2025 to 2026 Departmental Plan

On this page:

• List of acronyms
• From the Minister
• Plans to deliver on core responsibilities and internal services
  • Core responsibility 1: Care and Custody
  • Core responsibility 2: Correctional Interventions
  • Core responsibility 3: Community Supervision
  • Internal services
• Planned spending and human resources
  • Spending
  • Funding
  • Future-oriented condensed statement of operations
  • Human resources
• Corporate information
• Supplementary information tables
• Federal tax expenditures
• Definitions

© His Majesty the King in Right of Canada,
as represented by the Minister of Public Safety, 2025

Catalogue No. PS81-13E-PDF
ISSN 2371-848X

The English text of this document has been written using gender-neutral language. Given the binary structure of the French language, and to facilitate reading, the masculine is used without prejudice to gender in the French text.

From the Minister

As the Minister of Public Safety, I am pleased to present the Correctional Service of Canada's (CSC) Departmental Plan for fiscal year 2025 to 2026.

Providing culturally-sensitive programming is key to the successful rehabilitation of inmates in CSC’s care and custody. In fiscal year 2024 to 2025, CSC launched its Black Offender Strategy and laid the groundwork for a plan to support sites in the safe management of offenders affiliated with a security threat group (STG). This year’s Departmental Plan builds on this foundation and the successes to date with these and other initiatives. It will guide CSC as it continues to undertake key activities that align with its mandate to assist offenders in their rehabilitation and reintegration into the community, while contributing to public safety for all Canadians. It also aligns with its priorities concerning the safety and security of victims and ensuring productive relationships with stakeholders and victims’ groups, among others.

CSC will continue to offer culturally specific interventions, support, and resources to address the cultural and spiritual needs of Indigenous offenders, to facilitate their return and ability to remain in their communities as law-abiding, contributing members of society. CSC is also working with Indigenous communities to eliminate barriers to optimize the full use of existing agreements under Section 81 of the Correctional and Conditional Release Act, while expanding the number of Indigenous offenders who benefit from the interventions offered by Indigenous communities through these agreements. Over the course of the past few years, CSC has placed significant focus on Indigenous offender access to Healing Lodges (both Section 81 and CSC operated), which has resulted in a steady increase in their utilization.

CSC has also established an Indigenous Research Advisory Circle to guide and advise culturally respectful and informed research involving federally sentenced Indigenous peoples. The Advisory Circle will engage Indigenous Elders, Indigenous researchers/scholars/academics, and Indigenous community practitioners and leaders in meaningful dialogue in support of culturally responsive research and will provide guidance on the integration of Indigenous perspectives, knowledge, teachings, values, oral traditions, and worldviews into research approaches and practice.

CSC continues to face increasingly complex and diverse offender populations. This includes offenders with extensive histories of violence, affiliations with STGs, and mental health disorders. To help ensure the safety of offenders whose circumstances or behaviours pose a challenge for their safe management within the mainstream federal inmate population, CSC will continue to improve the operations of the Structured Intervention Units (SIU).

CSC will continue to provide offenders with employment and employability skills in institutions and communities. This includes enhancing offenders’ access to computers and basic computer-skills training while providing secure and controlled access to digital media. It also includes the ongoing development of the penitentiary agriculture program, and the provision of industry-recognized vocational training for offenders.

CSC continues to prioritize driving positive culture change within the organization by acting on the recommendations made in its first-ever culture audit. This includes transforming the organization in a positive way through its Anti-Racism, Diversity, Equity, and Inclusion Framework, where plans include increasing horizontal collaboration with Indigenous, Black, and other racialized communities as well as to explore release and reintegration barriers and solutions. Equally important in this transformation will be the implementation of its 2025 to 2028 Comprehensive Plan on Employment Equity, Diversity, and Inclusion this fiscal year, along with its 2025 to 2028 Official Languages Action Plan, in support of advancing a diverse workforce and an inclusive workplace.

I am proud to support CSC staff, Elders, volunteers, and partners. They do their important work with respect, resilience, and integrity. I invite all Canadians to read on and learn more about CSC’s plans and priorities, and its essential contributions to public safety, which are detailed in this report.

Sincerely,

The Honourable Gary Anandasangaree, P.C., M.P.
Minister of Public Safety

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services

• Core responsibility 1: Care and Custody
• Core responsibility 2: Correctional Interventions
• Core responsibility 3: Community Supervision
• Internal services

Core responsibility 1: Care and Custody

In this section

• Description
• Quality of life impacts
• Indicators, results and targets
• Plans to achieve results
• Key risks
• Planned resources to achieve results
• Related government priorities
• Program inventory

Description

CSC provides for the safety, security and humane care of inmates, including day-to-day needs of inmates such as food, clothing, accommodation, mental health services, and physical health care. It also includes security measures within institutions such as drug interdiction, and appropriate control practices to prevent incidents.

CSC contributes to the conservation of natural resources and environmental performance by reducing the adverse environmental impacts of its activities consistent with the Treasury Board of Canada Secretariat (TBS) Greening Government Strategy (GGS) and the Environment and Climate Change Canada Federal Sustainable Development Strategy (FSDS). To mitigate risks associated with the Sustainable Development Strategy and the GGS commitments, CSC conducts regular internal consultations to identify needs, and plans for the required funding and schedule timelines for the implementation of approved environmental initiatives and projects.

CSC supports the goals laid out in the FSDS through the activities described in the Departmental Sustainable Development Strategy (DSDS).

CSC makes strides towards operating in a sustainable manner to reduce its impact on the air, land, and water, and CSC works closely with the Centre for Greening Government to contribute to the government sustainability agenda and move beyond the set commitments.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the 3 most recently reported fiscal years, the targets and target dates approved in 2025 to 2026 for Care and Custody. Details are presented by departmental result.

Table 2: Institutions are safe and secure

Plans to achieve results

The following section describes the planned results for Care and Custody in 2025 to 2026.

