Correctional Service Canada’s 2024 to 2025 Departmental results report

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

Catalogue Number: PS81-15E-PDF

ISSN: 2561-1364

Aussi disponible en français sous le titre : Rapport sur les résultats ministériels 2024 à 2025

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government priorities
• Program inventory

Results achieved:

• the number of non-natural and undetermined offender deaths in custody was within the established target for 2024 to 2025, at 1.42 per 1,000 offenders and lower than in the previous fiscal year. Activities such as intelligence gathering and information sharing practices as well as regular intelligence briefings were likely contributing factors in the prevention of incidents
• in 2024 to 2025, the rate of serious incidents per 1,000 offenders was well-below the established target range and significantly below the rate of the previous fiscal year. The rapid response by staff to administer life-saving interventions, including the administration of Narcan to reverse the effects of overdoses caused by opioids as well as the broader deployment of treatment and harm reduction measures within CSC, including Overdose Prevention Services, appear to have had a positive impact in this regard 

At the close of the fiscal year, CSC was responsible for approximately 23,000 offenders - over 14,000 incarcerated in federal institutions and nearly 9,000 supervised in the community. The organization continues to respond to increasingly complex needs among a diverse offender population, including individuals with extensive histories of violence, links to security threat groups or organized crime, and/or serious mental health disorders.

Correctional staff manage these offenders across a limited and aging infrastructure. CSC currently, operates 43 institutions across varying security levels, with facilities averaging 38 years in age. In addition, CSC maintains 90 parole offices and sub-parole offices, 14 community correctional centres, and 5 regional treatment centres for specialized mental health care.

In 2024 to 2025, CSC strengthened institutional safety and security by actively disrupting the introduction of contraband. To support this effort, CSC collaborated with partners across multiple levels to assess and implement technologies designed to detect uncrewed aerial vehicles (UAVs) and unauthorized cellphone use. Key partners included Innovation, Science and Economic Development Canada, Transport Canada, Defence Research and Development Canada, and the Royal Canadian Mounted Police. A significant milestone was reached in March 2025, when CSC received an exemption from the prohibitions outlined in the Radiocommunication Act related to signal jammers. This exemption enables CSC to deploy jamming technology to counter the threats posed by unauthorized UAVs and contraband cellphones within its institutions.

At Warkworth Institution, the Preventing Contraband Delivery by Air and Ground Detection project emerged as a highly successful and innovative initiative, attracting significant interest from partners. The system is considered cutting-edge, featuring advanced sensor installation, user interface development, and integration with other operational systems.

CSC also significantly expanded the use and procurement of ferromagnetic detectors, which have proven to be effective tools for detecting cellular devices and deterring illicit cellphone use. In partnership with the Connecticut State Police, CSC trained its instructors and increased the number of detector dog teams capable of locating electronic storage devices. These teams have become a highly effective resource in identifying and deterring the presence of contraband electronics, including cellphones.

CSC continued to advance the implementation of body scanner technology in 2024 to 2025, adding another tool to support effective and efficient search procedures. Legislative authority for the use of body scanners was established through amendments to the Corrections and Conditional Release Act (CCRA) in 2019, enabling CSC to use this technology to prevent the entry of contraband into federal institutions. To operationalize these legislative changes, amendments to the Corrections and Conditional Release Regulations came into force on October 1, 2024. These regulatory updates paved the way for the deployment of body scanners across CSC institutions, enhancing institutional safety and supporting staff in their efforts to detect and deter contraband.

To further enhance safety and security within its institutions, CSC launched the Security Threat Group (STG) Strategy Working Group as part of a broader STG Strategy. This strategy provides a framework for addressing barriers faced by offenders affiliated with STGs, supporting their safe management throughout their sentence, and promoting successful reintegration into the community. In fiscal year 2025 to 2026, the Working Group will continue its efforts, with a focus on developing policy and associated tools to support the effective implementation of the strategy.

During the reporting period, CSC successfully carried out the evacuation of Port-Cartier Institution in response to a nearby wildfire. More than 220 inmates were safely relocated to other secure federal correctional facilities. The evacuation was executed through coordinated efforts with key partners, prioritizing the safety and security of staff, the public, and those in custody.

