X 1.77 12 = 7.1 + 1 x 1.77

(initiative) (4 CX 2 for case management / activity supervision)

MORNING SHIFT: = 0 + lx 1.77 (initiative) V&C/Recreation (Based on 1 FTE per 50 inmates) General security (Day, Night and Morning shift * 25%)

1.0 Administration Clerks (1 clerk per 100 inmates)

0.7 Finance clerks (1 clerk per 150 inmates)

0.5 Human Resources Clerk (1 clerk per 100 inmates)

0.5 Informatics Services (.5 FIE per 100 inmates)

1.0 Institutional Services (1 clerk per 100 inmates)

1.0 Food Services (1 FOS per 100 inmates)

1.0 Material Management (1 clerk per 100 inmates)

2.0 Administration/Health (1 per 50 inmates)

1.0 Psychology (1 psychologist per 100 inmates)

6.7 Programs / Employment 1 FTE per 15 inmates for employment, treatment or education.

36.2 Total FTE for a 100-bed unit. Ratio of 36.2 FIE (rounded) = 0.36 FTE/bed.

1.8 Allowance of 5% for impact on common services, N HQ, RHQ, staff colleges, etc...

38.0 Total resources for a 100 bed minimum security expansion (ratio of 0.38 FTE/bed)

$9,237 Other Operating Costs / 00C per bed (based on 1998-99 actual expenditures)

11 This applies to a new stand-alone unit and not to an expansion to an existing unit. In cases where the stand-alone unit has a rated capacity that is not 100, the FTE requirement is prorated.

12 The ratio of 1.77 used to calculate the CX 2 shift requirement is an approximation of the actual number of persons required to fill a single position when factors such as annual leave are taken into account.


Annex "C"

Resourcing Standard for the Salary and 00C — all security levels -- for the "Out Years"

The following table details the costs per bed for all security levels as well as the salary and the FTEs required per inmate in the "out years".

These standards apply to new institutions — expansions to existing institutions are to be costed on the basis of the standards in previous pages.

FTEs FOR ALL SECURITY LEVELS

Institutional Classification FTEs per Inmate $ per inmate 13 New Minimum Security Institutions 0.50 $9,237

New Medium Security Institution 0.64 $6,867

New Maximum Security Institution 0.96 $11,304 (including reception) Secondary Mental Health Units 0.30 $2,500

Salaries are determined on the basis of the departmental average salary. For 1999- 2000 the depa rtmental average salary is $49,178.

13 With the exception of Secondary Mental Health Units, these amounts are revised annually based on actual expenditures.


Group FIE salary Total Bil Bonus PFA Puy Equity Allowances Shift Premium Stat Holidays Total Rated Capacity after

Expnsipp Position

Total Overtime - Total Salary x 6% Pay Differential - Total Salary x 1.06%

S242 944 $14024 $14024 $2478 $2478

Annex "C"

Resource Standard — Double Bunking

The following table outlines the resource standards developed for double bunking. Only those factors directly attributable to a population increase have been considered. The medium-security-resourcing standard has been used, as this is where the majority of the double bunking occurs. With respect to Other Operating Costs, it was felt that the current standard of $30,000 per 20 inmates or $1,500 per inmate was adequate. Double bunking entitlement is determined on the basis of population forecast in excess of total regional rated capacity.

Given the current planning assumptions, it is possible that this standard will not be used; however, it is displayed for information purposes.

2001.02 RCAOP ResourcIng Standard Medium Security • in Years

Institution

Fiscal Year

$800 $800 Add Unit Manager AS 05 0,0 $52011 $0 $0

20 Correctional Supervisor CX 3 0,0 $47455 $0 $0 Beds POI WP 4 0,8 $48 329 $38 663 $640

CX 2 Day Shift CX 2 0,0 $43 636 $0 $0 CX 2 Night Shift CX 2 0,0 $43 636 $0 $0 CX 2 Morning Shift CX 2 0,0 $43 636 $0 $0 Escort CX 2 0,2 $43 636 $8 727 $0 Training CX 2 0,2 $43 636 $8 727 $0 V&C CX 2 0,1 $43 636 $2 618 $0 Recreation CX 2 0,1 $43 636 $2 618 $0 General Security CX 2 0,4 $43 636 $17 454 $0 Admin. Clerks CR 3 0,2 $29 757 $5 951 $0 $199 Admin. Clerks CR 4 0,2 $32992 $6598 $160 $199 Finance Clerks SI 2 0,2 $40809 $8162 $160 Sent Admin. CR 4 0,1 $32 992 $3 299 $80 $99 Food Services FOS6 0,3 $35 172 $10552 $0 H.R. Clerks SIS 4 0,2 $35 172 $7 034 $160 Institutional Services STS 4 0,2 $35 172 $7 034 $160 Material Management PC 01 0,2 $43 856 $8 771 $160

Cost per Inmate Administration/Health NU 0,4 $57 813 $23 125 $320 St 500 Psychology PS 3 0,2 $57832 $11 566 $160

Programs/Employment EDNVP 2 1,3 $48 329 $62 828 $1 040

$3750 $1 200 $1 750 $0

$0 $0 $3930

$0 $0

$0 $350 $350

$0 $0 $0

$240 $350 $9317 $8 727 $2 618

$72 $105 $2795 $480 $700 $1863'

$6 150 $6 957 $8322 $3 478

$1055 $750 $350 $8294 $750 $350 $9294

$8931 $480 $700 $24 62

$11 726 $63 868

diED:

Total Salary and Wages $25944 Other Operating Costs S30 00

Note - Region to determine the regional salary for GS, NU, GL, GS-STS, GS-FOS and the number of bilingual positions for BB calculations Total Operating $28944


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fiC 77 Annex

Resource Standard - Short Term Accommodation Plan (STAP)

The following table outlines the resource standards developed for STAP measures.

Costs for STAP measures are determined on the basis of a 40 bed unit.

Resource Standard - Short Term Accommodation Plan (STAP)

2001-02 NCAOP Call Letter

FTEs 13

Salaries $720 150 - Calculated using 93% of maximum salary of CX2 ($43,636) + Overtime (6%) + Bil. Bonus ($800) + Stat Holidays + Premium pay (shiftwork)

Other Operating Costs Nil

Capital $100 000

Total Resources $820 150

Costs for STAP measures are determined on the basis of a 40 bed unit.

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20


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Annex "C"

Resource Standard — Medium- Minimum Facilities for Women

The following table outlines the resource standards for an eight-bedroom house at a facility for women.

FTEs and Other Operating Costs for an 8-bedroom house. FTE POSITION DETAILS

0.47 Management Services .0150 per bed Primary Workers

4.65 CX 2 Day Shift - Case Management and Activity Supervision based on a ratio of 1:25 or .04 per bed. (0.32x 1.77)

Evening Shift Case Management and Activity Supervision based on 0.0125 per bed (0.10 x 1.77)

Escorts and Training based on 0.0125 per bed (0.10 x 1.77)

Visits and Correspondence and Recreation based on 0.0025 per bed (0.02 x 1.77)

General Security based on 0.0150 per bed (0.12 x 1.77)

0.12 Unit Clerk Based on 0.0152 per bed

0.32 Parole Officer — Institution Based on a ratio of 1:25 or .04 per bed

0.53 Programs and Employment Based on 0.0667per bed

0.32 Psychology Based on 0.0075 per bed

0.24 Health Services Based on 0.0150 per bed

6.66 Total FTEs for an 8-bed house. Ratio of .51(rounded) FTE/bed

.33 Allowance of 5% for impact on common services, NHQ, RHQ, staff colleges, etc...

6.99 Total resources for an 8 bed house. Ratio of 0.83 (rounded) FTE/bed

$17,700 Other Operating Costs excluding Inmate Related Costs


Annex "C"

Resource Standard — SLE Facilities for Women

FTEs and Other Operating Costs for an 8-bedroom house. FTE POSITION DETAILS

1.0 Program co-ordinator Primary Workers

7.10 CX 2 Day Shift (1 x 1.77)

Night Shift (1 x 1.77)

Morning shift (2 x 1.77)

3.54 Behaviour technician Day Shift (1 x 1.77)

Night Shift (1 x 1.77)

1.77 Nurse Day Shift (1 x 1.77)

13.40 Total FTEs for an 8-bed house. Ratio of 1.67 (rounded) FTE/bed

0.7 Allowance of 5% for impact on common services, NHQ, RHQ, staff colleges, etc...

14.10 Total resources for an 8 bed house. Ratio of 1.76 (rounded) FTE/bed

$22,025 Other Operating Costs excluding Inmate Related Costs


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I

Annex "C"

Resource Standards — Community Correctional Centres (CCCs)

The table below outlines the resource standards used for CCCs.

Full Time Equivalents Per Bed ****

(FTEs)

Salaries During Planning Period Actual Cost of Position

Beyond Planning Period Departmental Average Salary

$ 49,178

Other Operating Costs Per bed ****

Leasing Costs Where appropriate $250,000 per annum

The following table indicates the resource standards for community correctional centres — "funded beds" — by region.

Atlantic ****

Quebec ****

Ontario ****

Prairies ****

Pacific ****

*' As a result of the Finance Review methodology, these standards will be revised. Regions will be informed shortly.

Proposed revised standard will require negotiations with TB.

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23 Call Letter NCAOP 2001-02 I

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I LÉC17 Annex

Resource Standards — Community Supervision

The following table outlines the resource standards used for community corrections.

Residency CRC Daily rate per bed used ****

(Accommodation and — Counselling) Maintenance (Basic and Daily allowance when ****

Program) — CRC paid Residents Mental Health Annual cost per offender ****

Program (Sex Annual cost per offender ****

Offenders) Program (Aboriginal Annual cost per offender ****

Offenders) Program (Other) Annual cost per offender ****

Supervision (salaries Annual cost per offender ****

and 00C) — excluding CCC residents as supervision is resourced as above Travel Annual cost per offender ****

**** As a result of the Finance Review methodology, these standards will be revised. Regions will be informed sho rt ly.

Proposed revised standard will require negotiations with TB.

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Call Letter NCAOP 2001-02 24 1

$35 504

$40 426 $45 012 $53421

$62 732 $69 686

Correctional Officers CX 1 $40 427 CX 2 $43636 CX 3 $47455 CX 4 $51 606

Heating Power and Stationary Plant Operations

$25 515 $27 991 $30 524 $34 336

$36 947 $39 133 $42 576

$45 729 $48 940

Physical Science Group

$43 856 $51 608 $61 844 $70 902 $77 307

PG 1

PG 2 PG 3 PO4 PG 5 PG 6

HP 1 HP 2 HP 3 HP 4

HP 5 HP 6 HP 7

HP 8 HP 9

PC 1 PC 2 PC 3 PC 4 PC 5

Regional Rates of pay apply to NU, GS, and GL

Finance FI 1 FI 2 FI 3 FI 4

$47 501 $55 915 $64 648 $72 304

Personnel PE 1 PE 2

PE 3 PE 4 PE 5

$33 091 $39 218

$44 622 $50 156 $56 857

Annex "C"

Resource Standards — Salary Costs by Group and Level

Maximum Salary by group and level at 93%

Purchasing & Supply Occupational and Physical Therapy PS 1 $40 543

PS 2 $50194 PS 3 $54231 PS 4 $63 939 PS 5 $71 524

Administrative Services AS 1 AS 2 AS 3 AS 4

AS 5 AS 6

Welfare Progranns

$32 925 $38 782 $44 255 $48 329 $57 941 $67 337

Clerical and Regulatory CR 1 CR 2 CR 3

CR 4

CR 5 CR 6 CR 7

Computer Systems

$42 863 $50 676 $60 472

Economic and Social Science Services

Sil $35 688 SI 2 $40809 SI 3 $44487 S14 $48317

SI 5 $54 505 SI 6 $61 241 SI 7 $68 880 S18 $76283

General Technical GT 1 $31 209 GT 2 $35 939

$40 316 $45 547 $51 126 $56 835 $65 189 $73 649

$36 151 $38 887 $41 310 $44 501

$52 011 $60 548

WP 1 WP 2 WP 3 VVP 4 VVP 5 WP 6

$24 758 $25 992 $29 757

$32 992

$36 165 $41 015 $45 688

CS 1 CS 2 CS 3

GT 3 GT 4 GT 5 GT 6 GT 7 GT 8


Annex "C"

