2021-2022 Departmental Results Report
About this publication
Publication author: Parole Board of Canada
ISSN: 2560-9327
Chairperson’s message
As Chairperson of the Parole Board of Canada (PBC), I am pleased to present the 2021-22 Departmental Results Report (DRR). This report provides parliamentarians and Canadians with an overview of the PBC’s performance in delivering on its established plans and priorities this past fiscal year.
The PBC is an independent administrative tribunal. As part of the criminal justice system, the PBC contributes to the protection of society by facilitating, as appropriate, the timely reintegration of offenders and the sustained rehabilitation of individuals into society as law-abiding citizens. The PBC makes independent, quality conditional release, record suspension/pardon and expungement decisions, as well as clemency recommendations, in a transparent and accountable manner, while respecting diversity and the rights of offenders and victims.
The 2021-22 DRR demonstrates the PBC’s continuing commitment in delivering its priorities and objectives. The PBC remains committed to successfully deliver its mandate in the midst of the ongoing COVID-19 pandemic. The PBC continued to contribute to public safety and adapted and innovated through the following notable accomplishments:
- Offered a stable, safe and secure teleconference and videoconference system allowing victims and other observers to participate in a remote hearing during the COVID-19 pandemic;
- Strengthened the use of technology to create an Information Management/Information Technology (IM/IT) strategy that meets the PBC’s evolving requirements;
- Continued to deliver outreach virtually by harnessing the use of technology to overcome the limitations placed on traditional face-to-face outreach by COVID-19; and
- Conducted diversified outreach and engagement activities directed at a broad range of target audiences, such as ethno-cultural groups, community and criminal justice partners, Indigenous offenders, women offenders victims’ organizations and academia.
I am extremely proud of what the PBC accomplished this past year and the continuing unwavering commitment, resilience and adaptability of our Board members and employees to continue to contribute to a safe society during an unprecedented global health crisis.
_________________________________
Jennifer Oades
Chairperson, Parole Board of Canada
Results at a glance
Results for the PBC include:
| Actual Spending 2021-22 | Actual full-time equivalents (FTEs) 2021-22 |
|---|---|
| 58,752,818 | 493 |
| Key Achievements of the PBC in 2021-22 | |
|
|
For more information on the PBC's plans, priorities, and results achieved, see the “Results: what we achieved” section of this report.
Results: what we achieved
Core Responsibilities
Conditional Release Decisions
Description
Conditional release is based on the principle that community safety is enhanced by the timely and gradual release of offenders to the community under supervision. Quality conditional release decisions, based on the risk of re-offending in conjunction with effective programs and treatment, and effective community supervision all contribute to a release process. Through this core responsibility, the Parole Board of Canada (PBC) staff provides timely, accurate information for Board member decision-making, and develops training and policies that are essential tools for risk assessment and decision-making.
Results
In 2021-22, 11 Governor-in-Council appointments/reappointments were made to the PBC (i.e., 7 new Board members and 4 Board members were reappointed). Of the 11 appointments and reappointments, 9% were Indigenous, 55% women, and 36% visible minorities. The new Board members were required to complete the initial Board Member Training in their respective regions, as well as at the national office, to prepare for their new roles and responsibilities. The Board Member Secretariat’s Training Section continued to deliver the following training virtually during 2021-22; four (4) Board Member orientation trainings; one for Vice-Chairpersons, two (2) for Pardon and Record Suspension training courses; and some other continuous training for Board members and Vice-Chairpersons.
| HIGHLIGHTS |
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The Training Section collaborated with the Legal Services Unit and the Appeal Division to develop and deliver half-day sessions on legal elements and issues as well as Appeal Division trends to all Board members in a virtual setting. Additionally, virtual continuous training sessions on topics including Intimate Partner Violence were delivered to all Board members. Of note, the Annual Training on Risk Assessment, the PBC’s major learning event for Board members, was delivered entirely virtually in 2021-22. As well, the guide for PBC’s Risk Assessment Tools, which provides Board members an overview of best practices in risk assessment, and summarizes the evidence base available underwent a review to reflect advances in the field of risk assessment since the last revision and incorporates new risk assessment tools being used by Correctional Services Canada (CSC). Information on the validity and applicability of risk assessment tools to special populations was also revised, and includes updates for Indigenous populations further to the 2018 Supreme Court of Canada decision in Ewert v. Canada. The quality of Board member training has produced positive results. Over the last ten years, 99.7% of offenders on parole have not resulted in a conviction for a new violent offence committed prior to the end of the supervision and 99.29% of offenders who completed their sentences on full parole five years ago have not re-offended and returned to a federal penitentiary because of a new violent offence.
The PBC completed the implementation of processes and practices stemming from the new Directive on Quality Assurance. This Directive assists Board members in achieving the highest quality decision-making, as the PBC is committed to ensuring that its Board members are provided with the necessary training, tools and support to enable them to carry out their legislated duties. Quality Assurance provides relevant information regarding potential gaps and best practices in meeting these requirements, and that makes recommendations to improve the quality of Board member’s decision-making. This reinforces PBC’s perpetual efforts to improve the quality of decisions, contributes to public safety, and strengthens national consistency in Board members decision-making and decision writing.
The PBC’s Appeal Division conducted 376 reviews, affirming 392 out of 482 (81.33%) decisionsFootnote 1 in these reviews. The current affirmation rate is slightly below the departmental result target of 85%. The most common reasons for which the Appeal Division intervened was Inadequate/Unfair Risk Assessment and Risk Assessment: Special Conditions.
