2015-2016 Departmental Performance Report

Actual Spending 2015-16 Actual FTE’s 2015-16
46,330,939 475
Key Achievements of the PBC in 2015-16
  • Effectively administered legislative responsibilities;
  • Enhanced and implemented efficiency and effectiveness measures;
  • Strengthened the engagement of and support to Board members (BMs) and staff;
  • Provided services to victims; and
  • Worked effectively with partners.

PBC Locations

The PBC’s regional offices
Text equivalent of PBC Locations map
  • Pacific/Yukon Regional Office - Abbotsford, British Columbia
  • Prairie/Northwest Territories Regional Offices - 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
  • 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 reviews are conducted in accordance with the duty to act fairly, and with respect for all procedural safeguards.
  • Respect - We respect the inherent potential and rights of all members of society;
  • Openness, Integrity, and Accountability - We are committed to openness, integrity and accountability in the execution of our mandate; and
  • Excellence - We achieve the Parole Board of Canada’s mission through the contributions of qualified individuals working in a continuous learning environment.

Strategic Outcome and Program Alignment Architecture (PAA)

The PBC’s Strategic Outcome and PAA reflect the key aspects of its legislated responsibilities for conditional release, record suspensions and clemency, and represent the areas of accountability and performance in which the public and Parliamentarians most frequently express interest.  In this context, the PBC’s strategic outcome is the cornerstone of its public accountability.  The PAA includes a single outcome and four programs.

The following illustrates the PBC’s complete framework of programs, which contribute to the PBC’s single strategic outcome:

Strategic Outcome:

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

  • Program: 1.1 Conditional Release Decisions;
  • Program: 1.2 Conditional Release Openness and Accountability;
  • Program: 1.3 Record Suspension Decisions/Clemency Recommendations; and
  • Program: 1.4 Internal Services.

Operating Environment and Risk Analysis

Key Risks

The risk response strategies outlined below were revised following the tabling of the 2015-16 Report on Plans and Priorities (RPP).  As such, the reporting reflects the operational realities based on new priorities that emerged during the fiscal year.

Risk Risk Response Strategy Link to the Organization's Program(s)

Quality Adjudication

There is a risk that the quality of decision-making could be affected if the following are not addressed:

  • National consistency;
  • Standardizing procedures and practices; and
  • BM selection, qualification, and professional standards.

Mitigate/Enhance

  • Develop a mechanism to help identify and capture all of the essential and required training.
  • Launch BM orientation and modernization/harmonization initiative to ensure coherence and consistency in national and regional training for new BMs, and monitor its implementation.
  • Optimal usage of Part-Time Board members (PTBMs) is being monitored by senior managers at the national level, and in the regions.
  • Develop and communicate policies and procedures through ongoing national consultations.
  • Update or develop, on a timely basis, policies, procedures, and operational instructions that are reflective of legislative changes and court rulings.
  • Pilot and implement the common file preparation process across the country.
  • Pursue the development of a quality assurance program to provide feedback to BMs regarding their adherence to quality assurance standards.
  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspensions Decisions/ Clemency Recommendations; and
  • Internal Services.

Program Delivery and Management

There is a risk that the PBC may not be able to deliver its programs and services to the required level, due to factors such as frequent and/or significant legislative changes, limited resource capacity, performance issues, antiquated IT infrastructure, the level of IT support, knowledge management, realizing efficiencies, etc.

Mitigate/Enhance

  • Continue to analyze workload formulas which will be used to determine the optimal mix necessary between Full-Time Board member (FTBM) and PTBM usage.
  • Operational manuals to be developed and information sharing encouraged amongst the Appeal Division clerks and analysts.
  • Ensure the E-File project is implemented and incorporated effectively into the daily practices of BMs and staff.

 

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspensions Decisions/ Clemency Recommendations; and
  • Internal Services.

Building and Sustaining Human Capital

There is a risk that key activities and functions could be adversely affected unless the PBC is able to recruit, stabilize, strengthen competencies and capacity, and retain its workforce while ensuring employee wellness.

Mitigate/Enhance

  • Implement an outreach strategy to promote the opportunities available for those interested in a BM position.
  • Refine the assessment tools used during the BM qualification process.
  • Review different staffing options and staff development so as not to limit the capacity of staffing across the PBC.
  • Continue to implement performance management to help management identify talent and support their development.
  • Implement succession planning with the support of champions and their working groups.
  • Develop a strategy to implement the Learning and Development Framework. 

