2012-2013 Departmental Performance Report

Parole Board of Canada

The Honourable Steven Blaney, P.C., M.P.
Minister of Public Safety and Emergency Preparedness

Chairperson's Message

For more than a half-century, as part of the criminal justice system, the Parole Board of Canada has contributed to the protection of society by facilitating, as appropriate, the safe reintegration of offenders into the community.

This report demonstrates the Board's commitment to delivering on its established plans and priorities while being responsive to a changing environment. The Board was able to deliver quality programs while supporting the implementation of new legislation and regulations.

Over the past fiscal year, the Board continued to make progress in key areas that contribute to public safety through conditional release and record suspension decisions and decision processes. In this reporting period, the Board also offered comprehensive training on the Safe Streets and Communities Act (C-10) and the Corrections and Conditional Release Regulations, and enhanced Board member training.

Considerable progress was achieved in modifying the Board's processes as a result of Budget 2012 measures. Measures included holding more reviews by video-conference, undertaking more office reviews and reducing quorum for certain types of reviews.

In 2012-13, the Board completed almost 19,000 conditional release reviews (federal and provincial offenders). Multi-year data continues to demonstrate that parole contributes to public safety: over 94% of all releases do not result in a new offence and over 99% do not result in a new violent offence while on parole.

In addition, the Board received 19,526 record suspension applications. The Board also had more than 22,000 contacts with victims, more than 3,500 observers at its hearings, and released more than 6,600 decisions from its decision registry.

The Board's accomplishments serve to showcase the dedication and commitment of our Board members and public service employees and reflect the Board's ability to respond to a changing environment as we strive to continue to foster safe and secure communities for Canadians.

_________________________________
Harvey Cenaiko
Chairperson, Parole Board of Canada

Section I - PBC Overview

Raison d'être and Responsibilities

The Parole Board of Canada (PBC or "the Board") is an agency within the Public Safety Portfolio.

The Board is an independent administrative tribunal that has exclusive jurisdiction and absolute discretion under the Corrections and Conditional Release Act (CCRA) to grant, cancel, terminate or revoke day parole and full parole. The PBC may also order (on referral by Correctional Service of Canada (CSC)) that certain offenders be held in custody until the end of their sentence. This is called detention during the period of statutory release. Further, the Board has the authority to terminate or revoke a period of statutory release. In addition, the Board makes conditional release decisions for offenders in provinces and territories that do not have their own parole boards. Only the provinces of Ontario and Quebec currently have their own parole boards, which make parole decisions for offenders serving sentences of less than two years.

The Board has legislated responsibilities related to openness and accountability, which are the provision of information and assistance to victims of crime, observers at hearings, access to the PBC's decision registry, and delivery of a program of public information.

The Board has exclusive jurisdiction and absolute discretion to order, refuse to order or revoke a record suspension under the Criminal Records Act (CRA). In addition, the PBC is authorized to investigate Royal Prerogative of Mercy (RPM) requests under Section 110 of the CCRA. The Board makes clemency recommendations to the Minister of Public Safety and Emergency Preparedness.

The PBC is headed by a Chairperson who reports to Parliament through the Minister of Public Safety Emergency Preparedness. The Minister, however, does not have statutory authority to give direction to the Chairperson or other members of the PBC in the exercise of their decision-making powers. This structure helps to ensure the impartiality and integrity of the Board's decision-making process.

Outcomes of the PBC's work can be found in its annual Performance Monitoring Report (PMR). The PMR provides performance and statistical information for the past five years for the PBC's two legislative based programs - conditional release, and clemency and record suspensions.

Our Mission

As part of the criminal justice system, the Board contributes to the maintenance of a just, peaceful and safe society. The word "contribute" is used in the Board's Mission Statement to reflect the fact that it does not work in isolation in the pursuit of this goal.

The Board works with key Portfolio colleagues, provincial parole boards, criminal justice partners, and many other organizations and individuals in the community. The legal authority under which the PBC operates includes the Canadian Charter of Rights and Freedoms, the Criminal Code, the CCRA and its Regulations, the CRA and other legislation.