In 2021-22, 35 reviews were completed or initiated where an offender, on conditional release, was charged with a serious offence. Two (2) National Joint Board of Investigations (BOI)Footnote 2 with CSC were concluded and one (1) other was launched. As well, a total of 31 Commissioner’s Detention Referrals along with two (2) requests from the CSC Commissioner to the PBC Chairperson to withdraw the initial referrals were processed by the PBC.
During the year, the Professional Standards Section provided 45 advisory services to Board members on subjects including conflict of interest and the Board Members’ Code of Professional Conduct. In addition, it coordinated the Board member and Vice-Chairperson evaluation processes.
Gender-based analysis plus
In 2021-22, initial gender-based analysis plus (GBA+) of conditional release data indicates that there were no significant disparities between different groups in terms of actual results, as outlined below, with the exception of the indicator for Appeals. Although the table below does not disaggregate data by gender, the initial analysis examined these results in more detail. Evidence suggests that Indigenous offenders appeal PBC decisions less frequently than other offenders.
Results achieved
The following table shows, for Conditional Release Decisions, the results achieved, the performance indicators, the targets and the target dates for 2021-22, and the actual results for the three most recent fiscal years for which actual results are available.
| Departmental Results |
Performance Indicators | Target | Date to achieve target | 2019-20 Actual results | 2020-21 Actual results | 2021-22 Actual results |
| Conditional release decisions contribute to keeping Canadians safe. | The percentage of offenders on parole who are not convicted of an offence prior to the end of their supervision period. | ≥96% | March 31, 2022 | 98% | 98% | 99%Footnote 3 |
| The percentage of offenders on parole who are not convicted of a violent offence during their supervision period. | ≥98% | March 31, 2022 | 100% | 100% | 100%Footnote 4 | |
| The percentage of offenders who completed their sentences on full parole and who are not re-admitted after release because of a violent conviction (five years post-warrant expiry). | ≥98% | March 31, 2022 | 99% | 99% | 99% | |
| The percentage of post-suspension and detention decisions that are processed within the legislated timeframes without loss of jurisdiction. | ≥98% | March 31, 2022 | 100% | 100% | 100% | |
Conditional release decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice. |
The percentage of decisions that are affirmed by the Appeal Division. | ≥85% | March 31, 2022 | 79% | 86% | 81% |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Budgetary financial resources (dollars)
The following table shows, for Conditional Release Decisions, budgetary spending for 2021-22, as well as actual spending for that year.
| 2021-22 Main Estimates |
2021-22 Planned spending |
2021-22 Total authorities available for use |
2021-22 Actual spending (authorities used) |
2021-22 Difference (actual spending minus Planned spending) |
|---|---|---|---|---|
| 39,224,460 | 39,224,460 | 39,411,081 | 37,771,739 | (1,452,721) |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Human resources (full-time equivalents)
The following table shows, in full-time equivalents, the human resources the department needed to fulfill this core responsibility for 2021-22.
| 2021-22 Planned full-time equivalents |
2021-22 Actual full-time equivalents |
2021-22 Difference (actual full-time equivalents minus Planned full-time equivalents) |
|---|---|---|
| 328 | 320 | (8) |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Conditional Release Openness and Accountability
Description
This core responsibility ensures that the PBC operates in an open and accountable manner, consistent with the provisions of the Corrections and Conditional Release Act (CCRA). This core responsibility includes working with victims of crime, offenders, and the public by providing information about our policies and programs, including access to the PBC's registry of decisions, as well as providing assistance for observers at hearings. The core responsibility also includes working to encourage citizen engagement, enhancing public education and awareness, investigating incidents in the community (i.e., when a new offence(s) occurs), monitoring the PBC's performance and reporting on conditional release results.
Results
Nearly 3,400 people observed a PBC hearing in 2021-22 (including victims and their support persons, members of the public, students, the media, PBC staff, and other government officials). The CCRA permits access to specific decisions and to decisions for research purposes through the PBC’s Registry of Decisions. In 2021-22, the PBC released nearly 6,700 decisions from its Registry of Decisions. Victims were the most frequent requestors (approximately 45%), followed by the media (approximately 32%).
| HIGHLIGHTS |
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During 2021-22, the Public Affairs and Partnerships Division and regional offices continued to work closely together to assess the ongoing challenges presented by the pandemic in relation to the PBC’s outreach program, and maintain the previous year’s momentum in delivering outreach through the use of technology.
As part of the action plan to respond to the PBC’s report on "Gendered Parole: Responding to Women Offenders Needs", ongoing in-reach sessions are provided to women offenders including Indigenous women residing in the Healing Lodge and facilities defined under Section 81 of the CCRA, a responsive booklet "Women Parole Applicants: Helpful Information about the Parole Process" was developed as a communication tool and to enhance understanding and retention of the parole process to support the in-reach initiatives.
Research at the PBC informs data-driven policies and practices to facilitate the timely reintegration into society and rehabilitation, while respecting diversity and the rights of offenders and victims. Research plays a central role in the PBC’s ability to make quality conditional release and record suspension decisions. Projects are added or reprioritized each year based on PBC priorities, organizational needs, emerging issues, and availability of data. As part of the PBC’s research function, the Policy and Operations Division has conducted research and studies. Three (3) research brief were developed; one on the impact of the pandemic on conditional release, another on Use of Parole Conditions by the PBC, and one on the Link Between Denial of Responsibility and Risk of Reoffending.