Institutions are safe and secure

Results we plan to achieve

• CSC’s efforts with respect to harm reduction and the mental health of inmates are intended to be a contributing factor to reducing the rate of non-natural and undetermined deaths per 1,000 offenders
• CSC’s plans with respect to safe and secure institutions include measures that will contribute to reducing the rate of escapes from federal correctional institutions and Section 81 Healing Lodges per 1,000 offenders
• CSC intends to improve security measures to further reduce the rate of serious incidents per 1,000 offenders in federal custody 

To assist in achieving the above results, CSC will review the Searching policy suite to ensure clear direction and alignment with current and emerging threats. In collaboration with labour partners and stakeholders, CSC will explore opportunities to enhance inmate accountability, which will contribute to ensuring safe, secure, and healthy environments.

The most effective strategy against contraband introduction and flow is a layered approach that merges conventional, robust security practices (searching, dynamic, and static security) with infrastructure enhancements and technological approaches, such as body scanners, ion scanners, and drone and cell phone detection capacity, among others. CSC will continue to apply its layered approach to security practices and procedures through continued research and implementation of technological security solutions, as well as through strengthening its policies and threat response protocols. CSC will also seek to reinforce and formalize key public safety partnerships, including with the police, at the national, regional, and local levels, ultimately contributing to safer and more secure institutions through their assistance with preventing, disrupting and investigating contraband introduction.

CSC will review policy, procedures, and monitoring practices to increase the efficiency and effectiveness of drug enforcement efforts. Notably, the Service will review Guidelines (GL) 585-2; Contraband Interdiction and Management Framework and the associated guidance document; the review of Commissioner’s Directive (CD) 566-10; Urinalysis Testing is also planned. Additionally, CSC will review the deployment standards for Detector Dog Teams.

CSC will continue its work with Health Canada to support the timely identification of drugs and substances through the Critical Drug Analysis Process.

CSC will continue its implementation of harm reduction and recovery options to address the needs of patients with a substance use disorder. To do so, harm reduction initiatives such as the Prison Needle Exchange Program, the Overdose Prevention Service, and the Self-Management and Recovery Training program will be expanded.

CSC will develop an STG Strategy which will outline the Service’s framework to address barriers for offenders affiliated with STGs and to safely manage these offenders throughout their sentence. The STG Strategy will address issues related to identification, management, prevention, and disengagement. It will leverage evidence-based research and a multi-disciplinary working group to develop both policies and initiatives in relation to STGs and affiliated offenders. Further, it will concentrate on holding offenders accountable for their individual behaviours, as opposed to their STG affiliation. It is anticipated that these changes and initiatives will result in a drop in STG-related violence and illicit activity.

As part of its ongoing commitment to supporting Government of Canada greening strategies and policies, CSC will continue implementing its DSDS in line with the TBS - Greening Government Strategy goals while carrying out other environmental initiatives and remaining accountable to all sustainable development reporting requirements. As per its DSDS (2023 to 2027), CSC will conduct institutional waste audits, and initiate additional Energy Performance Contracts.

Inmates are managed in a humane manner

Results we plan to achieve

• CSC’s planned review and updating of its grievance policies is intended to reduce the rate of upheld inmate grievances per 1,000 offenders in federal custody
• To contribute to the overall result of managing inmates in a humane manner, CSC will seek to identify opportunities to improve services and supports for older persons in custody ⁶
• To this same end, CSC plans to implement changes to dry cell procedures

To work toward achieving these results, CSC will continue to maintain and evaluate the SIU framework in an effort to improve decision making and strengthen oversight of population management. The Service will actively update the SIU application and will continue developing and delivering SIU National Training Standards. The implementation and monitoring of a complex case framework to expedite CSC’s ability to find alternatives for offenders with complex considerations will also contribute to effective population management. In addition, efforts including a revitalized approach to ongoing work and strategy focused on National Population Management will contribute to the management of the complex population profile with the focus on the reduction of serious security incidents and continued and improved results with reintegration initiatives.

Over the course of the fiscal year, CSC plans to reduce the number of offenders in SIUs dealing with mental health challenges through a variety of methods. The department will implement a standardized process to support staff in responding to challenging behaviours at SIU sites, as well as develop and implement specialized mental health assessment training for health care staff. In addition, CSC will look to revitalize the Structured Living Environments at women offender institutions.

Recent updates to the Corrections and Conditional Release Regulations (October 2024) and CSC’s policy framework will improve the humane treatment of those in custody who may be subject to the use of dry cells. Specifically, admission criteria for placement in a dry cell, the duration an individual may spend in a dry cell, and the need for pointed consideration of health (in particular mental health) of the impacted individual have all been addressed through these recent updates. Supported by the introduction of body scan technology, these regulatory amendments and supporting CSC policy changes have, ultimately, introduced additional safeguards surrounding the dry cell regime, while supporting their continued use as a necessary measure to maintain institutional safety and security in circumstances where there is a real risk of the introduction of contraband.

CSC will review and update CD 081; Offender Complaints and Grievances along with GL 081-1 – Offender Complaint and Grievance Process in accordance with legislative requirements. In addition to the possible expansion of a pilot project on Alternative Dispute Resolution to additional institutions across the country, the Service will further educate and equip staff with the necessary information to respond to offender’s complaints and grievance.

This work is intended to streamline the offender complaint and grievance process, while strengthening and supporting efforts to resolve matters at the lowest possible level. To address last fiscal year’s missed target with respect to the rate of upheld inmate grievances, CSC is drafting and updating new indicators that will better evaluate the Service’s performance to respond to complaints and grievances in an expedited process that is fair for the inmate population.

The Service will seek to identify opportunities to improve services and supports for older persons in custody. Plans include the development of a geriatric/older person health service model and a review of existing guidelines, tools, procedures, and services to better meet the health care needs of older persons in care.