In making quality conditional release and record suspension decisions, as well as clemency recommendations, the Board's primary objective is the long-term protection of society. During the course of rendering its decisions, the Board is autonomous and independent. However, its decisions are open and transparent to the public by virtue of its legislation and policies.

The protection of society is the paramount consideration for all decisions taken by the Board. Decisions are limited to only what is necessary and proportionate to the purpose of conditional release.

The Mission of the PBC establishes four core values:

• Contributing to the attainment of a just, peaceful and safe society;
• Respect for the inherent potential and dignity of all individuals and the equal rights of all members of society;
• Belief that the contribution of qualified and motivated Board members and staff is essential to promoting the achievement of the Board's Mission; and,
• Commitment to openness, integrity and accountability in the execution of our mandate.

As an agency within the Public Safety Portfolio, the PBC constantly strives to contribute to the Government's outcome of a safe and secure Canada. The Board contributes to this outcome by making quality conditional release and record suspension decisions that result in the safe reintegration of offenders in the community.

The Board carries out its responsibilities through a national office in Ottawa, as well as six offices in five regions across the country (Atlantic, Quebec, Ontario, Prairies, and Pacific).

Pacific Regional Office - Abbotsford, British Columbia
Prairies Regional Office - Edmonton, Alberta and Saskatoon, Saskatchewan
Ontario/Nunavut Regional Office - Kingston, Ontario
National Office - Ottawa, Ontario
Québec Regional Office - Montreal, Québec
Atlantic Regional Office - Moncton, New Brunswick

The Board's regional offices deliver the conditional release program. Conditional release decisions are made by Board members, who are supported in their decision-making by public service staff. Staff schedule hearings, provide information for decision-making, ensure that information for decision-making is shared with offenders, and communicate conditional release decisions to offenders, CSC representatives and others as required. Regional staff also provide information to victims, make arrangements for observers at hearings, and manage requests for access to the Board's decision registry. In addition, regional Board members make record suspension decisions and clemency recommendations.

While the data collection, investigation and assessment work for record suspensions and clemency are conducted at the national office, Board members from all five regions make decisions related to record suspensions and clemency recommendations. In addition, Board members in the Appeal Division at the national office review conditional release decisions and determine if the law and processes were respected. Public service employees at the national office deliver the record suspension and clemency program, develop national policies and procedures related to all program areas, coordinate Board member appointments and training, deliver a program of public information and respond to ATIP requests. Other work performed at the national office includes strategic and operational planning, resource management, program monitoring, case reviews and investigations and an array of internal services.

Consistent with the provisions of the Acts that govern the PBC, Board members are independent in their decision-making responsibilities, and free from outside interference of any kind. As independent decision-makers, Board members are bound by legislation, guided by policy, and are responsible for:

• Reviewing all information for consideration in conditional release, record suspension and clemency cases;
• Conducting an in-depth analysis of each case, and requesting additional information, as necessary, to support quality decision-making;
• Assessing the risk and other factors related to cases, voting independently on the disposition of each case, and providing sound, well-documented, written reasons for decisions; and,
• Ensuring that hearings are conducted in accordance with the duty to act fairly, with respect for all procedural safeguards.

The Chairperson of the PBC is a full-time member of the Board and its chief executive officer. The Chairperson directs PBC's program delivery in keeping with the Government of Canada's overall plans and priorities. The Chairperson reports to Parliament through the Minister of Public Safety on the fulfillment of the Board's mandate, and is accountable for the effectiveness and efficiency of PBC's policies and operations. The Chairperson is assisted in these responsibilities by the Executive Vice-Chairperson, the Vice-Chairperson of the Appeal Division, and the Board's five regional Vice-Chairpersons. The Executive Director General of the Board is its senior staff member and chief operating officer. The Executive Director General, in support of the Chairperson, provides leadership for strategic and operational planning, resource management, program monitoring and administration, as well as the operation of the national office and the regions.

The following organizational chart provides additional details.