In the same period, CSC concluded consultations on its updated policy framework for the National Drugs and Substances Strategy, now aligned with the Canadian Drugs and Substances Strategy. To support effective implementation, work began on the development of guidance tools and a comprehensive communications strategy. These efforts will facilitate the rollout of the revised policy suite, including the anticipated promulgation of the relevant Commissioner’s Directive (CD) and associated guidelines in 2025.

CSC continued to work collaboratively with all parties involved in the class actions challenging the use of administrative segregation in federal correctional institutions. This included implementing the Brazeau, Reddock, and Diggs (formerly Gallone) claims administration process in accordance with the Distribution and Individual Issues Protocol issued by the court.

Results achieved:

• the percentage of newly admitted offenders receiving health assessments at intake continued to be within the target range in 2024 to 2025
• the number of upheld inmate grievances per 1,000 offenders in federal custody decreased during the reporting period and was within the established targets for the year
• the percentage of successful transfers out of an SIU has increased from fiscal year 2023 to 2024 to fiscal year 2024 to 2025. There are several factors that may be contributing to this increase, including an increased focus on identifying sustainable alternatives for complex cases, behavioural skills coaches support post-release from an SIU for complex cases and regional action plans developed to address certain operational challenges and compliance tracking

CSC has strengthened its National Population Management framework by evolving the National Population Management Committee into a 3-tiered structure to drive change across local, regional, and national levels. This enhanced model fosters meaningful engagement with key stakeholders and enables a more responsive approach to the evolving risks and needs of the offender population, including close collaboration with the Women Offender Population Management Strategy. This is particularly important given that, over the past 20 years, the number of women inmates has increased by 61%, with institutions now operating at or above rated capacity. Although initial projections anticipated a modest 3% growth - resulting in a shortfall of approximately 100 beds nationally - recent data shows a significantly higher rate of increase. In response, the Committee is focused on optimizing existing infrastructure and identifying opportunities to expand capacity through new construction and strategic partnerships, while remaining aligned with the principles of Creating Choices, the foundational framework for federal women’s corrections.

In parallel, CSC has initiated the development of a strategy to improve the management of life sentences. This work includes revising policies to better reflect the distinct needs of this population, fostering meaningful engagement with correctional plans, and strengthening connections with external partners to support reintegration.

To further enhance institutional safety and offender outcomes, CSC promulgated a revised Structured Intervention Unit (SIU) policy suite. This includes a streamlined Commissioner's Directive and Guidelines that clarify responsibilities, along with Procedures Manuals and operational tools that support SIU operations, address offender needs, and promote timely reintegration into the mainstream population.

CSC’s Preventive Security and Intelligence Program also played a critical role in supporting safe and effective population management. Through the collection, analysis, and dissemination of intelligence, the program enabled responsive site-level decision making, informed regional and national strategies, and facilitated the safe transition of complex cases out of SIUs.

CSC has developed and implemented a new Accreditation Standard, approved by the Health Standards Organization, for the 2023 to 2027 accreditation cycle. This revised standard emphasizes interdisciplinary collaboration to deliver person-centered, integrated, and safe health services. To support this approach, CSC created education and professional development materials for patient advocates, ensuring they are equipped to promote health services that are trauma-informed, culturally responsive, and aligned with individual needs. In addition, CSC launched a Patient Advocacy Service Committee comprised of internal and external stakeholders.

CSC continued to monitor incidents related to CD 574: Sexual Coercion and Violence (SCV) and to review operational practices to ensure appropriate responses. SCV training remains a core component of the Correctional Training Program, enhancing new staff’s understanding of SCV and equipping them to respond effectively to incidents and allegations. In 2024 to 2025, CSC convened several Boards of Investigation to examine contributing risk factors, assess staff responses, and identify strategies to prevent and address SCV. These investigations helped uncover compliance issues, document best practices, and inform potential policy improvements.

CSC also advanced its annual research into SCV to better understand the impact of CD 574 on reporting trends and the nature of allegations in federal custody. In parallel, CSC continued its collaboration with Public Safety on a National Prevalence Study of SCV, which aims to explore the broader scope of sexual coercion and violence, including unreported incidents, to strengthen institutional safety and support for those affected.