 

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspensions Decisions/ Clemency Recommendations; and
  • Internal Services.

Compliance with Central Agency Requirements

There is a risk that PBC will be challenged by its capacity to consistently respond to government-wide policies and requirements, undermining its credibility.

Accept/Watch

The risk owners accepted the risk and did not intend to do anything above and beyond what is currently being done to prevent and discourage its occurrence or mitigate its impact.  The risk owners monitored and ensured that the risk exposure remains acceptable.

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspensions Decisions/ Clemency Recommendations; and
  • Internal Services.
In 2015-16, the PBC continued to examine program spending and re-investment opportunities, identified efficiency measures, and made reallocations against identified priorities.  The PBC mitigated and managed the impact of pressures, efficiency measures, and legislative changes in order to achieve the best results for Canadians.  Influencing factors that affected the PBC are:
 
  • New Legislation;
  • Information Technology;
  • Board Performance Improvements;
  • Quality Adjudication; and
  • Changing Workloads.
  • Phoenix pay system;
  • Canada School of Public Service new service model;
  • Open Government Framework;
  • Staffing Framework;
  • Standard on Security Screening; and
  • Classification policies.
  • Sharing information with victims of crime;
  • Providing information and assistance to those who wish to observe PBC hearings or gain access to the PBC’s registry of decisions; and
  • Delivering a program of public information.
Planned Initiatives Start Date End Date Status a Link to the Organization’s Program(s)

Make independent, informed conditional release and record suspension decisions and clemency recommendations.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions; and
  • Record Suspension Decisions/Clemency Recommendations.

Refine and/or develop conditional release and record suspension policies to reflect legislative and regulatory requirements, and provide training across the PBC to ensure national consistency in decision-making processes.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability; and
  • Record Suspension Decisions/Clemency Recommendations.

Deliver comprehensive and efficient program management and support to BM decision-making.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspension Decisions/Clemency Recommendations; and
  • Internal Services.

Provide corporate planning and reporting, procurement and financial operational oversight and support.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.

Improve and monitor service standards and efficiency in conditional release and record suspension program delivery and BM decision-making.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions; and
  • Record Suspension Decisions/Clemency Recommendations.

Effectively respond to Parliamentarians’ enquiries and requests.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions; and
  • Record Suspension Decisions/Clemency Recommendations.

Review, renew or create communications products to communicate how legislative change affects PBC operations to victims, offenders and the general public.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability; and
  • Record Suspension Decisions/Clemency Recommendations.
a  Sustaining activities are ongoing, current day-to-day activities while change activities are new initiatives that help move the PBC from the current “as is” state to a desired future “to be” state.  Change activities are identified, developed and informed by various departmental outputs (i.e., Ministerial mandate letters, the Policy on Service, Strategic Operational Planning reports, etc.).

Progress Toward the Priority
The PBC effectively fulfilled its legislative responsibilities during 2015-16.  This priority contributed to making communities safer and supports the Government of Canada’s outcome of a safe and secure Canada by making quality conditional release and record suspension decisions, and clemency recommendations.  During this reporting period, activities in support of this priority included:
  • BM training (i.e., legislative and regulatory changes, risk assessment), occurred on a regular basis and/or when required at national office and in the regions to ensure that BM’s have the knowledge to make quality decisions.  BM training included:
    • The Annual Training on Risk Assessment (ATRA);
    • Training on decision-making processes within the Integrated Decision System (IDS);
    • Training on remote access to allow BMs to view their schedules from their laptops;
    • Training to utilize E-Files to allow BMs to complete their studies and make decisions.
  • Provided staff with ongoing training as legislation, policy, procedures, and processes were changed/developed.
  • Conducted regular quality control on staff work by managers and supervisors to ensure adherence to policies and procedures.
  • Held regular meetings (i.e., telephone and video-conference) and/or as required between national office and the regions to ensure legislative timeframes were met.
  • Regional Director General’s participated in bi-weekly meetings in order to manage workloads.

Planned Initiatives

Start Date

End Date

Status b

Link to the Organization’s Program(s)

Assess implications of government proposals for reform of corrections and criminal justice in response to central agency requests, as it pertains to PBC policy and procedures, anticipated workload pressures, resource needs, and training requirements for BMs and staff.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspension Decisions/Clemency Recommendations; and
  • Internal Services.

