2023 to 2024 Departmental Results Report

On this page

• From the Minister
• Results: What we achieved
  
  • Core responsibility 1: Care and custody
  • Core responsibility 2: Correctional interventions
  • Core responsibility 3: Community supervision
  • Internal services
• Spending and human resources
  
  • Spending
  • Funding
  • Financial statement highlights
  • Human resources
• Corporate information
• Supplementary information tables
• Federal tax expenditures
• Definitions

From the Minister

As Canada's Minister of Public Safety, Democratic Institutions and Intergovernmental Affairs, I am pleased to present the Correctional Service of Canada’s (CSC) Departmental Results Report for the fiscal year 2023 to 2024.

This report informs Canadians about the results CSC achieved over the past fiscal year as well as the important work done to help offenders rehabilitate and safely reintegrate into communities, all while providing safe environments for those who work and live there.

CSC plays a critical role in the justice system. It contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure, and humane control. It balances this with upholding and promoting victims' rights.

Overall, during the past decade, there has been a steady and substantial improvement in the percentage of federal offenders not returning to federal custody within 5 years of sentence expiration:

• from 83% in fiscal year 2014 to 2015 to 89.9% in fiscal year 2023 to 2024 for all offenders
  • 89.4% for men in fiscal year 2023 to 2024
  • 96.2% for women in fiscal year 2023 to 2024
• from 74.8% in fiscal year 2014 to 2015 to 83.8% in fiscal year 2023 to 2024 for Indigenous offenders
• from 88.7% in fiscal year 2014 to 2015 to 90.4% in fiscal year 2023 to 2024 for Black offenders

CSC transfers offenders to Structured Intervention Units (SIUs) when they cannot be safely managed in the mainstream federal prison population because of risks to their own safety or the risk they pose to others, with the goal of their return at the earliest opportunity. Through various efforts directed to time out of cell as well as opportunities for meaningful human contact, amongst others, CSC saw positive results for SIUs, with the median number of days spent in SIUs continuing to drop substantially. It was down to 13 in fiscal year 2023 to 2024, from 26 in fiscal year 2021 to 2022.

CSC continued to enhance relationships with Indigenous peoples, both within the criminal justice system and more broadly. CSC actively provides culturally specific interventions, support, and resources to address the unique cultural and spiritual needs of Indigenous offenders. This helps them return and remain in their communities as law-abiding, contributing members of society.

CSC has made significant efforts to increase the access to culturally-relevant interventions and programs for Indigenous offenders. In fiscal year 2022 to 2023, there was a 144% increase from the previous fiscal year. In fiscal year 2023 to 2024, CSC saw a further 45% increase in the total number of Indigenous offenders transferred to Section 81 and CSC Healing Lodge facilities from the previous fiscal year.

CSC’s Health Services continues to collaborate in an interdisciplinary, evidence-based approach to respond to federally incarcerated persons who have a substance use disorder, which aligns with the Canadian Drugs and Substances Strategy. The Self-Managed Addiction Recovery and Treatment (SMART) Program is being offered across all CSC sites.

CSC provides offenders with basic literacy, as well as academic and personal development skills, needed to facilitate their safe and successful reintegration. During fiscal year 2023 to 2024, education program results continued to improve. Of offenders with an education need, 84% had an education referral actioned within 120 days of admission to federal custody, as compared to 78.1% in fiscal year 2022 to 2023. Similarly, the percentage of offenders with an education need who upgraded their education prior to first release improved from 69.2% in fiscal year 2022 to 2023 to 77.4% this fiscal year.

CSC strives to provide victims and survivors of crime with the information they need to have an effective voice in the federal correctional system. Over the course of the year, CSC effectively implemented a number of changes to how information is shared with victims prior to a supported voluntary transfer. Additionally, CSC launched a Multidisciplinary Victims Committee whose final report provided helpful recommendations for improving victim services.

CSC remained active in the promotion and integration of new and existing wellness programs, services, and resources relating to employee mental health and wellness. Nationally, CSC promoted 90 wellness activities at sites and in regions, delivered 13 Employee Assistance Program initial trainings, and 25 Critical Incident Stress Management trainings. Over 800 peers are specially trained to provide support to their colleagues during times of stress and crisis. CSC rolled out Supporting Employee Mental Health - Knowledge Sessions for Leaders, optional training that was attended by 388 employees and managers in its first year. These sessions socialized the interconnectedness of wellness programs at CSC and sought to help leaders consider a comprehensive approach to wellness when supporting employees.

I am pleased with CSC’s accomplishments in fiscal year 2023 to 2024. The department continues to make positive strides thanks to the diligent work and professionalism of CSC employees. I look forward to working to keep Canadians safe, from coast to coast to coast.

Sincerely,

The Honourable Dominic LeBlanc, P.C., K.C., M.P.
Minister of Public Safety, Democratic Institutions and Intergovernmental Affairs

Results: What we achieved

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

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.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Care and Custody. Details are presented by departmental result.

Targets and results for care and custody

The following tables provides a summary of the target and actual results for each indicator associated with the results under Care and Custody.

Additional information on the detailed results and performance information for CSC’s program inventory is available on GC InfoBase.

Details on results

The following section describes the results for Care and Custody in fiscal year 2023 to 2024 compared with the planned results set out in CSC’s Departmental Plan for the year.

Institutions are safe and secure

Results achieved:

• The rate of serious incidents has decreased slightly compared to last year (28.9 to 26.1) and continues to be below the anticipated range
• The national rate of non-natural and undetermined deaths is outside the current year anticipated range. The rate per 1,000 offenders has increased from 1.46 in fiscal year 2022 to 2023 to 2.53 in fiscal year 2023 to 2024. This may be partly due to an increase in overdoses and the fact that CSC continues to face increasingly complex needs from diverse offender populations, including those with extensive histories of violence and violent crimes, affiliations with security threat groups or organized crime, and/or with serious mental health disorders

Inmates are managed in a humane manner

Results achieved:

• The median number of days spent in Structured Intervention Units (SIUs) remained below the target range of 15.1 to 24.9 days, at 13. This positive result (of fewer days spent in the SIU) was observed for both men and women offenders where the median number of days women spent in SIUs was approximately half (6) of that observed for men (13)
• The percentage of inmates receiving a follow-up service after being identified by the mental health intake screening system as requiring follow-up mental health services remained above the target of 90%, at 91.4% ^{Footnote 5} 
• CSC launched an internal quarterly newsletter to promote awareness and foster actions in recognizing and complying with human rights legislation and the rights of offenders

At the end of the fiscal year, CSC managed 22,375 offenders, of which 13,855 were incarcerated and 8,520 were supervised in the community. This figure is a 6.1% increase of the population in federal custody and a 2.3% increase of the population in the community over the previous fiscal year. CSC continues to face increasingly complex needs from diverse offender populations, including those with extensive histories of violence and violent crimes, affiliations with security threat groups or organized crime, and/or with serious mental health disorders.