⁶ According to CSC’s Research Report on Health and Well-being of Older Offenders on Conditional Release in the Community, “There is no international consensus on what defines an ‘older’ offender, though age 50 is most common (Curtice, Parker, Wismayer & Tomison, 2003; Loeb and AbuDagga, 2006; Maschi, Viola & Sun, 2013b; Scaggs, 2017; UNODC, 2009). Criminal lifestyle factors and the circumstances of incarceration have been found to prematurely age those in prison by as much as 5 to 15 years compared to the other age groups in the general, non-offender population (Kouyoumdjian, Andreev, Borschmann, Kinner & McConnon, 2017; USDOJ, 2016; Williams et al., 2014). In Canada, age 50 is used to define an older offender (Iftene, 2016; Nolan & Stewart, 2017; Zinger & Landry, 2019).

Complete financial and human resources information for CSC’s program inventory is available on GC InfoBase.

Related government priorities

Gender-based analysis plus

CSC collects performance data, which are disaggregated, where applicable, by sex, and other intersecting identity factors (for example, race), thereby enabling identification of impacts of programs or initiatives on specific groups of male and female offenders. (Please refer to the Gender-based analysis plus Supplementary Information Table for information on program impacts on gender and diversity.)

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

Departmental Sustainable Development Strategy 2023 to 2027

Since 1997, CSC has voluntarily published a DSDS every 3 years. The ninth edition of the strategy, which covers the period 2023 to 2027, was published on November 2, 2023. It aligns with the FSDS 2022 to 2026, as required in the Federal Sustainable Development Act.
The FSDS supports the 17 Sustainable Development Goals of the United Nations 2030 Agenda for Sustainable Development. The chapters of the FSDS correspond exactly to the 17 Sustainable Development Goals.
CSC’s DSDS 2023 to 2027 proposes 17 departmental measures and 13 planned initiatives that contribute to the following 3 objectives of the FSDS

• Goal 10: Advance reconciliation with Indigenous peoples and take steps to reduce inequalities
• Goal 12: Reduce waste and transition to zero-emission vehicles
• Goal 13: Take action on climate change and its impacts

Thus, CSC contributes indirectly to the United Nations 2030 Agenda through its DSDS.

Program inventory

Care and Custody is supported by the following programs

• Institutional Management and Support
• Supervision
• Preventive Security and Intelligence
• Drug Enforcement
• Clinical Services and Public Health
• Mental Health Services
• Food Services
• Accommodation Services

Additional information related to the program inventory for Care and Custody is available on the Results page on GC InfoBase.

Core responsibility 2: Correctional Interventions

In this section

• Description
• Quality of life impacts
• Indicators, results and targets
• Plans to achieve results
• Key risks
• Planned resources to achieve results
• Related government priorities
• Program inventory

Description

CSC conducts assessment activities and program interventions to support federal offenders’ rehabilitation and facilitate their reintegration into the community as law-abiding citizens. CSC also engages Canadian citizens as partners in its correctional mandate, and provides services to victims of crime.

CSC’s special operating agency, CORCAN, directly operates as well as coordinates through third parties to provide on-the-job training, apprenticeship hours, vocational certifications, and soft skills training.
CSC's education programs focus on improving literacy, academic, and personal skills. These programs are offered on a continuous intake basis.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the 3 most recently reported fiscal years, the targets and target dates approved in 2025 to 2026 for Correctional Interventions. Details are presented by departmental result.

Table 7: Offenders are prepared for their release from CSC’s jurisdiction as law-abiding citizens

Plans to achieve results

The following section describes the planned results for Correctional Interventions in 2025 to 2026.

Offenders are prepared for their release from CSC’s jurisdiction as law-abiding citizens.

Results we plan to achieve:

• CSC plans to continue implementing culturally informed programming for offenders to continue to improve correctional and educational program completion results
• CSC will endeavour to increase community engagement and supports through a wide variety of programs and initiatives to improve the rates of successful transitions to lower security and reduce the median percentage of sentence served prior to first release
• CSC will work to upgrade physical infrastructure and digital systems to improve offender management and community access with a goal of continuing to improve post-release reintegration

In fiscal year 2025 to 2026, CSC plans to implement and monitor technological upgrades and/or innovations to help manage correctional planning and pre-release case preparation for offenders, such as the Correctional Planning and Decisions initiative, and for Indigenous offenders in particular, the Path Home reminder system, and the Section 84 module in CSC’s Offender Management System.

To help build a renewed, nation-to-nation relationship between Canada and Indigenous Peoples, CSC will continue, over the coming years, to increase engagement of Indigenous community agencies in planning the release of Indigenous offenders to improve correctional outcomes for Indigenous offenders. To this end, CSC plans to engage with various stakeholders including Indigenous child welfare agencies in the expansion of its Institutional Mother-Child Program. CSC will also look to review CD 768; Institutional Mother-Child Program and establish guidelines to strengthen the program and remove barriers to participation. CSC remains committed to developing an Indigenous Health and Wellness Action Plan to address health needs and experiences that are different for, or specific to, Indigenous offenders.

CSC will also continue meeting with community partners in implementing the principles and goals of the Anijaarniq Holistic Inuit Strategy. The Service will collaborate in Modern Treaty Implementation to assess both existing modern treaties and those currently under review to determine CSC’s obligations. Increased obligations in relation to Section 81 agreements and Section 84 release plans are expected as an outcome of this collaboration.

Partnerships and stakeholder engagement are essential to ensuring the quality and efficiency of health care services. CSC will build upon our comprehensive National Health Services Partnership Engagement Plan, to continue exploring, building, and strengthening partnerships with stakeholders, external health services, and other organizations that enable CSC to provide culturally responsive and person-centred care to people in federal care. The plan ensures that appropriate consideration is given to building partnerships that will further enhance services to specialized groups of patients, including, but not limited to patients who are Indigenous, Black, elderly, and those with gender considerations.

For the coming 2 fiscal years, CSC will continue its efforts to address the high rates of suspension and revocation for Indigenous offenders. CSC will work to develop a National Women Offender Population Management Strategy which will include a community corrections action plan addressing this specific area for Indigenous women offenders.