The PBC is committed to ensuring that culturally responsive hearings continue to be accessible during the pandemic and, as a result, culturally adapted virtual hearings have been offered as of May 2021, where in-person Elder Assisted Hearings (EAHs) and Community-Assisted Hearings (CAHs) are not possible. The PBC conducted 459 culturally adapted hearings, whether in-person or remotely, compared to 75 in the previous year.
The PBC received a total of 6 victim complaints in 2021-22 under the Canadian Victims Bill of Rights, of which 5 were deemed inadmissible. Of the one complaint deemed admissible, it was assessed as unfounded, as it was determined that the victim’s rights had not been denied or infringed upon and that the Board had complied with policy and legislation.
Results achieved
The following table shows, for Conditional Release Openness and Accountability, the results achieved, the performance indicators, the targets and the target dates for 2021-22, and the actual results for the three most recent fiscal years for which actual results are available.
| Departmental Results |
Performance Indicators |
Target | Date to achieve target | 2019-20 Actual results | 2020-21 Actual results | 2021-22 Actual results | |
| The timely exchange of relevant information with victims, offenders, observers, other components of the criminal justice system, and the general public. | The percentage of individuals (i.e., observers and victims) that are satisfied with the quality of the service and timeliness of the information provided.Footnote 5 | ≥80% | PBC questionnaire conducted in 2016-17. The next questionnaire is planned for 2022-23. |
92% | 92% | 92% | |
| The percentage of requests for information through the Decision Registry that are responded to in a timely manner. | ≥80% | March 31, 2022 | 99% | 96% | 96% | ||
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Budgetary financial resources (dollars)
The following table shows, for Conditional Release Openness and Accountability, budgetary spending for 2021-22, as well as actual spending for that year.
| 2021-22 Main Estimates |
2021-22 Planned spending |
2021-22 Total authorities available for use |
2021-22 Actual spending (authorities used) |
2021-22 Difference (actual spending minus Planned spending) |
|---|---|---|---|---|
| 4,653,067 | 4,653,067 | 4,641,284 | 4,490,685 | (162,382) |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Human resources (full-time equivalents)
The following table shows, in full-time equivalents, the human resources the department needed to fulfill this core responsibility for 2021-22.
| 2021-22 Planned full-time equivalents |
2021-22 Actual full-time equivalents |
2021-22 Difference (actual full-time equivalents minus Planned full-time equivalents) |
|---|---|---|
| 46 | 49 | 3 |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Record Suspension and Expungement Decisions/Clemency Recommendations
Description
A record suspension or pardon 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 convicted of an offence under an Act of Parliament, who have completed their sentence, having met criteria in the Criminal Records Act (CRA) and demonstrated law-abiding behaviour for a prescribed number of years. Record suspensions or pardons can be revoked or cease to have effect for a number of reasons. Through this core responsibility, the PBC screens applications for completeness and eligibility, collects information for Board member decision-making and develops policy to guide decision processes. In addition, under the Expungement Act the PBC will order the expungement of records of convictions for eligible offences that would be lawful today. Persons convicted of an offence listed in the schedule to the Expungement Act may apply, as well as authorized representatives in cases where the person is deceased. The main difference between a record suspension and an expungement is that with a record suspension, the criminal record is held ‘separate and apart’ from other criminal records, while an expungement will destroy the record. The PBC is also responsible for assessing requests and providing recommendations under the Royal Prerogative of Mercy (i.e., Clemency) and providing advice to the Minister on the merits of each case.
Results
The PBC received 10,981 record suspension/pardon applications, which represents a 20% increase from the 9,140 applications received in 2020-21. The PBC accepted 7,269 applications or 66% of total applications for processing. There were 1,926 applications received, but not yet processed at the end of the fiscal year. The high number of unprocessed applications was due, in large part, to the rise in application volumes close to fiscal year-end. The program rendered 1,615 record suspension and 6,970 pardon decisions.
| HIGHLIGHTS |
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The Record Suspension Program was significantly impacted by the pandemic and measures taken by governments, police services and courthouses to adhere to public health and safety guidelines. While there was a noted increase in overall applications received in 2021-22 compared to the previous year, application volumes remained lower than the years leading up to the pandemic.
On March 19, 2020, the Federal Court declared the transitional provisions of amendments made in 2010 and 2012 to section 4 of the CRA, namely, section 10 of the Limiting Pardons of Serious Crimes Act and section 161 of the Safe Streets and Communities Act, unconstitutional. The Court concluded that these provisions infringed on subsections 11(h) and 11(i) of the Canadian Charter of Rights and Freedoms. In light of this decision, the PBC no longer applies retrospectively legislative amendments made to the CRA in 2010 and 2012 (as it relates to eligibility periods and criteria) for all record suspension applicants who committed their first offence prior to the coming into force of these changes. Pursuant to this judgement, many of these applicants have their requests processed as pardon applications (rather than record suspensions) under the applicable version of the CRA.
The PBC continued to process record suspension/pardon applications according to the following service standards:
- Applications seeking a record suspension/pardon for (an) offence(s) tried summarily will be processed within 6 months of application acceptance;
- Applications seeking a record suspension/pardon 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/deny a pardon may require up to 24 months after application acceptance to complete. The reason for this is that under the CRA, the PBC must notify the applicant in writing of its proposal to refuse, and advise them that they are entitled to make, or have made on their behalf, any representations to the PBC that they believe relevant.