Through the population management framework, CSC continued to analyze the barriers to successfully integrating offenders in mainstream populations. Ongoing reviews of varying groups of offenders that pose a challenge to population management informed the direction and revitalization of the National Population Management Committee.

The rate of escapes per 1,000 inmates (0.72) in fiscal year 2023 to 2024 was above the target range of 0.0 to 0.42. The few escapes CSC experienced were predominantly from minimum security institutions, which would be comprised of inmates assessed as presenting a low risk of escape and a low risk to public safety. All escapes were and are taken very seriously, with immediate reviews to identify and address any deficiencies and areas of vulnerability. To this end, CSC uses a number of interventions to minimize the occurrence of an escape, such as effective population management approaches, dynamic security, and intelligence gathering.

Due to consistent multi-disciplinary efforts to review and reintegrate SIU cases, the median number of days spent in the SIU has improved this fiscal year and the percentage of successful transfers out of SIUs for men offenders (59.7%) is approaching the target range of 61.9% to 70.0%. The percentage of successful transfers out of an SIU for women offenders was well within the target at 68.4%. A Complex Transfer Case review process was developed to identify safe alternatives for inmates in SIUs who have complex security profiles to facilitate their safe and successful return to the mainstream population as soon as possible.

CSC continued to review the SIU inmates’ needs and trends to identify and implement strategies addressing challenges to successful reintegration in a mainstream inmate population. Renewal of the SIU policy suite continued. The consultation process was completed, and stakeholder comments have been reviewed and considered. As the revised draft makes its way through approvals, an interim policy bulletin, implemented in July 2023, added a new review process for inmates who remain in the SIU following a decision to transfer them out, which can happen for various reasons (i.e., inmate refusal, or temporary logistical challenges such as bed availability, etc.). The aim is to conduct regular reviews and updates at intervals similar to those of inmates who do not have a transfer out decision to assist with the implementation of a timely decision.

An insert for the SIU Inmate Handbook was developed and sent to all sites. This insert promotes access to and the importance of community supports, including the use of CSC volunteers, advisory committees, and other community groups.

In the Pacific Region, Kent Institution developed a partnership with the University of the Fraser Valley to involve practicum students in the SIUs, developing their skills and understanding of the SIU program as well as increasing time out of cell and opportunities for meaningful human contact for the offenders. This program will be extended into fiscal year 2024 to 2025 with additional practicum students.

The Ontario Region engaged in a similar practice with Loyalist College and Queen’s University in which student volunteers developed and provided support for offender needs in the SIU. As a result of the success of this initiative, CSC will explore opportunities to apply this model in the mainstream inmate populations at Millhaven and Warkworth Institutions.

Citizen Advisory Committees (CAC) continued to be engaged and had access to institutions and community sites. A CAC sub-committee on SIUs was established to focus on increasing member involvement in SIUs and to contribute to enhancing community support efforts.

A total of 15 open houses were held at institutions with SIUs between April and July 2023 to increase awareness and support community engagement in SIUs. Invitations were open to community stakeholders and the media at some sites, as well as members of citizen advisory and regional ethnocultural advisory committees. Finding community supports that can be implemented in SIUs across Canada due to linguistic, geographic, and/or resource limitations, including the temporary nature of offenders’ transfers to the SIU is an ongoing challenge. A plan on how to increase community supports in SIUs is underway.

A joint audit and evaluation of SIUs commenced to assist CSC in preparing for the upcoming comprehensive review required by legislation. ^{Footnote 6}  This undertaking builds upon the SIU Internal Audit Readiness Assessment that was previously completed.

CSC made additional changes to the SIUs application to improve its ability to document SIU-related information. There were several releases during the fiscal year and others are planned to address functionality and improve data quality. The quality of the documentation and the accuracy of data contained in the SIU application continues to be crucial to efficiently share information with the Implementation Advisory Panel who support the continued evolution and refinement of the SIU model.

CSC continued to review and analyze use of force reports to improve communication, identify trends, monitor compliance issues, and address areas of non-compliance. CSC also worked to ensure the appropriateness of selected intervention management strategies, continued to reinforce the implementation of the Engagement and Intervention Model, and improved use of force interventions. In response to the Office of the Correctional Investigator annual reports from fiscal years 2020 to 2021 and 2021 to 2022, 3 research reports on the use of force were completed and published in 2023. ^{Footnote 7}

The rate of critical, serious, and minor/moderate drug-related incidents remained above the established target range for this fiscal year. Preventing the introduction of contraband into CSC institutions remains an ongoing priority. Conventional methods of searching, the use of dynamic and static security practices, intelligence activities, and close partnerships with police services and other public safety partners are further augmented by the introduction of infrastructure enhancements and technological solutions (e.g., drone detection systems, body scanners, and ferromagnetic detectors). It is through this layered approach of conventional practices, strategic partnerships, and supporting technology that the presence of contraband will be effectively mitigated. Reducing the presence of contraband is critical to ensure a safe environment for inmates, staff, and visitors given the impact of contraband on trafficking, violent incidents, and overdoses.

A National Individual Standing Offer was awarded by Public Services and Procurement Canada in fiscal year 2023 to 2024 for the procurement of a new fleet of ion scanners. A National Training Implementation Plan was initiated, and the vendor has started the delivery of the ion scanners to some institutions.

CSC continued to explore options and procure various drone detection technologies at institutions with a high number of drone-related incidents. To date, these technologies have proven effective in enabling institutions to be aware of incoming threats, initiate drone response plans, and coordinate a police response. CSC continued its use of ferromagnetic detection to identify contraband and unauthorized items concealed on a person or in body cavities.

CSC began the process of digitizing security intelligence activities and reporting to permit timely access to information and to streamline processes.

A pilot project for body scanners at Bath Institution and Edmonton Institution for Women continued. This pilot has offered a deeper understanding of the strengths and limitations of the technology in a correctional context, as well as the value of staff experienced in its use.