Resource Standard — 1998-99 Minimum Security

FTEs & OTHER OPERATING COSTS FOR A 104 BED UNIT

FTE POSITION DETAILS

1.0 SUPERVISOR14

4.2 CASE MANAGEMENT OFFICERS (caseload of 25 inmates per CM0 I)

1.6 CLERK (1 clerk per 66 inmates)

10.9 CX 2 DAY SHIFT: 4 CX 2 X 1.77 15 = 7.3 (4 CX 2 for case management / activity supervision

NIGHT SHIFT: 2 CX 2 X 1.77 = 3.6 (1 CX 2 for case management / activity supervision)

MORNING SHIFT: =0

2.1 CX 2 - V&C/RECREATION (Based on 1 FTE per 50 inmates)

1.6 TECHNICAL SERVICES (e.g. Food Services Officer; Materiel Management; Maintenance, etc.) 1 FTE per 66 inmates.

1.6 ADMIN. / HEALTH SERVICES (e.g. Nurse; Sentence Administration Clerk; A&D) 1 FTE per 66 inmates.

0.8 PSYCHOLOGY Psychologist (.75 FTE per 100 inmates) .

6.9 PROGRAMS / EMPLOYMENT 1 FTE per 15 inmates for employment, treatment or education.

30.7 Total FTE for a 104 bed unit. Ratio of 30.7 FTE (rounded) = 0.3 FTE/bed.

$8,727 Other Operating Costs / 00C per bed (based on 1995-96 actuals).

14 This applies to a new stand alone unit and not to an expansion to an existing unit In cases where the stand alone unit has a rated capacity that is not 104, the FTE requirement is prorated.

15 The ratio of 1.77 used to calculate the CX 2 shift requirement is an approximation of the actual number of persons required to fill a single position when factors such as annual leave are taken into account.

26 111


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Annex "C"

Resource Standards 1998-99 NCAOP — Medium Security

FTEs & OTHER OPERATING COSTS FOR A 120 BED UNIT16


1.0 UNIT MANAGER17

2.0 CORRECTIONAL SUPERVISOR

4.8 CASE MANAGEMENT OFFICERS (caseload of 25 inmates per CM0 L)

1.8 CLERKS (1 clerk per 66 inmates)

15.1 CX 2 DAY SHIFT: 4 CX 2 X 1.77 18 = 7.1 (1 CX 2 to man post plus 3 CX 2 for case management / activity supervision)

NIGHT SHIFT: 2.5 CX 2 X 1.77 = 4.4 (1 CX 2 to man post plus 1.5 CX 2 for case management / activity supervision)


Escort, training, etc.: 1.5 CX 2

V&C/Recreation: 0.3 CX 2

1.8 TECHNICAL SERVICES (e.g. Food Services Officer; Materiel Management; Maintenance, etc.) 1 FTE for 66 inmates

1.8 ADMIN / HEALTH SERVICES (e.g. Nurse; Sentence Admin. Clerk, A&D) 1 FTE 66 inmates

0.9 PSYCHOLOGY Psychologist (.75 FTE per 100 inmates)

1.8 GENERAL SECURITY (e.g. CX 2, CX 1 or IPSO) I FTE per 66 inmates


39 . 9 Total FTE for a 120 bed unit. Ratio of 39 FTE (rounded) = 0.3 FTE/bed 19

$5,340 Other Operating Costs / 00C per bed (based on 1995-1996 actuals)

16 This FTE structure does not include CX 1 positions dedicated to static security (e.g. patrols, tower, gates, barriers, etc.)

17 This applies to a new stand alone unit and not to expansions to existing units.

18 The ratio of 1,77 used to calculate the CX 2 shift requirement is an approximation of the actual number of persons required to fill a position when factors such as annual leave are taken into account.

19 If the rated capacity after the expansion will be under 400, then no additional FTEs are allotted. However, if the rated capacity will be over 400 after the expansion, then additional FTEs are added. It should be noted that this calculation is based upon the number of cells that the rated capacity is above 400, up to the size of the expansion. For example, if a 120-bed expansion would increase the rated capacity to 425, the additional allotment for escort would be (25*0.75)/120. lia 120-bed expansion increases the rated capacity to 625 the additional allotment is (120*0.75)/120.


Annex "C"

Resource Standards 1998-99 NCAOP — Maximum Security

FTEs & OTHER OPERATING COSTS FOR AN 80 BED UNIT20


1.0 UNIT MANAGER21

2.0 CORRECTIONAL SUPERVISOR

3.2 CASE MANAGEMENT OFFICERS (caseload of 25 inmates per CM0 L)

1.2 CLERKS (1 clerk per 66 inmates)

15.0 CX 2 DAY SHIFT: 3 CX 2 X 1.7722 = 5.3 (1 CX 2 to man post plus 2 CX 2 for case management / activity supervision)

NIGHT SHIFT: 3.0 CX 2 X 1.77 = 5.3 (1 CX 2 to man post plus 2 CX 2 for case management / activity supervision)


Escort, training, etc.: 2 CX 2

V&C/Recreation: 0.6 CX 2

1.6 TECHNICAL SERVICES (e.g. Food Services Officer; Materiel Management; Maintenance, etc.) (1.0 FTE per 50 inmates)

1.6 ADMIN / HEALTH SERVICES (e.g. Nurse; Sentence Administration Clerk, A&D) (1.0 FTE per 50 inmates)

0.6 PSYCHOLOGY Psychologist (.75 FTE per 100 inmates)

1.6 GENERAL SECURITY (e.g. CX 2, CX 1 or IPSO) (1.0 FTE per 50 inmates)


34 . 5 Total FTE for an 80 bed unit. Ratio of 34.5 FTE (rounded) = 0.4 FTE/bed 23

$6,907 Other Operating Costs / 00C per bed (based on 1995-1996 actuals)

20 This FIE structure does not include CX 1 positions dedicated to static security (e.g. patrols, tower, gates, barriers, etc.).

21 This applies to new stand alone units and not to expansions to existing units.

22 The ratio of 1.77, used to calculate the CX 21 shift requirement, is an approximation of the actual number of persons required to fill a single position when factors such as annual leave are taken into account.

23 If the rated capacity after the expansion will be under 400, then no additional FTEs are allotted. However, if the rated capacity will be over 400 after the expansion, then additional FTEs are added. It should be noted that this calculation is based upon the number of cells that the rated capacity is above 400, up to the size of the expansion. For example, if an 80-bed expansion would increase the rated capacity to 425, the additional allotment for V&C would be (25*0.3)/80. If an 80-bed expansion increases the rated capacity to 625 the additional allotment is (80*0.3)/80.

Call Letter NCAOP 2001 -02 28

ANNEX "D"

Federal/Provincial agreements including Exchange of service agreements (or ESA)

An Exchange of Service Agreement (ESA) is a document that sets out the mutual expectations and responsibilities of the contracting parties (federal / provincial / territorial). They are used by CSC to provide services to offenders that will assist them to become law-abiding citizens, when such services can be provided more appropriately or cost effectively by another jurisdiction.

Certain information is required so that CSC may determine if the currently approved ESA resource level meets our requirements for 2001-02 (insufficient funding may result in the requirement for Supplementary Estimates). In addition, the requirements for future years must be assessed to determine whether or not we have sufficient resources within our base to meet our anticipated needs and for which CSC may seek additional funding.

Each region is required to assess its total financial resource requirement for all components of its ESA agreements including, information sharing, community corrections, institutional beds, temporary detention, programming commitments and any other items specific to an agreement. Information is to be provided on a provincial basis — and cost estimates are to be determined by men and women components.

All costs are to be recorded in thousands of dollars.

Regions are not to make any adjustments for inflation in the RCAOP —this is included in the annual ARLU exercise conducted by NHQ Finance via the use of a global index - consumer price index.

A sample of the worksheets that will be provided electronically to each region is provided on the following pages: one page to cover all the services - institutional placement of inmates and the other services - with each province and one page to summarise the resource information. If applicable, a separate sheet should be prepared for the women offenders and included to the summary.

There is also a requirement to fully justify the need for additional resources. Regional officials should be particularly attentive in this feature and include the results of their analysis in the particular section of their RCAOP dealing with ESAs.


1

• 1

Annex "D"

As information, the following amounts were approved in 2000-01 NCAOP for regional ESA requirements pertaining to 2001-02 and ongoing:

($000s) 2001-02 2002-03

Atlantic $5,490.8 $5,490.8 Quebec* $3,268.4 $3,438.8 Ontario $3,482.9 $3,540.1 Prairies $6,247.1 $6,247.1 Pacific $4,760.4 $4,842.2 * Exclusive of Pinel


REGION

Annex "D"

Regional Summary — Exchange of Service Agreements

2001-02 RCAOP

Exchange of Service Agreement

Ontario Region - Male offenders

o a insti u iona ccommodation cost ($000s)

1999-2000 2000-01 2001-02 2002-03 2003-04 Actual Forecast Forecast Forecast Forecast

Total Anticipated Cost ($000s) $0,0 $0,0 $0,0 $0,0 $0,0

otal non-insitutional



otal Region



This table is self generated


Annex "D"

Exchange of Service Agreements — Institutional and Community 2001-02 RCAOP

Exchange of Service Agreement

$000s

REGION Ontario Region • Male offenders

Agreement Title

Expiry Date

Agreement Type

Special Terms and Conditions

Institutional placement for offenders


Per Diem A1=$perday

Bed Days (actual or anticipated) 81= # of Days

Average Use (actual or anticipated) C1=81/365 0,00 0,00 0,00 0,00 0,00

Total institutional accommodation cost ($000s) D1 = Al x 8 1 $0.0 $0,0 $0,0 $0,0 $0,0

Community Beds


Per Diem A2=Sperday

Bed Days (actual or anticipated) 82 hot Days

Average Use (actual or anticipated) C2rB2/365 0,00 0,00 0,001 0,00 0,00

Total Anticipated Cost ($000s) 02=A0 $0.0 $0,0 $0.01 $0,0 $01

Transportation Temporary Detainees


Annual Cost ($000s) D 3

Other - Please Specify

1999-2000 2000-01 2001-02 2002-03 2003-04 Actual Forecast Forecast Forecast Forec,ast

Annual Cost ($000s) 0 4


1999-2000 2000-01 2001-02 2002-03 2003-04 Actual Forecast Forecast Forecast Forec,ast

Annual Cost ($000s) 05

Total non-insitutional


Total Anticipated Cost ($000s) D2 .- D3 . D4 • 05 $0,0 $0.0 $0,0 $0.0 $0,C


ANNEX "E"

CCRA SECTION 81

A CCRA section 81 Agreement is a document that sets out the mutual expectations and responsibilities of the contracting parties (federal / aboriginal community). They are used by CSC to provide services to aboriginal offenders that will assist them to become law-abiding citizens, when such services can be provided more appropriately or cost effectively by an aboriginal community.

Each region is required to assess its total financial resource requirement for all components of its CCRA section 81 agreement including institutional and community accommodation corrections, programming commitments and any other items specific to such agreements. Information is to be provided on an agreement basis – and cost estimates are to be determined by men and women components.

On the RCAOP Resource Requirements Summary, the total requirement for each of the "In-Years" is to be identified.

All costs are to be recorded in thousands of dollars.

Regions are not to make any adjustments for inflation — this is included in the annual ARLU exercise conducted by finance.