On April 1, 2021, the PBC introduced its Remission Policy. The Service Fees Act aims at strengthening the transparency and accountability of service fees management. A key component of this Act is the introduction of remissions. A remission is the refund, credit, waiver or any kind of reimbursement to a fee-payer for a fee or portion of a fee paid in respect of a service for which the department determines the service standard was not met. The objective of this policy is to provide a fair and consistent approach in the management of remissions in accordance with Treasury Board policies and directives. This policy provides direction to PBC and clarifies its roles and responsibilities with respect to monitoring service standards for record suspension applications and providing remission of a percentage of the application fee when these standards are not met. The PBC's Remission Policy applies only to applications received between April 1, 2021 and December 31, 2021 with a processing fee of $657.77 or $644.88. Although there are no legislated service standards attached to the new $50.00 application fee, the PBC will continue to process applications in a timely manner and endeavour to adhere to the established processing times noted above.
In 2021-22, the PBC’s Clemency Unit received 21 requests for the Royal Prerogative of Mercy (RPM), assessed 45 files, and had 135 (does not include CCRA remedies) active files at year-end. In addition, the PBC received 18 applications for expungement and returned all 18 ineligible (i.e., outside the scope and eligibility criteria included in the Expungement Act).
In 2021-22, the PBC received 195 applications for simple possession of cannabis, returned 49 as ineligible or incomplete, and ordered 143, while 3 applications had not yet been processed. This volume continues to be lower than the number of applications that were anticipated. There are no definitive statistics available on the number of Canadians with only simple possession of cannabis convictions, and PBC is therefore unable to estimate the number of applications it may receive, or when these applications may be submitted. It is possible that some individuals with this type of conviction have already applied for and received a pardon/record suspension, have passed away, or have no interest in applying, as it has no impact on their situation. Individuals with simple possession of cannabis convictions may also have other convictions on their criminal record, such as trafficking, that make them ineligible for a cannabis record suspension.
Results achieved
The following table shows, for Record Suspension and Expungement Decisions/Clemency Recommendations, the results achieved, the performance indicators, the targets and the target dates for 2021-22, and the actual results for the three most recent fiscal years for which actual results are available.
| Departmental Results | Performance Indicators | Target | Date to Achieve Target | 2019-20 actual result |
2020-21 actual result |
2021-22 actual result |
|---|---|---|---|---|---|---|
| Record suspension and pardon decisions contribute to keeping Canadians safe. | The percentage of record suspension or pardon decisions that are not revoked or cease to have effect. | ≥95% | Annual | 95% | 95% | 95% |
| Record suspension and pardon decisions adhere to the law, the PBC’s policies and the principles of fundamental justice. |
The percentage of cases that do not require a new review by a panel following a Federal Court order.Footnote 6 | ≥95% | Annual | N/A | 100% | 100% |
| Record suspension and pardon applications are processed in a timely manner. | The percentage of record suspension or pardon applications that are processed within the established timeframes. | ≥95% | Annual | 100% | 89%Footnote 7 | 99%Footnote 8 |
| Clemency recommendations are made as part of a fair and equitable process. | The percentage of clemency files submitted for the Minister’s consideration that are considered complete. | ≥95% | Annual | 100% | 100% | 100% |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Budgetary financial resources (dollars)
The following table shows, for Record Suspension and Expungement Decisions/Clemency Recommendations, budgetary spending for 2021-22, as well as actual spending for that year.
| 2021-22 Main Estimates | 2021-22 Planned spending |
2021-22 Total authorities available for use |
2021-22 Actual spending (authorities used) |
2021-22 Difference (actual spending minus Planned spending)Footnote9 |
|---|---|---|---|---|
| 478,152 | 2,410,452 | 6,255,333 | 3,354,955 | 944,503 |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Human resources (full-time equivalents)
The following table shows, in full-time equivalents, the human resources the department needed to fulfill this core responsibility for 2021-22.
| 2021-22 Planned full-time equivalents |
2021-22 Actual full-time equivalents |
2021-22 Difference (actual full-time equivalents minus Planned full-time equivalents) |
|---|---|---|
| 62 | 57 | (5) |
Financial, human resources and performance information for PBC’s Program Inventory is available in GC InfoBase.
Internal Services
Description
Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are:
- acquisition management services
- communication services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- material management services
- management and oversight services
- real property management services
Results
Despite the challenges caused by the pandemic, Internal Services continued to deliver services efficiently in support of the PBC’s core responsibilities. As the pandemic evolved, Internal Services monitored the situation and modified the health and safety measures as needed, enhanced Information Technology (IT) tools and mobile technology to support the continuation of remote work, issued departmental COVID-19 guidance, and updated pandemic tracking and reporting protocols to ensure and sustain the psychological health and safety of Board members and employees. Additionally, to ensure that employees were well informed on the provisions of the workplace amid the pandemic, regular messages were sent to staff informing them of the in-office capacity, safety measures, requirements to return to the workplace (i.e., isolation periods, lab-based testing/rapid testing conditions, etc.), and the changes to COVID-19 public health guidance, among many other measures.
| HIGHLIGHTS |
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In fall 2021, Internal Services implemented the Policy on COVID-19 Vaccination for the Core Public Administration. In response, 97.6% of PBC employees are either fully or partially vaccinated, which speaks to the professionalism and integrity of the PBC’s workforce. As required by this policy, the PBC also coordinated the onboarding of applicable employees into the Federal Workplace Testing Program, ensuring that a testing protocol was in place, and that rapid test kits are supplied to these employees on an ongoing basis for them to self-test multiple times weekly while in the program.