In fiscal year 2025 to 2026 and also in 2026 to 2027, CSC will review the current Elder contracting model used to engage Elders in providing services to offenders and explore alternative options for service provision to ensure that the approach is effective and efficient as well as culturally appropriate. CSC will continue to lead an Interdepartmental Working Group on Elder Procurement. CSC will also promulgate a revised and updated CD 702; Indigenous Offenders.

To further enhance CSC’s efforts in support of the Black offender population and in keeping with Canada’s Black Justice Strategy, CSC will continue its work on the Black Offender Strategy. This strategy will include a scaling up of promising practices and encompass priority areas for future research and performance measures to ensure reporting on outcomes is disaggregated thereby allowing the ongoing monitoring and improvement of results. Aligned with and acting upon the aims of the strategy, CSC will be undertaking a review of the health needs and experiences that are different for, or specific to, Black individuals and will be developing a strategic document identifying and addressing priority areas for action.

In fiscal year 2025 to 2026 and fiscal year 2026 to 2027, CSC plans to increase opportunities for inmates in SIUs to spend time outside of their cell with community supports. To accomplish this, CSC will leverage communication tools, community outreach, advisory committees, volunteers, stakeholder collaboration, peer support, and the use of its internal stakeholder registry (available for CSC staff). CSC will also focus on enhancing consistent community/volunteer-led activity in maximum level units and/or institutions.

CSC will continue to advance the Communications and Outreach Strategy for Victims in collaboration with other federal partners to deliver victim-offender mediation services to address serious crime through its Restorative Opportunities program based on restorative justice approaches in fiscal year 2025 to 2026 and ongoing. The policy framework on the National Victim Services Program is expected to be enhanced to further improve service delivery to victims and support CSC’s capacity to uphold its mandate pursuant to the Canadian Victims Bill of Rights.

CSC will continue to support and advance the involvement of the public through Citizen Advisory Committees (CACs) by working in collaboration with advisory members, strengthening CD 023; Citizen Advisory Committees, and implementing the CAC strategic plan. Enhancements and priorities include a focus on recruitment, communications, and reporting tools.

CSC will provide institutional chaplaincy programming to the standard recommended by the Interfaith Committee on Chaplaincy, and community support through faith-based reintegration projects to ensure that offenders have access to religious and spiritual services throughout the sentence continuum. To this end, CSC will continue to explore the development and procurement of Directed Faith Community Reintegration Projects to build capacity within specific underserved faith communities to provide culturally appropriate faith-based services for offenders returning to the community.

CSC will develop and implement a modernized virtual approach to deliver correctional programs to maintain its commitments to facilitating offender access to correctional programs. Namely, and among other initiatives, CSC will develop Offender Management System - Modernization (OMS-M) business requirements to meet the needs of current correctional programs, as well as the future state of virtual program delivery as it pertains to referrals, waitlists, assignments, scheduling, and reporting. In addition, CSC will proceed with Virtual Correctional Program Delivery project to design a blended-learning correctional program delivery model that will include in-class sessions, self-paced online segments, and virtual simulated skill exercises aimed to enhance efficacy, flexibility, accessibility, and meet the diverse needs of the offender population.

CSC will continue to provide offenders with basic literacy, including academic and personal development skills needed for safe reintegration into the community in fiscal year 2025 to 2026 and beyond. CSC will continue to support the expansion of the Digital Education Project pilot across all institutions and continue to explore options with stakeholders to increase offender access to computers. To accomplish this, CSC will upgrade physical infrastructure and virtual aspects of the recently launched Essential Network Enhancement Program, which encapsulates Wide Area Network stabilizations and enhancement features, as well as the expansion of network capabilities at all institutions over time.

In fiscal year 2025 to 2026 and then on an ongoing basis, CSC will continue to enhance access to offender basic computer-skills training while providing secure and controlled access to digital media through library/educational services.

CSC will continue to provide offenders with employment and employability skills in the institution (CORCAN industries) and community, as well as services to find and maintain employment in the community. CSC will continue to develop the penitentiary agriculture program including agreements with educational facilities and organizations that support the provision of industry-recognized vocational training for offenders and that can effectively prepare offenders for job opportunities.

CSC will continue to provide structured and unstructured social programs and activities, such as integration programs, recreation, self-help, life skills training, and social and cultural activities to assist offenders in gaining social, interpersonal, and practical skills that will help them reintegrate into the community. CSC will implement a process for tracking and reporting unstructured social activities as well as review CD 760; Social Programs and Leisure Activities and CD 024; Management of Correctional Service of Canada Volunteers.

Planned resources to achieve results

Table 9: Planned resources to achieve results for Correctional Interventions

Related government priorities

Gender-based analysis plus

Gender-based analysis plus (GBA Plus) is integrated into CSC’s business practices. CSC manages a diverse offender population, and as such, has staff across the country dedicated to issues related to women offenders, Indigenous offenders, Black and other racialized offenders, victims of crimes, and other groups. CSC has various internal and external groups and stakeholders that consider potential differential impacts of policy, programs and legislation on the needs of different offender populations. This includes CSC’s Indigenous Initiatives Sector, Women Offender Sector, Gender Considerations Secretariat, Anti-Racism, Diversity, Equity and Inclusion Unit, the National Ethnocultural Advisory Committee, and others that provide insight and guidance.

CSC will continue to work with Indigenous communities and partners across the country to respond to the needs of Indigenous offenders, including Indigenous communities who express interest in exploring the possibility of establishing a Section 81 agreement, or in providing reintegration support under a Section 84 release plan. The Service will continue to work in collaboration with the Department of Justice and other government partners to advance the shared priority actions identified in the Indigenous Justice Strategy.

Continued work on CSC’s Black Offender Strategy will further promote nd support opportunities available to offenders, such as collaborating with Black-led organizations seeking to be more involved in the reintegration and rehabilitation process. CSC is also developing an equity lens to apply in the development of policies, practices, and procedures that impact staff, offenders, and the public in its work.