A sample of the worksheets that will be provided electronically to each region is provided on the following pages: one page to cover all the services - institutional placement of inmates and the other services - for each agreement and one page to summarise the resource information. If applicable, a separate sheet should be prepared for the women offenders and included to the summary.


Annex "E"

Regional Summary — CCRA Section 81

2001-02 RCAOP

Regional Cost Summary of CCRA section 81 agreement

Ontario Region - Male offenders o a ins i u iona an community

accommodation cost ($000s)


Total Anticipated Cost ($000s) $0,0 $0,0 $0,0 $0,0 $0,

Total non-accommodation



otal Region



This table is self generated

REGION


Annex "E"

CCRA Section 81 Agreement — Institutional and Community 2001-02 RCAOP

CCRA Section 81agreements

$000s

REGION Ontario Region - Male offenders

Agreement Title

Expiry Date

Agreement Type

Special Terms and Conditions

Institutional and community accommodation


Per Diem A1=Sperday

Bed Days (actual or anticipated) B 1 = # of Days


Total institutional and community accommodatior Dl rAlx8 1 $0,0 $0,0 $0,0 430,0 $0,0


1999-2000 2000-01 2001-02 2002-03 2003-04

Actual Forecast Forecast Forecast Forecast

Per Diem A2= $ per day

Bed Days (actual or anticipated) B2= # of Days


Total Anticipated Cost ($000s) D2=A2sB2 $0,0 $0.0 so,oJ $0,0 $0,0

Transportation Temporary Detainees

1999-2000 2000-01 2001-02 2002-03 2003-04


Annual Cost ($0005 ) D 3


1999-2000 2000-01 2001-02 2002-03 2003-04


Annual Cost ($000s) 0 4


1999-2000 2000-01 2001-02 2002-03 2003-04


Annual Cost ($000s) ID 5

Total non-accommodation

1999-2000 2000-01 2001-02 2002-03 2003-04

Actual Forecast Forec,ast Forecast Forecast

Total Anticipated Cost ($000s) D2. D3. 04 • D5 $0,0 $0.0 $0,0 $0,0 $0,0


ANNEX "F"

EXEMPTIONS TO CD 550 INMATE ACCOMMODATION

The purpose of this section is to meet the requirements of the inmate accommodation policy (Commissioner's Directive 550).

As stated in paragraph 27 of the policy, "Other than emergency situations, any exception to this policy must be included in CSC accommodation plan and approved by the Commissioner." The CSC accommodation plan is the NCAOP.

Every year, each Region will prepare a list of institutions including CCCs indicating the status of double occupancy (see attached). This list will be updated annually in order to reflect the change in the status of double occupancy based on accommodation measures identified in the NCAOP.

The 1999-2000 lists of Exemptions are included for your review and need to be updated. It could be used to prepare the 2000-01 list of exceptions. The electronic copy will be provided to regions.


Male Institutions Atlantic Region

1

Maximum Security Institutions Atlantic Institution

Reception Units IRRC Atlantic (Springhill

Mental Health Units RTC Atlantic (Dorchester)

Atlantic Region Facilities for women

Community Correctional Centres Parrtown CCC Newfoundland CCC

Mental Health Units Springhill (Mental Health)

Medium/Minimum Security Institutions Nova (Total)

Maximum Security Institutions Springhill (Maximum)

Medium Security Institutions Springhill Institution Dorchester Penitentiary

Minimum Security Institutions Westmorland Institution


Mental Health Units MHU (Archambault) MI=111 RRC)

Super Maximum Security Institutions SHU (RRC-Quebec) 1 i

Reception Units

1 Reception (RRC)

Maximum Security Institutions RRC-MAX. Quebec Donnacona Institution Port-Cartier Institution

Minimum Security Institutions

Monté St-François Institution

Federal Training Centre

Ste-Anne des Plaines Institution

Community Correctional Centres

Marcel Caron CCC Ma rt ineau CCC

Ogilvy CCC Laferrière CCC Sherbrooke CCC Hochelaga CCC

I I I

Medium Securi Institutions Leclerc Institution Archambault Institution Drummond Institution Cowansville Institution La Macaza Institution

I I

Quebec Region Male Institutions

I I I I I I I I I I I I I

38 Call Letter NCAOP 2001-02 I

Medium/Minimum Security Institutions Joliette (Total)

Maximum Security Institutions

RRC (Maximum and Reception)

Community Correctional Centres Martineau CCC


Quebec Region Facilities for women

Ontario Region Male Institutions

Kingston Penitentiary Milhaven Institution


Reception Units Assess. Unit (Mil'haven) ••:

1 RTC Ontario (KP) RTC MHU Millhaven MHU

Mental Health Units

Minimum Security Institutions Frontenac Institution Beaver Creek Institution Pittsburgh Institution

Medium Security Institutions Bath Institution Collins Bay Institution Joyceville Institution Warkworth Institution Fenbrook Institution


Mental Health Units Prison for Women (Mental Health) I i

Grand Valley (Total) Isabel McNeil

Medium/Minimum Security Institutions

Maximum Security Institutions Prison for Women (Maximum) 1 1


Ontario Reqion Facilities for women

Prairie Region Male Institutions

Minimum Security Institutions Rockwood Institution Riverbend Institution Bowden Annex (Min.) Institution Drumheller (Min.) Institution Grierson (Min.) Institution Pê Sâkâstêw (Min.)

Medium Security Institutions Saskatchewan Penitentiary Sask. Pen. STAP Stoney Mountain Institution Drumheller Institution Bowden Institution Grande Cache Institution

Mental Health Units RPC (Prairie)

Edmonton Institution Max. Unit (Sask. Pen.)


Osborne CCC Oskana CCC Stan Daniels CCC Pê Sâkâstêw CCC

Prairie Region Facilities for women

Maximum Security Institutions Sask. Pen. (Maximum)

Mental Health Units RPC (Mental Health)

42

Reception Units Recep. (Sask. Pen.) Recep. (Stoney Mountain) Recep. (Edmonton)

Medium/Minimum Security Institutions Edmonton (Total) Ieeefflebefflt Okimaw Ohci (Total)


Pacific Region Male Institutions

Reception Units Reception (Matsqui)

Community Correctional Centres Su mas CCC

Elbow Lake Institution Ferndale Institution

Minimum Security Institutions

elf ...tie. IHeee=ii

Kent Institution Maximum Security Institutions

William Head Institution Matsaui Institution Mountain Institution Mission Institution - "

Medium Security Institutions


Add Unit Manager ice Correctional Supervisor

Beds POI CX 2 Day Shift CX 2 Night Shift CX 2 Morning Shift Encart Training V&C Recreation General Security Admin. Clerks Finance Clerks Sent Admin., H.R. Clerks Informatics Services Institutional Services

Cost per Inmate Material Management 511 304 Eng. 8 Maint

Administration/Health Psychology Programs/Employment

EMU

ANNEX "G" Sample Worksheets

Maximum Security — "In-Years"

0001-02 RCA0P Institution

Fiscal Year ResourcIng Standard

Maximum Security - In Years

Rated Capacity after Ex. ansion

301

Position Group FIE saialy Total Bit Bonus PFA Pay Equity Allowances Shift Premiurr Stat Holida Total

$800 $1600 AS 05 1,0 $52011 $52011 $1600 CX 3 2,0 $47455 $94910 50 WP 4 4,0 $48329 $193317 $6400 CX 2 7,1 $43636 $300813 $0 CX 2 7,1 $43636 $300613 $0 CX 2 1,8 $43 636 $78 544 $0 CX 2 1,0 $43 636 $43 636 50 CX 2 1,0 $43636 $43636 $0 CX 2 0,3 $43636 $13001 $0 CX 2 0,3 $43636 $13091 $0 CX 2 2,0 $43 636 $87 271 $0 CR 3 1,0 $29757 $29 757 $1600 $994 CR 4 0,7 $32992 $23694 $1120 $696 SI 2 0,0 $40 809 50 $0 CR 4 0,5 $32992 $16496 $800 $497 CS 1 0,5 $42 863 $21 431 $800 STS 4 1,0 $35172 $35172 $1600 STS 4 1,0 $35172 $35172 $1600 PC 01 1,0 $43 856 $43 856 $1 600

NU 2,0 $57813 $115627 $3200 PS 3 1,0 $57832 $57832 $1600

ED/WP 2 8,3 $48 329 $4401 133 $13 280

$3750 $1200 $1 750 . $53611

$3500 $98410 $199717

$12425 $322238 $8520 $1750 $320083 $2160 $3150 $83854 $1200 $1750 $46586

$43636 $360 $525 $13976

$13091 $2400 $3500 $93171

$32351 $24910

$0 $17793 $22231

$3750 $1750 $42272 $3 78g $1750 $42272

$45456 $2480 $3500 $124727

$59432 $414413

5%Allowance

Total

Overtime - Total Salary 06%

446 52 018 703 SO 535 200 52 187 S7500 S17 040 533 600 $2 114 230

2,2 549 178 S100192 S105192 468 52 126 895 52 126 895

$127614 $127614

Pay Differential - Total Salary x 1.06% $22 545

Note - Region tu detennine the regional salary for GS, NU, GL, GS-STS, GS-FOS and the number of bilingual positions for BB calculations Total Salary and Wages

Other Operating Costa Total Operatin.

$22 545 52 277 053

51 130 400

S3 407 453


Resourcing Standard 2001-02 RCAOP

Maximum Security - Out Years

Add Unit Manager AS 05 1,0 $49 178 $49 178 Correctional Supervisor CX 3 2,0 $49 178 $98 356

Beds POI WP 4 4,0 $49178 $196712 CX 2 Day Shift CX 2 7,1 $49 178 $349 164 CX 2 Night Shift CX 2 7,1 $49 178 $349 164 CX 2 Morning Shift CX 2 1,8 $49 178 $88 520 Escort CX 2 1,0 $49178 $49178 Training CX 2 1,0 $49 178 $49 178 V&C CX 2 0,3 $49178 $14753 Recreation CX 2 0,3 $49 178 $14 753 General Security CX 2 2,0 $49 178 $98 356 Admin. Clerks CR 3 1,0 $49 178 $49 178 Finance Clerks CR 4 0,7 $49 178 $34 425 Sent. Admin. SI 2 0,0 $49 178 $0

Cost per Inmate H.R. Clerks CR 4 0,5 $49 178 $24 589 Institutional Services STS 4 1,0 $49 178 $49 178 Informatics Services CS 1 0,5 $49 178 $24 589 Material Management STS 4 1,0 $49 178 $49 178 Eng. & Maint. PC 01 1,0 $49 178 $49 178 Administration/Health NU 2,0 $49 178 $98 356 Psychology P53 1,0 $49 178 $49 178 Programs/Employment ED/WP 2 8,3 $49 178 $408 177

Total FTEs 44,6 $2 193 339

5% Allowance 2,2 $49 178 $109 667 Salary $2 303 006 Other Operating Costs $1 130 400 Total 46,8 $3 433 406

100

304 $1

LIT=

Rated Capacity after Position

Expansion Group FTE

Salary Total KEE

Annex "G" Maximum Security — "Out-Years"


Unit Manager Correctional Supervisor POI CX 2 Day Shift CX 2 Night Shift CX 2 Morning Shift Esco rt Training V&C Recrea tion General Security Admin. Clerks Finance Clerks Sent Admin. H.R. Clerks Food Services Ins ti tu tional Services Informatics Services Material Management Eng. & Main

Cost r Inmate Administration/Health on Psychology

Programs/Employment

Add [Ill

Beds

52 938 922 Total Operatin

Annex iCGS1

Medium Security — In Years

2001.02 RCAOP ResourcIng Standard

Medium Security • In Years lnst tenon

Ascal Year Rated Capacity alter

Exonnipn Position Group FTE salary Total Sil Bonus PFA Pay Equity Allowances Shift Premium Stat Holidays Total