• PBC Chairperson
• Director Communications & ATIP
• Legal Counsel
• Chief Financial Officer
• Executive Director General
• Regional Directors General
• Director General Policy & Operations
• Director Corporate Services
• Director Planning, Performance and Program Monitoring
• Director Record Suspension and Clemency
• Regional Vice-Chairpersons (5)/ Vice- Chairperson Appeal Division
• Executive Vice-Chairperson
• Director Board Member Secretariat

Strategic Outcome and Program Alignment Architecture (PAA)

The Parole Board of Canada's Strategic Outcome and Program Alignment Architecture (PAA) reflect the key aspects of its legislated responsibilities for conditional release, record suspensions and clemency, and represents the areas of accountability and performance in which the public and Parliamentarians most frequently express interest. In this context, the Board's strategic outcome is the cornerstone of its public accountability. The PAA includes a single outcome and four programs.

The following chart illustrates the PBC's PAA, which contribute to the Board's single strategic outcome:

Conditional release and record suspension decisions and decision processes that safeguard Canadian communities.

Program Alignment Architecture:

• P1.1- Conditional Release Decisions
• P1.2- Conditional Release Openness and Accountability
• P1.3- Record Suspensions Decisions/ Clemency Recommendations
• P1.4- Internal Services

Organizational Priorities

The following identifies the key priorities for the PBC during 2012-13, links them to the Board's strategic outcome and programs, and explains how these priorities contributed to the strategic outcome. All organizational priorities support the Board's sole strategic outcome: Conditional release and record suspension decisions and decision processes that safeguard Canadian communities.

Risk Analysis

The Board rigorously pursues innovation and improvements to successfully meet emerging challenges and ongoing workload pressures. Public safety remains the Board's primary consideration in all aspects of decision-making policy, training, and operations.

The Board delivers two programs grounded in legislation: conditional release; and record suspensions and clemency. The PBC also manages a range of internal services that support program delivery. The conditional release program is the largest and accounts for 88% of annual program expenditures. Program delivery is labour-intensive, with salary costs accounting for approximately 84% of yearly program expenditures. Most of the remaining expenditures cover essential operating costs, such as travel to parole hearings.

Conditional Release

The PBC's workloads are influenced by many factors, some of which are beyond its control. Legislation governing the Board (i.e., the CCRA) is prescriptive, specifying when and how the Board conducts its business (e.g., when a review is required by law; and when to use hearings). In addition, workloads are driven by the actions of offenders, victims and the community. In concrete terms, this means that the PBC must deal with high workload volumes, involving issues critical to public safety, under tight timeframes, amid intense public scrutiny.

The Board made efforts to manage the workload and cost implications of recent legislative and regulatory amendments (i.e., Bill C-10, the Safe Streets and Communities Act and Bill C-38,the Jobs, Growth and Long-term Prosperity Act).

Workloads ^{Footnote 3} in the Conditional Release Openness and Accountability program have grown exponentially since the introduction of the CCRA in 1992. In 2012-13 for example, the Board had more than 22,000 contacts with victims, over 3,500 observers at hearings, and released more than 6,600 decisions from the decision registry. As with conditional release decision-making, the need for quality program delivery in this area is critical, given its implications for public confidence in corrections and conditional release. Ongoing public scrutiny and media interest in this area make program effectiveness crucial.

Record Suspensions and Clemency

The PBC's record suspension workload is also shaped by factors beyond its control. The CRA is prescriptive, specifying precisely how the Board conducts its business (e.g., admissibility and measuring merit). In addition, workloads are also driven by fluctuating volumes of requests for record suspensions. In concrete terms, this means that the PBC must deal with high workload volumes, involving issues critical to public safety, under legislatively established timeframes (i.e., User Fees Act (UFA)), amid intense public scrutiny. In 2012-13, the PBC accepted 11,534 record suspension applications and rendered 5,784 decisions.

To assist in managing workloads, the Board has provided comprehensive training to Board members to ensure that additional members are available to address increases in requests for record suspensions. In 2012-13, the Board delivered three training sessions on record suspensions to more than twenty Board members.

The Board is now managing an increase in the user fee collected for record suspensions. Since February 23, 2012, applicants for a record suspension must pay a processing fee of $631. Consequently, the Board must adhere to established service standards prescribed by requirements of the UFA. In 2012-13, the Board continued to focus on ways to streamline program processes and find operational efficiencies.