In 2021-22, the PBC established a Working Group on Systemic Racism and Diversity to examine offender experience, employee experience, and the larger criminal justice system. The results of this review was used to create the PBC’s Diversity and Inclusion Plan in support of the different legislative requirements and the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service.
The PBC developed a strategy that includes an action plan with activities and timelines to maintain and foster the highest values and ethical standards for all Board members and employees. As such, Internal Services developed and maintained a background infrastructure to ensure PBC employees have access to the tools needed to keep themselves informed about values and ethics and have a means of communicating feedback/issues to the appropriate authority. Likewise, Internal Services provided various training opportunities and communication products to facilitate and reinforce individual and organizational ethical behaviour. The PBC has promoted an Ombuds service, to assist with increasing the visibility of values and ethics at the PBC and ensure employees are well equipped with the right information and training when faced with a violation.
Talent Management (TM) is an integral part of the PBC, as such, Internal Services is developing programs to train and retain talent. For instance, the PBC created a new TM Framework to allow employees to talk openly with their manager about their career aspirations, plans and learning needs, and is separate from any conversations about performance.
In addition, in preparation for a future return to work, the PBC has undertaken a complete review of its Telework Policy. The PBC recognizes the opportunities that a flexible working arrangement, such as telework, provides employees. To achieve this, the Committee on the Future at Workplace analyzed all positions against the Hybrid Work Position Profile Guidelines and established which positions have the potential to telework.
From an IM/IT perspective, Internal Services continues to improve the collaboration tool that helps team stay organized and have conversations. The Microsoft Teams application was introduced to the PBC in July 2021, it is a communication tool that facilitates conversations, meetings, calls (voice and video), in addition to many other features such as virtual breakout rooms, whiteboard capacity, screen sharing and communication with any other public servant in a federal organization, all in one place.
Budgetary financial resources (dollars)
The following table shows, for internal services, budgetary spending for 2021-22, as well as spending for that year.
| 2021-22 Main Estimates |
2021-22 Planned spending |
2021-22 Total authorities available for use |
2021-22 Actual spending (authorities used) |
2021-22 Difference (Actual spending minus Planned spending) |
|---|---|---|---|---|
| 11,015,044 | 11,015,044 | 14,490,857 | 13,135,439 | 2,120,395 |
Human resources (full-time equivalents)
The following table shows, in full-time equivalents, the human resources the department needed to carry out its internal services for 2021-22.
| 2021-22 Planned full-time equivalents |
2021-22 Actual full-time equivalents |
2021-22 Difference (Actual full-time equivalents minus Planned full-time equivalents) |
|---|---|---|
| 70 | 67 | (3) |
Spending and human resources
Spending
Spending 2019-20 to 2024-25
The following graph presents planned (voted and statutory spending) over time.
Text equivalent for Departmental Spending Trend Graph
| 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | |
| Statutory | 5,700,255 | 6,817,632 | 6,480,420 | 7,747,298 | 7,511,841 | 7,539,335 |
| Voted | 45,788,536 | 50,927,331 | 52,272,398 | 60,359,728 | 56,185,273 | 55,255,647 |
| Total | 51,488,791 | 57,744,963 | 58,752,818 | 68,107,026 | 63,697,114 | 62,794,982 |
The PBC’s expenditures in 2021-22 increased by $1.0 million or 1.7% compared to the previous fiscal year. This increase is primarily due to expenditures related to additional funding received in supplementary estimates for Pardons Reform and workload capacity for the Conditional Release Decisions core responsibility. This additional funding is also reflected in the planned increase for 2022-23. The decrease planned for 2023-24 and beyond is mainly because the workload capacity funding was provided for two years ending in 2022.
Budgetary performance summary for Core Responsibilities and Internal Services (dollars)
The “Budgetary performance summary for core responsibilities and internal services” table presents the budgetary financial resources allocated for PBC’s core responsibilities and for internal services.
| Core Responsibilities and Internal Services | 2021-22 Main Estimates |
2021-22 Planned spending |
2022-23 Planned spending |
2023-24 Planned spending |
2021-22 Total authorities available for use |
2019-20 Actual spending (authorities used) |
2020-21 Actual spending (authorities used) |
2021-22 Actual spending (authorities used) |
|---|---|---|---|---|---|---|---|---|
| Conditional Release Decisions | 39,224,460 | 39,224,460 | 39,101,358 | 36,490,261 | 39,411,081 | 37,068,405 | 38,658,315 | 37,771,739 |
| Conditional Release Openness and Accountability | 4,653,067 | 4,653,067 | 4,659,852 | 4,659,852 | 4,641,284 | 3,967,641 | 4,464,917 | 4,490,685 |
| Record Suspension and Expungement Decisions/Clemency Recommendations: Gross Spending | 478,152 | 2,410,452 | 12,426,022 | 10,466,422 | 6,255,333 | 2,349,235 | 2,516,207 | 3,354,955 |
| Budget Implementation vote – unallocated authorities | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| Subtotal | 44,355,679 | 46,287,979 | 56,187,232 | 51,616,535 | 50,307,698 | 43,385,281 | 45,639,439 | 45,617,379 |
| Internal Services | 11,015,044 | 11,015,044 | 11,919,794 | 12,080,579 | 14,490,857 | 8,103,510 | 12,105,524 | 13,135,439 |
| Total | 55,370,723 | 57,303,023 | 68,107,026 | 63,697,114 | 64,798,555 | 51,488,791 | 57,744,963 | 58,752,818 |
In 2021-22, planned spending of $57.3 million was based solely on funding through Main Estimates. The amount of total authorities available for use in 2021-22 ($64.8 million) was higher than planned because following Budget 2021 announcement to reduce the pardon application fee the PBC received additional funding to support the reform of the pardons process and cover the reduction in revenues. As well, additional resources were provided to support the core information technology and legal services.