9800 9800 93750 91200 $1 750 AS 05 1,0 $52011 952011 9800 952811 CX 3 2,0 547 455 994910 50 93500 998410 WP 4 4,0 948329 9193317 93200 9196517 CX 2 7,1 943636 5309813 90 512425 5322 238 CX 2 7,1 $43636 9309813 90 98520 90 9318333 CX 2 1,8 $43636 978544 90 52160 53 150 983654 CX 2 0,0 $43636 $0 $0 $0 $0 $0 CX 2 0,8 $43636 934908 50 934998 CX 2 0,0 943636 $0 $0 $0 CX 2 0,3 943636 913091 90 9360 9525 913976 CX 2 2,0 943636 987271 50 $2400 93500 993171 CR 3 1,0 929757 929757 50 5994 930751 CR 4 0,7 $32 992 923 094 $560 9696 924 350 S12 0,0 940809 50 50 50 CR 4 0,5 932992 916496 9400 9497 917393 F0S6 1,5 935 172 952 758 5400 553 158 STS 4 1,0 935172 935172 9800 53750 91750 941472 CS 1 0,5 542 863 921 431 9400 921 831

STS 4 1,0 935 172 535 172 9800 93750 51 750 941 472 PC 01 1,0 943856 943856 9800 944656

NU 2,0 957813 5115 627 91600 92400 53500 9123127 PS 3 1,0 957832 957832 9800 $58632

ED/WP 2 6,7 548 329 $323806 $5360 9329166

5% Allowance Total Overtime - Total Salary x 6% Pay Differential - Total Salary x 1.06%

430 51 928 681 SO 515 920 S2187 57500 S15840 530 100 S2 000 228 2.2 549 178 5108 192 5108 192

452 S2 036 872 S2 108 419 5122 212 5122 212

521 591 521 591 Total Salary and Wages S2 252 222

Other Operating Costs 5686 700 Note - Region to determine the regional salary for GS, NU, GL, GS-STS, GS-FOS and the number of bilingual positions for BB calculations


Unit Manager Correctional Supervisor POI CX 2 Day Shift CX 2 Night Shift CX 2 Morning Shift Escort Training V&C Recreation General Security Admin. Clerks Finance Clerks Sent. Admin. H.R. Clerks Food Services Institutional Services Informatics Services Material Management Eng. & Maint. Administration/Health Psychology Programs/Employment

AS 05 CX 3 WP 4 CX 2 CX 2 CX 2 CX 2 CX 2 CX 2 CX 2 CX 2 CR 3 CR 4 S12 CR 4 FOS6 STS 4 CS 1 STS 4 PC 01

NU PS 3

ED/WP 2

$49178 $49178 $49178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49 178 $49178 $49178 $49178 $49 178 $49 178

$49 178 $98 356

$196712 $349 164 $349 164

$88 520 $0

$39342 $0

$14753 $98 356 $49 178 $34 425

$0 $24 589 $73 767 $49 178 $24 589 $49 178 $49 178 $98 356 $49 178

$329493

1,0 2,0 4,0 7,1 7,1 1,8 0,0 0,8 0,0 0,3 2,0 1,0 0,7 0,0 0,5 1,5 1,0 0,5 1,0 1,0 2,0 1,0 6,7

Total FTEs 5% Allowance Salary

Other Operating Costs

Total

43,0 $2 114 654

2,2 $49178 $105733 $2 114 654

$686 700

45,2 $2 801 354

Group

IT=

IIMECE;

Resourcing Standard

2001-02 RCAOP

Medium Security - Out Years

Rated Capacity Position

after Expansion KM

FTE Salary Total

Cost per Inmate $6 867

Add HEIM

Beds

Annex "G" Medium Security — Out Years


ResourcIng Standard

Minimum Security -In Years 7001•02 RCAOP Institution

Fiscal Year

PosHion Group FTE Sala Bil Bonus Total

Rated Capacity aller Expansion PFA Pay Equity Allowances Shift Premium Stat Holidays Total

KieJ

Add Unit Manager AS 05 1,0 552 011 552 011

Beds POI WP 4 4,0 548 329 3193 317 CX 2 Day Shift CX 2 3,5 343 636 $152 725 CX 2 Night Shift CX 2 7,1 543 636 $309 813

CX 2 Morning Shift CX 2 0,0 543 636 50

V&C/Rec CX 2 2,0 S43 636 587 271 General Security CX 2 3,2 343 636 3137 452

Admin. Clerks CR 3 1,0 629 757 $29 757 Finance Clerks CR 4 0,7 532 992 323 094 Sent Admin. SI 2 0,0 340 809 30

H.R. Clerks CR 4 0,5 532 992 516 496

Food Serices F056 1,0 535 172 $35 172 Institutional Services STS 4 1,0 335 172 335 172 Informatics Services CS 1 0,5 342 863 321 431 Material Management STS 4 1,0 535 172 535 172

Eng. & Maint PC 01 0,0 343 856 50 Cost per Inmate Administration/Health NU 2,0 357 813 3115 627

Psychology P53 1,0 357 832 557 832

Programs/Employment ED/WP 2 6,7 $48 329 3323 806

5800 5480 50

$0 51 920

50 $ O $ O

$800 50

$480 5994 $336 $696

$0 $240 $497 $480 $480 $240 $480

$0 $960 $480

$3216

51 200 SI 750 SO

$1750 $53761 $195 237

56125 $158850

58 520 $12425 $339758

$0 $0 $0

52400 $3500 $93971

53 780 $5513 $146 745 $31 231 $24 126

sc $17 233, $35652

53 750 $1750 541 152 ' $21 671'

53 750 $1750 $41 15

$2400 53 500 $122487 $58 312

$327 022

EIS]

PIDità

$3750

362 SI 626 149 5800 $9312 52 187 57 500 S17100 $36313 SI 699 361

1,8 $49178 $80099 588 889

380 S1 715 038 51 788 250

$102 902 $18 179

otal Salary and Wages SI 909 332

5%Allowance

Total

Overtime - Total Salary 06% Pay Differential - Total Salary x 1.06%

ote - Region ta determine the regional sake,/ for GS, NIJ, GL, GS-STS, GS-FOS and the number of biGnqual positions for BB calculations

Other Operahng Costs 5923 700

Total Operatng $2 833 032

$102 902 $18 17

Annex G

Minimum Security — In Years

1


Group

[11=17111

1112111fflil

Resourcing Standard 2001-02 RCAOP

Minimum Security - Out Years Rated Capacity

Position after Expansion

KM

FIE Salary Total

Add Unit Manager

Beds POI CX 2 Day Shift CX 2 Night Shift CX 2 Morning Shift V&C/Rec General Security Admin. Clerks Finance Clerks Sent. Admin. H.R. Clerks Food Services Institutional Services Informatics Services Material Management

Cost per Inmate Eng. & Maint. Administration/Health Psychology Programs/Employment

AS 05 WP 4 CX 2 CX 2 CX 2 CX 2 CX 2 CR 3 CR 4 S12 CR 4 FOS6 STS 4 CS 1

STS 4 PC 01

NU PS 3

ED/WP 2

1,0 $49178 $44453 4,0 $49178 $196712 3,5 $49178 $172123 7,1 $49 178 $349 164 0,0 $49 178 $0 2,0 $49178 $98356 3,2 $49178 $154911 1,0 $49178 $49178 0,7 $49178 $34425 0,0 $49 178 $0 0,5 $49178 $24589 1,0 $49178 $49178 1,0 $49178 $49178 0,5 $49178 $24589 1,0 $49178 $49178 0,0 $49 178 $0 2,0 $49178 $98356 1,0 $49178 $49178 6,7 $49178 $329493

in

Total FTEs 36,2 $1 773 060 5% Allowance 1,8 $49 178 $88 889 Salary $1 861 949 Other Operating Costs $923 700 Total 38,0 $2 785 649

$9 KO

Annex "G" Minimum Security — Out Years


Sub-Totals by Alltotments Y. A owance

4,11 0,52 0,00 6,66 5 311 489 $ 141 600 816 380 $49 178

Annex "G" Facilities for Women

Resource Standard - New House

8

Management Services Day Evening Morning FTE Classification Salary 00C Management Services

i I

0.47 I_

047 AS 05 $ 24 657 $ 141 600

Subtotal Administration 0,47 0,00 0,00 0,47 $ 24 657 $ 141 600

Operations Day 11 Evening II Morning 11 FIE Classification Salary 00C Total Primary Workers (CX) 2,10 0,52 0.00 4,65 $ 206 645 $ -

PW Case Management and Activity Supervision 052 0,52 1,86 CX 02 $ 82 502

PW Escorts and Training 0,65 1,15 CX 02 $ 51 085

PW V8C and Recreation 0,14 0,25 CX 02 $ 11 187

PW General Security 0,79 1,39 CX 02 $ 61 870

Unit Clerk 0,12 0,12 CR 04 $ 3 999

Parole Officer - Institution 0,32 0,32 wp 04 $ 15 465

Subtotal Programs 2,54 0,52 0,00 5,09 $ 226 109 $ -

Programs Day II Evening Morning 1 FIE Classification Salary 00C Programs and Employment 0.53 0,53 AS 05 $ 27 753

Psychology (enhanced and program evaluation 0,32 0,32 PS 03 $ 18 762 Health Services reg.) 0,24 0,24 NU HOS 03 $ 14 208

Subtotal Program! 1,10 0,00 0,00 1,10 S 60 723 $ -

Number of Rooms

1


2000101 , 2001/02 2002/03 2003/04 2004105 2005/06 2006/07 2007/08 2008/09 3 370 3 422 3 466 3 511 3 566 3 621 3 676 3 751 3 806

2.19% 2,151'. 2,10% 2,06 1'. 1 2,02% 1,98 1'. 1,94% 3,871'. 3,80% Annual Projected Population Increase:

2000/01 138 96 48 14

138 .309 221 453 523 400 1-9-3 202 230

RATED CAPACITIES (as certified) Assess. Unit (MIlhhaven) RTC Ontario (KP) RTC MHU MILLHAVEN MHU KINGSTON PEN. MIllhaven (Max) Institution BATH INSTITUTION COLLINS BAY INSTITUTION JOYCEVILLE INSTITUTION WARKWORTH INSTITUTION FENBROOK INSTITUTION FRONTENAC INSTITUTION BEAVER CREEK INSTITUTION PITTSBURGH INSTITUTION

2001/02 2002303 2003/04 138 138 138 96 96 96 48 48 48 14 14 14

394 394 394 138 138 138 309 309 309 221 221 221 453 453 453 523 523 523 400 400 400 193 193 193 202 202 202

230 230 230

2004/05 2005/06 2006/07 2007/08 2008/09 138 138 138 138 138 96 96 96 96 96 48 48 48 48 48 14 14 14 14 14

394 394 394 394 394 138 138 138 138 138

309 309 309 309 309 221 221 221 221 221 453 453 453 453 453 523 523 523 523 523 400 400 400 400 400 193 193 193 193 193 202 202 202 202 202 230 230 230 230 230

3 359 3 359 3 359 3 359 3 359 3 359 3 359 TOTAL EXISTING FtATED CAPACITY 3 359 3 359

CAPACITY VARIANCE (cell deficit) 1 1 11 (63 ) (107 ) (152 1 I (207 (262 ) (317 ) (392 1 (447 1 f

% of over utilixation BEFORE Accommodation Strategies 0,33% 1,88% 3,19% 4,53% 6,16% 7,80% 9,44% 11,67% 13,31%