The backlog of 22,500 pardon applications is being addressed by the PBC using the savings incurred through the Deficit Reduction Action Plan and the reallocation of these resources.

Several staffing process were launched during that year to fill determinate positions. Those efforts culminated in the hiring of 21 determinate staff in November 2012. Training and equipping staff was completed in December 2012. Work began in January 2013, and by the end of the fiscal year the backlog was 21,274 applications.

Since 2010, the Clemency Unit has seen steady growth in clemency requests. In order to manage this increase, human resource strategies are being adopted, streamlining processes are being developed and better investigation strategies are being used. The Board received over 52 clemency requests in 2012-13.

Strategic Resource Management

The PBC is committed to ensuring a strong, diverse and dynamic workforce that excels in delivering the Board's mandate, today and in the years to come. The Board continued to address the need for strategic management of human, financial, and information and technology resources to support quality program delivery.

During 2012-13, the Board strengthened its integrated business and human resource planning (e.g., operational, staffing and succession) processes in relation to both its public service staff and its Board members.

It was necessary for the Board to maintain a sufficient number of Board members, who are Governor in Council term appointments. The CCRA specifies that the Board will be comprised of no more than 60 full-time Board members, and provides for the appointment of part-time members to help manage fluctuating conditional release decision-making workloads. As appointments are term, the Board continued to ensure that it identifies sufficient numbers of qualified candidates for appointment consideration by the Minister of Public Safety as Board members are appointed for a determined period of time.

In addition, PBC also provided training and mentoring to ensure that Board members have the knowledge they need to adhere to legislation and regulations, and assess risk in their decision-making.

Timely access to relevant information provides the foundation for quality conditional release, and record suspension decision-making and clemency recommendations. The Board must deal with legislated responsibilities for sharing appropriate information with victims of crime, offenders, other criminal justice partners, and the public. In this environment, strategic information management is crucial, requiring the Board to have the automated systems necessary to support effective collection, storage and sharing of information. Additionally, the Board must have in place policies and procedures necessary to ensure effective information management. Throughout the fiscal year, the Board was assisted in efforts to continuously improve in these areas by CSC, which is the Board's information technology service provider.

For the foreseeable future, the Board will face complex and growing workload pressures in areas of legislated responsibility. For this reason, strong strategic management of resources (both financial and human) is essential in order to closely monitor impacts and identify opportunities to reallocate and re-invest in the Board's programs in line with emerging priorities (both internal and government wide).

Summary of Performance

Financial Resources ($ thousands)

Human Resources (full-time equivalent - FTEs)

Performance Summary Tables for Strategic Outcome (s) and Program (s) ($ thousands)

Strategic Outcome: The custody, correctional interventions and supervision of offenders, in communities and institutions, contribute to public safety

The PBC's three programs align to the Government of Canada's "Safe and Secure Canada" outcome.

Performance Summary Table for Internal Services ($ thousands)

Total Performance Summary Table ($ thousands)

For an explanation of the variances for the total Department spending, please refer to the Expenditure Profile section of this report.

• Total Budgetary Expenditures (Main Estimates) figures are as reported in the 2012-13 Main Estimates.
• Planned Spending figures are as reported in the 2012-13 RPP. Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process as presented in the Annual Reference Level Update.
• Total Authorities reflect 2012-13 Main Estimates plus a net total increase of $3.7 M comprised of Supplementary Estimates and allotment transfers received during the 2012-13 fiscal year, as well as adjustments to statutory amounts to equal actual spending, as reported in the 2012-13 Public Accounts.
• Actual Spending figures represent the actual expenditures incurred during the 2012-13 fiscal year, as reported in the 2012-13 Public Accounts.

Expenditure Profile

Departmental Spending Trend

In 2012-13, the Board's total authorities, consisting of Main Estimates, subsequent to Supplementary Estimates funding, were $55.1M. This consisted of $48.8M of operating resources and $6.3M for the Employee Benefit Plan (EBP).

