2025-26 Parole Board of Canada Departmental Plan

Description

Conditional release is based on the principle and supported by research 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 the release process. Through this core responsibility, the Parole Board of Canada provides timely, accurate information for Board member decision-making, and develops training and policies that are essential tools for risk assessment and decision-making that are in accordance with the law.

Quality of Life Impacts

This core responsibility contributes to the “Good Governance” domain of the Quality of Life Framework for Canada, and more specifically to the representation in corrections and custodial population and confidence in institutions.

Indicators, Results and Targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Conditional Release Decisions. Details are presented by departmental result.

Tables 1 and 2 provide a summary of the target and actual results for each indicator associated with the results under Conditional Release Decisions.

Table 1: Conditional release decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice

Departmental Result Indicators	Actual Results	Target	Date to achieve target
The percentage of decisions that are affirmed by the Appeal DivisionFootnote 1 .	2021-22: 81% 2022-23: 79% 2023-24: 79%Footnote 2	≥85%	March 31, 2026
The percentage of Appeal applications that are processed in 120 calendar days or less.	2021-22: N/A 2022-23: 74%Footnote 3  2023-24: 63%Footnote 4	≥95%	March 31, 2026

Table 2: Conditional release decisions contribute to keeping Canadians safe

Departmental Result Indicators	Actual Results	Target	Date to achieve target
The percentage of offendersFootnote 5  on parole who are not convicted of a violent offence during their supervision period.	2021-22: 99% 2022-23: 99% 2023-24: 99%Footnote 6	≥98%	March 31, 2026
The percentage of offendersFootnote 7  on parole who are not convicted of an offence prior to the end of their supervision period.	2021-22: 99% 2022-23: 99% 2023-24: 99%Footnote 8	≥96%	March 31, 2026
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).	2021-22: 99% 2022-23: 99% 2023-24: 99%	≥98%	March 31, 2026
The percentage of post-suspension and detention decisions that are processed within the legislated timeframes without loss of jurisdiction.	2021-22: 100% 2022-23: 100% 2023-24: 100%Footnote 9	≥98%	March 31, 2026

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

Plans to achieve results

The following section describes the planned results for Conditional Release Decisions in 2025-26.

Departmental result 1: Conditional release decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice; and

Departmental result 2: Conditional release decisions contribute to keeping Canadians safe

Results we plan to achieve:

• The PBC’s Conditional Release core responsibility is grounded in the Corrections and Conditional Release Act. For the coming year, the PBC will continue to work closely with its criminal justice partners (i.e., Public Safety, Correctional Service Canada (CSC), Royal Canadian Mounted Police (RCMP), the Department of Justice, and other community partners) to support quality conditional release decisions. In 2025-26, the PBC will hold approximately 14,000 reviews and expects to render approximately 21,000 decisions for federal and provincial/territorial offenders. In 2025-26, PBC hearings will continue to be held through a combination of in-person and remote participation. The PBC expects that the number of culturally responsive hearings will increase relative to the previous fiscal year.
• The PBC’s Appeal Division contributes to the quality of the PBC’s decision-making process by ensuring that conditional release decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice. In 2025-26, the Appeal Division will continue to identify appeal trends, strengths and issues observed during the year, with the objective of informing decision-making guidance and training to address the issues identified.
• The PBC will continue to support Board member capacity and training over the next year to ensure that quality conditional release decisions continue to be rendered. The PBC supports the government’s approach to openness, accountability, and transparency, and will continue to work with the Privy Council Office (PCO) to complete Board member qualification processes in a timely manner. To optimize high-quality decision-making, Board members must have access to relevant and timely training. The PBC continues to employ in-person meetings and training complemented by virtual options for attendance and will continue to enhance learning curriculum to support the sound assessment of risk and high-quality decision-making.
• In 2025-26, the PBC will continue to implement recommendations from the PBC’s Moving Towards Diversity, Equity and Inclusion Action Plan by offering culturally responsive hearing processes for Black individuals.
• The PBC will continue to strive to further improve initiatives that aim to make the parole process more responsive and adaptive to the needs of women, Indigenous Peoples, Black individuals, and other racialized groups.