Adiustement to Rated Capacity 2001/02 2002/03 2003)04 2004/05 2005/08 2006/07 2007/08 2008/09 2000/01 Remove Reception from Millhaven 0 0 Relocate Reception at K R 0 0 Mil(haven conversion of assessment to Maximum 0 0 K.P. - Maximum to Reception 0 0 Millhaven - completion of retrofit of UM offices 0 0 K.P. TD unit bo Medium 0 (70) Collins Bay Replacement completion (Units 1 and 2) o 0 Collins Bay Replacements (Unit 3 and 4) 0 0 Collins Bay Replacement completion (Unit 3 and 4) 0 0 Kingston Penitentiary TD unit b medium 0 70 Pittsburgh Institution Expansion - 20 beds 0 20 Frontenac Institution Expansion #1 - 24 beds 0 0 K.P Segregation construction alternative compleboneds 0 0 KP Segregation construction alternative completion 0 37 K P Maximum to K.P medium security 0 0 K P Medium Getunty 0 0 ,loy_c_eville retrofit 0 0

TOTAL STRATEGY 0 , 57

O (138) O 200 O 138 O (200) O 0

(70) (70) O 200 O (198) 0 70 70 20 20 O 0 O 0 37 37 O (100) O 100 0

57

(138) (138) (138) (138) (138) 200 200 200 200 200 138 138 138 138 138 (200) (200) (200) (200) (200) 138 138 138 138 138 (70) (70) (70) (70) (70) 200 200 200 200 200 (198) (198) (198) (198) (198)

O 200 200 200 200 70 70 70 70 70 20 20 20 20 20 O 0 24 24 24 O 0 0 0 24

37 37 37 37 37 (100) (100) (100) (100) (100) 100 100 100 100 100 O (113) (113) (113) (113)

197 284 308 308 332

0 59

Rated Canactty (before other strategles) 3 356 3 556 3 643 3 667 3 667 3 691 3 416 3 418 3 416

O 1 22 , 50 [ (6 t C4PACI11 Y64RIANCE (cell nefica , (11 1 01 1 015

Annex "G" Sample Accommodation Strategies Worksheet

2001-02 RCAOP ONTARIO REGION

MALE - INSTITUTIONS

EXISTING ACCOMMODATION

ACCOMMODATION STRATEGIES

% Over-utlization of Population BEFORE other strategies 0,33%


ANNEX "H"

CAPITAL PLAN

As in previous years, your submission should identify all projects, which should be undertaken or started during the next five years. The proposed scope of work, needs analysis, justification and cost estimates for each project being considered for inclusion, should be revalidated against available information, current circumstances and policies. In other words, your 2001-02 submission should be zero based.

Serial 3 & 4 projects should be identified individually by institution. However, Serial 1 & 2 projects are not required to be listed on an individual basis and should be included as a line item. Please note that the region should have the necessary information available at the regional level for all Serial 1 & 2 projects, to justify expenditures if required.

The projects should be prioritised (on institutional and regional levels) based on the following established corporate priorities:

1. Code and Regulation compliance 2. Maintenance/Assets preservation 3. Policy (govt./CSC) requirements 4. Inmate accommodation (bed capacity) 5. Infrastructure improvement / replacement 6. New program or program enhancement

A proper justification, which demonstrates how each such project is in line with current CSC corporate directions and policies should be provided, as well as links to the approved Accommodation Plan, Master Plans and Condition Surveys. Wherever applicable, projects should be justified in terms of supporting offender accommodation. The cost estimates for all projects to expand inmate accommodation must include the estimated costs to upgrade or provide infrastructure, and to add program and leisure space needed to support the increased inmate population. These cost estimates should be confirmed with NHQ Facilities Branch.

Please coordinate your Long Term Capital Plans (LTCP) via Habib Chaudhry, Director General, Facilities at NHQ and submit the final document to him, using WINCAPS and the identified format.


ANNEX "I"

HOW THIS ANNEX IS STRUCTURED

This Annex is divided into four sections. Section 1, Introduction, places the RCAOP into a broader context by explaining its relationship to CSC's corporate planning and, in particular, its purpose in relation to the NCAOP and the Treasury Board (TB) submission process. Section 2, The NCAOP/RCAOP Process, describes the key phases in the development of both the NCAOP and the RCAOP. Section 3, Conducting Cost/Benefit Analyses, presents the steps in cost/benefit analysis and places those steps within the context of CSC requirements. It also provides a template of the process. Section 4, Developing the RCAOP, outlines the scope and content of each component of the plan, offers some "Helpful Hints" and provides guidelines for developing a clear and direct writing style.

1. INTRODUCTION

Each year, regional planners are asked to submit RCAOP to National Headquarters. Once completed, RCAOPs outline regional accommodation requirements and priorities as well as potential strategies to meet the identified needs. The NCAOP contains the information from the RCAOPs and serves as a documentary record of the ongoing planning process. The approved NCAOP reflects the implementation of all accommodation policies. CSC is undertaking, through the NCAOP/RCAOP process, to minimise the number of stand-alone project approval submissions to TB.

1.1 POLICY FRAMEWORK

In consultation with TBS, CSC has resolved to maximise its use of existing and planned capacity in order to reduce and delay potential capital and operating costs. At the same time, regions must ensure that institutions remain manageable and that CSC principles are protected. In keeping with this commitment to effectively manage inmates within the current economic climate, CSC has issued a revised accommodation policy, Commissioner's Directive 550 "Inmate Accommodation". The Strategy establishes operational parameters in the form of position statements for key topic areas, with the ultimate goal being to contribute to the protection of society through the provision of reasonable, safe, secure and humane accommodation that supports correctional interventions and the reintegration of offenders as law-abiding citizens.

1.2 THE NATIONAL CAPITAL, ACCOMMODATION AND OPERATIONS PLAN

The NCAOP is a description of major initiatives to be carried out by CSC in all of the regions, the results/benefits to be incurred because of any expenditures being proposed and the level of resourcing required. It has been developed to address both TB and Auditor General's concerns. (Specifically, the AG's 1994 report stated that the capital and accommodation planning processes need to be better integrated.) The NCAOP addresses issues pertaining to accommodation, support space, infrastructure,


Annex "I"

equipment, operations and maintenance, programming needs related to any population increase, and human resources needs. The NCAOP provides a visible and identifiable fink between capital projects and accommodation initiatives.

1.3 THE PLANNING CYCLE

A completed NCAOP consists of detailed information on the approach and methodology, a Capital Accommodation and Operations Plan Summary, the approved RCAOPs submitted by the five Regions.

The NCAOP serves a dual purpose by:

D providing TBS with the required overall planning context for CSC's requests for capital and accommodation project approval; and

> serving as the basis for accountability for accommodation and capital decisions.

TB policy requires that any capital investment requests included in the NCAOP be made on the basis of proper life-cycle CBAs and that the NCAOP include, and fully integrate, start-up costs, operating cost planning and analysis. This means that the necessary infrastructure factors (e.g., program and leisure space, heating, ventilation, water supply, electricity, waste and sewage disposal) should be considered in the overall initiative to increase capacity. Through this exercise, CSC will be able to facilitate the management of its capital budget.

There will be continuity between subsequent iterations of the NCAOP. As decisions and priorities change over time, each new edition of the NCAOP will provide a summary record, including explanation, of any major changes made to the previous plan.

1.4 THE REGIONAL CAPITAL, ACCOMMODATION AND OPERATIONS PLAN

RCAOPs provide input for the NCAOP by addressing the institutional and community offender accommodation needs within a particular region for an eight-year planning period. Within the context of relevant corporate objectives, RCAOPs also act as the basis for regional operational planning, priority setting and accountability.

A NHQ priority is to expedite the process of developing the NCAOP, particularly the task of incorporating information from the RCAOPs into the NCAOP. To this end, regions are asked to provide comprehensive information, presented in a consistent manner, that:

D outlines approved population forecasts for the first three years and for the remaining five years of the 8-year planning period;


Annex "I"

> details the regional offender population forecasts for men and women in institutions and in the community;

D describes current facilities and capacities; D identifies capital and accommodation requirements, including salary and operating

dollars associated with any population increase; > explores various options for meeting the identified accommodation requirements;

and D recommends an optimal strategy, based on the results of thorough cost/benefit

analyses.

1.5 THE ROLE OF REGIONAL PLANNERS

Throughout the RCAOP process, you should remember that the fundamental objective of this process is to ensure that there is sufficient suitable accommodation to both meet identified needs and appropriately manage risk. To this end, you must ensure that the RCAOP addresses current and future facility requirements and that it is in keeping with CSC corporate and operational objectives and priorities.

You must also ensure that RCAOPs meet TBS' basic information requirements. This means that you need to not only conduct the appropriate analyses, including life-cycle CBAs, to support proposed strategies and any new construction, but also ensure that the RCAOP adequately reflects the results of your analyses.

2. THE NCAOP/RCAOP PROCESS

This section describes the activities associated with the key phases involved in the development of the NCAOP and individual RCAOPs and provides an overview of the policies specific to particular phases of the RCAOP process.

2.1 THE NCAOP PROCESS

The NCAOP process involves several activities set in motion by a Call Letter, which signals the start of the data gathering phase of the process. Once begun, these activities will spread out over several months and culminate in the submission of the NCAOP to TB. The activities related to the submission and approval of the NCAOP are as follows:

> Operational Planning at NHQ sends out Call Letters for the certification of capacities and preparation of population forecasts;

> Regions submit capacities and population forecasts;


Annex "I"

D EXCOM ratifies population forecasts, and the Commissioner, on recommendations from Operational Planning, certifies the regional capacities;

> Operational Planning sends out the Call Letter for RCAOPs;

D Regions submit their RCAOPs;

D NHQ Operational Planning and Facilities Branches negotiate any changes required to the RCAOPs with the regions involved;

D Operational Planning and Facilities Branches review and evaluate RCAOPs, including all CBA submissions pertaining to capital and accommodation plans to ensure that all opportunities are found to identify previously provided resources which are available for reallocation;

> Operational Planning and Facilities Branches recommend individual RCAOPs to the National Capital and Accommodation Review Committee (NCARC)

> NCARC reviews all accommodation plans and related capital requests and makes recommendations to EXCOM;

> The NCAOP is developed and finalised, incorporating information from RCAOP submissions;

> EXCOM reviews and approves the NCAOP;

D Operational Planning submits the final draft of the NCAOP to TBS and negotiates resource adjustments on an as needed basis. Following comprehensive review of the NCAOP including ongoing discussions with CSC, TBS develops a set of recommendations for consideration by TB in responding to our Minister's NCAOP proposals. These recommendations are normally shared with CSC officials in advance of the TB meeting at which the NCAOP submission is on the agenda;

D The Minister signs the original of the NCAOP in the form of a TB submission and it is submitted to TB;

D A decision is made by TB Ministers in response to our Minister's NCAOP submission, which is communicated, to CSC officials.

This section of the Guide describes the activities associated with the specific phases involved in the preparation of the RCAOP, as well as an overview of CSC policies governing particular phases.


Annex "I" 2.2 CERTIFICATION OF REGIONAL CAPACITIES

Each region determines the number of cells designed for occupancy. Regional Planners then calculate the region's current capacity for men and women offenders. Operational Planning reviews the findings with Regional Planners and they come to an agreement. The resulting figures are then sent to the Commissioner for concurrence and certification. The data gathered during the certification of regional capacities provides the input for the Capacities component of the written RCAOP. The information on individual regional capacities is then compiled and reflected in the Summary of the NCAOP.

Ce rt ified regional capacities are a compilation of institutional accommodation capacities. Regions determine the number of beds at their disposal to accommodate populations for men and women. This first phase of the RCAOP process assesses CSC's current situation. Single occupancy accommodation is the most desirable and correctionally appropriate method of housing offenders.

2.3 POPULATION FORECASTS

Regions forecast their institutional and community populations for both men and women for the 8-year planning period. The forecasting of these populations constitutes the most crucial phase of the RCAOP process because the resourcing strategy is based on these data.

The data gathered during the population forecasting phase provides input for the Population Forecasts component of the written RCAOP. A compilation of the five regional forecasts constitutes the Population Forecast component of the Summary within the NCAOP.

As the means and methodology for determining forecasts may vary from year to year, the annual Call Letter for population forecasts will specify how the forecasts are to be determined for that fiscal year.