Explore innovative and more efficient ways to achieve the PBC’s core mandate and mission as it relates to its decision-making and the operational structures.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability; and
  • Internal Services.

Conduct initiatives to enhance, communicate and uphold corporate strategy management practices to better inform decision-makers at all levels of the PBC.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability; and
  • Internal Services.

Respond to central agency guidance and direction to improve internal management procedures.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.

Strengthen recruitment processes to ensure that the PBC has the right people with the right skills.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.

Provide enterprise-wide support services (i.e., human resources (HR), information technology (IT), information management (IM), and security and accommodation).

N/A

N/A

Sustaining Activity

On track

  • Internal Services.
b Sustaining activities are ongoing, current day-to-day activities while change activities are new initiatives that help move the PBC from the current “as is” state to a desired future “to be” state.  Change activities are identified, developed and informed by various departmental outputs (i.e., Ministerial mandate letters, the Policy on Service, Strategic Operational Planning reports, etc.).
Progress Toward the Priority
The initiatives above provided a means to stimulate program and service delivery improvements and helped position the PBC to be able to effectively respond to current and emerging challenges.  During this reporting period, activities in support of this priority included:
  • Considered and communicated as appropriate any financial implications of any proposals for reforms to the Chairperson, Public Safety Portfolio partners, and others.
  • Remained engaged in working groups that were relevant to government proposals to reform the corrections and criminal justice system.  As proposals were developed, the PBC continued to monitor potential impacts on resources (i.e., financial and human resources) and training requirements.
  • Pursued efforts to revise the Board member Qualification process and ensure that tools used when assessing applicants appropriately assessed competencies.  In addition, the PBC started to develop an outreach strategy to encourage more diversity in the backgrounds of possible BMs.
  • Continued the implementation plan for the Open Government initiative, and responded to central agency guidelines to improve internal management (i.e., utilized the new module for Executive Talent Management, worked closely with TBS on the Horizontal Internal Audit of Information).
  • Provided training to management on the new staffing framework.
  • Provided ongoing support to BMs and staff on new central agency requirements and internal communication.

Priority: Strengthening the engagement of and support to BMs and staff

Description: At the PBC, clear and timely internal communications is essential to ensure information strengthens various processes, provides a mechanism for consultations (e.g., gathering relevant information), defines roles and responsibilities, and outlines expectations.  The PBC’s governance framework and corporate strategic management processes provides the means for active top-down and bottom-up communication.

The PBC manages its BMs and employees in an open and equitable manner to help them respond to new ways of doing business and to meet future challenges.  This includes facilitating ongoing, open and timely dialogue, and mentoring between managers and their staff, as well as providing cross-training and skills development to keep staff engaged and increase retention.

Priority Type: Ongoing

Key Supporting Initiatives:

Planned Initiatives

Start Date

End Date

Status c

Link to the Organization’s Program(s)

Encourage timely communication among senior managers, BMs and staff to encourage participation in the formulation of improvements to internal operations.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspension Decisions/Clemency Recommendations; and
  • Internal Services.

Improve activities related to knowledge management, learning and development, systems and tools, and to address organizational needs in a timely and effective manner.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.

Enhance corporate capacity to ensure sufficient service in areas such as HR planning, security and information management.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.

Increase effective use of internal communications tools and opportunities.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.

Recognize the exceptional staff performance and engagement through the delivery of an effective Chairperson’s Award of Distinction Program and Instant Awards.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.
Progress Toward the Priority
The PBC effectively engaged and supported BMs and staff through the planned activities described above.  This priority contributes to strengthening internal communications, operational innovation, and a healthy and respectful workplace.  During this reporting period, activities in support of this priority included:
  • Provided training to executives and managers on effective internal communications.
  • Utilized the corporate Intranet (iNet) to inform and engage staff on corporate initiatives.
  • Provided regular updates and information on the ongoing Blueprint 2020 initiative to encourage staff engagement.
  • Developed and finalized the PBC Integrated Human Resources Plan.
  • Provided staffing and labour relations training to staff.
  • Held its annual recognition ceremony for the Chairperson’s Awards of Distinction in conjunction with National Public Service Week.
  • Developed a high level action plan to capture the progress being made across the PBC on deficit areas, following the results of the 2014 Public Service Employee Survey (PSES).  Senior Managers report on their progress to the Chairperson and Executive Director General on a bi-annual basis.
Planned Initiatives Start Date End Date Status d Link to the Organization’s Program(s)

Provide and maintain quality information services to victims and the public.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Openness and Accountability.