Actual expenditures were $46.5M and resulted in a reported Public Accounts lapse of $8.6M. This lapse included $2.8M re-profiling of funds to the next two fiscal years related to the Board's Medium to Long Term Accommodation Plan for Program Delivery, $2.2M can be carried forward to 2013-14 and $1.4M related to Budget 2012 Strategic and Operating Review. Various Budget 2012 measures were initiated or implemented ahead of schedule, contributing to a surplus of $2.2M or 4%.

The Board applied its resources to the four following program areas: Conditional Release Decisions, Conditional Release Openness and Accountability, Record Suspension Decisions/Clemency Recommendations and Internal Services.

Actual Spending:

• 2009-10 $47,310 (including temporary funding)
• $47,310 (excluding temporary funding)
• 2010-11 $45,995 (including temporary funding)
• $45,995 (excluding temporary funding)
• 2011-12 $52,188 (including temporary funding)
• $48,054 (excluding temporary funding)

Spending:

• 2012-13 $46,512 (including temporary funding)
• $46,512 (excluding temporary funding)

Planned Spending:

• 2013-14 $52, 027 (including temporary funding)
• $50,640 (excluding temporary funding)
• 2014-15 $47, 523 (including temporary funding)
• $46, 136 (excluding temporary funding)
• 2015-16 $46, 137 (including temporary funding)
• = $46, 137 (including temporary funding)

Estimates by Vote

For information on the Parole Board of Canada's organizational Votes and/or statutory expenditures, please see the Public Accounts of Canada 2013 (Volume II). An electronic version of the Public Accounts 2013 is available on the Public Works and Government Services Canada's website.

Strategic Environmental Assessment

In 2012-13, the PBC considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy Plan and Program Proposals. The Board uses Public Works and Government Services Canada (PWGSC) procurement instruments to the extent possible, as these incorporate environmental performance considerations. In addition, PBC contracts include reference to the Policy on Green Procurement, and encourage contractors to follow environmental practices, such as use of electronic means for transmission of reports, and recycling unused unclassified material. The Board continues to promote environmental considerations in its daily workplaces.

Section II - Analysis of Programs by Strategic Outcome

Strategic Outcome

The Parole Board of Canada (PBC) has a single strategic outcome:

The following tables report back on the indicators and targets from the 2012-13 Report on Plans and Priorities (RPP) to provide information on whether progress on the Board's strategic outcome was achieved as planned.

Programs

PBC programs and priorities are designed to support continuous progress in achieving the strategic outcome. To support this outcome, PBC has four programs:

• P1.1- Conditional Release Decisions
• P1.2- Conditional Release Openness and Accountability
• P1.3- Record Suspensions Decisions/ Clemency Recommendations
• P1.4- Internal Services

The following section describes the PBC's programs and identifies the expected results, performance indicators and targets for each of them. This section also explains how the PBC plans on meeting the expected results and presents the financial and non-financial resources that will be dedicated to each program.

Program 1.1: Conditional Release Decisions

Financial Resources – For Program Level ($ thousands)

Human Resources (Full-Time Equivalents— FTEs)– For Program Level

Performance Results – For Program Level

Program Description and Benefits to Canadians: Conditional release is based on the principle that gradual release to the community, in conjunction with effective programs and treatment, quality assessments of the risk of re-offending and effective community supervision enhances community safety. This program supports public safety by providing quality decisions on the timing and conditions of release of offenders into the community. Through this program, PBC staff provides timely, and accurate information for Board member decision-making, and develops and delivers effective training and policies that are essential tools for quality risk assessment and decision-making. Effectiveness is assessed through monitoring of the outcomes of release on parole. This program is directly supported by the following priorities identified for 2012-13:

• Effectively fulfilling legislative responsibilities related to quality conditional release decision-making;
• Strengthening PBC governance, decision-making practices and supports, ensuring the Board remains a flexible organization; and,
• Ensuring fair and transparent people management.

Performance Analysis

Information on performance demonstrates that the Board achieved the priorities and commitments identified in its 2012-13 RPP. In 2012-13, the Board completed over 18,900 conditional release reviews for federal and provincial offenders.