Key risks

While the PBC has significant mitigation strategies in place, quality decision-making remains one of the PBC’s key risks. Sub-risks include:

• Maintaining national consistency in the implementation of harmonized procedures and policies across the PBC;
• Enhancing Board member qualification and appointment processes, competencies, and training; and
• Responding to the complex and diverse profiles of the incarcerated population (recognizing that PBC does not influence the rates of incarceration of various groups).

Consistent with the provisions of the Acts that govern the PBC, the uniform application of decision-making across such a large geographical area is paramount. Comprehensive and state-of-the-art training is the foundation for quality decision-making, therefore the PBC will ensure core training and tools are up-to-date and made available in a timely manner for Board members and employees.

In addition, standardized support and processes are equally important, especially with the use of electronic files, as Board members can now complete reviews more efficiently.

Planned resources to achieve results

Table 3: Planned resources to achieve results for Conditional Release Decisions

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

Resource	Planned
Spending	$42,454,148
Full-time equivalents	317

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

Related government priorities

Gender-based analysis plus

The PBC has implemented a Gender-Based Analysis Plus Framework to ensure that intersecting factors are considered in policy, programs, and initiatives under this core responsibility. For example, adapted hearing processes are available for Indigenous and Black individuals to contribute to understanding of systemic and background factors in decision-making.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

The PBC will contribute to implementing the United Nations 2030 Agenda by continuing to provide Indigenous Cultural Competency training to all employees and Board members as well as ensuring that Board members have completed the Indigenous Cultural Responsiveness Training (ICRT) within the first year of their appointment. This will help meet the Sustainable Development Goal (SDG) of advancing reconciliation with Indigenous Peoples and take action on inequality by continuing the implementation of the United Nations (UN) Declaration on the Rights of Indigenous Peoples Act in support of the UN Declaration 2023 to 2028 Action Plan.

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

Program inventory

Conditional Release Decisions is supported by the following program in the program inventory:

• Conditional Release Decisions.

Additional information related to the program inventory for Conditional Release Decisions is available on the Results page on GC InfoBase.

Core responsibility 2: 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. It 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 occurs), monitoring the PBC's performance and reporting on conditional release results.

Quality of life impacts

This core responsibility contributes to the “Good Governance” domain of the Quality of Life Framework for Canada, and more specifically to confidence in institutions and access to fair and equal justice.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Conditional Release Openness and Accountability. Details are presented by departmental result.

Table 4: The timely exchange of relevant information with victims, offenders, observers, other components of the criminal justice system, and the general public

Table 4 provides a summary of the target and actual results for each indicator associated with the results under Conditional Release Openness and Accountability.

Departmental Result Indicators	Actual Results	Target	Date to achieve target
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 10	2021-22: 92% 2022-23: 81% 2023-24: 81%	≥80%	March 31, 2026
The percentage of requests for information through the Decision Registry that are responded to in a timely manner.	2021-22: 96% 2022-23: 97% 2023-24: 97%	≥80%	March 31, 2026

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

Plans to achieve results

The following section describes the planned results for Conditional Release Openness and Accountability in 2025-26.

Departmental result 3: The timely exchange of relevant information with victims, offenders, observers, other components of the criminal justice system, and the general public

Results we plan to achieve:

• The PBC recognizes the important role that victims play in the conditional release process, and remains committed to respecting and protecting their rights under the Canadian Victims Bill of Rights. The PBC will continue to facilitate victim and observer participation in hearings.
• To fulfill its legislative mandate to inform the public about the Conditional Release program, the PBC will continue using social media and other wide-audience mediums to communicate with the public. When possible, the PBC will deliver community outreach, as well as engage with criminal justice and community partners and networks.
• The PBC will continue to deliver a blend of in-person and virtual outreach to Canadians. Virtual outreach through online videoconference technology has proven to be an effective and efficient method of building on more traditional face-to-face outreach and broadening the PBC’s potential reach with both established and new audiences.
• As part of the Board member qualification process, the PBC will continue to promote Board member opportunities to various diversified organizations and associations across the country. Recognizing the PBC’s legislative requirement to have a Board member complement that reflects the population that it serves, continued efforts will be made to attract a broader range of individuals to apply on Board member qualification processes.
• Additionally, working with CSC, through various working groups, remains an important component to effectively deliver core responsibilities.