Update public information products for victims on the conditional release decision-making process and conduct outreach.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Openness and Accountability; and
  • Internal Services.

Work in partnership with CSC to enhance PBC’s effectiveness in areas of shared responsibilities regarding the provision of information to victims.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Openness and Accountability; and
  • Internal Services.

Foster on-going relationships with the Federal Ombudsman for Victims of Crime, victims’ non-governmental organizations and other governmental departments and agencies working with victims.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Openness and Accountability; and
  • Internal Services.

Create and launch an effective national Victim Complaints Process.

August 2014

July 2015

Change Activity

Completed

  • Conditional Release Openness and Accountability; and
  • Internal Services.
d Sustaining activities are ongoing, current day-to-day activities while change activities are new initiatives that help move the PBC from the current “as is” state to a desired future “to be” state.  Change activities are identified, developed and informed by various departmental outputs (i.e., Ministerial mandate letters, the Policy on Service, Strategic Operational Planning reports, etc.).
Progress Toward the Priority

The PBC effectively provided accurate and timely information to victims through the planned activities described above.  During this reporting period, activities in support of this priority included:

  • Regional Communications Officers (RCOs) attended ongoing training, attended hearings with victims at institutions, provided ongoing support to users on the new Victims module, developed procedures to better the services to victims, and ensured that all information was provided to victims in a timely fashion.
  • Updated the Victims Statement Checklist.
  • Held regular meetings to help facilitate new services (Victims Portal, Audio Recordings of hearings), and continued outreach opportunities and consultation processes with partners (i.e., provincial/municipal victim service workers).
  • Continued engagement with stakeholders (i.e., Correctional Service Canada, University of Montréal) through meetings (i.e., Interlinkages).
  • Implemented the procedure for sharing Audio Recordings with victims.
  • Launched the Victim Complaints Process.  Victims were informed of their right to make a formal complaint.  In addition, a new fact sheet for victims on the new complaint mechanism took effect.  As a result, this initiative is now a sustaining activity for the organization.

Planned Initiatives

Start Date

End Date

Status e

Link to the Organization’s Program(s)

Efficiently manage working relationships with criminal justice partners, Public Safety portfolio organizations, and central agencies at the national level.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions;
  • Conditional Release Openness and Accountability;
  • Record Suspension Decisions/Clemency Recommendations; and
  • Internal Services.

Efficiently manage partnerships at the regional level (e.g., regional Interlinkages meetings with CSC, Victim Service Units, Victims Advisory Committees, and provincial/territorial/municipal government departments, non-governmental organizations, etc.).

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions; and
  • Conditional Release Openness and Accountability.

Meet with the Indigenous Circle to examine ways to improve access to services for Indigenous offenders and victims.

N/A

N/A

Sustaining Activity

On track

  • Conditional Release Decisions; and
  • Conditional Release Openness and Accountability.

Effectively manage International Affairs, including relations and information requests with the Association of Paroling Authorities International (APAI) and other international paroling organizations.

N/A

N/A

Sustaining Activity

On track

  • Internal Services.
e Sustaining activities are ongoing, current day-to-day activities while change activities are new initiatives that help move the PBC from the current “as is” state to a desired future “to be” state.  Change activities are identified, developed and informed by various departmental outputs (i.e., Ministerial mandate letters, the Policy on Service, Strategic Operational Planning reports, etc.).
 
Progress Toward the Priority
Through the initiatives above, the PBC was able to maintain strong working relationships with its partners.  This priority contributed to PBC’s mandate by ensuring effective communication sharing to inform conditional release, record suspension decisions and clemency recommendations, and support program delivery.  During this reporting period, activities in support of this priority included:
  • Provided active participation with the Public Safety Portfolio through regular meetings and ongoing work with CSC.
  • Held regular meetings at the regional level (i.e., Interlinkages, Victim Advisory Committee (VAC), British Columbia Police Victim Services, and l’Association des services de réhabilitation sociale du Québec, and various outreach activities).
  • Met with the Indigenous Circle in person and via teleconference which provided the PBC with the opportunity to strengthen the bonds between Elders and the Circle.
  • Attended 14 conferences of which two were speaking engagements.  The PBC will host the next APAI Conference in Canada, May 2017.
  • Held meetings with leaders of National Indigenous groups including the Native Women’s Association of Canada (NWAC) and the Congress of Aboriginal Peoples (CAP).  The PBC continues to meet with Indigenous groups to maintain strong relationships.
Budgetary Financial Resources (dollars)