Multi-year data continues to confirm that parole contributes to public safety. Over 94% of all parole releases do not result in a new offence, and over 99% do not result in a new violent offence while on parole.

Information on re-offending after completion of sentence illustrates that 9 of 10 offenders who reach the end of their sentences on full parole do not return to a federal penitentiary.

For more information, please access the Board's Performance Monitoring Reports.

Program 1.2: Conditional Release Openness and Accountability

Financial Resources – For Program Level ($ thousands)

Human Resources (Full-Time Equivalents— FTEs)– For Program Level

Performance Results – For Program Level

Program Description and Benefits to Canadians: This program ensures that the PBC operates in an open and accountable manner, consistent with the provisions of the CCRA. This program consists of the provision of information for victims of crime; assistance for observers at hearings and those who seek access to the Board's registry of decisions; encouragement of citizen engagement; and performance monitoring and reporting on the release process. Results for this program are assessed by monitoring the timeliness of information shared and by selected surveys of those who receive information and assistance from the PBC. Work in this area recognizes that the PBC operates in a challenging environment in which timely sharing of accurate information is fundamental for effective partnerships and public trust. This program is supported directly by PBC's priorities for:

• Effectively fulfilling legislative responsibilities related to open and accountable conditional release processes;
• Ensuring fair and transparent people management;
• Effectively providing services to victims and the public; and,
• Efficiently managing partnerships with stakeholders.

Performance Analysis

The openness and accountability provisions of the CCRA continue to present important challenges for the Board with respect to: sharing information with victims of crime; provision of information and assistance for those who wish to observe PBC hearings or gain access to the Board's registry of decisions; and delivery of a program of public information. Workloads in these areas have grown exponentially since the introduction of the CCRA in 1992.

In 2012-13, for example, the Board had more than 22,000 contacts with victims, reflecting a 5% increase from 2011-12. As with conditional release decision-making, the need for quality program delivery in this area is critical, given its implications for public confidence in corrections and conditional release. Intense public scrutiny and extensive media interest in this area make program effectiveness crucial. Most of the over 22,000 contacts were with victims of violence, such as sexual assault or with the families of murder victims.

The Board had over 3,500 observers at its hearings in 2012-13, reflecting an 85% increase over the last five years and in 2012-13 victims made 254 presentations at 140 hearings. Most of the presentations were made in person (90%), while the rest were made on either audio or video tape, or via video conference.

The CCRA permits access to specific decisions and to decisions for research purposes through the Board's registry of decisions.

In 2012-13, the Board released over 6,600 decisions from its registry of decisions. Victims were the most frequent requestors of decisions (approximately 55%), followed by the media (approximately 32%).

For more information, please access the Board's Performance Monitoring Reports.

Program 1.3: Record Suspension Decisions/Clemency Recommendations

Financial Resources – For Program Level ($ thousands)

Note: Effective February 23, 2012, the fee increased from $150 to $631, resulting in the authority increase to re-spend revenue by $3.2M from $2.4M to $5.6M.

Human Resources (Full-Time Equivalents— FTEs)– For Program Level

Performance Results – For Program Level

Program Description and Benefits to Canadians: A record suspension is designed to recognize the successful reintegration of an individual into society. It is a formal attempt to remove the stigma of a criminal record for people found guilty of a federal offence and who, after satisfying their sentence and a specified waiting period, have shown themselves to be responsible, law-abiding citizens. Through this program, the PBC screens applications for eligibility and completeness, collects and analyses information for decision-making, and develops policy to guide decision processes. The results of this program are assessed through ongoing review of the average time required to process record suspension applications, and the rates of revocation of record suspensions granted. This program is supported by the following priorities:

• Effectively fulfilling legislative responsibilities related to the processing of record suspension applications and clemency requests;
• Strengthening PBC governance, decision-making practices and supports, ensuring the Board remains a flexible organization;
• Ensuring fair and transparent people management; and,
• Efficiently managing partnerships with stakeholders.