During the reporting period, CSC continued implementing the geriatric model of care at 6 launch sites. This model focuses on 5 key areas: assessment, interventions, health promotion, programs, and prevention. The assessment phase - using a comprehensive geriatric assessment followed by the development of an integrated care plan - was completed at all launch sites. Implementation of targeted interventions began and will continue into 2025 to 2026. This initiative reflects CSC’s commitment to humane offender management and considers the diverse needs of aging populations, including gender, cultural background, and health status, in alignment with Gender-Based Analysis Plus (GBA Plus) principles.

CSC’s engagements with international criminal justice partners contributed to the United Nations 2030 Agenda for Sustainable Development, specifically Sustainable Development Goals (SDGs) 16 and 17. Through its collaboration with international human rights mechanisms - such as the Working Group on Arbitrary Detention - and its promotion of the rule of law, CSC supported SDG 16. Contributions to SDG 17 were made through bilateral dialogues, technical assistance, and intergovernmental coordination that strengthened institutional partnerships. CSC’s recognized expertise in corrections continues to inform and improve correctional practices globally, reinforcing human rights principles and the rule of law.

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 the Departmental Sustainable Development Strategy.

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government priorities
• Program inventory

Results achieved:

• in fiscal year 2024 to 2025, the percentage of successful transitions to lower security for Indigenous offenders was well within the anticipated range, continuing its upward trend and reaching a current result of 92.2%
• the percentage of offenders with an identified need for a nationally recognized correctional program who completed it prior to first release continued to surpass the established target, maintaining a positive year-over-year trajectory
• there was a decline in the number of offenders securing employment prior to their warrant expiry date compared to the previous fiscal year. Contributing factors may include health-related or complex needs, aging offenders opting for retirement, and elevated unemployment rates in rural and remote areas. CSC is actively monitoring this trend to better understand the underlying causes and inform future strategies

To better identify community stakeholders interested in supporting offenders in institutions - particularly Black and other racialized individuals - CSC launched a national stakeholder registry in July 2024 for internal use. This registry serves as a valuable tool for staff when considering community-based supports that offer a range of services and activities to aid in rehabilitation and reintegration. In line with these efforts, CSC continued to advance safe reintegration initiatives. Notably, in May 2024, a Directed Faith Community Reintegration Project contract was awarded to an organization supporting Black offenders in Halifax.

In 2024 to 2025, the Atlantic Region continued to pilot 2 African Canadian Reintegration Officers, focused on supporting the reintegration of offenders of African descent both in institutions and the community. Working closely with case management teams, these officers contributed to increased releases, escorted and unescorted temporary absences, and parole board hearings for Black offenders. Their efforts also enhanced awareness of culturally relevant community resources and contributed to a greater level of cultural understanding among Parole Board of Canada members during hearings. During the same period, the Ontario Region continued its pilot of the Ethnocultural Liaison Officer and the Black Social History initiative, while the Prairie Region advanced its pilot of the Black Offender Liaison Officer.

Through institutional in-reach and partnerships with community agencies, the Black Offender Liaison has helped strengthen cultural connections between offenders and their communities, actively supporting the safe and successful transition of offenders to conditional release.

In 2024 to 2025, the draft Black Offender Strategy was shared broadly across CSC’s regions and sectors, the National Ethnocultural Advisory Committee as well as all Black offenders. In addition to extensive paper-based consultations, the National Ethnocultural Advisory Committee convened twice - once virtually in July 2024 and once in person for a full-day session in March 2025 - to provide feedback and guidance on the strategy’s development.

In 2024 to 2025, CSC continued to strengthen collaboration with Indigenous partners to expand opportunities for First Nations, Inuit, and Métis communities to participate in the care and reintegration of Indigenous offenders. This included funding Indigenous organizations and communities to build capacity for future agreements under sections 81 and 84 of the CCRA, ensuring access to culturally responsive programming and supports that promote successful reintegration.

As part of the Indigenous Health and Wellness Action Plan, CSC prioritized engagement with Indigenous organizations to support Indigenous-led mental health and substance use initiatives, and to integrate Traditional Healing practices into its health services delivery model. To further enhance the cultural relevance of services, CSC continued to seek guidance from the National Elder Working Group (NEWG) on spiritual, traditional, and cultural protocols. The NEWG provided advice across several areas, including Health Services, Evaluations, Structured Intervention Units, Offender Management System Modernization, and Reintegration Programs. Their input also informed the development of a cultural resource guide for case management staff to ensure appropriate reflection of cultural and spiritual interventions in correctional plans.