2015-16
Main Estimates

2015-16
Planned Spending

2015-16 Total Authorities Available for Use

2015-16 Actual Spending (authorities used)

Difference (actual minus planned)

45,915,750

47,349,808

48,764,587

46,330,939

(1,018,869)

Human Resources (full-time equivalents- FTEs)

2015-16 Planned

2015-16 Actual

2015-16 Difference
(actual minus planned)

510

475

(35)

Budgetary Performance Summary

Budgetary Performance Summary for Program(s) and Internal Services (dollars)

Program(s) and Internal Services

2015-16
Main Estimates
 
2015-16
Planned Spending
 
2016-17
Planned Spending
 
2017-18
Planned Spending

2015-16 Total Authorities Available for Use

2015-16 Actual Spending (authorities used)

2014-15

Actual Spending (authorities used)

 

2013-14

Actual Spending (authorities used)

 

1.1 Conditional Release Decisions

33,532,213

35,815,175

37,519,878

35,111,131

35,386,820

35,007,980

37,027,793

36,601,459

1.2 Conditional Release Openness and Accountability

4,942,242

4,566,281

3,952,579

4,847,261

5,560,244

3,854,157

5,728,180

5,552,600

1.3 Record Suspensions Decisions/Clemency Recommendations

539,078

580,474

775,438

606,962

568,172

364,363

2,317,620

2,846,012

1.4 Internal Services

6,902,217

6,387,878

7,360,910

7,050,086

7,249,351

7,104,439

5,048,803

5,410,406

Total

45,915,750

47,349,808

49,608,805

47,615,440

48,764,587

46,330,939

50,122,396

50,410,477

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

  •  Total Budgetary Expenditures (Main Estimates) figures are as reported in the 2015-16 Main Estimates.
  •  The Planned Spending figures for 2015-16 is based on the 2015-16 RPP.  The Planned Spending figures for 2016-17 and 2017-18 are based on the 2016-17 RPP.  Planned Spending reflects funds already brought into the PBC'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 2015-16 Main Estimates plus a net total increase of $2.8 million comprised of Supplementary Estimates and allotment transfers received during the 2015-16 fiscal year, as well as adjustments to statutory amounts to equal actual spending, as reported in the 2015-16 Public Accounts.
  •  Actual Spending figures represent the actual expenditures incurred during the last three fiscal years, as reported in the Public Accounts. 

Departmental Spending Trend

In 2015-16, the PBC’s total authorities, consisting of Main Estimates, subsequent to Supplementary Estimates funding, were $48.8 million.  This consisted of $42.8 million of operating resources and $6.0 million of statutory resources.  Actual expenditures were $46.3 million and resulted in a reported Public Accounts lapse of $2.4 million.  The PBC’s maximum carry forward is $2.3 million and it can be carried forward in total to 2016-17.  The PBC 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.

Departmental Spending Trend Graph

Text Equivalent for Departmental Spending Trend Graph:
Departmental Spending Trend Graph

Fiscal year

Total

Voted

Statutory

Sunset Programs – Anticipated

2013–14

50,410,477

42,422,252

6,689,324

1,298,901

2014–15

50,122,396

42,410,070

6,325,676

1,386,650

2015–16

46,330,939

40,375,622

5,955,317

0

2016–17

49,608,805

43,489,952

6,118,853

0

2017–18

47,615,440

41,495,552

6,119,888

0

2018–19

47,623,283

41,502,344

6,120,939

0

Alignment of Spending with the Whole-of-Government Framework

Alignment of 2015-16 Actual Spending with the Whole-of-Government Framework (dollars)

Program

Spending Area

Government of Canada Outcome

2015-16 Actual Spending

1.1 Conditional Release Decisions

Social Affairs

Safe and secure Canada

35,007,980

1.2 Conditional Release Openness and Accountability

Social Affairs

Safe and secure Canada

3,854,157

1.3 Record Suspension Decisions/Clemency Recommendations

Social Affairs

Safe and secure Canada

364,363

Total Planned Spending by Spending Area (dollars)