This program is designed to support rehabilitation and community reintegration by providing quality record suspension decisions. The benefits of the program include:

• Providing greater opportunity for record suspension recipients to contribute to their communities as law-abiding citizens;
• Ensuring those who receive a record suspension have increased opportunities for employment, housing, insurance, and travel, allowing them to generate revenue and capital contributing to economic growth; and,
• Ensuring that most individuals (over 95%) who receive a record suspension remain crime free, demonstrating the value of a pardon as a long-term measure of community reintegration.

The RPM or clemency is a largely unfettered, discretionary power vested in the Office of the Governor General, by virtue of the Letters Patent and the Governor in Council, under sections 748, 748.1 of the Criminal Code of Canada, who may apply exceptional remedies under exceptional circumstances to deserving cases. Under section 110 of the CCRA the PBC is mandated to conduct investigations on behalf of the Minister.

The benefit of the program addresses instances of substantial injustice and instances of undue hardship.

Performance Analysis

During the reporting period, the Record Suspension/Clemency Division received a total of 19,526 record suspension applications and accepted 11,291 for processing.

In 2012-13, the Clemency program received 52 requests for the RPM and had 79 active files. The increase in requests is largely attributable to the changes made to the CRA. Most requests are discontinued either because the applicant does not provide sufficient information or proof of excessive hardship to proceed with the request, or the Minister determines that the clemency request does not warrant investigation as the criteria have not been met. Nonetheless, unlike the CRA, the RPM is not based on timelines set in statute but rather on various remedies sought for very exceptional cases. Consequently, an exhaustive assessment of each request is essential in order to provide the Minister with a recommendation. The Clemency program has seen its volumes increase substantially with a corresponding increase in resource demand.

The Board delivered three comprehensive training sessions on record suspensions decision making to over twenty Board members during the reporting period.

For more information, see the Board's Performance Monitoring Reports.

Program 1.4: Internal Services

Financial Resources – For Program Level ($ thousands)

Human Resources (Full-Time Equivalents— FTEs)– For Program Level

Performance Results – For Program Level

Program Description and Benefits to Canadians: This program includes the provision of financial, human resource, administration, security and modern management services. The program provides operational services that enable the Board to function while ensuring compliance with new and existing central agency policies. This program is supported by the following priorities:

• Strengthening PBC governance, decision-making practices and supports, ensuring the Board remains a flexible organization; and,
• Ensuring fair and transparent people management.

Internal Services enable the Board to deliver its programs, and strive to:

• Ensure that the Board's governance structure facilitates the most effective and flexible decision making possible;
• Communicate information about the PBC to target audiences in an effective manner;
• Provide the appropriate human and financial resources to advance the Board's key and ongoing priorities;
• Generate the most effective, results-based planning to ensure reason and cohesion in all PBC programs;
• Conduct reviews, monitoring and investigations to ensure that operations are transparent and accountable;
• Ensure that the technological tools that are essential to the Board's operations are in place; and,
• Maintain a culture of continuous innovation and improvement.

Reporting internal services through a common government-wide approach to planning, designing, budgeting, and reporting allows Canadians to see the full cost and proportion of resources spent at the Board and across the federal government for support activities.

Performance Analysis

Highlights of performance during the year include the following:

• The Office of the Comptroller General conducted a Core Control Audit of the Board in 2012-13. The objective of the audit was to ensure that core controls over financial management result in compliance with key requirements contained in corresponding legislation, policies and directives. While the Board was found to be compliant in certain areas, the audit pointed out areas where improvement was required. The Audit Report and the Board's Management Action Plan can be found on the PBC website. The Action Plan is expected to be fully implemented by June 2013;
• Implemented a code of conduct for PBC employees;
• During the year, PBC's Department Security Plan was approved;
• Human resource and security monitoring was completed to ensure compliance with government policies and legislation;
• PBC commenced a workplace refit in the national office to meet the new government standards (i.e., workplace 2.0); and,
• PBC developed and implemented a process to remove information resources of business value' (term used by Library and Archives to describe operationally-based files and documents) from Library and Archives' Regional Services Centres.

For more information, please access the Board's Performance Monitoring Reports.