As a centre of expertise, CSC’s Gender Considerations Secretariat continues to ensure that offenders receive appropriate care and supervision, consistent with their risk and needs, regardless of the type of facility (men's or women's) in which they reside. In addition to its valuable partnerships with respect to policy consultations and research, CSC continues to create space for dialogue, inclusivity, and learning through the development of both a National and International Community of Practice relative to gender diverse offenders.

Program inventory

Correctional Interventions is supported by the following programs

• Offender Case Management
• Community Engagement
• Chaplaincy
• Elder Services
• Correctional Programs
• Offender Education
• CORCAN Employment and Employability
• Social Program

Additional information related to the program inventory for Correctional Interventions is available on the Results page on GC InfoBase.

Core responsibility 3: Community Supervision

In this section

• Description
• Quality of life impacts
• Indicators, results and targets
• Plans to achieve results
• Key risks
• Planned resources to achieve results
• Program inventory

Description

CSC supervises offenders in the community and provides structure and services to support their safe and successful reintegration into the community. Services include accommodation options, community health services, and the establishment of community partnerships. CSC manages offenders on parole, statutory release, and long-term supervision orders.

Community Employment Services (CES) support offenders in finding employment while they are under community supervision. Employment coordinators work in various community locations and work closely with the case management team to identify opportunities and resources for offenders seeking employment. CORCAN's CES also include opportunities for additional vocational training and in some locations transitional employment through CORCAN Community Industries.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the 3 most recently reported fiscal years, the targets and target dates approved in 2025 to 2026 for Community Supervision. Details are presented by departmental result.

Table 11: Offenders are law-abiding citizens while under community supervision

Plans to achieve results

The following section describes the planned results for Community Supervision in 2025 to 2026.

Offenders are law-abiding citizens while under community supervision

Results we plan to achieve:

• CSC will work with Community-Based Residential Facilities to secure proper accommodations for offenders, with the goal of improving the percentage of offenders on conditional release successfully reaching sentence expiry date without re-admission
• CSC will work with community partners to increase the percentage of offenders with a residency requirement who successfully transition out of residency

CSC will enhance electronic monitoring (EM) services to augment its ability to monitor high risk offenders’ compliance with special condition(s) that include a geographical restriction and will update EM program policy instruments to better reflect the current operational environment.

In tandem with the OMS-M project, CSC will review community performance measures for data quality, validity, and accuracy to ensure any related issues can be addressed through OMS-M.

CSC will ensure appropriate community accommodations are available for offenders on conditional release. Through ongoing consultation with districts and partners, CSC will support, as needed, the reprofiling of Community-Based Residential Facilities (CBRF) capacity, manage regional requests for CBRF expansions, and match individual offender needs with appropriate CBRF accommodations and services. CSC’s Women Offender Sector will continue to work with the Pacific Region to expand CBRF capacity for women offenders.

To help plan for offender releases, and assess regional plans for expansion of community capacity, CSC will use Offender Accommodation Management (OAM) data to both visualize the community-based offender population flow and match capacity demands and offender population needs.

In addition to enhancing the reporting functionality in the OAM system to meet business needs, CSC will ensure reliable and stable data from OAM and OMS release planning to validate current and projected accommodation needs. There will be a formal assessment of OAM benefits, in collaboration with Information Management Services, to review and monitor data and to ensure the OAM system functions as intended.

CSC will promote the continuity of health care for individuals being released to the community by providing relevant health information to those who have a need-to-know, prior to release in accordance with legislation and CSC policies, including with long-term care homes, to support the transition of care for older offenders into the community. Services also include accommodation options, support navigating community health services, and the establishment of community partnerships. To this end, CSC will enhance exploration of community partnerships related to palliative and end-of-life care.

Planned resources to achieve results

Table 13: Planned resources to achieve results for Community Supervision

Program inventory

Community Supervision is supported by the following programs

• Community Management and Security
• Community-Based Residential Facilities
• Community Correctional Centres
• Community Health Services

Additional information related to the program inventory for Community Supervision is available on the Results page on GC InfoBase.

Internal services

In this section

• Description
• Plans to achieve results
• Planned resources to achieve results
• Planning for contracts awarded to Indigenous businesses

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.

CSC continues to support the Accessibility Strategy for the Public Service of Canada with the goal of hiring 5,000 new persons with disabilities by 2025 across the Public Service. To contribute to this goal, CSC strives to increase the number of persons with disabilities hired year over year and raise awareness about the importance of self-identification and the benefits of a diverse and inclusive workforce. As part of the 2022 to 2025 Accessibility Plan, CSC will focus on eliminating identified hiring barriers. The Accessibility Plan includes a commitment to clearly communicate hiring objectives to managers and provide them with the necessary tools and resources to support inclusive hiring practices.

CSC will update the content for its Ethical Leadership Program this fiscal year, along with the content for the Operational Manager Interim Training Program. Values and ethics training as it pertains to the Values and Ethics code for the Public Sector will remain a core element of CSC’s induction training programs, namely the Correctional Training Program, the Parole Officer Induction Training, and the New Employee Orientation Program.

The Office of the Ombuds for Workplace Well-Being was established in January 2023, and will use information sessions and regional tours as well as its annual reporting to increase its presence with employees. Through new tools, coaching, and information sessions, both the Office of Values and Ethics and the Office of Informal Conflict Resolution will promote available services with employees and managers, increasing their awareness in resolving ethical dilemmas and workplace conflict.

The Office of Integrity Risk (OIR) continues to promote ethical conduct and transparency within our organization. OIR provides awareness sessions on wrongdoing under the Public Servants Disclosure Protection Act and fraud and works to ensure all employees are well-informed about available resources and the importance of upholding our core values. The OIR will continue to collaborate with the Office of Values and Ethics to conduct joint information sessions, reinforcing CSC’s commitment to integrity and ethical behaviour.