Actual spending in 2021-22 of $58.8 million is lower than authorities available and resulted in a lapse of $6.0 million as reported in the Public Accounts of Canada. This is mainly due to receiving additional funding through Supplementary Estimates late in the fiscal year and lower travel expenditures than anticipated.
As outlined in the following chart, spending by each core responsibility as a percentage of total spending has remained generally consistent over the last three years. The exception to this was in Internal Services, where costs increased since 2020-21 as a result of a newly negotiated master service agreement (MSA) with the Correctional Services Canada (CSC) for the provision of IM/IT Services. The incremental IT cost is the result of the establishment of a sustainable financial arrangement to enable the CSC to provide IM/IT services (defined through the MSA) to the PBC on a full incremental cost recovery basis.
Text equivalent - Departmental Spending Trend Graph in percentage
| Departmental Spending Trend Graph in percentage | ||||
| Core responsibilities | 2021-22 | 2020-21 | 2019-20 | |
| Conditional Release Decisions | 62% | 63% | 66% | |
| Conditional Release Openness and Accountability | 7% | 7% | 7% | |
| Record Suspension and Expungement Decisions/Clemency Recommendations | 10% | 10% | 12% | |
| Internal Services | 21% | 20% | 15% | |
2021-22 Budgetary actual gross spending summary (dollars)
The following table reconciles gross planned spending with net spending for 2021-22.
| Core Responsibilities and Internal Services |
2021-22 actual gross spending |
2021-22 actual revenues netted against expenditures |
2021-22 actual net spending (authorities used) |
|---|---|---|---|
| Conditional Release Decisions | 37,771,739 | - | 37,771,739 |
| Conditional Release Openness and Accountability | 4,490,685 | - | 4,490,685 |
| Record Suspension and Expungement Decisions/Clemency Recommendations | 6,147,333 | (2,792,378) | 3,354,955 |
| Subtotal | 48,409,757 | (2,792,378) | 45,617,379 |
| Internal Services | 13,135,439 | - | 13,135,439 |
| Total | 61,545,196 | (2,792,378) | 58,752,818 |
In 2021-22, the planned spending was more than the revenue generated by the Record Suspension and Expungement Decisions/Clemency Recommendations core responsibility. This was mostly due to the pardon/record suspension application fee reduction on January 1, 2022 from $657.77 to $50.00.
Human resources
The “Human resources summary for core responsibilities and internal services” table presents the full-time equivalents (FTEs) allocated to each of PBC’s core responsibilities and to internal services.
Human resources summary for core responsibilities and internal services
| Core responsibilities and internal services |
2019-20 Actual full-time equivalents |
2020-21 Actual full-time equivalents |
2021-22 Planned full-time equivalents |
2021-22 Actual full-time equivalents |
2022-23 Planned full-time equivalents |
2023-24 Planned full-time equivalents |
|---|---|---|---|---|---|---|
| Conditional Release Decisions | 320 | 323 | 328 | 320 | 328 | 328 |
| Conditional Release Openness and Accountability | 45 | 45 | 46 | 49 | 51 | 51 |
| Record Suspension and Expungement Decisions/Clemency Recommendations | 72 | 62 | 62 | 57 | 97 | 83 |
| Subtotal | 437 | 430 | 436 | 426 | 476 | 462 |
| Internal Services | 62 | 68 | 70 | 67 | 70 | 70 |
| Total | 499 | 498 | 506 | 493 | 546 | 532 |
The actual utilization of human resources was 493 in 2021-22. As shown in the following chart, FTE utilization by core responsibility as a percentage of the PBC’s total FTEs has remained generally consistent over the last fiscal years.
Text equivalent - Departmental FTE Trend Graph in percentage
| Departmental FTE Trend Graph | |||
| Core responsibilities | 2021-22 | 2020-21 | 2019-20 |
| Conditional Release Decisions | 65% | 65% | 64% |
| Conditional Release Openness and Accountability | 10% | 9% | 9% |
| Record Suspension and Expungement Decisions/Clemency Recommendations | 11% | 12% | 14% |
| Internal Services | 14% | 14% | 13% |
Expenditures by vote
For information on the PBC’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2021-22.
Government of Canada spending and activities
Information on the alignment of the PBC’s spending with the Government of Canada’s spending and activities is available in the GC InfoBase.
Financial statements and financial statements highlights
Financial statements
The PBC financial statements (unaudited) for the year ended March 31, 2022, are available on the PBC website.