Key risks

There is a risk that the exchange of relevant information with victims, offenders, observers, other components of the criminal justice system, and the general public does not occur in a timely fashion.

The PBC ensures that victims’ rights under the Canadian Victims Bill of Rights and the Corrections and Conditional Release Act are respected, and takes a collaborative approach to continually improve trauma-informed and culturally responsive services provided to victims, and to ensure that victims’ rights continue to be considered in the delivery of the PBC’s mandate.

The PBC will also ensure it continues to have access to a videoconferencing solution that can meet its evolving needs with respect to remote hearings, with a focus on accommodating diverse hearing participants and observers and respecting privacy requirements (i.e., respecting the terms of hearing participation).

Planned resources to achieve results

Table 5: Planned resources to achieve results for Conditional Release, Openness and Accountability

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

Resource	Planned
Spending	$5,204,173
Full-time equivalents	51

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

Related government priorities

Gender-based analysis plus

The PBC has implemented a Gender-Based Analysis Plus Framework to ensure that intersecting factors are considered in policy, programs, and initiatives under this core responsibility. The PBC considers the unique needs and overrepresentation of certain incarcerated populations to identify training and target outreach activities.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

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

Program inventory

Conditional Release Openness and Accountability is supported by the following program in the program inventory:

• Conditional Release Openness and Accountability.

Additional information related to the program inventory for Conditional Release Openness and Accountability is available on the Results page on GC InfoBase.

Core responsibility 3: Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations

Description

A record suspension/pardon is designed to support the sustained reintegration of an individual into society. It is an administrative act to remove the stigma of a criminal record for persons convicted of an offence under an Act of Parliament, who have completed their sentence, having met the criteria in the Criminal Records Act and demonstrated law-abiding behaviour for a prescribed number of years. Record suspensions/pardons can be revoked or cease to have effect if a new offence is committed or a person is no longer found to be of good conduct. In meeting this core responsibility, the PBC screens applications for completeness and eligibility, collects information for Board member decision-making and develops policy to guide decision-making 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 difference between a record suspension/pardon and an expungement is that with a record suspension/pardon, the criminal record is held ‘separate and apart’ from other criminal records, while an expungement will completely destroy the record. The PBC is also accountable for assessing requests and providing recommendations under the Royal Prerogative of Mercy (i.e., clemency) and providing advice to the Minister of Public Safety and Emergency Preparedness on the merits of each case.

Quality of life impacts

This core responsibility contributes to the “Good Governance” domain of the Quality of Life Framework for Canada, and more specifically to confidence in institutions and access to fair and equal justice.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations. Details are presented by departmental result.

Tables 6, 7, 8, and 9 provide a summary of the target and actual results for each indicator associated with the results under Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations

Table 6: Clemency recommendations are made in a fair and transparent manner

Departmental Result Indicators	Actual Results	Target	Date to achieve target
The percentage of clemency files submitted for the Minister’s consideration that are considered complete.	2021-22: 100% 2022-23: 100% 2023-24: 100%	≥95%	March 31, 2026

Table 7: Record suspension/pardon applications are processed in a timely manner

Departmental Result Indicators	Actual Results	Target	Date to achieve target
The percentage of record suspension/pardon applications that are processed within the established timeframes.	2021-22: 99% 2022-23: 99% 2023-24: 96%	≥95%	March 31, 2026

Table 8: Record suspension/pardon decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice

Departmental Result Indicators	Actual Results	Target	Date to achieve target
The percentage of cases that do not require a new review by a panel following a Federal Court order.	2021-22: 100% 2022-23: 100% 2023-24: 99%	≥95%	March 31, 2026

Table 9: Record suspension/pardon decisions contribute to keeping Canadians safe

Departmental Result Indicators	Actual Results	Target	Date to achieve target
The percentage of record suspension/pardon decisions that are not revoked or cease to have effect.	2021-22: 95% 2022-23: 95% 2023-24: 95%	≥95%	March 31, 2026

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

Plans to achieve results

The following section describes the planned results for Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations in 2025-26.