The National Indigenous Advisory Committee (NIAC) met twice during the reporting period to discuss key topics aimed at improving the well-being and rehabilitation of Indigenous offenders. These included the Indigenous Health and Wellness Action Plan, updates from CSC’s Research Branch on the Indigenous Research Advisory Circle, health services accreditation, Indigenous policing, and initiatives to foster cultural change within CSC. The NIAC also addressed training, recruitment and retention strategies, Elder procurement, and insights from Indigenous-led initiatives across the organization.

CSC continued to advance the Indigenous Offender Employment Initiative, launched in 2017 to 2018, to enhance vocational and on-the-job training in the Prairie, Pacific, and Ontario Regions. Community industries onboarded during the reporting period provided transitional employment opportunities for offenders under supervision, including projects such as modular buildings and homes for First Nations communities. In Edmonton, community industries offered employment to men and women on parole or work release, helping them build employability skills and work ethic through hands-on experience.

CSC also maintained its collaboration with Indigenous Services Canada (ISC) on the Secure Certificate of Indian Status (SCIS) initiative. As of July 2025, over 2,200 Status First Nations individuals in federal custody or under community supervision had received their SCIS.

The Enhancing Community Success project further strengthened this interdepartmental partnership by supporting the identification of, and access to, community resources for Indigenous offenders upon release. As part of this initiative, an ISC Resource Coordinator was introduced to complement CSC’s release planning and reintegration efforts at selected sites.

In May 2024, CSC released its Multidisciplinary Victims Committee Report, which addressed a broad range of issues relating to victims and victim services. The report included recommendations for CSC and other agencies. In response, CSC developed a multi-year action plan, which was shared with all committee members for feedback in October 2024.

CSC’s Restorative Opportunities program saw a 26% increase in referrals compared to the previous fiscal year. This restorative justice-based initiative provides victim-offender mediation services to victims, allowing victims and offenders to communicate about the harm caused by the offence(s), meet victims’ needs, and hold offenders meaningfully accountable to those they harmed. Victims valued being informed about the program and having the choice to participate, while offenders appreciated the opportunity to take responsibility and contribute to meeting victims’ expressed needs. Due to continued high demand and limited resources, the program has prioritized victim-initiated referrals over institution-initiated ones.

Despite progress during the reporting period, challenges persisted in the area of Chaplaincy, particularly in recruiting chaplains for remote locations in the Quebec and Prairie regions. These staffing shortages affected CSC’s ability to meet the service levels recommended by the Interfaith Committee on Chaplaincy. Recruitment efforts for tradition-specific services also faced obstacles, notably in securing Hindu and Rastafarian chaplains. However, the difficulties in recruiting Muslim chaplains in Quebec during 2023 to 2024 were successfully resolved.

CSC distributed a new iteration of the Handbook for Contractors Delivering Chaplaincy Services in CSC Institutions during the reporting period. The handbook outlines chaplain roles and responsibilities and provides guidance on responding to religious accommodation requests. Additionally, the CSC Prayer and Companion Guide was revised in 2024 to 2025 to emphasize inclusivity, human dignity, and community values - reinforcing CSC’s commitment to spiritual diversity and respect.

A revision to CSC’s Religious Accommodations policy was also initiated to reflect recent changes in Food Services policies related to religious diets. Once finalized, the updated policy will enhance CSC’s alignment with its legal and Charter obligations, while supporting its dynamic responsiveness to the increasingly diverse spiritual needs of the offender population.

CSC continued to advance its efforts to establish a sustainable approach for delivering correctional programs through virtual formats. In 2024 to 2025, programs were offered via the Virtual Correctional Program Delivery Pilot (VCPD-P), which is now available in all regions. This pilot enables correctional program officers to deliver programming using platforms such as WebEx, Microsoft Teams, and videoconferencing. Building on the pilot’s success, CSC is developing the broader Virtual Correctional Program Delivery initiative. This initiative aims to enhance the effectiveness of correctional programs by leveraging technology to address individual needs and expand access to programming.

CSC also continued to provide offenders with foundational literacy, academic, and personal development skills to support safe and successful reintegration. Education program outcomes improved during 2024 to 2025, reflecting ongoing modernization efforts and increased access to digital learning. Following the successful launch of the Digital Education Project (DEP) pilot in 2020 - which helped offenders build computer literacy while upgrading their education - CSC transitioned to the national Offender Digital Education (ODE) initiative. Officially launched in February 2025, the ODE uses a blended classroom model that integrates traditional instruction with modern technology and independent learning. The initiative is now available in at least 1 federal institution in every region, with further expansion underway.