Spending Area

Total Planned Spending

Total Actual Spending

Social Affairs

40,961,830

39,226,500

Condensed Statement of Operations (unaudited)
For the Year Ended March 31, 2016 (dollars)

Financial Information

2015-16

Planned Results

2015-16

Actual

 

2014-15

Actual

Difference (2015-16 actual minus 2015-16 planned)

Difference (2015-16 actual minus 2014-15 actual)

Total expenses

60,491,000

58,320,982

60,290,563

(2,170,018)

(1,969,581)

Total revenues

4,700,000

4,179,380

4,241,491

(520,620)

(62,111)

Net cost of operations before government funding and transfers

55,791,000

54,141,602

56,049,072

(1,649,398)

(1,907,470)

Condensed Statement of Financial Position (unaudited)
As at March 31, 2016 (dollars)

Financial Information

2015-16

2014-15

Difference
(2015-16 minus 2014-15)

Total net liabilities

7,849,316

7,636,588

212,728

Total net financial assets

4,288,679

4,189,990

98,689

Departmental net debt

3,560,637

3,446,598

114,039

Total non-financial assets

1,778,789

2,174,085

(395,296)

Departmental net financial position

(1,781,848)

(1,272,513)

(509,335)

Expenses less Revenues - Where funds Go
Description - Expenses less Revenues - Where Funds Go
Expenses less Revenues - Where Funds Go
Programs Net cost of operations Percentage on total

Conditional Release Decisions

40,488,910

75%

Conditional Release Openness and Accountability

4,396,881

8%

Record Suspension and Clemency Recommendation (net of revenue)

921,831

2%

Internal Services

8,333,980

15%

Total

54,141,602

100%

Liabilities by Type
Liabilities by type
Description - Liabilities by Type
Liabilities Total liabilities Percentage on total

Accounts payable and accrued liabilities

4,136,859

53%

Vacation pay and compensatory leave

1,538,335

19%

Employee future benefits

2,174,122

28%

Total

7,849,316

100%

Section III: Analysis of Programs and Internal Services

Programs

The following section describes the PBC’s four 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

Program Description: Conditional release is based on the principle that community safety is enhanced by the gradual and structured release of offenders to the community when appropriate.  Quality decisions based on the risk of re-offending in conjunction with effective programs and treatment, and effective community supervision all contribute to the process.  Through this program, PBC staff provides timely, accurate information for BM decision-making, and develops training and policies that are essential tools for risk assessment and decision-making.

Budgetary Financial Resources (dollars)
2015-16
Main Estimates
2015-16
Planned Spending

2015-16 Total Authorities Available for Use

2015-16 Actual Spending (authorities used)

2015-16 Difference (actual minus planned)

33,532,213

35,815,175

35,386,820

35,007,980

(807,195)

Human Resources (FTEs)

2015-16 Planned

2015-16 Actual

2015-16 Difference (actual minus planned)

338

322

(16)

Expected Results

Performance Indicators

Targets Footnote 3

Actual Results

Conditional release decisions contribute to public safety.

The percentage of offenders on parole that do not incur a new violent offence prior to the end of the supervision period.

≥98%

Over 99% of releases on parole that ended in 2015-16 did not result in a conviction for a new violent offence prior to warrant expiry.

The percentage of offenders who completed their sentence on full parole and who are not re-admitted after release because of a new violent conviction (five years post-warrant expiry).

≥98%

Over 99% of offenders who completed their sentences on full parole within the last five years have not re-offended and returned to a federal penitentiary because of a new violent offence.

The percentage of decisions that are not modified by the Appeal Division.

≥95%

82% affirmation rate for conditional release decisions.

Performance Measurement

Performance Analysis and Lessons Learned

Information on performance demonstrates that the PBC achieved the priorities and commitments identified in its 2015-16 RPP.  In 2015-16, the PBC completed 15,773 conditional release reviews for federal and provincial offenders.

Multi-year data continues to confirm that parole contributes to public safety.  Over the last ten years, 99.5% of releases on parole did not result in a conviction for a new violent offence prior to warrant expiry, and over 99.6% of offenders who completed their sentences on full parole within the last five years have not re-offended and returned to a federal penitentiary because of a new violent offence.