CSC collaborates regularly with the Heads of Corrections. This forum offers participants the opportunity to exchange relevant and expert information on issues that impact corrections on a national, provincial, and territorial level, enhancing collaboration and permitting the discussion of emerging issues.

CSC is addressing racism through many fronts, 1 being the Anti-Racism, Diversity, Equity and Inclusion Framework. CSC is updating the Framework to provide an overview of the ongoing and new actions and initiatives related to workforce, offenders and stakeholders. CSC publishes a regular progress report that is used to monitor advancement efforts.

Collaboration to renew provincial and territorial Exchange of Service Agreements (ESAs) with the governments of Ontario, Saskatchewan, British Columbia, Yukon, Nova Scotia, Prince Edward Island, and New Brunswick, as well as Manitoba, is underway. ESAs allow the placement of federal offenders in provincial or territorial facilities and both provincial and territorial offenders in federal institutions and permit the sharing of community supervision services, information, and programming.

In 2025 to 2026, CSC will continue modernizing its web content by continuing to focus on people-centered storytelling to promote awareness to Canadians of the important work CSC and its employees to do to change lives through successful rehabilitation while protecting and keeping Canadians safe every day. This will include building on CSC’s successful Lift Me Up series and continuing to incorporate dynamic, engaging and rich, visual, digital content such as videos, photos, audio, and infographics to support corporate and whole of government priorities, as done in the previous year for CSC’s Structured Intervention Units web page, promoting awareness of who CSC is and what CSC does through program web pages such as the CSC Detector Dog program web page, its “Prisons Inside / Out” podcast, its Indigenous Corrections web page, and the Anti-Racism, Diversity, Equity and Inclusion web page. This will also include continuing to support corporate priorities such as recruitment and retention by continuing to build on the new Careers @ CSC web page and the new Health Services recruitment web page. CSC has plans to expand its reach to new audiences by establishing a presence on Instagram and telling people-centered stories there, in line with its approved 2024 to 2026 corporate social media strategy. Additionally, CSC migrated its public website to Canada.ca, thus modernizing its content and aligning the user journey. This is in response to a more digital environment, TBS, and whole of Government of Canada priorities.

A revised and modernized Women-Centred Training was developed for all staff working to support federally sentenced women, and the implementation of this new training will take place this fiscal year. This modernized and culturally responsive training will improve staff members’ knowledge of the diverse needs of federally sentenced women, and teach the history of women’s corrections, relevant required skills, and how to apply the Creating Choices principles to all areas of their work.

Following consultations with all CSC employees, CSC will implement its 2025 to 2028 Strategic Plan for People Management which will then be operationalized with regional and sectorial human resources (HR) plans to advance the identified people management priorities. Concurrently, and aligned with this 3 year plan, CSC will implement the 2025 to 2028 Comprehensive Plan on Employment Equity, Diversity, and Inclusion, and the 2025 to 2028 Official Languages Action Plan, in support of advancing a diverse workforce and an inclusive workplace. CSC will also continue to review the linguistic designation of its operational units as part of the Official Languages Regulations Reapplication Exercise which was launched in the fall of 2023 and is taking place in a series of steps through 2027, as well as continue to implement the minimum linguistic requirements for bilingual supervisory positions in bilingual regions.

To address issues in recruiting health care professionals, CSC will implement advertising and intake strategies specific to health service delivery. CSC will undertake the evaluation, implementation, and maintenance of technologies, medical equipment, and infrastructure necessary to support health staff in providing optimal patient care.

CSC continues to collaborate with central agencies on the modernization of HR systems and business processes within HR-Pay, in line with the Directive on Service and Digital and the Policy on People Management. HR System modernization to improve HR-Pay integration and maximization of machine learning, artificial intelligence, and process automation will improve accuracy, completeness, and timeliness of pay actions. CSC will continue to support the modernization of business processes in its alignment to the Unified Actions for Pay, following the direction provided by Public Services and Procurement Canada and TBS’ Office of the Chief Human Resources Officer, to reinforce best practices in HR and Pay.

CSC will continue working towards modernizing its financial management systems to streamline and automate business processes.

CSC will support the implementation of its Data Strategy to ensure the quality, accessibility, security, and usability of offender data and information in support of CSC’s digital-readiness and modernization. It will continue to work towards establishing an Office of Data Governance and continue to advance data governance, define CSC’s data roles and responsibilities, and improve personal data sharing with external partners. CSC is supporting OMS-M project team in the implementation of data and information management related non-functional and functional requirements.

CSC will develop a departmental Digital Strategy, which will act as an over-arching blueprint for modernizing the CSC operating model using a digital lens to foster a more responsive and innovative correctional environment. The Strategy will focus first on a current state assessment, building on that to identify a target state operating model, with an implementation roadmap including prioritized digital opportunities for staff and offenders. 

CSC will enter the design, development, and implementation phase of the OMS-M project. The new software will enable improved efficiency, enhanced effectiveness, and increased flexibility, while contributing positively to public safety results. The new software is intended to address specific offender needs such as Indigenous Social History considerations, for example.

Aligned with the Government of Canada’s Direction on prescribed presence in the workplace, CSC will continue the reduction of its leased portfolio footprint and transition to unassigned seating to maximize the use of its leased office spaces.

CSC will also begin the implementation of its first Real Property Portfolio Strategy to optimize and rationalize its current real property assets to ensure the long-term sustainability, reliability, and effectiveness of the portfolio.

CSC will continue to strengthen management and oversight of internal procurement processes to support the integrity of the procurement process. This includes bringing forward strengthened accountability guidelines for business owners who procure professional services. The Financial

Directive - 350-3 – Contracting and the Procurement and Materiel Management Framework will be reviewed and updated to reflect amendments to the TBS Directive on the Management of Procurement, such as strengthening oversight, conflict of interest, and integrity provisions.