During the 2024 to 2025 fiscal year, CORCAN strengthened its partnerships with other government departments and private sector organizations to broaden access to skilled training opportunities for offenders across the country. These collaborations enabled CORCAN shops across the country to remain active with core product lines while also taking on new projects that support the development of transferable employment skills for reintegration into the community.

Over the past year, CORCAN’s Employment and Employability Program experienced notable growth, alongside expansion across its 5 key business lines: manufacturing, textiles, services, construction, and agriculture. Enhanced sales and installation services, as well as the continued development of the Engineering Centre Program, further contributed to operational success. These advancements positively impacted production and, most importantly, increased inmate employment - reinforcing CSC’s commitment to skill development and workforce integration.

CSC maintained active engagement with the Modern Treaty Implementation Office to clarify and fulfill its obligations under existing treaties involving First Nations and Indigenous communities. By providing advice on treaty wording, CSC supported the ratification of 2 modern treaties, ensuring its commitments in the provision of correctional and rehabilitative services to Indigenous offenders were clearly understood and upheld.

As part of the Government of Canada’s broader commitment to advancing Indigenous engagement in the administration of justice, CSC collaborated with several National Indigenous Organizations (NIOs), including the Assembly of First Nations Justice Roundtable, the Congress of Aboriginal Peoples Justice Working Group, and the Métis Nation Justice and Policing Work Group. Through these platforms, CSC shared information on section 81 and section 84 processes, contributed to integrated restorative justice approaches, and supported discussions on the role of CSC Elders and the challenges posed by STGs in offender reintegration. These engagements aim to foster NIO participation in section 81 Agreements and promote section 84 releases. CSC continued implementing the United Nations Declaration Act Action Plan and advancing the Truth and Reconciliation Commission’s Calls to Action. In collaboration with the Department of Justice, CSC participated in interdepartmental working groups to progress shared priorities under the Indigenous Justice Strategy.

To ensure culturally responsive correctional services, CSC worked closely with Indigenous organizations and community partners, including national associations and advocacy groups focused on Indigenous rights and well-being. These engagements inform CSC’s approach to delivering culturally grounded interventions and supports for Indigenous Offenders. The Deputy Commissioner, Indigenous Corrections, continues to lead efforts to strengthen partnerships with Indigenous peoples, groups, and communities.

The Government of Canada’s 2023 to 2024 Federal Pathway Annual Progress Report highlighted federal efforts to address the crisis of missing and murdered Indigenous women, girls, and 2SLGBTQI+ people. The report emphasized accountability, collaboration, and the importance of building trust and partnerships with Indigenous communities. 

CSC’s Section 81 Strategic Action Plan reaffirms its commitment to reconciliation through nation-to-nation, government-to-government, and Inuit-Crown relationships. This fiscal year, CSC deepened relationships with Indigenous authorities operating Healing Lodges to facilitate offender transfers. CSC also explored legislative and policy enhancements to support these partnerships and improve understanding of Healing Lodge programming in relation to offenders’ correctional plan objectives. CSC has engaged in ongoing discussions with Indigenous communities in Nova Scotia, Ontario, and British Columbia that are exploring opportunities to establish section 81 agreements.

To increase utilization of Healing Lodge beds and strengthen the transfer process, CSC developed resource materials outlining available programs and collaborated with all Healing Lodge partners to document the impact of these programs on offender need areas. Additionally, CSC is developing a Culturally Responsive Indigenous Interventions Guide, in consultation with Elders and Spiritual Advisors, to support case management in tracking progress through cultural and spiritual interventions.

In July 2024, CSC shared the Black Offender Strategy with internal stakeholders and volunteer members of the National Ethnocultural Advisory Committee. In January 2025, the strategy was also shared with Black offenders to gather their input and perspectives.

The strategy is structured in 2 phases. Phase 1 includes no- or low-cost initiatives that are already underway, such as pilot projects launched at local and regional levels, which are intended for broader implementation in future fiscal years. Phase 2 outlines additional initiatives CSC aims to pursue, many of which align with recommendations from the external Steering Group for Canada’s Black Justice Strategy and the Office of the Correctional Investigator. These include the development of dedicated programming for Black offenders and the creation of a liaison officer position to support Black offenders both in institutions and in the community.