Further to ongoing enhancements to security measures, CSC maintained its on-going collaboration with Health Canada and recently expanded the Critical Drug Analysis Process, which ensures timely identification of seized substances to support the safety and security of the institution, staff, inmates, and visitors. This expansion allows CSC to further track and report on the potency of, and trends surrounding, seized illicit substances such as fentanyl and crystal methamphetamine.

During the reporting period, CSC opened 3 new Overdose Prevention Services (OPS) sites bringing the number of OPS in CSC to 4. CSC also launched the Prison Needle Exchange Program at an additional 3 sites bringing the total to 10.

The number of individuals on Opioid Agonist Treatment (OAT) increased from 3,063 in April 2023 to 3,415 in March 2024. The number of pending OAT requests decreased from 184 in April 2023 to 68 in March 2024, with most individuals being assessed and their treatment provided within established timeframes.

More specifically, 89.1% of new OAT starts were within 30 days of referral with 19 individuals waiting longer than the established timeframes. Apart from a small number of cases with complex or extenuating clinical circumstances (i.e., physician-ordered follow up), most individuals were assessed and started treatment within established timeframes. CSC continues to monitor the number of pending OAT requests to consistently reach the goal of 90% of new OAT starts within 30 days of referral.

CSC furthered its capacity using an interdisciplinary, evidence-based approach to respond to the substance use health needs of inmates, which aligns with the Canadian Drugs and Substances Strategy. The Self-Managed Addiction Recovery and Treatment (SMART) Program ^{Footnote 8}  is being offered across CSC sites. CSC also has a proprietary program that addresses the specific needs of inmates with co-occurring disorders (i.e., mental health needs and substance use). 

CSC continued to implement the Person Health Care Home (PHCH) model for primary care, with the model having been successfully implemented at 5 launch sites this fiscal year. In October 2023, an educational forum was held for all CSC Health Services staff to share the experiences of the launch sites and to provide education on the PHCH principles to the remaining primary care sites. This forum acted as a launch for national implementation of the PHCH, which began January 2024 and is expected to be completed by December 2024.

CSC renewed Sexually Transmitted and Bloodborne Infections (STBBI) guidelines to strengthen the screening, prevention, and treatment activities aligned with nationally endorsed global commitments to HIV and hepatitis C virus elimination targets. CSC remains vigilant to a normalized, non-stigmatizing approach to STBBI screening, testing, and treatment.

CSC has implemented dashboards, which allow for real-time monitoring of several health topics, which, in turn, provide additional opportunities throughout the year to determine if there is a need for mitigation strategies.

In fiscal year 2023 to 2024, CSC Health Services completed a national assessment by Accreditation Canada which visited all institutions, regional treatment centres, regional pharmacies, and a selection of community mental health facilities to review processes based on community standards of excellence. In November, Health Services was granted a conditional award of Accreditation demonstrating the high quality of services provided by CSC. Health Services will be reviewing and addressing recommendations from Accreditation Canada to achieve the final Accreditation status in November 2024.

CSC continued to meet the 7 recommendations from the Public Safety Roundtable discussion stemming from the 2019 to 2020 Annual Report of the Office of the Correctional Investigator and upholds the legislative requirements and practice standards related to the provision of medical assistance in dying (MAID). The Guidelines 800-9, Medical Assistance in Dying, were updated in March 2024 to reflect recent amendments to An Act to amend the Criminal Code (medical assistance in dying), which specify ineligibility for MAID in cases where a person's sole underlying medical condition is a mental illness. A webinar series was held in spring 2024 to address changes made to the CSC MAID policy and to review roles and responsibilities of involved professionals. Health Services continues to share MAID-relevant information and resources with CSC practitioners and staff involved in the MAID process.

The transition to new servers in both the Ontario and Prairie Regions improved performance for pharmacy staff as work on the Regional Pharmacy Management System project continued. The preparation for data migration and rollout for the three remaining pharmacies has started and is expected to be completed by March 31, 2025.

The increase in upheld complaints and grievances is, in part, due to the preparation of case management files, dietary and religious diets, and claims against the Crown and discrimination grievances. The Offender Recourse Division is offering customized sessions to managers in the regions and in institutions to reduce the number of grievances maintained for claims against the Crown and discrimination grievances, which should have a positive effect on the data for the next fiscal year.

Food Services consistently experienced budgetary pressures due to inflation and price volatility of food commodities, transportation costs, and equipment needs that are crucial to providing this essential service within CSC institutions. Despite these challenges, the National Menu, adapted for therapeutic, religious, and diets of conscience, met the nutritional requirements of inmates as per Canada’s Food Guide recommendations and the Dietary Reference Intakes. The National Grocery List for the Small Group Meal Program provided inmates with access to a wide variety of food products, while promoting healthy eating and the development of livelihood strategies. ^{Footnote 9}

Key risks

Resources required to achieve results

Table 3 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

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

Related government-wide priorities

United Nations 2030 agenda for sustainable development and the sustainable development goals

CSC contributes to sustainable development by preparing and implementing a Departmental Sustainable Development Strategy (DSDS) based upon the Federal Sustainable Development Strategy.

CSC tabled its DSDS fiscal years 2023 to 2027 in Parliament on November 2, 2023, in accordance with the Federal Sustainable Development Act. The DSDS fiscal years 2023 to 2027 aligns with the fiscal years 2022 to 2026 Federal Sustainable Development Strategy and includes 17 departmental actions and 13 planned initiatives. Planning and preparations are currently underway by the various lead divisions as the end date for most of the performance indicators and targets is March 31, 2027. Since the tabling of its DSDS, CSC has made progress on some commitments by pursuing the work through the Energy Performance Contracts (i.e., infrastructure renewal to reduce greenhouse gas emissions) at Joyceville, Bath, Millhaven, Matsqui, Drumheller, and Laval institutions, as well as by conducting additional Climate Risk and Vulnerability Assessments.

More information on CSC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

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 CSC is available on the results page on GC InfoBase.

Core responsibility 2: Correctional interventions

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.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Correctional Interventions. Details are presented by departmental result.

Table 4 provides a summary of the target and actual results for each indicator associated with the results under Correctional Interventions.

Additional information on the detailed results and performance information for CSC’s program inventory is available on GC InfoBase.

Details on results

The following section describes the results for Correctional Interventions in fiscal year 2023 to 2024 compared with the planned results set out in CSC’s Departmental Plan for the year.