Departmental result 4: Clemency recommendations are made in a fair and transparent manner

Results we plan to achieve:

• A Clemency Program Renewal exercise was approved in May 2021 and has been completed. Recommendations stemming from the results of this renewal exercise were implemented through 2024-25. The PBC estimates that it will receive approximately 40 requests for clemency in 2025-26.

Departmental result 5: Record suspension/pardon decisions contribute to keeping Canadians safe; and
Departmental result 6: Record suspension/pardon applications are processed in a timely manner

Results we plan to achieve:

• The PBC will strive to administer this core responsibility by assessing and processing all applications for record suspensions/pardons within the established processing times and by assessing and processing expungements in a timely manner. The PBC will also continue to work with criminal justice partners during the assessment of record suspension/pardon applications to facilitate processing and investigations. In 2025-26, it is estimated that the PBC will receive approximately 18,000 record suspension/pardon applications and accept approximately 14,000 for processing.
• As part of a broader government strategy to modernize the record suspension/pardons program, work will continue in 2025-26 on a multi-year project to enhance the PBC’s internal records management system, the Pardon and Record Suspension System (PARSS). This project will modernize the current system, including interoperability with the RCMP, and include the implementation of a new public facing online portal to allow for the submission of record suspension/pardon, expungement and clemency applications electronically, and other correspondence in alternate formats which will increase accessibility for applicants, and improve sustainability of program administration.

Departmental result 7: Record suspension/pardon decisions adhere to the law, the PBC’s policies, and the principles of fundamental justice

Results we plan to achieve:

• Since March 19, 2020, legislative amendments made to the Criminal Records Act(CRA) in both 2010 and 2012 (as it relates to eligibility periods and criteria) are no longer being applied retroactively for all applicants who committed their first offence prior to the coming into force of these changes. The Federal Court concluded that these amendments infringed on an applicant’s rights under the Canadian Charter of Rights and Freedoms because they added to the punishment imposed at sentencing and deprived applicants of the benefit of the lesser punishment available at the time the offence was committed. The substantial reduction in the application fee, combined with the 2020 Federal Court decision, should over time restore record suspension application volumes to near pre-2010 levels.
• In 2025-26, the PBC will continue to administer the Expungement of Historically Unjust Convictions Act as well as process cannabis record suspension applications that are submitted under the amendments made to the CRA as a result of Bill C-93, an Act to provide no-cost, expedited record suspensions for simple possession of cannabis, which came into force in August 2019.

Key risks

Processing applications within the established processing timeframes remains one of the PBC’s key risks under this core responsibility. Moreover, the PBC continues to operate four legislative schemes, including cannabis record suspensions, which significantly increases program complexity as each legislative scheme varies in eligibility and decision-making criteria. Administering multiple schemes puts the integrity of the program at risk. Furthermore, the current case management system, implemented in 2000-01, has been modified several times to incorporate legislative and process changes. The system is not able to interface with any online application portal and applicants are not able to apply for a record suspension online at this time. As noted above, the PBC is working to improve the PARSS functionality and transition the program’s application process to become accessible online, whereby applicants can use a secure portal to submit applications, transmit documents digitally, and seek updates on the status of their application.

Thorough training is the foundation for decision-making, as such, the PBC will ensure core training and tools are up-to-date and made available in a timely manner for Board members and staff.

Planned resources to achieve results

Table 10: Planned resources to achieve results for Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations

Table 10 provides a summary of the planned spending and full-time equivalents required to achieve results.