CSC will review Financial Directive 350-1 – Asset Management to meet the TBS Directive on the Management of Materiel. Additional materiel management policy instruments will be reviewed to meet policy requirements and support socio-economic considerations. Revised internal materiel management training will strengthen guidance for materiel management staff, budget managers, and asset custodians.

CSC will support the mental health readiness and resiliency of employees through diversified efforts related to the prevention of, response to, and recovery from mental health injuries. In particular, CSC will bolster the wellness of its workforce through the delivery of dedicated training sessions related to mental health. As well, CSC will continue to promote supplemental learning activities through partnerships with external organizations such as the Canadian Innovation Centre for Mental Health in the Workplace, Canadian Institute for Public Safety Research and Treatment, the Canadian School of Public Service, and TBS.

CSC will also develop internal tools, resources, and initiatives that empower leaders throughout the organization to capably support employees and guide positive culture change related to mental health and wellness. Strategic recommendations in this area are reflected in the 2020 to 2023 Climate Report on Workplace Wellness and Employee Well-Being and will be pursued through the renewal of CSC’s National Comprehensive Strategy on Workplace Wellness and Employee Wellbeing for 2025 to 2028. This Strategy will ensure individual teams are contributing effectively towards organization objectives in a way that is well-positioned to also address broader federal public service mandates.

Planned resources to achieve results

Table 14: Planned resources to achieve results for internal services this year

Planning for contracts awarded to Indigenous businesses

CSC actively supports the Government of Canada’s annual commitment that a minimum target of 5% of the total value of contracts are awarded to Indigenous businesses through various procurement activities. The Service will submit its approved annual Indigenous procurement plan supporting the 5% minimum target to Indigenous Services Canada.

CSC will continue to strengthen guidance and support for internal and external stakeholders and promote procurement methods, such as the Procurement Strategy for Indigenous Business (PSIB) set-asides, to increase opportunities for Indigenous businesses. Contracting authorities will continue to be encouraged to guide clients early-on in the procurement process to use PSIB set-asides and other procurement vehicles such as supply arrangements and standing offers where Indigenous businesses are identified. The Service will also continue to strengthen requirements in policy instruments and internal contracting training modules, such as verifying Indigenous businesses in accordance with the Indigenous Business Directory.

CSC will continue to perform assessments of procurement trends and identify gaps to better align procurements to meet the target. In addition, the Service will continue to develop and implement procurement planning activities that identify procurements that can support Indigenous businesses, such the Annual National Procurement Plan and Investment Steering Committee procurement plans. This will support the alignment of procurement activities with strategic objectives and decisions to support Indigenous businesses, which will enable CSC to monitor progress and adjust the annual targets accordingly.

CSC will continue to engage Indigenous communities and Elders to address barriers and enhance participation of Indigenous organizations to increase contracts with Indigenous businesses.

Additionally, Contracting and Materiel Services will continue strategic discussions on streamlining Indigenous procurement, specifically for Elders, in support of the proposed new contract model. For more information on CSC's plans, see the "Core Responsibility 2: Correctional Interventions" section of this plan.

Methodology to arrive at the forecasted target percentages is based on historical data from CSC’s past Indigenous procurement plans and objectives. Based on this data, it demonstrates CSC can meet the forecasted percentages.

Table 15: Percentage of contracts planned and awarded to Indigenous businesses

Planned spending and human resources

This section provides an overview of CSC’s planned spending and human resources for the next 3 fiscal years and compares planned spending for 2025 to 2026 with actual spending from previous years.

In this section

• Spending
• Funding
• Future-oriented condensed statement of operations
• Human resources

Spending

This section presents an overview of the department's planned expenditures from 2022 to 2023 to 2027 to 2028.

Figure 1: Planned spending by core responsibility in 2025 to 2026

Figure 1: presents how much the department plans to spend in 2025 to 2026 to carry out core responsibilities and internal services.

Analysis of planned spending by core responsibility

Planned spending by core responsibility is proportionally in line with the prior year’s spending results. An important portion of CSC’s spending is for non-discretionary operating expenses and is directly related to the offender population, which explains why expenditures exist largely within the 3 operational core responsibilities, namely: Care and Custody, Correctional Interventions and Community Supervision. CSC’s internal services represent 12.0% of CSC’s total planned spending.

A significant portion of planned spending for 2025 to 2026 and prior years actual spending occurred in Care and Custody and is consistent with incremental funding which is largely assigned to this core responsibility. This includes Worker’s Compensation Benefits, construction projects to maintain and repair correctional facilities, and incremental expenditures which are due to changes in offender population volumes and price fluctuations.

Overall, the distribution of spending across the core responsibilities has been stable across recent years and is expected to remain steady over the next few years, despite fluctuations in overall spending levels.

Budgetary performance summary

Table 17: 3-year spending summary for core responsibilities and internal services (dollars)

Analysis of the past 3 years of spending

The 2024 to 2025 forecast spending of $3,867.3 million represents anticipated authorities. In addition to amounts granted to CSC through the main estimates, this figure includes funding authorized through the supplementary estimates, as well as amounts approved for newly ratified collective agreements and carry forwards from 2023 to 2024.

The difference between the 2024 to 2025 forecast spending of $3,867.3 million and the 2023 to 2024 expenditures of $3,375.0 million, is an indication that CSC anticipates operational increases of $492.3 million between these years. This is mainly due to incremental funding required for the following differential amounts between both years: funding to cover incremental expenditures which due to changes in offender population volumes and price fluctuations, the rehabilitation of correctional facilities, the Workers’ Compensation Benefits funding, and the reprofiles of capital funding and class action lawsuits funding to meet obligations.

Most of the variance of $359.6 million between 2023 to 2024 expenditures of $3,375.0 million and 2022 to 2023 expenditures of $3,015.4 million can be explained by incremental funding approved and received during these years for class action lawsuits, newly ratified collective agreements by the federal government, funding to cover incremental expenditures which are due to changes in offender population volumes and price fluctuations, and Workers’ Compensation Benefits due to legal obligations.