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

Results achieved:

• In fiscal year 2023 to 2024, the median percentage of sentence served prior to first release for offenders with moderate or high reintegration potential was 40.2%, outperforming the target range of 42.0% to 46.5%. It demonstrates that sites were effectively preparing offenders for release
• The percentage of Indigenous offenders who were granted a discretionary release at the time of their first release (45.9%) exceeded this year’s target (33.0% to 40.4%) and continued its upward trend
• Of the offenders with an identified need for a nationally recognized correctional program, 77.8% completed them prior to first release, above the target range of 65.7% to 70.2%
• Education program results continued to improve. The percentage of offenders with an identified need who upgraded their education prior to first release was 77.4%, as compared to 69.2% in fiscal year 2022 to 2023

With respect to security classification, CSC completed and published research that explored the validity of the Custody Rating Scale (CRS) for offender sub-groups, including Black and Indigenous men and women. This research, carried out with the support of an expert panel, indicated that the CRS holds predictive validity for Indigenous men and women at intake. ^{Footnote 11}

The Indigenous Initiatives Sector (IIS) continued to utilize the Indigenous Correctional Accountability Framework to monitor and track Indigenous Intervention Centres, publishing the fiscal years 2020 to 2021 and 2021 to 2022 Indigenous Corrections Accountability Framework reports this fiscal year.

As part of her role, the Deputy Commissioner for Indigenous Corrections has established robust processes to monitor data and engage in discussions with decision makers. These efforts are aimed at enhancing, adapting, or adopting current strategies to increase positive outcomes for Indigenous offenders, ensuring that approaches in place are effective and aligned with CSC goals.

This fiscal year, IIS supported the Indigenous Intervention Centres’ (IIC) Internal Audit. This audit made several recommendations, which included a review of performance information to ensure that IICs are impacting the overrepresentation of Indigenous offenders and are identifying risks and best practices to improve overall results. The audit also recommended that an updated communication strategy be accessible to all staff. Following its completion, a management action plan was created in response to the audit’s issues and recommendations.

CSC continued to play an active role within several whole-of-government working groups, including the United Nations Declaration on the Rights of Indigenous Peoples Act working group and the Truth and Reconciliation Calls to Action working group. The percentage of successful transitions of Indigenous offenders to lower security was well within the target range and CSC continues to work on engaging partners and stakeholders to secure potential Section 81 agreements and promote Section 84 reintegration plans. 

CSC disbursed community reintegration funding obtained under Budget 2017 through both contributions and procurements. The Indigenous Offender Reintegration Contribution Program provides reintegration support services and access to urban Indigenous interventions related to addictions, trauma, life skills, and disengagement from Security Threat Groups (STG). In September 2023, CSC entered into 6 contribution agreements to fund a culturally-responsive STG disengagement program, Fetal Alcohol Spectrum Disorder support, reintegration supports and services through pre-release programs, and supports for Indigenous women offenders.

CSC also continued to progress on work with the National Indigenous Advisory Committee (NIAC), which includes representation from several national and provincial Indigenous organizations such as the Congress of Aboriginal Peoples, the Native Women’s Association of Canada, and the Manitoba Métis Federation. Together, they contribute to integrated approaches for the provision of interventions for Indigenous offenders, the role of CSC Elders, and the challenges that STGs present to corrections and offender reintegration. Members provide advice on culturally-responsive strategies, policies, and community engagement initiatives. In fiscal year 2023 to 2024, the NIAC, along with 120 CSC Elders/Spiritual Advisors and Elder Helpers, met in person at the National Gathering of Elders Kanata in Edmonton, Alberta. This was in addition to the regular meetings held with the Commissioner over the course of the year. 

Engagement and collaboration at the regional and national levels were ongoing to support and enable successful implementation of the Enhanced Community Success (ECS) project with Indigenous Services Canada. The ECS project aims to improve accessibility to post-release supports and services for federally sentenced Status First Nations and eligible Inuit people through informational navigation services. This project supports and advances the interdepartmental Secure Certificate Indian Status (SCIS) initiative that has been implemented across all regions. The SCIS serves as valid government-issued identification and may also be used to access entitlements to eligible First Nations individuals, including on-reserve housing and education, as well as coverage for health benefits that are not covered though other social programs, private insurance plans, and/or provincial or territorial health insurance. The SCIS initiative has trained CSC staff as trusted sources for the secure status card application which has since resulted in over 1,000 eligible Status First Nations individuals receiving their SCIS.

As part of the implementation of the management action plan in response to the Audit of the Management of Elder Services, an Indigenous consulting firm was engaged. The firm delivered an external perspective on current best practices in the management of Elder Services. This review was completed in fall 2023, following which CSC reached out to other government departments to learn about and identify alternative models for the management of these services. Results of the review and other information will inform future policy and process changes to procurement when engaging with Elders. 

In fiscal year 2023 to 2024, correctional program results continued to improve. The median number of days from admission to the start of readiness programs for offenders serving sentences of 4 years or less yielded a positive result of 82.0 days as compared to 91.0 days in fiscal year 2022 to 2023. Additionally, the percentage of offenders with a correctional program need who completed their program prior to first release increased from 71.8% in fiscal year 2022 to 2023 to 77.8% in fiscal year 2023 to 2024. 

Throughout the reporting period, CSC continued to offer programs through the virtual correctional program delivery pilot. The pilot, which is available in all regions, allows Correctional Program Officers to deliver correctional programs using a variety of platforms including Webex, Teams, and/or videoconferencing, making participation in programming more accessible. This provided an opportunity for offenders who live in remote communities or whose life circumstances make it difficult to participate in person to complete programming as outlined in their correctional plans.

Through education programs, CSC provided offenders with basic literacy, along with academic and personal development skills, needed to facilitate their safe and successful reintegration. Education program results have continued to improve. In fiscal year 2023 to 2024, 77.4% of offenders with an education need upgraded their education prior to first release, compared to 69.2% in fiscal year 2022 to 2023.

CSC continued to explore and expand partnerships with local universities and colleges to increase opportunities for offenders to pursue post-secondary education. For example, in partnership with the University of Toronto, a professor taught a course to students at Grand Valley Institution for Women. The course was offered to students to teach them the basic skills necessary to pursue studies or employment opportunities in the fields of science, technology, engineering, and mathematics. 

The Walls to Bridges (W2B) program continued to be available in some institutions across the regions. The W2B program brings incarcerated and non-incarcerated students together to study university-level courses delivered by specially trained professors at the expense of the W2B program. Additionally, an ongoing partnership with Cégep Marie-Victorin provided offenders who met certain labour market requirements an opportunity to complete short-term college-level courses. Post-secondary programs were also available to offenders through distance learning and correspondence.