Resource	Planned
Spending	$10,444,610
Full-time equivalents	83

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

Related government priorities

Gender-based analysis plus

The PBC has implemented a Gender-Based Analysis Plus Framework to ensure that intersecting factors are considered in policy, programs, and initiatives under this core responsibility.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

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

Program inventory

Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations is supported by the following program in the program inventory:

• Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations.

Additional information related to the program inventory for Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations is available on the Results page on GC InfoBase.

Internal services

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services;
• communications services;
• legal services;
• human resources management services;
• financial management services;
• information management services;
• information technology services;
• real property management services;
• materiel management services; and
• acquisition management services.

Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.
The planned internal services activities for 2025-26 as outlined below will play a vital supporting role in achieving the PBC’s mandate.

The key areas of focus in 2025-26 are:

• values and ethics;
• service delivery;
• people management;
• employment equity;
• diversity and inclusion;
• accessibility;
• workplace health and safety;
• sound financial management; and
• support the PBC’s core IT key activities (through the Mater Service Agreement (MSA) with CSC).

In 2025-26, the PBC will continue to improve its approach to staffing sub-delegation by leveraging the use of technology to simplify and speed up staffing processes. The PBC will continue to foster and promote professional development for its employees, integrate values and ethics into their daily work, and ensure that the PBC has the right competencies for key positions. In addition, the PBC plans to continue to support the mental health and wellbeing of its Board members and employees by renewing and promoting its service agreements with the Employee Assistance Program (including LifeSpeak), Ombuds Services, and Informal Conflict Management Services.

In 2025-26, the PBC will continue to focus on areas of employment equity, diversity and inclusion (EEDI) by implementing measures that support the Clerk’s Call to Action on anti-racism, equity, and inclusion in the Federal Public Service, the Truth and Reconciliation Calls to Action and other government initiatives/strategies. The goal is to attract, recruit, mobilize, develop, and retain talent in under-represented employment equity and equity-seeking groups. As such, the PBC will continue the delivery of the PBC’s Employment Equity Plan by increasing the recruitment of under-represented groups, according to the Workforce Availability.

The PBC will continue its efforts on the implementation of its Policy on Workplace Harassment and Violence Prevention, and the requirements of the Work Place Harassment and Violence Prevention Regulations. Specifically, the PBC will focus on delivering training to its Board members and staff that is specific to the culture, conditions, and activities of the PBC’s workplace, as well as developing tools and awareness communications on responding to and reporting occurrences of workplace harassment and violence.

As the hybrid work model continues to evolve across the Public Service, the PBC will continue developing its Future of the Workplace Framework by assessing its accommodation requirements, including space, technological, and security requirements over the short and medium term (i.e., next 1 to 5 years). The PBC also plans to strengthen its materiel management framework through the improvement of asset management practices.

In 2025-26, the PBC will continue to provide acquisition services. The service delivery model offers services to other small departments and agencies (SDA). The service began as a pilot in 2023-24 and PBC signed Service Level Agreements with various SDAs. The plan is to sign additional agreements to achieve a stable revenue and service delivery model in the following years on an ongoing basis. The intent is to build stable capacity, develop and retain the employees in procurement, and address shortages in terms of acquisition management services at the PBC and within the SDA community.

Planned resources to achieve results

Table 11: Planned resources to achieve results for internal services this year

Table 11 provides a summary of the planned spending and full-time equivalents required to achieve results.

Resource	Planned
Spending	$13,549,527
Full-time equivalents	77

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

Planning for contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024-25.

Over the years, the PBC has been collaborating with Elders and Cultural Advisors to provide responsive hearings for Indigenous offenders. The contracts for services with Elders and Cultural Advisors represent the main part of the PBC’s plan to meet the mandatory minimum target of 5% of the total value of contracts awarded to Indigenous businesses annually. The PBC will continue to develop strategies to enhance and maintain its list of suppliers that provide culturally adapted hearings.

Table 12: Percentage of contracts planned and awarded to Indigenous businesses

Table 12 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

5% Reporting Field	2023-24 Actual Result	2024-25 Forecasted Result	2025-26 Planned Result
Total percentage of contracts with Indigenous businesses	16.6%	12.7%	12.7%

Planned spending and human resources

This section provides an overview of PBC’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.