Section III: Supplementary Information

Financial Statements Highlights

The Board's condensed financial statements are shown below. Expenditures for the Board decreased in 2012-13 compared to the prior year, and were also considerably less than planned expenditures. One of the main factors contributing to this was the implementation of Budget 2012 measures, which changed the way in which certain conditional release decisions are made, including the following:

• Performing certain types of reviews by video-conference;
• A change for certain types of reviews from hearings (i.e., in-person) to office reviews; and,
• A reduction in quorum for certain types of reviews.

As a result of these measures, travel expenditures were approximately 30% less than the prior year.

Salary expenses were also lower in 2012-13 despite the fact that employee salaries increased. This is because significant amounts were paid in 2011-12 as severance benefits earned following changes to collective agreements and conditions of employment.

Expenses decreased in all of the Board's programs with the exception of the Record Suspension and Clemency program, where expenditures increased by approximately 75%. Revenue for this program also increased as the higher user fee for Record Suspension applications was in place for the entire year, and resources were in place to allow required service standards to be met. In addition, the Board began work on an internally-funded initiative to reduce the pardons backlog.

Condensed Statement of Operations and Departmental Net Financial Position

Parole Board of Canada Condensed Statement of Operations and Departmental Net Financial Position (Unaudited) For the Year Ended March 31, 2013 ($ thousands)

Condensed Statement of Financial Position

Parole Board of Canada Condensed Statement of Financial Position (Unaudited) As at March 31, 2013 ($ thousands)

Financial Highlights Chart

Conditional Release Decisions- 76%
Conditional Release Openness and Accountability- 12%
Record Suspension and Clemency Recommendation (net revenue)- 2%
Internal Services- 10%

Total Expenses net of Revenues for the PBC were $51.7M in 2012–13.

Total expenses for 2012-13 were $8.5M less than planned results. Of this amount, $2.8M relates to the Board's Medium to Long Term Accommodation Plan for program delivery and was re-profiled to the next two fiscal years, and $2.2M will be carried forward to 2013-14. Various Budget 2012 measures were initiated or implemented ahead of schedule, contributing to significant savings. The Board collects a fee for processing record suspension applications. Effective February 23, 2012, the fee increased from $150 to $631, resulting in a significant increase in the revenue collected of $3.1M compared to 2011-12.

Due from Consolidated Revenue Fund- 48%
Accounts receivable and advances- 1%
Prepaid Expenses- 5%
Tangible Capital Assets- 46%

Total Assets equaled $4.9M at the end of 2012–13, an increase of $0.5M from the prior year. This increase is largely related to the implementation of the Board's Medium to Long Term Accommodation Plan at the national office which began in 2012-13 and will continue for the next two fiscal years.

Accounts payable and accrued liabilities- 40%
Vacation pay and compensatory leave- 27%
Employee future benefits- 33%

Total Liabilities were $5.9M at the end of 2012–13, a decrease of $0.7M from last fiscal year. This is mostly explained by the various collective agreement negotiations with certain employee groups, and changes to conditions of employment for executives and certain non-represented employees, the accumulation of severance benefits under the employee severance pay program ceased for these employees commencing in 2012. Employees subject to these changes have been given the option to be immediately paid the full or partial value of benefits earned to date or collect the full or remaining value of benefits on termination from the public service. These changes have been reflected in the calculation of the outstanding severance benefit obligation.

Financial Statements

The Board's 2012-13 Financial Statements can be found on the PBC website.

Supplementary Information Tables

All electronic supplementary information tables found in the 2012–13 Departmental Performance Report can be found on the PBC website.

• Horizontal Initiatives;
• Internal Audits and Evaluations;
• Sources of Non-Respendable Revenue; and,
• User Fees Reporting.

Tax Expenditures and Evaluations Report

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 publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.

Section IV: Other Items of Interest

Organizational Contact Information

Regular mail: Parole Board of Canada
410 Laurier Avenue West
Ottawa, Ontario
K1A 0R1

E-mail: info@PBC-CLCC.gc.ca

Additional Information

Parole: Contributing to Public Safety

Vision 2020 – Public Safety, Public Service

Endnotes