CSC has been modernizing its education programs and increasing offenders’ access to digital education. In 2020, CSC launched the Digital Education Project (DEP) pilot in the Ontario Region, and since this time has expanded to 3 additional regions: Atlantic, Prairie, and Pacific. Through the DEP pilot, offenders can complete courses towards their high school diploma, courses that focus on Indigenous languages and culture, as well as workplace certifications and post-secondary credentials. Offenders access course material on a secure digital platform and can learn independently in the classroom with a teacher’s guidance and support. The DEP pilot continues to expand to more institutions and will provide insight for a digital education project on a national scale.

The Atlantic Region partnered with READ NB (formerly Laubach Literacy) to add a formal tutor training program for offenders to the suite of educational courses available through Digital Education. With this partnership, CSC can formally train inmates who are providing tutoring support to other inmates. This equips tutors with a more structured approach, fosters a more supportive learning environment, and provides an opportunity for improved communication techniques that can boost their confidence and employability on release to the community.

The percentage of offenders who completed vocational training prior to first release yielded a positive national result of 64.6%. This was an increase from the previous fiscal year and was above the target range of 59.0% to 63.8%. While this trend was observed for men offenders (63.0%), women offender results were well above the target range at 82.1%.

The metal workshop of CSC’s Federal Training Centre in Laval, Quebec, participated in the implementation of two Recognition of Acquired and Skills training courses for offenders. Via training, metal workshop workers meeting the program criteria engage in a learning process which will lead to obtaining a certificate of professional studies issued by the Ministry of Education in Quebec. On December 19, 2023, the first three participants were certified through the welding skills recognition program.

CORCAN worked closely with Employment and Social Development Canada (ESDC) to have 5 Indigenous women under community supervision in the Edmonton, Alberta, area participate in the Indigenous Information Technology Apprenticeship Program. They were given term employment letters with ESDC and have been actively engaged in the apprenticeship program.

Starting in September 2023, CSC’s partnership with Building Urban Industries for Local Development was expanded to include CORCAN and Pathways offenders. The goal is to support medium-security offenders to enter the community workforce. A training project for offenders at the Waseskun Healing Centre in Quebec permitted residents to learn and develop skills in manufacturing within their own healing environment.

CORCAN Ottawa Community Industry completed its first full year of implementation and has provided on-going on-the-job training and transitional employment opportunities. Feedback from customers that have utilized the CORCAN Ottawa Community Industries has been positive, and customer orders have been booked for the new fiscal year, which speaks to the long-term potential of the program.

In the Quebec Region, CORCAN contracted FabLab Onaki for the delivery of vocational training around 3D printing and conceptual drawing for Indigenous offenders. FabLab Onaki’s program is based on the Massachusetts Institute of Technology (MIT) model and has been culturally adapted for Indigenous learners.

The National Ethnocultural Advisory Committee was engaged throughout the development process of the Black Offender Strategy, as well as consulted as part of Justice Canada’s efforts related to Canada’s Black Justice Strategy. CSC delivered a workshop for Correctional Program Officers entitled “Developing Working Alliance and Cultural Competency - Working with Black Offenders in Correctional Programs” to help raise awareness of the experiences and cultural diversity of Black offenders and increase competence in meeting the responsivity needs of Black offenders within correctional programs.

CSC’s Chaplaincy Services facilitated regular dialogue and engagement between representatives of the Interfaith Committee (IFC) and the national supplier to ensure that the mutual goal of providing spiritual care and religious services was supported within a continuous quality improvement framework. Notably, the full resumption of site visits provided opportunities for IFC members to engage with chaplains, offenders, institutional management, and the supplier’s regional representatives, with site level evaluations that confirmed high levels of satisfaction with Chaplaincy Services. Volunteers continued to form a significant part of Chaplaincy Services.

CSC worked closely with nearly 4,000 registered volunteers that dedicated their time in supporting offenders both in the institution and the community. In fiscal year 2023 to 2024, CSC experienced a growth in the number of new volunteers. 

This fiscal year, the number of CSC-registered victims was 8,894. CSC worked to further distinguish within its Victim Services stakeholder registry the services provided by other victim-serving agencies (e.g., legal aid, financial aid, counselling, information, referrals, etc.) and which population(s) they serve (e.g., men, women, children, Indigenous, Black, 2SLGBTQIA+, etc.). CSC continued to reach out to agencies and to conduct targeted outreach to populations who are underrepresented as victims.

In November 2023, CSC launched a Multi-disciplinary Victims Committee to explore ways it could improve the services it provides to victims of crime. Areas of focus included how and when CSC engages with victims, and guiding legislation, policies, and processes. The Committee completed its work in February 2024 and a final report with the recommendations of this committee is publicly available. As a result, CSC has a work plan in place to implement many of the recommendations. 

There were 7 new Victim Services corporate reports completed this fiscal year, permitting CSC to share more information about its National Victim Services program publicly, such as through the Corrections and Conditional Release Statistical Overview report produced by Public Safety Canada.

Key risks

Resources required to achieve results

Table 5 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results. 

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

Related government-wide priorities

Gender-based analysis plus

Gender-based analysis plus (GBA) 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, ethnocultural offenders, victims of crimes, and other groups. This configuration is bolstered by national bodies (e.g., National Ethnocultural Advisory Committee), and various branches and sectors within national headquarters (e.g., Indigenous Initiatives Sector, the Women Offender Sector, and the Gender Considerations Secretariat) that consider potential differential impacts of policy, programs and legislation on the needs of different offender populations.

During the reporting period, CSC approved a Section 81 Strategic Action Plan that emphasized the commitment of CSC and the Canadian federal government to Indigenous reconciliation, based on a nation-to-nation, government-to-government, and Inuit-Crown relationship. It recognized the importance of advancing reconciliation through the implementation of the United Nations Declaration on the Rights of Indigenous Peoples Act and meaningful consultation and partnership with Indigenous peoples. In alignment with the Strategic Plan’s objectives, CSC began its outreach initiatives with Indigenous communities to support the expansion of Section 81 Agreements. This Strategic Action Plan aims to maximize the utilization of existing agreements pursuant to Section 81 of the Corrections and Conditional Release Act (CCRA), and to expand the involvement of Indigenous partners in the care, custody, and preparation for release of Indigenous federally incarcerated individuals through new Section 81 Agreements.

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 CSC is available on the results page on GC InfoBase.

Core responsibility 3: Community supervision

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.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Community Supervision. Details are presented by departmental result.