Spending

This section presents an overview of the department's planned expenditures from 2022-23 to 2027-28.

Graph 1: Planned spending by core responsibility in 2025-26

Graph 1 presents how much the department plans to spend in 2025-26 to carry out core responsibilities and internal services.

Core responsibilities and internal services	2025-26 planned spending
Conditional Release Decisions	42,454,148
Conditional Release Openness and Accountability	5,204,173
Record Suspension/ Pardon and Expungement Decisions/Clemency Recommendations	10,444,610
Internal services	13,549,527

Analysis of planned spending by core responsibility

The PBC will allocate approximately 66% of its resources to legislated responsibilities for conditional release and related support; 15% of its resources for record suspension/pardons and expungement decisions, as well as clemency recommendations and the remaining approximately 19% of its resources will be used for internal services.

Budgetary performance summary

Table 13: Three-year spending summary for core responsibilities and internal services (dollars)

Table 13 presents how much money the PBC spent over the past three years to carry out its core responsibilities and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.

Core responsibilities and internal services	2022-23 Actual Expenditures	2023-24 Actual Expenditures	2024-25 Forecast Spending
Conditional Release Decisions	42,264,222	47,411,727	45,084,471
Conditional Release Openness and Accountability	4,450,821	5,663,027	5,243,928
Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations	8,360,982	9,814,398	11,866,832
Subtotal	55,076,025	62,889,153	62,195,231
Internal services	13,700,453	14,599,088	14,925,784
Total	68,776,478	77,488,241	77,121,015

Analysis of the past three years of spending

The spending increased as a result of additional funding received in Supplementary Estimates.

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

Table 14: Planned three-year spending on core responsibilities and internal services (dollars)

Table 14 presents how much money the PBC plans to spend over the next three years to carry out its core responsibilities and for internal services.

Core responsibilities and internal services	2025-26 Planned Spending	2026-27 Planned Spending	2027-28 Planned Spending
Conditional Release Decisions	42,454,148	41,701,482	41,701,482
Conditional Release Openness and Accountability	5,204,173	5,209,865	5,209,865
Record Suspension/Pardon and Expungement Decisions/Clemency Recommendations	10,444,610	10,593,878	10,593,878
Subtotal	58,102,931	57,505,225	57,505,225
Internal services	13,549,527	13,515,926	13,515,926
Total	71,652,458	71,021,151	71,021,151

Analysis of the next three years of spending

The PBC’s planned spending will be reducing for future years as a result of the Refocusing Government Spending stemming from Budget 2023 and also 2024-25 was the last fiscal year of receiving funding for the implementation of the renewal of the Pardon and Record Suspension System (PARSS).

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Table 15: Budgetary gross and net planned spending summary (dollars)

Table 15 reconciles gross planned spending with net spending for 2025-26.

Core responsibilities and internal services	2025-26 Gross planned spending (dollars)	2025-26 Planned revenues netted against spending (dollars)	2024-25 Planned net spending (authorities used)
Conditional Release Decisions	42,454,148	0	42,454,148
Conditional Release Openness and Accountability	5,204,173	0	5,204,173
Record Suspension/ Pardon and Expungement Decisions/Clemency Recommendations	10,444,610	0	10,444,610
Subtotal	58,102,931	0	58,102,931
Internal services	14,049,527	(500,000)	13,549,527
Total	72,152,458	(500,000)	71,652,458

Analysis of budgetary gross and net planned spending summary

The PBC has a Vote Netting Revenue authority to provide acquisition management services to other small departments on a cost-recovery basis up to $500,000.

Information on the alignment of the PBC’s spending with Government of Canada’s spending and activities is available on GC InfoBase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 2: Approved funding (statutory and voted) over a six-year period

Graph 2 summarizes the department's approved voted and statutory funding from 2022-23 to 2027-28.