Projections for planned spending into the next 3 fiscal years are discussed in the subsequent table.

More financial information from previous years is available on the Finances section of GC Infobase. 

Table 18: Planned 3-year spending on core responsibilities and internal services (dollars)

Analysis of the next 3 years of spending

The decrease in planned spending in 2025 to 2026 compared to 2026 to 2027 is mainly attributable to sunsetting funding for measures received to support correctional operations and reductions related to Refocusing Government Spending.

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Figure 2: Approved funding (statutory and voted) over a 6-year period

Figure 2: summarizes the department's approved voted and statutory funding from 2022 to 2023 to 2027 to 2028.

Table 19: Text description of figure 2

Analysis of statutory and voted funding over a 6-year period

Statutory expenditures and planned statutory spending have been relatively stable over the years, with the exception of 2022 to 2023. CSC’s main statutory expenditure is the Employee Benefits Plan, which is directly correlated to salary funding spent during the year. Salary funding authorized for 2022 to 2023 was slightly lower than subsequent years for items such as Transforming Federal Corrections (Budget 2022), Worker’s Compensation Benefits, and Maintaining Enhanced Cleaning Protocols.

The increase in voted expenditures between 2022 to 2023 and 2023 to 2024 is directly linked to incremental funding approved and received during these years to meet various rising legal and operational obligations. Most of the variance can be explained by expenditures carried out for class action lawsuits, newly ratified collective agreements by the federal government, incremental expenditures which are due to changes in offender population volumes and price fluctuations, and Workers’ Compensation Benefits.

Most of the variance between voted expenditures between 2023 to 2024 and 2024 to 2025 can be explained by expenditures resulting from reprofiles from prior years (specifically for class action lawsuits and capital expenditures), newly ratified collective agreements by the federal government, incremental expenditures which are due to changes in offender population volumes and price fluctuations, and the rehabilitation of correctional facilities.

Planned spending for voted expenditures is expected to be stable over the next 3 fiscal years. The decrease in planned spending between 2025 to 2026 and 2026 to 2027 is mainly attributable to sunsetting funding for measures received to support correctional operations and reductions for Refocusing Government Spending.

For further information on CSC’s departmental appropriations, consult the 2025 to 2026 Main Estimates.

Consolidated future-oriented condensed statement of operations

The consolidated future-oriented condensed statement of operations provides an overview of CSC’s operations for 2024 to 2025 to 2025 to 2026.

Table 20: Consolidated future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)

The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Analysis of forecasted and planned results

CSC’s 2025 to 2026 planned expenses are projected to be $3,559,541,885. These expenses include planned spending presented in this Departmental Plan and also include expenses such as amortization and services provided without charge. CSC’s planned revenues are projected to be $67,594,100 in 2025 to 2026 and are primarily generated by the CORCAN revolving fund.

Variances between the planned results for 2025 to 2026 and the 2024 to 2025 forecast results are largely attributable to the timing of key elements in the government expenditure cycle, as the planned results are based on the 2025 to 2026 main estimates, while the forecast results reflect spending of additional funding authorized through the supplementary estimates and other approved transfers of funding from Treasury Board Secretariat. The following major changes account for the largest differences between the forecast results and the planned results:

• $46.0 million increase in 2025 to 2026 related to funding for incremental expenditures which are due to changes in offender population volumes and price fluctuations compared to 2024 to 2025
• $39.2 million increase as a result of adjustments to salary-related statutory amounts in 2025 to 2026 compared to 2024 to 2025
• $22.0 million increase in 2025 to 2026 related to funding to stabilize operations towards rising Workers’ Compensation Board costs
• $79.7 million decrease related to the operating budget carry-forward in 2024 to 2025 that is not included in the 2025 to 2026 planned results
• $21.2 million decrease due to the projected reimbursement of paylist expenditures in 2024 to 2025, which is not included in the 2025 to 2026 planned results
• $13.3 million decrease due to the Refocusing Government Spending in 2025 to 2026 compared to 2024 to 2025

A more detailed Consolidated Future-Oriented Statement of Operations and associated notes for 2025 to 2026, including a reconciliation of the net cost of operations to the requested authorities, are available on CSC’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2022 to 2023 to 2027 to 2028. 

Table 21: Actual human resources for core responsibilities and internal services

Analysis of human resources over the last 3 years

The increase in FTEs between the 2024 to 2025 forecasts and the 2023 to 2024 actuals is due to an increase in FTEs to support correctional operations.

Table 22: Human resources planning summary for core responsibilities and internal services

Analysis of human resources for the next 3 years

The decrease in FTEs from 2025 to 2026 to 2027 to 2028 is mainly attributable to sunsetting funding for measures received to support correctional operations and reductions related to Refocusing Government Spending.

Corporate information

Departmental profile

Appropriate minister(s): The Honourable Gary Anandasangaree, P.C., M.P.
Institutional head: Anne Kelly, Commissioner
Ministerial portfolio: Public Safety
Enabling instrument(s): Corrections and Conditional Release Act, S.C. 1992, c.20
Year of incorporation / commencement: 1979 (March 31)

Departmental contact information

Mailing address:
340 Laurier Avenue West
Ottawa, Ontario
K1A 0P9
Telephone: (613) 992-5891
Fax: (613) 943-1630
Website(s): Correctional Service of Canada

Supplementary information tables

The following supplementary information tables are available on CSC’s website

• Details on transfer payment programs
• Gender‑based analysis plus

Information on CSC’s departmental sustainable development strategy can be found on CSC’s website.

Federal tax expenditures

CSC’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)
For the purpose of the 2025 to 2026 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne. 

horizontal initiative (initiative horizontale)
An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business (entreprise autochtone)
For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.

non‑budgetary expenditures (dépenses non budgétaires)
Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)
What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.

plan (plan)
The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)
Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)
A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead, they are within the area of the department’s influence.

statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)
A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.