Table 6 provides a summary of the target and actual results for each indicator associated with the results under Community Supervision.

Additional information on the detailed results and performance information for CSC’s program inventory is available on GC InfoBase.

Details on results

The following section describes the results for Community Supervision in fiscal year 2023 to 2024 compared with the planned results set out in CSC’s departmental plan for the year.

Offenders are law-abiding citizens while under community supervision

Results achieved:

• The percentage of offenders on conditional release successfully reaching sentence expiry date without readmission was 57%, well within the established target range of 54.7% to 58.9%
• The rate of convictions on supervision for serious or violent offences, per 1,000 offenders (26.6 in fiscal year 2023 to 2024) slightly underperformed the target range of 18.8 to 23.8
• The percentage of offenders with a residency requirement who successfully transitioned out of residence (56.6%) was below the target range of 57.7% to 63.2% in fiscal year 2023 to 2024

Courts in some regions experienced substantial disruptions during the pandemic. The resumption of court activities after COVID-19 could explain, in part, the increase in recidivism rates.

Initiatives such as alternatives to suspension and the use of Day Parole (other location) as part of a potential continuum for parolees may have had positive impacts, despite not meeting the target.

High inflation and lack of access to affordable housing, among other things, contributed to the rates of homelessness across Canada. Districts reported experiencing external pressures to find accommodation options and shelters for offenders released without an address and many have resorted to the use of temporary community-based residential facility (CBRF) placements to manage the risk associated with this situation. Voluntary residency at a CBRF is a short-term measure from a risk management and reintegration perspective.

As of December 31, 2023, the national bed utilization rate for contracted CBRF was 80%. For this period, the Quebec Region had the highest rate with 91.1% and the Atlantic Region had the lowest rate with 62.7%. 

In December 2022, CSC’s Chaplaincy Services implemented a new initiative called Directed Faith Community Reintegration Projects (D-FCRP), with a focus on providing culturally appropriate faith-based responses to the reintegration needs of racialized offenders, or those representing a non-dominant religious tradition, returning to the community. The first of these contracts was issued to support Muslim offenders returning to the Toronto/Hamilton area. During fiscal year 2023 to 2024, significant progress was made in leveraging resources and capacity within the Muslim community to support these offenders. During the same period, Chaplaincy Services engaged in consultations with stakeholders to provide the framework for similar D-FCRP services to begin in fiscal year 2024 to 2025 for Black offenders returning to the Halifax area and for Sikh offenders in British Columbia’s Lower Mainland.

Key risks

Resources required to achieve results

Table 7 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

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

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 CSC is available on the results page on GC InfoBase.

Internal Services

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

Progress on results

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

CSC’s Office of Informal Conflict Resolution (OICR) contributed to creating a respectful workplace while increasing awareness and supporting managers to deal with conflict in the workplace at the lowest level and at the earliest opportunity. The demand for OICR’s services has increased and by mid-year, the number of participants in OICR learning and awareness sessions was already 50% higher than the total number in the previous fiscal year. The OICR expanded its coaching service and developed and piloted a specialized conflict management program for supervisors.

CSC published the internal fiscal years 2020 to 2023 Report on Workplace Climate and Employee Well-Being, an organizational performance review of tools, resources, and initiatives related to employee wellness. Work began to renew the National Comprehensive Strategy on Workplace Wellness and Employee Well-Being (fiscal years 2024 to 2027). This strategic framework will provide specific, modernized direction for the organization to follow in advancing employee mental health.

CSC remained active in the promotion and integration of new and existing wellness programs, services, and resources relating to employee mental health and wellness. Nationally, CSC promoted 90 wellness activities at sites and in regions, delivered 13 Employee Assistance Program initial trainings, and 25 Critical Incident Stress Management trainings, nationally. Over 800 peers are specially trained to provide support to their colleagues during times of stress and crisis. 

CSC rolled out Supporting Employee Mental Health - Knowledge Sessions for Leaders, optional training that was attended by 388 employees and managers in its first year. These sessions highlighted the interconnectedness of wellness programs at CSC and sought to help leaders consider a comprehensive approach to wellness when supporting employees.

CSC implemented its Employee Mental Health Preparedness Training for all new CSC staff (ongoing) and a Refresher Training to the in-service workforce. This training program aimed to help CSC staff build mental resilience, overcome stressors, and reduce mental health stigma.

CSC’s Internal Audit and Evaluation Sector finalized the Audit of Organizational Culture that will assist the organization in gaining a deeper understanding of the current culture, identify areas requiring improvement, and provide recommendations that will help guide the culture change journey. This audit was supported by a Public Opinion Research, conducted by an independent party research company, that gathered feedback and insight from CSC employees regarding the current organizational culture. The focus is now on the development and implementation of the management action plan stemming from the audit.

Ongoing work from the Return-to-Work Program, Duty to Accommodate Program, and the Workplace Health Management Unit continued to support outcomes for frontline staff who have been injured or are ill. This was in support of their safe and gradual return to the workplace, as possible, while exploring stay-at-work options. During the reporting period, the programs managed new and active Workers’ Compensation Board (WCB) claims where several drivers may have contributed to an increased number of claims such as presumptive legislation for traumatic and cumulative stress, and changes in WCB policies and adjudication procedures concerning mental health, among others. CSC also delivered Duty to Accommodate awareness sessions for managers, and managed processes to accommodate ill or injured employees.

In fiscal year 2023 to 2024, the Office of the Ombuds delivered a total of 249 services for 1,581 employees at various levels. More specifically, the office supported 195 visitors for 175 services and delivered 74 awareness sessions reaching over 1,386 participants.

The Ombuds presented its first 150-day report in October 2023 and is currently working on its annual report, which will delve into emerging trends and provide recommendations aimed at tackling systemic issues.

In the fall of 2023, CSC launched the pilot of the Indigenous Career Navigators Program created by the Knowledge Circle for Indigenous Inclusion. Following a holistic and culturally-sensitive approach, two Indigenous Navigators are providing support to Indigenous employees in their career development, and hiring managers seeking to recruit and/or support Indigenous employees with their career aspirations.

In response to the Clerk of the Privy Council's Call to Action on Anti-Racism, Equity, and Inclusion in the federal public service, CSC consulted with employment equity and equity-deserving employees, as well as relevant offices of primary interest to implement several immediate actions. Building on this momentum, CSC will be working collaboratively with a diverse working group to fulfill the remaining directives outlined in the Clerk's Call to Action. 