Financial statements highlights
Condensed Statement of Operations (unaudited) for the year ended March 31, 2022 (thousands)
| Financial information | 2021-22 Planned results |
2021-22 Actual results |
2020-21 Actual results |
Difference (2021-22 Actual results minus 2021-22 planned results) |
Difference (2021-22 Actual results minus 2020-21 Actual results) |
|---|---|---|---|---|---|
| Total expenses | 63,925 | 69,238 | 71,899 | 5,313 | (2,661) |
| Total revenues | 3,735 | 2,792 | 3,682 | (943) | (890) |
| Net cost of operations before government funding and transfers | 60,190 | 66,446 | 68,217 | 6,256 | (1,771) |
The differences between 2021-22 Planned Results and 2021-22 Actual Results are due to additional funding received in supplementary estimates and related expenditures for Pardons Reform and for workload capacity for the Conditional Release Decisions core responsibility, the transfer from CSC to the PBC to establish an alternative cost recovery mechanism for the provision of IM/IT services, and the application fee reduction on January 1, 2022 from $657.77 to $50.00.
The 2021-22 planned results information is provided in PBC Future-Oriented Statement of Operations and Notes 2021-22.
Condensed Statement of Financial Position (unaudited) as of March 31, 2022 (thousands)
| Financial information | 2021-22 | 2020-21 | Difference (2021-22 minus 2020-21) |
|---|---|---|---|
| Total net liabilities | 7,993 | 11,670 | (3,677) |
| Total net financial assets | 3,939 | 7,439 | (3,500) |
| Departmental net debt | 4,054 | 4,231 | (177) |
| Total non-financial assets | 1,777 | 1,667 | 110 |
| Departmental net financial position | (2,277) | (2,564) | 287 |
Corporate information
Organizational Profile
Appropriate minister: The Honourable Marco E.L. Mendicino, P.C., M.P.
Institutional head: Jennifer Oades, Chairperson.
Ministerial portfolio: Minister of Public Safety.
Enabling instrument: The legal authorities under which the PBC operates includes the Corrections and Conditional Release Act and its Regulations, the Criminal Records Act and its Regulations, the Letters Patent, the Criminal Code, the Canadian Charter of Rights and Freedoms, and other legislation.
Year of incorporation commencement: 1959.
Other: The PBC constantly strives to contribute to the Government of Canada’s outcome of a safe and secure Canada. The PBC contributes to this outcome by making timely conditional release, record suspension, and expungement decisions and clemency recommendations.
The PBC is headed by a Chairperson who reports to Parliament through the Minister of Public Safety. The Minister, however, does not have statutory authority to give direction to the Chairperson or other Board members of the PBC in the exercise of their decision-making powers. This structure helps to ensure the impartiality and integrity of the PBC’s decision-making process.
In making conditional release, record suspension/pardon or expungement decisions, as well as clemency recommendations, the PBC’s primary objective is the protection of society. In rendering its decisions, the PBC is autonomous and independent. However, its decisions are open and transparent to the public consistent with its legislation and policies.
Public safety is the paramount consideration in all PBC decisions. The PBC contributes to the public safety by facilitating, as appropriate the timely reintegration of offenders into society as law-abiding citizens. In addition, a record suspension or pardon allows people who were convicted of a criminal offence, but who have completed their sentence and demonstrated they are law-abiding citizens for a prescribed number of years, to have their criminal record kept separate and apart from other criminal records.
The PBC also has legislative responsibility to order or refuse to order the expungement of records of convictions for eligible offences that would be lawful today under the Expungement of Historically Unjust Convictions Act.
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 core responsibilities: conditional release, and record suspension and clemency.
The PBC carries out its responsibilities through a national office in Ottawa, as well as six offices in five regions across the country (Atlantic, Quebec, Ontario, Prairie, and Pacific).
PBC Locations
Text equivalent for PBC Locations
PBC Locations
- Pacific/Yukon Territory 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
- Quebec Regional Office - Montreal, Québec
- Atlantic Regional Office - Moncton, New Brunswick
The PBC’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, review file information for decision-making, ensure that information for decision-making is shared with offenders, and communicate conditional release decisions to CSC representatives and others as required. Regional staff also provides information to victims, makes arrangements for observers at hearings, manages requests for access to the PBC’s Decision Registry, and performs program outreach and engagement activities.
While Board members from all five regions and the national office make decisions related to record suspensions, the data collection, investigation and assessment work for record suspensions and clemency are conducted by Public Service staff at the national office. In addition, Board members in the Appeal Division at the national office review conditional release decisions upon receipt of an application for appeal to determine if the law and processes were respected.
Public Service employees at the national office develop national policies and procedures related to all core responsibilities, coordinate Board member qualification and appointment processes, as well as Board member training, deliver a program of public information education, and respond to Access to Information and Privacy (ATIP) requests. Other work performed at the national office includes strategic and operational planning, policy development, resource management, program monitoring, professional standards, quality assurance (e.g. 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 available to them for consideration in conditional release, record suspension/pardons, 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.
The Chairperson of the PBC is a full-time Board member of the PBC and its Chief Executive Officer. The Chairperson directs the PBC’s delivery of core responsibilities in keeping with the Government of Canada’s overall plans and priorities. The Chairperson is accountable for the effectiveness and efficiency of the PBC’s policies and operations and is assisted in these responsibilities by the Executive Vice-Chairperson, the Vice-Chairperson of the Appeal Division, the five regional Vice-Chairpersons, and senior managers.
The Executive Vice-Chairperson exercises all powers, duties, and responsibilities of the Chairperson, in the event of the absence of the Chairperson or vacancy in the office of the Chairperson. The Executive Vice-Chairperson is responsible for overseeing the Board member qualification and appointment processes, training, professional conduct, conflicts of interest, Board member complaints and annual evaluations as well as quality assurance for all Board members and Vice-Chairpersons at the PBC. The Executive Vice-Chairperson is also responsible for the Appeal Division operations.