Institutional population forecasts for men and women include a breakdown by type of accommodation projected to be needed. CSC policy provides a formula to determine mental health accommodation requirements (80% of 6% of total population). Reception is to be calculated at 5% of the total projected population, as this is the cell stock that, on average, is required by the regions. If any other approach is used, the region must provide a well-documented rationalisation. Community forecasts, broken down according to residency requirements, are also required for both men's and women's populations. While internal and external environmental factors may vary from region to region, their impact on men's and women's population levels needs to be considered during the forecasting phase. A thorough environmental scan, therefore, is a crucial step in the forecasting process.


Annex "I" 2.4 IDENTIFICATION OF NEEDS

Regional Planners are then able to identify accommodation requirements by comparing the adjusted number of offenders forecast for the planning period against the current regional capacity. These identified requirements are outlined in the Regional Accommodation Requirements component of the written RCAOP. The Summaty of the NCAOP contains a consolidation of the various regional requirements.

While needs are primarily related to accommodation, Regional Planners must also remember to identify the infrastructure, support space and human resource requirements that are necessary to support forecast populations as well as any programming needs related to increased populations. The Call Letter for individual RCAOPs will specify the resourcing standards Regional Planners are to use for that fiscal year when determining the additional resources required to address fluctuations in population levels.

Regional Planners must ensure that they determine accommodation requirements for men at the maximum, medium and minimum security classification levels, as well as mental health, reception and community needs. In addition, the accommodation requirements for women must include Medium/minimum, IISE, SLE, mental health and community.

2.5 IDENTIFICATION OF OPTIONS

Once accommodation requirements have been determined, regions must develop strategies for meeting their needs that are in keeping with corporate and operational planning objectives. The CBAs necessary to support viable options constitute an additional phase in the process and warrant a separate sub-section in the RCAOP. Options from the CBAs recommended to meet specified accommodation requirements appear in the Accommodation Strategies component of the written RCAOP. Moreover, a compilation of regional strategies appears in the Summary of the NCAOP.

In keeping with corporate planning objectives, regional plans must reflect maximised use of existing capacity. Moreover, accommodation strategies must take into consideration correctional factors such as programming, security and cell size. When identifying possible options to meet accommodation requirements, Regional Planners must first examine how existing space can be modified before considering conversions or new construction. Options for increasing capacity without new construction include increasing the number of ESAs and converting non-cell space into inmate accommodation.

A region should only consider expanding or retrofitting an existing facility after the viability of these measures has been fully explored and when all institutions in that

region have reached the established capacity for the security level in question. Expansions and retrofits of existing facilities must be well supported by a life-cycle CBA.


I Annex "I"

I i I I I I I I I I it I

Decisions to increase capacity by constructing new facilities are made only if no other reasonable alternative exists and if the CBA results soundly support such decisions.

Modifications to the rated capacity of an institution considering a decrease in offender population would also be considered, when the situation warrants it.

Regional Planners must identify the accommodation strategy for each type of accommodation. Regions need to identify planned initiatives to meet their requirements for the men's population in all security classification levels, mental health and reception, and community facilities. Initiatives to meet the requirements for the women's population must be identified for Medium/minimum and maximum security levels, SLE, mental health and community facilities. Quebec Region must also identify initiatives planned to meet Special Handling Unit requirements.

2.6 SUPPORTING PROPOSED STRATEGIES THROUGH CBA

In keeping with TB requirements, this phase of the RCAOP process involves subjecting all feasible accommodation options to a life-cycle CBA to identify the most viable options for resolving accommodation shortfalls (or surplus). The CBAs regions conduct to support accommodation and capital decisions provide input for the Cost/Benefit Analysis component of the written RCAOP.

Individual RCAOP submissions must document all the information related to the options that are explored to meet accommodation requirements. RCAOP submissions must clearly indicate why a particular option has been chosen and why others have been dismissed. While conducting CBAs, regions should consult with both Operational Planning and Facilities Branches for concurrence.

3. CONDUCTING COST/BENEFIT ANALYSES

CSC and TB have agreed that a life-cycle CBA of all feasible accommodation (institutional or community) options should be conducted and documented in the RCAOP. (It should be noted that in the Prairie Region given the geographical constraints CBAs for its institutional and community needs will be done according to province or territory, rather than region.) This section outlines the key steps necessary in conducting a CBA and provides strategies for identifying and analysing viable options for meeting accommodation requirements.

You should keep in mind that there must be consistency and stability among the CBAs that you submit from year to year. For example, when you submit a CBA in year one of a particular project, that same CBA can be copied and submitted without change in subsequent years of that project referred to. Any changes proposed to a CBA in subsequent years would have to be well justified and documented.


Annex "I"

3.1 THE CONTEXT

CSC is committed to basing its accommodation planning on the predicted number of offenders as approved by EXCOM.

Current capacity and the population forecasts are compared to determine if there is a need to increase or reduce future capacity. If a need for increased capacity is identifiers, the Region must try to do all that is possible to reduce the level of over utilization without reso rt ing to construction.

If it has been demonstrated that regional levels of over utilization are excessive and everything has been done to try to reduce this figure, the National Capital Accommodation Review Committee (NCARC) will consider submissions for new accommodation.

There are several steps that should be followed when conducting life-cycle CBAs. While reference is made to "Net Present Value" or NPV and "Full Sensitivity Analysis", these calculations may not be required in the development of CBAs for NCAOP purposes. There are however situations where it will be required, for example where Exchange of Service Agreements are included in the options or where a project will have major development or upgrade after the initial building. (Consideration of ESAs also requires the use of the economic model that has been used in the past when ESA alternatives have been considered.)

The Steps in a CBA

a) Description of the issue

What do you want to achieve? What is the problem? Give an introduction.

This will be the first part seen by the reader. In the introduction you would normally 'set the stage' for the CBA to follow. The identification of need would be presented, some of the background and history would be explained. The most important goal to be achieved with the introduction is to establish the context of the CBA for the reader. You want them to understand why you are developing a CBA .

b) Situation analysis

What is the current climate / environment?

Background issues:

• Departmental policy and standards • Situation analysis


Annex "I"

• Impact on stakeholders • Impact analysis • Description of current situation • Provision of information on past/current/future capacities and population

• Identify the increased needs to be met or the problem/issue to be resolved • identify the urgency • identify the accommodation available to meet those needs • Objectives (operational and linked to CBA)

c) Definition of constraints

The needs should be reiterated in a simple way along with details on the objectives and constraints that the CBA will address. Constraints can be of the following nature:

Physical Constraints - limitations on the availability of certain inputs required for a project. Technological Constraints - what is possible within the present and predicted levels of technology. Legal Constraints - these could include a variety of elements such as employer/employee relations, other conflict of interest, official languages and the CCRA and Regulations. Geographical Constraints - arising from the location of institutions. Political Constraints - some alternatives might be unacceptable, i.e., they may be inconsistent with the general thrust of government policy. Financial Constraints - there may be constraints upon total capital expenditures. The financial situation of contractors may also be a factor. Social Constraints - limitations as to the effects and costs society as a whole is willing to bear. Target Constraints - arising from commitments to achieve particular goals or targets. Imaginary Constraints - some feasible alternatives may not be thought of because of people's unwillingness or inability to contemplate the unfamiliar. Habits, standard operating procedures and rules of thumb often act as mental barriers. Attitudinal Constraints - reduction in overall morale resulting from fear of job loss, relocation and/or redeployment.

d) Identification of options

What are all the potential options? List and describe

By this time you have shown the reader what the need is, you have supplied a background so they will understand the context of the situation and you have demonstrated the constraints associated with the measure. At this point it is advisable to combine these elements in a format which will lead to an indication of what alternatives you will be exploring in the CBA.


Annex "I"

The following pointers may help in identifying alternatives: • description of current situation • provision of information on past/current/future capacities and population • identify the increased needs to be met or the problem/issue to be resolved • identify the urgency • identify the accommodation available to meet those needs • identify local constraints • identify specific needs of the new clientele • identify additional resources required to meet the needs of the new clientele • identify all scenarios (alternatives) including Status quo. However, the alternatives

should be defined in a way that allows a fair comparison.

e) Option analysis

Site selection analysis

For each alternative approach, identify how they meet the established site selection analysis criteria. The tables that follow are the approved format and should be used for your site selection analysis for institutions and for the community.

Site selection - Institution

SÉTÉ-/FÀÉILriT gÉLËC:TI N; liliÈiklA PHYSICAL SITE

a. Size (Current needs/Expansion capability) b. Existing Utility Systems (Ability to hook-up to systems) c. Environment (New or Expansion should not pollute)

FACILITY SIZE (Maximum number of offenders)

a. Maximum = 500 b. Medium = 600 c. Minimum = 250

LIVING UNIT SIZE / STAFFING (Max. no. Of offenders)

a. Maximum up to 100 b. Medium up to 100 c. Minimum up to 100

FOOD SERVICES a. Maximum (No restrictions on where meals served) b. Medium (No restrictions on where meals served) c. Minimum (No restrictions on where meals served)

HOUSING BY ASSIGNMENT(HBA) PROGRAMS a. Maximum (Adequate program space adjacent to living units) a. Medium/Minimum (Adequate program space)

RECREATION a. Max./Med./Min.

62 Call Letter NCAOP 2001 -02

1

1 Rec. Yard per complete portion of 400 offenders. 1 Fresh Air Court per Living Unit.

b. Max./Med. 2 acres (0.8 ha) outdoor rec. space per 400 offenders. 90 feet (8.4m2) additional space per offender in excess of

500, per complete portion of 100 offenders.

LOCATION a. Maximum/Medium (VVithin 80 Km of 100K population) VVithin 1 hour driving time of Fire/Hospital/Transportation

services Public transportation services b. Minimum (Close to a community with public

transportation - Bus/Train service) c. Within existing facility or into Campus site

PERIMETER SECURITY a. Maximum/Medium

Double Security fence with buffer zone between fences IDS Property fence

N = Criteria not met

Site Selection Community

Option 1 Option 2 Option 3 Option 4. Option 5 Adherence to CRC or CCC Standards

Organization, mission statement, legal entity, governing body Administration CRC Program, definition of clientele, duty log, intake process, correctional plan, reporting requirements, resident case files, house rules. - MANDATORY Personnel - qualification of personnel, orientation, staff training and development Security and Safety - safety and emergency measures, static and dynamic security, personal safety - MANDATORY Relationship to community police - planning and community - MANDATORY Insurance - MANDATORY

,~l'iti`giam eaéai's Specify the program (i.e. substance abuse, cog skills) required for the target clientele and indicate the minimal requirements to be met to deliver the desired program, such as

Y = Criteria met


staff expertise, program content, etc. MANDATORY

;:Géi)»..àiiiiicatiiictà• •

Community Acceptance and Public Consultation - MANDATORY Availability and proximity to community services Availability and proximity to potential employment opportunities Availability and proximity to public transportation Facility and space requirements - measured against CSC standards for CCCs

Zoning Limitations - MANDATORY

:Piiiititéle Fitètiii*- Financial viability - MANDATORY Analysis of variance between proposed per diem cost and the national average actual per diem cost Possibility of present or future economy of scale

.`TiiiiiieFriiltie . Timing of the availability of the accommodation - MANDATORY

:t7:i;eriidiiik Faétois - To be determined before undertaking the CBA

M = Meets the minimum requirements DNM = Does Not Meet the minimum requirement N/A Not Applicable

Conclusion to site selection analysis

There should be a brief conclusion to the site selection analysis.

Option analysis

When analyzing your accommodation options, it is important to examine any factors other than capital and operating costs that may have an impact on the viability of an option. Although almost all factors affecting a correctional institution are normally categorized as either capital or operating costs, three factors — programming, security and cell size — have been identified as correctional factors. A correctional factor is a


II •

Annex "I"

factor that will help reduce the frequency of repeat offenders and, therefore, is of long-term economic benefit to the Government.