CSC has placed a priority on anti-racism to understand and identify systemic barriers embedded within our structures to make improvements to the correctional system. In line with CSC’s Anti-Racism Framework, CSC published its fiscal years 2021 to 2023 progress report on anti-racism, diversity, equity, and inclusion in October 2023. 

CSC’s local, regional, and national Employment Equity and Diversity Committees, whose fundamental role is identifying and bringing attention to issues impacting designated employment equity groups, annually promote 13 commemorative dates. This fiscal year, the Employment Equity and Diversity Committees organized 120 events related to these commemorative dates that were attended by 5,653 employees, management, and CSC’s advisory committee members.

In response to the Office of the Auditor General's Performance Audit on Inclusion in the Workplace for Racialized Employees in late 2023, CSC published a management action plan to address the audit's recommendations and foster a more inclusive environment for racialized employees. 

Following extensive consultations with stakeholders, the Annual Progress Report of the 2022 to 2025 Accessibility Plan was finalized and published on CSC's external website.

CSC continued to focus efforts on the development of the Archibus and Maximo software systems for the management of real property information. Implementation of Maximo for corrective maintenance requests has been completed in all regions, and the data gathered by Maximo will assist in reviewing maintenance resource indicators. Use of Archibus as a workspace reservation tool was limited, and expansion will be undertaken at National Headquarters once approval for office rationalisation has been given. However, in collaboration with Public Services and Procurement Canada, other modules of Archibus are being implemented for the management of real property data enabling CSC to track building conditions, space management, leases, etc., across all its properties.

CSC processed a total of 3,249,668 pages in response to requests under the Access to Information Act and the Privacy Act, including 1,460,734 pages related to legacy requests. CSC prepares and publishes annually a report on the Access to Information Act.

In the last fiscal year, the Access to Information and Privacy (ATIP) Disclosure and Law Enforcement Team (DLET) team worked with the provincial and territorial Crown counsels to gradually and increasingly implement specific measures to protect CSC from the risks associated with sharing offender personal information with the provinces. This personal information is required for the purpose of dangerous offender and long-term supervision order applications for offenders who have reached warrant expiry. DLET has worked to identify a subset of offender banks where the risk is low and can be shared, requiring a court order for additional information. DLET and the Crowns have made significant progress to work towards an efficient process to ensure the risk remains low, and this work continues in fiscal year 2024 to 2025.

In fiscal year 2023 to 2024, CSC implemented Microsoft Power BI with a phased rollout starting in September 2023 as an interim replacement for its Resource Management Tool (RMT) which is used in the management of CSC's budget. CSC continues to plan for a longer-term solution to fully meet the business requirements for the RMT and the Resource Allocation Tool.

CSC continued to work in partnership with Shared Services Canada and internal stakeholders to update and improve foundational network components. Through the Essential Network Enhancements project, CSC completed upgrades to 37 Wide Area Networks as of March 31, 2024. 

To enhance the value of CSC’s data, CSC continued the implementation of its Data Strategy, helped enable data ownership roles and responsibilities, and applied data management standards. 

CSC’s commitment to data integrity and modernization was underlined through a variety of projects in fiscal year 2023 to 2024. CSC created an information management tool to link the current Offender Management System with existing corporate repositories and delivered relevant training modules to information management practitioners. CSC also successfully completed the deployment of an electronic medical records interface in the Quebec Region, including gender-neutral component updates. Work on increasing data collection and analysis with a view to modernizing the Mother-Child Program began, and work on the Digital Education Pilot continued, including an expansion in September 2023 to the Pacific and Bowden institutions.

To enhance family and community ties, CSC has implemented video visitation for offenders in situations where in-person visitation is difficult or impossible. CSC replaced all existing Video Visitation Kiosks with 267 Offender Video Kiosks to support flexibility in providing this service, and to simplify the process of adding future kiosks. 

Key risks

Resources required to achieve results

Table 8 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

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

Contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of fiscal year 2024 to 2025.

CSC result for fiscal year 2023 to 2024:

As shown in Table 9, CSC awarded 6.29% of the total value of all contracts to Indigenous businesses for the fiscal year.

CSC continues to actively support the Government of Canada’s commitment to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year through various procurement activities.

In fiscal year 2023 to 2024, CSC conducted several procurement activities to support Indigenous businesses. To strengthen guidance and support for internal and external stakeholders, a resource was dedicated to overseeing Indigenous procurement reporting requirements. The dedicated resource guides applicable businesses on how to register for the Indigenous Business Directory, provides guidance to internal stakeholders on how to meet the 5% target, tracks CSC’s 5% target on a national level, and manages related requests from external stakeholders.

Additionally, CSC conducted the following procurement activities:

• Commencing strategic discussions on streamlining Indigenous procurement, specifically for Elders, in support of the proposed new contract model
• Supporting the fiscal year 2023 to 2024 Procurement Strategy for Indigenous Business (PSIB) reporting requirement for Indigenous Services Canada
• Increasing awareness and guidance for stakeholders on PSIB set-asides and the 5% target through CSC’s annual procurement planning exercise, PSIB call-letters, and monthly Contracting and Materiel Services’ newsletters
• Continuing to analyze the contracting data analytics review of procurement trends and identifying gaps to better align procurements in support of the meeting the 5% target

As a result, in fiscal year 2023 to 2024, CSC exceeded (6.29%) the target of awarding at least 5% of the total value of contracts to Indigenous businesses.

Spending and human resources

Spending

This section presents an overview of the department's actual and planned expenditures from fiscal years 2021 to 2022 to 2026 to 2027.

Graph 1 presents how much the department spent in fiscal year 2023 to 2024 to carry out core responsibilities and internal services.

Analysis of actual spending by core responsibility

Actual spending by core responsibility was proportionally in line with prior year spending results, as well as with funding received and allocated to the core responsibilities throughout the year. 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 three operational core responsibilities, namely: Care and Custody, Correctional Interventions and Community Supervision. CSC’s internal services represents 14.2% of CSC’s total spending, which is one of the lowest proportions within the public service.

There has been a significant increase in overall expenditures between fiscal year 2023 to 2024 and fiscal year 2022 to 2023. The main increases in spending are directly linked to the increased funding authorized for fiscal year 2023 to 2024. The effects are mainly seen in Care and Custody due to increases in expenses for the Worker’s Compensation Benefits, construction projects to maintain and repair correctional facilities, and the acquisition of equipment to maintain operational standards.

Expenditures across all core responsibilities have also increased mainly due to incremental costs related to changes in offender population volumes and price fluctuations.