CSC continued to apply an equity lens across policy reviews, training and development, and organizational strategies, with a focus on addressing systemic racism and the overrepresentation of Black, racialized, and Indigenous offenders in the criminal justice system.

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Program inventory

Results achieved:

• in 2024 to 2025, the percentage of offenders on conditional release who reached their sentence expiry date without re-admission, revocation, charge, or conviction remained within established targets. These results suggest that effective risk mitigation strategies and strong community partnerships continued to support successful reintegration
• the percentage of offenders with a completed review of their health care needs prior to release in 2024 to 2025 showed notable improvement compared to previous years. This progress reflects increased access to tools that help anticipate upcoming releases, as well as enhancements to internal reporting systems that enable more timely and effective monitoring
• the percentage of employable time spent employed by offenders under community supervision fell below the target in 2024 to 2025 and has declined year over year since 2022 to 2023. Contributing factors include limited offender availability during standard work hours, the prevalence of short-term seasonal employment, gaps in community resources, and challenges related to data entry accuracy

During the reporting period, CSC developed and delivered training for Parole Officers on the use of electronic monitoring (EM). The training ensured staff were well-informed about the legal framework, terms, and conditions associated with EM, including how to recommend its use and interpret the data it generates. Parole Officers were also guided on integrating EM as an alternative to suspension or revocation of release. The program continued to support the management of offenders with special conditions, such as geographical restrictions or curfews.

The Advisory Committee on Community Safety and Operations (ACCSO) continued to provide strategic advice to the Commissioner and CSC Executives on issues affecting the security and operations of community corrections, as well as the safety of staff working in the community. During this period, ACCSO established a subcommittee focused on improving the consistency of reporting community staff safety incidents nationwide. This subcommittee worked to standardize practices, enhance data collection, and strengthen the overall safety framework for staff.

CSC also supported existing partnerships and added a new one, resulting in an increase of more than 33 beds in Community-Based Residential Facility (CBRF) capacity. An analysis of the offender population revealed a rise in the number of high-risk, high-need offenders released into the community with residency requirements, including those on day parole. As at March 31, 2025, the national average bed utilization rate for contracted CBRFs was 82.9%, representing a 2.9% increase compared to the same period last year. The Quebec Region reported the highest utilization rate at 97.6%, while the Atlantic Region had the lowest at 72.8%.

To further support offender health and well-being, CSC developed a Health Services Partnership Engagement Plan aimed at strengthening collaboration across key sector priorities. The plan focuses on building partnerships with stakeholders, external health services, and other organizations to deliver culturally responsive, person-centered health care. Priority areas include access to community hospital beds (including forensic psychiatric beds), and initiatives addressing anti-racism, diversity, equity, inclusion, and the overrepresentation of Indigenous and Black Canadians serving federal sentences.

• Description
• Progress on results
• Resources required to achieve results
• Contracts awarded to Indigenous busineses

• Spending
• Funding
• Financial statement highlights
• Human resources

This pie chart illustrates the Correctional Service of Canada’s spending for the fiscal year 2024 to 2025, broken down by core responsibility.

• Care and custody $2,369,929,863
• Correctional interventions: $550,767,555
• Community supervision: $223,135,184
• Internal services: $456,684,815

In 2024 to 2025, actual spending by core responsibility remained proportionally aligned with prior year results. This consistency reflects CSC’s significant non-discretionary operating expenses, which are directly tied to the offender population. As a result, the majority of expenditures continue to fall within CSC’s 3 operational core responsibilities: Care and Custody, Correctional Interventions, and Community Supervision. Internal services accounted for 12.7% of CSC’s total spending.

The overall increase in spending compared to 2023 to 2024 is primarily attributed to additional funding authorized in 2024 to 2025. This increase was most evident in Care and Custody, driven by higher costs associated with newly ratified collective agreements, Worker’s Compensation Benefits, and changes in offender population volumes and price fluctuations.