For example, programming refers to programs provided by CSC to the inmate population that are intended to support their return to the community at the earliest reasonable time in their sentence. The long-term economic benefit of the cost of programming is accrued when rehabilitation takes place and the number of repeat offenders is reduced. Similarly, if increased cell size and better perimeter security improves reintegration potential and reduces the number of security breaches, the initial increased capital costs will be more than offset in the long term by the reduction in the number of repeat offenders.

While the cost of these correctional factors are implicit in any accommodation option, it should be noted that if you recommend improving on the norm in any of these correctional factor areas, your CBA should be recost to reflect the higher costs that will be incurred. Your justification of the recommended expenditures should be quantified, where possible, or described in the benefit analysis section.

Criteria Option 1 Option 2 Option 3 Option 4

Capacity

Site Planning Functional & Temporal Zoning: Functional & Temporal Zoning: Functional & Temporal Zoning: Functional & Temporal Zoning:

Circulation: Circulation: Circulation: Circulation:.

In emal static security: Internal Static Security: Internal Static Security: Internal Static Security:

Dynamic Security: Dynamic Security: Dynamic Security: Dynamic Security:

Functional & Programs: Progams: Programs: Programs: Security Capability of Buildings Services: Services: Services: Services:

Employment Employment Employment: Employment:

Administration: Administration: : Administration: : Administration: :

Functional & Cells: Cells: Cells: Cells:

Security Capability of Housing

1 Unit Management and Support Unit Management and Support Space: Unit Management and Support Unit Management and Support Space: Spaces: Spaces:

Staff/Inmate Interaction: Staff/Inmate Interaction: StafUlnmate Interaction: StaWhirnate Interaction:


Note 1 Note 2 Note 3

Note 4 Note 5 Note 6 Note 7

Unit Identity and Autonomy: Unit Identity and Autonomy: Unit Identity and Autonomy: Unit Identity and Autonomy:

Risks Political: Political: Political: Political:

Approval Time: Approval Tinte: Approval Tinte: . Approval Tinte:.

Design/Construction Tirne: Design/Construction Time: Design/Construction Tinte: Design/Construction Tinte:

Operational Disruption: Operational Disruption: Operational Disruption: Operational Disruption:

.0ther cost Se Socioeconomic impact: Socioeconomic impact: Socioeconomic impact:. Socioeconomic impact:

benefits

Environment/Energy: Environment/Energy: Environment/Energy: Environment/Energy:

Heritage: Heritage: Heritage: Heritage:

Cost analysis

For all viable accommodation options, you must calculate capital, lost opportunity, minor capital, heritage, and operating and maintenance costs. Use 25-year life-cycle costing for residential facilities and 40-year life-cycle costing for institutions to complete your cost analysis, and refer to a specific number of inmates throughout. For ease of analysis, these should be presented in a chart.

Analysis grid

Factor Notes Option 1 Option 2 Option 3 Option 4 Number of cells Capital 1 Infrastructure Support space Total capital o o o o Public consultation 2 Start up cost 3 Lost Opportunity Minor Capital 4 Operating 5 Salaries 6 Total Cost o o o o Cost per bed 7 MD IV/01 #D IV/01 #DIV/01 #D IWO!

Capital costs provided by Technical Services. Public consultation costs are estimates. Start up costs should be identified: e.g. training, staffing, commissioning, bringing infrastructure to standard. Based on 2% of capital per year. Based on departmental standard. Based on departmental standard. Total cost divided by the number of beds


Annex "I" Benefit analysis

Advantage/Disadvantage Chart

Option 1 Option 2 Option 3 Option 4 Option 5 Benefits Advantages

Disadvantages

For each alternative approach, identify how they meet the established site selection analysis criteria (for institutions or for the community). The table presented in the annex should be completed (use the same format). The next step would be to identify the incremental costs and benefits for each fiscal year, ensuring that only "cash flows" are considered (i.e., exclude costs such as depreciation and notional rent). When you undertake a benefit analysis, you are asking yourself "what are the benefits of any of the options we are considering?" Your benefit analysis should amplify or describe these possible benefits. To this end, you may need to ask if one or more of the options you are considering offer any of the following:

• the lowest operating or salary costs over the life cycle;

• the lowest total capital expenditure over the life cycle;

• lower initial capital outlay, that may or may not be offset by higher operating costs, over the life cycle;

• lower staff training costs (e.g., options that renovate or retrofit current institutions);

• lower operating costs (e.g., options for new institutions or new CCC);

• more internal and external flexibility for programming (e.g., options that result in facilities with improved standards);

• less risk due to less unforeseen work (e.g., new construction often results in less unforeseen work than options that call for renovation or retrofitting older facilities);

• less risk because of lower work disruption guarantee costs and better forecasts of completion dates; and/or

• less disruption to institutional operations (e.g., construction of new facilities).

Benefits should also take into consideration non-quantifiable advantages such as availability of services, needs of the clients, better allocation of resources, increased

67 Call Letter NCAOP 2001 -02

Annex "I"

level of services, e.g. better programs, productivity increase, quality of programming, etc.

Next, consider the likely changes to individual prices over the life of the proposed project.

During the option analysis there may be a requirement to perform special exercises which are explained in the next 3 sub-sections:

a) Converting to constant dollars

Since it is impossible to compare a dollar spent in year one of a project with one spent in year four, it is necessary to make adjustments for the change in the value of the dollar. To do this conversion, select a base year (normally the current year), select an index by which to deflate future dollars to dollars of the base year, or "constant dollars" (one index is the Statistics Canada Consumer Price Index), and, finally, change all values in the CBA spreadsheet to constant dollars.

These adjustments should be reflected in any CBA. The National Consumer Price Index for Canada for the period ending in March 2000 was 3 %. Financial information should be modified to reflect the inflation. If you are facing difficulty to accomplish this task, please contact your NHQ Operational Planning analyst.

b) Conducting a decision analysis using decision rules

Decision rules are formulae that allow a planner to summarise costs and benefits and determine which are greater. Develop decision rules. For example, in the case of the community, consideration would have to be given to basic requirements (i.e., adherence to CRC standards), acceptable location, match between services and special needs of the clientele, acceptable per diem for residential services, presence or absence of economy of scale (size of the CRC), future flexibility if population trends change, desirable benefits. Decision rules include internal rate of return, benefit/investment ratio and NPV. TB recommends that you determine NPV by calculating the net cash flow for each fiscal year and applying a predetermined rate of discount (typically 5%) to the net cash flow. If you are facing difficulty to accomplish this task, please contact your NHQ Operational Planning analyst.

c) Undertaking a sensitivity analysis

Identify the costs and benefits (quantitative and qualitative) factors related to each alternative and measure them against the proposed decision rules. To enhance the decision analysis, identify and evaluate variables that, due to their sensitivity to change,


Annex "I"

could make a substantial difference in the NPV. Conduct an overall sensitivity analysis by re-evaluating the project with different discount rates. For example, if a project is viable with both 5% and 15% discount rates, it will be strong at 10% as well. A factor-specific sensitivity analysis recalculates the model, varying one cost or benefit variable by different percentages while keeping the remaining variables constant. Modifying a variable until the NPV is zero is another factor-specific sensitivity analysis method.

Considering the difficulty in performing a sensitivity analysis, these can be replaced with a more elaborated analysis of the factors included in the table.

Making a final recommendation

After all possible costs and benefits have been assessed and/or quantified and summarized, you need to balance intangible effects (e.g., environmental and political factors) against net quantitative and/or qualitative effects. All of this information has to be analyzed before you put a final recommendation forward. Identify the scenarios which have the better cost/benefit profiles and recommend the preferred option. It should be noted that the conclusion for the preferred option should be self-evident, clear, precise, supported by facts (either costs or benefits).

As part of the CBA process, the viability of all identified options (e.g., status quo, bed clsoure, purchase, renovation, retrofit, new construction) would have been assessed.

Therefore, a full CBA would entail the following sections:

a) description of issues or introduction

b) Situation analysis

• Identification of needs/requirements • Background and situation analysis - Departmental Policy and Standards • Impact analysis • Objectives (operational and linked to CBA)

c) Definition of constraints (description and listing of only those affecting the situation).

d) Identification of options - list of options - description of options


Annex "I" e) Option analysis

• Site selection analysis grid — Institutional or — Community

• Option analysis • Cost analysis (grid) • Advantages and disadvantages (grid)

The option analysis may require: a) Conversion in constant dollars

b) Conducting a decision analysis using decision rules. Overall analysis of all information contained in the previous 3 steps.

c) Sensitivity Analysis

f) Final analysis and making a recommendation

4. METHODOLOGY TO PROPOSE CLOSURE OF UNITS

Guidelines are required for the calculation of resources to be returned to Treasury Board linked to the closure of units.

4.1 PRINCIPLES

Any proposal to close units must be supported by a detailed justification and options analysis based on a Cost Benefit Analysis (CBA).

The primary basis for determining what will be returned to Treasury Board is an analysis of what we have spent on the unit in the past and on resourcing standards developed via the NCAOP and Financial Review.

In order to avoid returning resources to TB that will be needed to operate the institution, the CBA must very clearly substantiate those areas where resources cannot be returned.

4.2 PROCEDURE

The object of this analysis is :

• To clearly identify the type of expenditures linked to the operations of an entire unit (and not for one bed or for an institution);

• To define various categories of costs for the purpose of this exercise;


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• To calculate with a certain level of precision the amount or the percentage to be reduced;

• To take into consideration the regional overall funding level, the configuration of the institutions, the infrastructure of the services offered within the institutions.

Note: In the case of temporary or rotational closing, the same criteria would be applied: however, an analysis the special circumstances particular to the situation should be highlighted.

4.3 COST CATEGORY DEFINITIONS

A - Costs that are fixed. These are costs incurred even if the unit is temporarily or permanently closed. These would include costs related to the maintenance of an unoccupied unit. It is suggested that the resources within this category would be maintained in the Budget Base.

1 B - Costs directly linked to the operation of the unit but formula driven based on capacity or staff or other elements.

_ Costs directly linked to unit

111 The attached table can be used to itemise all the posts and the types of expenditures along with the management objects (MOBJ) linked to the management of a unit (except inmate-related costs).

The next step is to adapt the identification of expenditures (salaries or FTE, 00C) to the particular situation of the unit affected within the institution based on this list of definitions.

4.4 FTEs

The methodology to be used would be as follows:

I- Calculate from the resourcing cost using formula from the appropriate NCAOP standard (prorate when applicable);

1 - Clearly identify those costs which are directly attributable to the unit being

closed. Also identify those costs which are costed against the facility as a whole, e.g., perimeter security. Ensure that all costs are accounted for and

I attributed either as unit costs or facility costs.

References should be made regarding special circumstances, if any, for all

III components.


I Annex "I"

The net amount to be reduced should be included, in a table similar to the one provided at the end of this document, within each RCAOP.

4.5 00C

As a sta rt ing point, the amount to be released for the closure of a unit would be the average annual cost per bed by security level as calculated for the purpose of the resourcing standard. This represents the 00C per bed exclusive of IRC. It should be derived in proportion to the number of beds of the unit to be closed.

However, there is a need to maintain a certain level of resources in order ensure safety standards and to effectively 'mothball' the unit.

Category A • Telecommunications, • Postage and freight, • Printing services, • Protection services, • Other professional services, • Snow and garbage removal, • Cable TV, • Rental, • Cleaner, Other operating equipment and supplies (such as gas for vehicles)

Special Category: Utilities An amount (or a percentage of the total average annual cost) should be kept in order to provide a minimal level of utilities (water, heat, gas, hydro, etc) for the preservation of the unit.

Category B and Category C The remaining resources by MOBJs should be returned to TB, based on calculation of two methodologies described in the resourcing standards.

The net result would be a proportion which would represent a fraction of the 00C resourcing standard by security level. The net amount to be reduced should be included in a table similar to the one below within each RCAOP chapter.