The PBC’s total planned spending for the next three fiscal years is reducing a result of the Refocusing Government Spending from Budget 2023 and 2024-25 was the last fiscal year of funding for the renewal of the Pardon and Record Suspension System (PARSS).

Fiscal year	Total	Voted	Statutory
2022-23	68,776,478	61,362,981	7,413,497
2023-24	77,488,241	69,056,729	8,431,512
2024-25	77,121,015	69,783,175	7,337,840
2025-26	71,652,458	64,336,572	7,315,886
2026-27	71,021,151	63,777,751	7,243,400
2027-28	71,021,151	63,777,751	7,243,400

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

The PBC’s planned spending will be reducing for future years as a result of the Refocusing Government Spending stemming from Budget 2023 and also 2024-25 was the last fiscal year of receiving funding for the implementation of the renewal of the Pardon and Record Suspension System (PARSS).

For further information on the PBC’s departmental appropriations, consult the 2025-26 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of the PBC’s operations for 2024-25 to 2025-26.

Table 16: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)

Table 16 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2024-25 to 2025-26. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Financial information	2024-25 Forecast results	2025-26 Planned results	Difference (Planned results minus forecasted)
Total expenses	87,429,427	81,968,050	(5,461,377)
Total revenues	111,000	200,000	89,000
Net cost of operations before government funding and transfers	87,318,427	81,768,050	(5,550,377)

Analysis of forecasted and planned results

The PBC’s planned spending will be reducing for future years as a result of the Refocusing Government Spending stemming from Budget 2023 and also 2024-25 was the last fiscal year of receiving funding for the implementation of the renewal of the Pardon and Record Suspension System (PARSS).

A more detailed Future-Oriented Statement of Operations and associated Notes for 2025-26 including a reconciliation of the net cost of operations with the requested authorities, is available on the PBC’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28. 

Table 17: Actual human resources for core responsibilities and internal services

Table 17 shows a summary of human resources, in full-time equivalents, for the PBC’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.

Core responsibilities and internal services	2022-23 Actual full-time equivalents	2023-24 Actual full-time equivalents	2024-25 Forecasted full-time equivalents
Conditional Release Decisions	329	345	347
Conditional Release Openness and Accountability	49	52	53
Record Suspension/ Pardon and Expungement Decisions/ Clemency Recommendations	65	70	84
Subtotal	443	467	484
Internal services	76	82	85
Total	519	549	569

Analysis of human resources over the last three years

The FTEs have increased because of additional funding received in Supplementary Estimates.

Table 18: Human resources planning summary for core responsibilities and internal services

Table 18 shows information on human resources, in full-time equivalents, for each of the PBC’s core responsibilities and for its internal services planned for the next three years.

Core responsibilities and internal services	2025-26 Planned full-time equivalents	2026-27 Planned full-time equivalents	2027-28 Planned full-time equivalents
Conditional Release Decisions	317	314	314
Conditional Release Openness and Accountability	51	50	50
Record Suspension/ Pardon and Expungement Decisions/ Clemency Recommendations	83	82	82
Subtotal	451	446	446
Internal services	77	76	76
Total	528	522	522

Analysis of human resources for the next three years

The FTEs will be reducing because of Refocusing Government Spending from Budget 2023.

Corporate information

Departmental profile

Appropriate minister: The Honourable Gary Anandasangaree, P.C., M.P.
Institutional head: Joanne Blanchard, 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 contributes 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/pardon, 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 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 upon request, consistent with its legislation and policies.

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).

Organizational contact information

Mailing Address:

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/Parole-Board-of-Canada

Supplementary information tables

The following supplementary information tables are available on the PBC’s website:

• Gender‑based analysis plus

Information on the PBC’s Departmental sustainable development strategy can be found on PBC’s website.

Federal tax expenditures

The PBC’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)
An enduring function or role 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 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.

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])
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)
For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.

horizontal initiative (initiative horizontale)
An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business (entreprise autochtone)
For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory. 

non‑budgetary expenditures (dépenses non budgétaires)
Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)
What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or an initiative respecting expected results.

plan (plan)
The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to 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 a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’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 a department, 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.