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.

The 82% affirmation rate for conditional release decisions is attributable to changes in regard to post suspension reviews and legislative amendments which have resulted in an increase in-office versus hearing reviews and a decrease from a quorum of 2 to 1 BM for certain types of reviews.  Ongoing training initiatives and improvements to procedural supports have been implemented to increase the confirmation rate for conditional release decisions.  While the affirmation rate has decreased since the last reporting period, further training is continually being provided and discussions are regularly taking place among the Vice-Chairpersons in order to improve the affirmation rate.

The E-File project is expected to be completed (i.e., incorporated into the day-to-day business of the PBC) by the end of 2016-17.
The E-File project is a PBC initiative that will streamline and automate tasks, eliminate paper handling, reduce delays, and simplify access to relevant information in decision-making.  The Records sections in all regions (i.e., Atlantic, Québec, Ontario, Prairie and Pacific) are focused on increasing the inventory of E-Files.  Paper documents are not being printed for Provincial files that were created after April 1, 2016.  All actions by staff and reviews by BMs are and will be completed using E-File and all regions have had at least one BM completing review(s).  Two regions have expanded to completing panel(s) by E-File.  Furthermore, all regions have reported that they will be increasing the number of BMs trained on E-File.

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The E-File project is expected to be completed (i.e., incorporated into the day-to-day business of the PBC) by the end of 2016-17.

For more information, please access the PBC’s PMR.Footn .

Program 1.2: Conditional Release Openness and Accountability

Program Description: This program ensures that PBC operates in an open and accountable manner, consistent with the provisions of the CCRA.  This program works with victims of crime and the general public by providing information, including access to the PBC's registry of decisions, as well as enabling the attendance of observers at hearings.  The program also works to encourage citizen engagement, investigates serious incidents in the community, monitors the PBC's performance and reports on conditional release processes.

Budgetary Financial Resources (dollars)
2015-16
Main Estimates
2015-16
Planned Spending

2015-16
Total Authorities Available for Use

2015-16
Actual Spending (authorities used)

2015-16
Difference (actual minus planned)

4,942,242

4,566,281

5,560,244

3,854,157

(712,124)

Human Resources (FTEs)

2015-16 Planned

2015-16 Actual

2015-16 Difference (actual minus planned)

45

42

(3)

Performance Measurement

Expected Results

Performance Indicators

Targets

Actual Results

The PBC operates in an open and accountable manner, consistent with the CCRA.

The percentage of victims who are satisfied with the quality and timeliness of information provided by the PBC.

≥80%

89%

The percentage of individuals who access PBC services who are satisfied with the quality and timeliness of information provided by the PBC.

≥80%

89%

Performance Analysis and Lessons Learned

The PBC continued to face important challenges related to openness and accountability provisions of the CCRA,  especially with respect to sharing information with victims of crime and with others wishing to observe PBC hearings or gain access to the PBC's registry of decisions, and delivering a program of public information.  Workloads in these areas have grown annually since the introduction of the CCRA in 1992.

In 2015-16 the PBC had more than 29,000 contacts with victims.  This number has grown 39% over the last five years.  In 2015-16, 43% of the contacts were by letter and 34% were by telephone.  As with conditional release decision-making, the need for quality program delivery is critical, given its implications for public confidence in corrections and conditional release, particularly due to intense public scrutiny and extensive media interest which make this program’s effectiveness crucial.

More than 4,200 people observed a PBC hearing in 2015-16 (including victims, members of the public and the media), reflecting a 54% increase over the last five years.  The CCRA  permits access to specific decisions and to decisions for research purposes through the PBC’s registry of decisions.  In 2015-16 the PBC released over 7,000 decisions from its registry of decisions.  Victims were the most frequent requestors of decisions (approximately 61%), followed by the media (approximately 28%).

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The victims’ complaint mechanism is currently e-enabled to provide victims the option of submitting their complaints via e-mail. Opportunities exist to extend functionality to reduce the use of physical mailings, on-line processing of submissions and the generation of activity report production.

For more information, please access the PBC’s PMR.