Resourcing Standard Funds kept Funds returned Norme de Fonds retenus Fonds libérés

financement

FTE/ETP 00C/AFF FTE/ETP 00C/AFF FTE/ETP 00C/ FTE/ETP 00C/AFF

AFF

Measure/ Mesure

Total

FTE's Positions , . -: B + C . .

Unit Manager Correctional Supervisor Parole Officers Unit Clerks Correctional Officer (Control Post) Correctional Officer (Escorts) Correctional Officer (Training) Correctional Officer (V&C) Correctional Officer (Recre.) Technical Services Admin. / Heath Services Psychology General Security Programs / Employment Sub-Total Salaries $ - $ - $ - 0,0

Expenditures total 210- Travel Public Servants $ -

220 - Travel Training $ -

230 - Travel - Non Public Servants $ -

231 - Travel - Inmates (Tranfers) 260 - Postage & Freight 270 - Telecommunications 320 - Printing Services 040 - Temporary Help $ -

410 - Education & Training (Staff) $ -

430 - Protection Services 450 - Other Professional Services XXX - Laundry $ - XXX - Snow Removal XXX - Garbage Removal XXX - Cable TV 05 - Equipment Rental $ -

06 - Repair - Equipment 750 - Office Equipment & Supplies $ -

752 - Cell furnishing $ -

760 - Information Material 074 - 077 - Other Ope.Equip. & Supplies 780 - Employee Clothing $ - 0800 - Construction 0900 - Office Equipment (Informatics) $ -

1230 - Allowances $ -

1250 - Claims I Sub - Total Operating $ - $ $ -

710 - Public Utihty Services 0 - $

O

A. Costs related to the maintenance of an unoccupied Unit

B. Costs directly linked to unit but formula driven (Cells or staff)

C. Costs directly linked to unit

Grand Total


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5. DEVELOPING THE RCAOP

Due to the complexity of the process required to produce the NCAOP, and the short time allotted for this task, there is a need to standardise RCAOP submissions in order to streamline the process as much as possible. To ensure that RCAOPs follow a standardised model in terms of content and presentation, this section describes the purpose, scope, content and appropriate structure of individual plan components.

5.1 General Guidelines

As you begin to prepare the draft of the RCAOP, bear in mind its dual purpose and main intended audiences: as the basis for regional operational planning and the input for the NCAOP, the plan will be read by both CSC Senior Management and TBS analysts. It is important, therefore, to consider their information needs when reading the plan in order to determine how best to meet those needs. Assume that many of your readers will not be as familiar with the issues specific to your region as you are. You will need to contextualize data or analysis results by providing the relevant background and/or a broad overview of a particular section before adding relevant detail, particularly if this plan describes significant changes from the previous RCAOP. On the other hand, although you should provide sufficient detail to contextualize key areas, you must also remember to present information as concisely as possible.

You can ensure that your information is meaningful to your readers by:

• including references to applicable CSC policies when writing individual components;

• summarising your points with charts/tables/graphs; • providing textual explanations for any charts/tables/graphs you include.

5.2 Individual Plan Components

The following NCAOP section encapsulates the rough content of each plan component and suggests effective ways of organising the material. The Helpful Hints component of each section provides additional tips for developing plan components.

5.2./ Executive Summary

As its name suggests, this component of the plan provides a broad overview of the initiatives a particular region has planned to accommodate its forecast populations within the planning period. The Executive Summary should not exceed one page.

Contents should include:

D a brief overview of the changes from the last RCAOP; D a brief overview of regional issues.


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Helpful Hints

• Always write the Executive Summary last since its purpose is to provide a broad overview of the plan's contents.

• Avoid simply copying blocks of text from the actual plan.

• Resist the temptation to add any of the details contained in the plan.

5.2.2 Introduction

In this component, the major changes since the last plan and the changes proposed in this plan should be presented briefly, The introduction should not exceed one page.

5.2.3 Description

This component includes brief descriptions of the institutions and districts in a systematic fashion. These descriptions are not full role "construction" statements nor master plan descriptions.


D Facility description D Location, security level, date of opening, major changes since opening, rated

capacity, history and background (if pertinent).

D Offender profile D Number of inmates (as of ...), focus of institution or main characteristics only

(gender, age, types of crimes, if needed)

D Program focus D Main programs, CORCAN initiatives (if any).

D Facility services D Short description of configuration, layout of institution (if needed), special

services (e.g. farm), type of construction.

D Staff complement and resource allocation D FIE (# budget), 00C particularities, if needed.

D Inter-Facility Relationship, if applicable D Shared services, Clustered services, etc.


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D Anticipated changes D Physical plant, services, RCAOP, Programs.

£2.4 Capacities

This component describes a region's current certified rated capacity which is the original design capacity taking into consideration any accommodation changes made over the years less the following: cells permanently used to house segregated inmates, suicide watch and health care in non-psychiatric centres. This process identifies the number of beds at its disposal to accommodate its population. Keep in mind that single occupancy accommodation is the most desirable and correctionally appropriate method of housing offenders.


D A regional overview describing what currently exists (i.e., number and type of facilities and their location).

D The region's current rated capacity for men and women (institution and community). D A table summarising the breakdown of cells in men's facilities by security level,

mental health and reception, and in women's facilities by minimum/medium and maximum security levels (IISE), Structured Living Environment (SLE).

D Tables summarising the breakdown by province of ESA beds for both male and women offenders.

5.2.5 Population Forecasts

In this component of the plan, forecast men's and women's, institution and community, populations (for a total of four forecasts) and describe the factors on which the forecasts are based.


D An introductory statement that establishes the average rate of growth for men's and women's populations for the planning period and, when necessary, a general explanation for unexpected rates of growth.

D Relevant data for institutional forecasts:

• A men's institutional population forecast including a breakdown by security level, mental health and reception.

• A women's institutional population forecast including a breakdown by minimum/medium and maximum security levels (IISE), SLE.


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• a description of the factors specific to the region on which institutional forecasts are based (e.g., increasing crime rate, longer sentencing, legislative changes, etc.).

D Relevant information for community forecasts:

• A men's and women's community population projection including a breakdown by residency requirements.

• A brief description of the factors or occurrences specific to the region on which community forecasts is based.

D Tables summarising the following data:

• The institutional men's population forecast by security level, mental health and reception for the planning period, including changes in the rate of growth from year to year.

• Men's community projections for the planning period. • The institutional women's population forecast by security level, -

minimum/medium, maximum (IISE), SLE for the planning period, including changes in the rate of growth from year to year.

• The women's community projections for the planning period.

Helpful Hints

• Remember to provide separate men's and women's, institutional and community, forecasts and to explain any charts or tables you include.

• Keep in mind that if you choose to use a foundation for your population forecast other than the norm, that decision will have to be well justified and documented.

5.2.6 Accommodation Requirements and strategies

In this section, synthesise the data you have gathered on capacities and forecasts to calculate the region's institution and community accommodation shortfalls or surplus for men's and women's populations. Where there is a requirement, complete a CBA to identify the recommended option.

The CBA describes the quantitative and qualitative analyses conducted on the options identified to meet particular accommodation needs for men and women in institutions and in the community. The recommended strategies should be the most viable option.


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Outline the strategy recommended to meet specific institutional and community accommodation shortfalls or surpluses for men's and women's populations, as upported by CBAs.

Helpful Hints

• Ensure that tables are appropriately described by text. • Ensure that the information you present is complete but concise. • Provide textual explanations for tables/charts/graphs.

5.2.7 Appendices

The appendices contain the spreadsheets and tables that summarise and support data on a regional level. Smaller tables that support individual content areas are incorporated into the relevant plan components.

RCAOP appendices typically include:

D the Regional Accommodation Capacity spreadsheets; D Institutional and Community Accommodation Strategies, summary and by security

level; D Resource requirements Summary Sheets; D Detailed Resource Requirements by accommodation initiative; D Exchange of Service Agreements (ESAs); • CCRA section 81 agreements; D Regional Capital Plan.

Helpful Hints

• Make sure that chart/table headings are sufficiently visible. • Ensure that chart/table titles are consistent with the titles in the RCAOP

Table of Contents and in relevant components. • Appendices which are in Excel format should be pasted into the Word

document as a picture. • Refer to each appendix in the text of your RCAOP — appendices should

never be included without appropriate text references.


Annex "I" 5.2.8 RCAOP structure

Therefore, a full RCAOP would entail the following sections:

• Executive summary (one page)

• Table of contents

• 1. Introduction

• 2. Capacity Description Capacity tables

• 3. Population forecasts

• 4. Accommodation requirements and strategies Security levels CBA (if necessary) Conclusion (always)

• 5. ESA / ES Description and Justification

• 6. Community corrections resource requirements

• 7. Inmate related costs

• 8. CCRA sections 81

• 9. Other issues (if necessary)

• Annex A Capacity • Annex B Strategies • Annex C Resource requirements • Annex D Detailed costings • Annex E ESA • Annex F Regional capital plan • Annex G CCRA sections 81 (if necessary)

5.3 General Writing Strategies

Effective communication is characterised by a clear writing style. Lengthy paragraphs, wordiness, awkward constructions, and ambiguity can distract, irritate, confuse or


Annex "I"

alienate the reader. When reviewing the draft of your plan, use the following guidelines to revise for clarity, accessibility and conciseness.

5.3.1 Paragraphs

Make sure your most important point appears in the first paragraph of each section unless you have deliberately chosen to put it elsewhere. Each paragraph should focus on one idea, with a topic sentence or a heading that serves the same purpose. Vary the length of paragraphs, subject to a maximum length of 8 to 10 typed lines.

5.3.2 Transitions

Transitions link ideas together. Appropriately used between paragraphs, sentences and sections of the document, they show the relationship between two ideas: how the second idea flows logically from the first, and how both are related to the main idea of the entire document. Transitionals include, but are not limited to, such expressions as however, moreover and finally. The repetition of key words and phrases, the appropriate use of pronouns, and strategic sentence constructions can all serve as useful transitionals. Notice the use of transitionals in the paragraph below.

5.3.3 Sentences

Sentence length is a major consideration when revising for clarity and accessibility of information. A series of long, complex sentences can intimidate and confuse the reader. On the other hand, too many short, simple sentences can be choppy and distracting.

5.3.4 Voice

VVriting in the active voice, in which the subject of the sentence performs the action of the sentence, enhances clarity and conciseness. Overuse of the passive voice, in which the subject of the sentence is acted upon, frequently causes problems of complication and wordiness. In the example below, note how passive constructions add more words to the sentence, making it more difficult to understand, and can lead to grammatical errors.

Passive: The meeting was called by the Deputy Commissioner so that the staff could be informed of the new procedures for cost/benefit analyses.

Active: The Deputy Commissioner called the meeting to inform the staff about the new procedures for cost/benefit analyses.


Annex "I" 5.3.5 Word Use

Concise writing is writing that contains no unnecessary padding — no extra words, Phrases, sentences or paragraphs.

Padded: It is our hope that all personnel will assist us in our ongoing efforts to reduce costs.

Concise: We hope all personnel will help us reduce costs.

To be concise, you must make every word count. Prefer the simple to the complex word, and use active verbs and descriptive nouns rather than a series of adverbs and adjectives.

5.3.6 Tone And Style

Your choice of words and sentence structures set the tone and style of your document. To avoid problems in tone in the RCAOP, always write as objectively as possible. Refrain from using words that can be interpreted as being biased or that are overly dramatic.

Before: If resources for additional medium security accommodation are not found soon, we fear the widespread possibility of explosive situations erupting.

After: Our region is experiencing an acute need for medium security accommodation.

The most effective report writing style is no style at all. Readers should not be aware of your presence as a writer or your opinions as an analyst or planner. They should not notice that you have an extensive vocabulary or that your sentences flow beautifully — even if those things are true. Readers should only be aware of the information that is being conveyed.


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