Over the past 3 fiscal years, CSC’s expenditures have steadily increased, primarily due to incremental funding approved to meet rising legal and operational obligations. The most significant increases in actual spending since 2022 to 2023 are linked to the ratification of various collective agreements by the federal government in 2023 to 2024 and 2024 to 2025. Additional contributing factors include: changes in offender population volumes and associated cost fluctuations; increased expenditures for Workers’ Compensation Benefits due to legal obligations; and, capital investments required to enhance and maintain the safety and security of CSC facilities.

The decrease in planned spending for 2026 to 2027 compared to 2025 to 2026 is primarily due to the sunsetting of temporary funding allocated to support correctional operations and reductions related to Refocusing Government Spending.

The increase in voted expenditures between fiscal years 2022 to 2023 and 2024 to 2025 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 following:

• ratification of various collective agreements by the federal government
• incremental expenditures which are due to changes in offender population volumes and price fluctuations
• workers’ compensation benefits due to legal obligations
• capital investments necessary to enhance and sustain the safety and security of CSC’s facilities

Planned spending for voted expenditures is decreasing over the next 3 fiscal years, mainly attributable to sunsetting funding for measures received to support correctional operations and reductions related to Refocusing Government Spending.

CSC’s main statutory expenditure is the Employee Benefits Plan, which is directly in relation with CSC’s salary spending, mainly impacted by several collective agreements that were signed in past years.

The majority of CSC’s total expenses are attributed to personnel costs, amortization, utilities, materials, supplies and professional services. As reflected in the Consolidated Financial Statements, CSC’s total expenses decreased by $723.1 million compared to fiscal year 2023 to 2024 primarily due to a decrease of approximately $441.2 million in settled claims liability, and was mostly offset mostly by increases in salaries and employee benefits.

CSC generates revenue through the sale of goods and services produced by the CORCAN Revolving Fund, a special operating agency within CSC that supports offender reintegration by providing employment and training opportunities in federal institutions and the community. In 2024 to 2025, total revenue increased by $8.4 million compared to the previous fiscal year.

The pie chart illustrates the Correctional Service of Canada’s actual total expenses for the fiscal year 2024 to 2025, broken down by core responsibility.

• Internal services: $477,750,926
• Community supervision: $233,776,572
• Correctional interventions: $662,573,207
• Care and custody: $1,957,751,484

CSC’s net liabilities include $1,089.4 million in accounts payable and accrued liabilities, $120.7 million in environmental liabilities and asset retirement obligations, $93.1 million in vacation pay and compensatory leave, $37.9 million in employee future benefits, $35.2 million in the inmate trust fund, and $0.9 million in deferred revenue. The decrease in total net financial liabilities is mainly explained by a decrease in accounts payable and accrued liabilities of which approximately $441.2 million represents a decrease in the settled claims liability.

The total net financial assets include $553.3 million in the amount Due from the Consolidated Revenue Fund, $62.7 million in accounts receivable, advances and loans and $11.8 million in inventory held for resale.

The variance in full-time equivalents between the fiscal year 2024 to 2025 actual and the fiscal year 2022 to 2023 actual is 719 (3.9%), mainly due to an increase in full-time equivalents (mostly correctional officers) to support correctional operations, Transforming Federal Corrections (Bill C-83) and National Training Academy implementation requirements.

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

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)

Mailing address:

340 Laurier Avenue West
Ottawa, Ontario K1A 0P9

Telephone:

613-992-5891

Fax:

613-943-1630

Website(s):

Correctional Service of Canada

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 of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.

Departmental Plan (plan ministériel)

A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.

departmental priority (priorité)

A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.

departmental result (résultat ministériel)

A high-level outcome related to the core responsibilities of a department.

departmental result indicator (indicateur de résultat ministériel)

A quantitative or qualitative measure that assesses progress toward 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 outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

Full-time equivalent (équivalent temps plein)

Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.

Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus 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.

government priorities (priorités pangouvernementales)

For the purpose of the 2024 to 2025 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.

horizontal initiative (initiative horizontale)

A program, project or other initiative where 2 or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.

Indigenous business (entreprise autochtones)

For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada’s criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.

non‑budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

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 measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.

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 the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

A listing that identifies all the department’s programs and the resources that contribute to delivering on the department’s core responsibilities and achieving its results.

result (résultat)

An outcome or output related to the activities of a department, policy, program or initiative.

statutory expenditures (dépenses législatives)

Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.

target (cible)

A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.

voted expenditures (dépenses votées)

Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.