Program 1.3: Record Suspension Decisions/Clemency Recommendations

Program Description: A record suspension is designed to support 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 specified waiting period, have shown themselves to be responsible law-abiding citizens.  Through this program the PBC screens applications for completeness and eligibility of each applicant, collects information for decision-making and develops policy to guide decision processes.  This program is also responsible for assessing requests and providing recommendations to the Minister of Public Safety under the RPM (i.e., clemency) on the merits of each case.
Footnote (i.e., clemency) on the merits of each case.

Budgetary Financial Resources (dollars)

 

2015-16
Main Estimates

2015-16
Planned Spending

2015-16 Total Authorities Available for Use

2015-16 Actual Spending (authorities used)

2015-16 Difference (actual minus planned)

Expenses

6,183,878

6,225,274

6,212,972

4,547,833

(1,677,441)

Revenue

5,644,800

5,644,800

5,644,800

4,183,470

(1,461,330)

Total

539,078

580,474

568,172

364,363

(216,111)

Human Resources (FTEs)

2015-16 Planned

2015-16 Actual

2015-16 Difference (actual minus planned)

55

52

(3)

Performance Measurement

Expected Results

Performance Indicators

TargetsFootnote 4

Actual Results

Record suspension decisions support rehabilitation and community reintegration.

The percentage of record suspension recipients whose record suspension remain in effect.

≥95%

95%

Performance Analysis and Lessons Learned

During 2015-16, the PBC received a total of 12,384 record suspension applications, and accepted 8,901 for processing.  Since 2012-13, the number of record suspensions received has been decreasing, from 19,526 in 2012-13 to 12,384 in 2015-16, while the proportion accepted increased to 72%.  The amendments to the CRA   in March 2012 have had an impact on the availability of the program due to the changes in the eligibility criteria and waiting periods.  It is equally important to note that in the last quarter of the fiscal year announcements relative to reviewing the record suspension program may have contributed to applicants anticipating favorable changes and thereby delaying their application for a record suspension.  The PBC continued to process record suspension applications according to the following service standardsFootnote 5 .

  •  Applications seeking a record suspension for (an) offence(s) tried summarily will be processed within 6 months of application acceptance;
  •  Applications seeking a record suspension for (an) offence(s) tried by indictment will be processed within 12 months of application acceptance; and
  •  Applications in which the PBC is proposing to refuse to order a record suspension will require up to 24 months after application acceptance to complete.
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Average processing time for files:

  • Containing offences tried summarily - 151 days;
  • Containing offences tried by indictment - 282 days; and
  • Where the PBC refused to order a record suspension - 242 days.

During the year, the PBC continued to work on the pardons backlog, processing and completing 1,977 pardon applications which resulted in the pardon applications for summary offences in the backlog being completed. 

In 2015-16 the Clemency Unit received 40 requests for the RPM, and had 107 active files.  The number of active clemency files remains high largely attributable to the changes made to the CRA  and legislative amendments (i.e., Safe Streets and Communities Act).  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.  During 2015-16 the number of active cases had a direct effect on resource demands, both financial and human resources, and required efficient resource management to keep pace with this workload.

For more information, please access the PBC’s PMR.

Program 1.4: Internal Services

Program Description: Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program.  The groups of activities are Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Security; Accommodations; Real Property Services; Materiel Services; Access to Information and Privacy and Acquisition Services.

Budgetary Financial Resources (dollars)

2015-16
Main Estimates

2015-16
Planned Spending

2015-16
Total Authorities Available for Use

2015-16 Actual Spending (authorities used)

2015-16 Difference (actual minus planned)

6,902,217

6,387,878

7,249,351

7,104,439

716,561

Human Resources (FTEs)

2015-16 Planned

2015-16 Actual

2015-16 Difference (actual minus planned)

72

59

(13)

Performance Results

Expected Results

Performance Indicators

Targets

Actual Results

Efficient and effective internal services that support quality program delivery.

Services provided meet standards set under Government-wide policies as well as Management Accountability Framework (MAF) expectations.

To meet or surpass government standards.

The PBC continued to adhere to MAF expectations. Mechanisms are in place and work continued to integrate and enhance MAF elements.

Section IV: Supplementary Information

Supplementary Information Tables

The supplementary information tables listed in the 2015-16 Departmental Performance Report are available online.

  1. Departmental Sustainable Development Strategy; and
  2. User Fees Reporting.

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 annually in the Report of 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. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational Contact Information

Regular mail:  

Public Affairs Division
410 Laurier Avenue West
Ottawa, Ontario
K1A 0R1

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

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