The last major variance which had an impact across all core responsibilities, including internal services, is the increase in salary expenses which was due to the ratification of various collective agreements during fiscal year 2023 to 2024.

Overall, the distribution of spending across the core responsibilities was stable during fiscal year 2023 to 2024, even though there was a significant increase in spending.

Budgetary performance summary

Table 10 presents how much money CSC spent over the past three years to carry out its core responsibilities and for internal services. 

Analysis of the past 3 years of spending 

Expenditures over the past 3 years have been stable, with a larger increase experienced during fiscal year 2023 to 2024. The increase in expenditures between fiscal years 2021 to 2022 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 the capital outlays required to improve and maintain the safety and security of CSC’s facilities, incremental expenditures which are due to changes in offender population volumes and price fluctuations, and Workers’ Compensation Benefits due to legal obligations.

In fiscal year 2023 to 2024 specifically, the main increase was due to the newly ratified collective agreements by the federal government, along with the various items listed above.

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

Table 11 presents how much money CSC plans to spend over the next 3 years to carry out its core responsibilities and for internal services. 

Analysis of the next 3 years of spending

The slight decrease in planned spending from fiscal years 2024 to 2025 to 2025 to 2026 is mainly attributable to sunsetting funding for measures received to support correctional operations and Refocusing Government Spending, which further declines in fiscal year 2026 to 2027.

More detailed financial information from previous years 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.

Graph 2 summarizes the department's approved voted and statutory funding from fiscal years 2021 to 2022 to 2026 to 2027. 

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

Statutory expenditures and planned statutory spending have been stable over the years, with the exception of fiscal year 2023 to 2024. CSC’s main statutory expenditure is the Employee Benefits Plan, which was mainly impacted by several collective agreements that were signed that year.

The increase in voted expenditures between fiscal years 2021 to 2022 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 the capital outlays required to improve and maintain the safety and security of CSC’s facilities, incremental expenditures which are due to changes in offender population volumes and price fluctuations, and Workers’ Compensation Benefits due to legal obligations.

In fiscal year 2023 to 2024 specifically, the main increase was due to the newly ratified collective agreements by the federal government, along with the various items listed above.

Planned spending for voted expenditures is stable over the next three fiscal years. The slight decrease in planned spending between fiscal years 2024 to 2025 and 2025 to 2026 is mainly attributable to sunsetting funding for measures received to support correctional operations and Refocusing Government Spending, which further declines in fiscal year 2026 to 2027.

For further information on CSC’s departmental voted and statutory expenditures, consult the Public Accounts of Canada.

Financial Statement Highlights

CSC’s complete financial statements (unaudited) for the year ended March 31, 2024, are available online.

Table 12 summarizes the expenses and revenues for fiscal year 2023 to 2024 which net to the cost of operations before government funding and transfers. 

The fiscal year 2023 to 2024 planned results information is provided in CSC’s Future-Oriented Statement of Operations and Notes 2023 to 2024.

Table 13 summarizes actual expenses and revenues which net to the cost of operations before government funding and transfers.

Over 80% of CSC’s total expenses are personnel costs, amortization, utilities, supplies, and professional services. As reflected in the Consolidated Financial Statements, CSC’s total expenses increased by $920.2 million compared to fiscal year 2022 to 2023 primarily due to an increase in other expenses, salaries and employee benefits, professional and special services, utilities, materials and supplies as well as repairs and maintenance. Approximately $550 million represents an increase in the settled claims liability recorded in the current fiscal year.

CSC earns revenue through the sale of goods and services produced by the CORCAN Revolving Fund, a special operating agency within CSC established to aid in the safe reintegration of offenders into Canadian society by providing employment and training opportunities to offenders incarcerated in federal penitentiaries and, after they are released into the community. Total actual revenues were higher than the original fiscal year 2023 to 2024 planned results by $8 million. In addition, total revenue has increased in comparison to fiscal year 2022 to 2023 actual results by $10.5 million.

The Condensed Consolidated Statement of Operations shows actual expenses of $4,070 million for fiscal year 2023 to 2024. The Care and Custody core responsibility represents $2,651 million (65%), the Correctional Interventions core responsibility represents $689 million (17%), Internal Services represent $509 million (13%) and the Community Supervision core responsibility represents $221 million (5%).

Table 14 provides a brief snapshot of the department’s liabilities (what it owes) and assets (what the department owns), which helps to indicate its ability to carry out programs and services.

CSC’s net liabilities include $1,312.9 million in accounts payable and accrued liabilities, $129.6 million in environmental liabilities, $91.8 million in vacation pay and compensatory leave, $37.3 million in employee future benefits, $32.3 million in the inmate trust fund, and $0.7 million in deferred revenue. The increase in total net financial liabilities is mainly explained by an increase in Accounts payable and accrued liabilities of which approximately $550M represents an increase in the settled claims liability.

The total net financial assets include $337.9 million in the amount Due from the Consolidated Revenue Fund, $71.5 million in accounts receivable, advances and loans and $12.2 million in inventory held for resale.

Human Resources

This section presents an overview of the department’s actual and planned human resources from fiscal years 2021 to 2022 to 2026 to 2027.

Table 15 shows a summary of human resources, in full-time equivalents (FTEs), for CSC’s core responsibilities and for its internal services for the previous 3 fiscal years.

Analysis of human resources over the last 3 years

The variance in FTEs between the fiscal year 2023 to 2024 actuals and the fiscal year 2021 to 2022 actuals is due to an increase in FTEs in order to support correctional operations, mainly due to increased staffing of correctional officers to bring the workforce closer to meet operational needs, as well as Transforming Federal Corrections (Bill C-83) implementation requirements.

Table 16 shows information on human resources, in full-time equivalents (FTEs), for each of CSC’s core responsibilities and for its internal services planned for the next 3 years. Human resources for the current fiscal year are forecasted based on year to date. 

Analysis of human resources for the next 3 years

The decrease in FTEs from fiscal years 2024 to 2025 and 2025 to 2026 is mainly attributable to sunsetting funding for measures received to support correctional operations and Refocusing Government Spending. Further decreases to planned FTEs for fiscal year 2026 to 2027 are related to Refocusing Government Spending.

Corporate information

Departmental profile

Appropriate minister(s): The Honourable Dominic LeBlanc, P.C., K.C., M.P.

Institutional head: Anne Kelly, Commissioner

Ministerial portfolio: Public Safety, Democratic Institutions and Intergovernmental Affairs

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: 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
  
• Response to Parliamentary committees and external audits
  

Federal 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