The Executive Director General of the PBC 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, policy development, resource management, program monitoring and administration, as well as the operation of the national and regional offices.
The following organizational chart provides additional details.
Note: Within the chart below the blue background denotes Governor-in-Council term appointees and the grey background signifies public service employees.
Text equivalent for the PBC Organizational Chart
PBC organizational Chart
- PBC Chairperson - “Governor-in-Council term appointee”
- Chief of Staff - “public service employee”
- Senior Legal Counsel - “public service employee”
- Chief Financial Officer - “public service employee”
- Regional Vice-Chairpersons (5)/ Vice- Chairperson Appeal Division - “Governor-in-Council term appointee”
- Executive Vice-Chairperson - “Governor-in-Council term appointee”
- Director Board Member Secretariat - “public service employee”
- Executive Director General - “public service employee”
- Director Public Affairs and Partnerships - “public service employee”
- Regional Directors General (5) - “public service employee”
- Director General Policy and Operations - “public service employee”
- Director Corporate Services - “public service employee”
- Director Clemency and Record Suspension - “public service employee”
Raison d’être, mandate, and role: who we are and what we do
"Raison d’être, mandate and role: who we are and what we do" is available on the PBC’s website.
For more information on the department’s organizational mandate letter commitments, see the mandate letter.
Operating Context
Information on the operating context is available on the PBC’s website.
Reporting Framework
PBC’s Departmental Results Framework and Program Inventory of record for 2021-22 are shown below.
Note: Within the chart below the blue background denotes core responsibilities; the white background signifies departmental results, and the beige background reflects result indicators.
Text equivalent for the Reporting Framework
| Departmental Results Framework | Core Responsibility: Conditional Release Decisions | |
| Departmental Result: Conditional release decisions contribute to keeping Canadians safe. | Results Indicator: The percentage of offenders on parole who are not convicted of an offence prior to the end of their supervision period. | |
| Results Indicator: The percentage of offenders on parole who are not convicted of a violent offence during their supervision period. | ||
| Results Indicator: The percentage of offenders who completed their sentences on full parole and who are not re-admitted after release because of a violent conviction (five years post-warrant expiry). | ||
| Results Indicator: The percentage of post-suspension and detention decisions that are processed within legislated timeframes without loss of jurisdiction. | ||
| Departmental Result: Conditional release decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice. | Results Indicator: The percentage of decisions that are affirmed by the Appeal Division. | |
| Core Responsibility: Conditional Release Openness and Accountability | ||
| Departmental Result: The timely exchange of relevant information with victims, offenders, observers, other components of the criminal justice system, and the general public. | Results Indicator: The percentage of individuals (i.e., observers and victims) that are satisfied with the quality of the service and timeliness of the information provided. | |
| Results Indicator: The percentage of requests for information through the Decision Registry that are responded to in a timely manner. | ||
| Core Responsibility: Record Suspension Decisions/Clemency Recommendations | ||
| Departmental Result: Record suspension decisions contribute to keeping Canadians safe. | Results Indicator: The percentage of record suspension or pardon decisions that are not revoked or cease to have effect. | |
| Departmental Result: Record suspension and pardon decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice. | Results Indicator: The percentage of cases that do not require a new review by panel following a Federal court order. | |
| Departmental Result: Record suspension and pardon applications are processed in a timely manner. | Results Indicator: The percentage of record suspension or pardon applications that are processed within the established timeframes. | |
| Departmental Result: Clemency recommendations are made as part of a fair and equitable process. | Results Indicator: The percentage of clemency files submitted for the Minister’s consideration that are considered complete. | |
| Core Responsibility: Internal Services | ||
| Information will be populated automatically with all the indicators (where applicable) from the Standard on Mandatory Outcomes and Performance Indicators based on the size of the organization. | ||
Supporting information on the program inventory
Financial, human resources and performance information for PBC's Program Inventory is available in GCInfoBase.
Supplementary information tables
The following supplementary information tables are available on the PBC website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA+ of tax expenditures.
Organizational contact information
Regular mail: Public Affairs and Partnerships Division
410 Laurier Avenue West
Ottawa, Ontario K1A 0R1
Telephone: (613) 954-7474
E-mail: info@PBC-CLCC.gc.ca
Website: canada.ca/en/parole-board
Appendix: definitions
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3‑year period. Departmental Plans are usually tabled in Parliament each spring.
departmental priority (priorité)
A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
experimentation (expérimentation)
The conducting of activities that seek to first explore, then test and compare the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works, for whom and in what circumstances. Experimentation is related to, but distinct from innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.
full‑time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. For a particular position, the full‑time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives; and understand how factors such as sex, race, national and ethnic origin, Indigenous origin or identity, age, sexual orientation, socio-economic conditions, geography, culture and disability, impact experiences and outcomes, and can affect access to and experience of government programs.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2021–22 Departmental Results Report, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2020 Speech from the Throne, namely: Protecting Canadians from COVID-19; Helping Canadians through the pandemic; Building back better – a resiliency agenda for the middle class; The Canada we’re fighting for.
horizontal initiative (initiative horizontale)
An initiative where two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
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 an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence‑based performance information. Performance reporting supports decision making, accountability and transparency.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result (résultat)
A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
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