Program directory · Correctional Service Canada
Supervision
- Department
- Correctional Service Canada
- Program code
- BUJ02 (CSC)
- Core responsibility
- Care and Custody
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Supervision Program contributes to the Care and Custody of inmates through the provision of security activities to ensure that institutions are safe and secure, and that they facilitate an environment that supports rehabilitation and reintegration. The program directly assists with case management by identifying and managing illicit activities and security threats to contribute to the safety and security of institutions.
Key activities include gathering and sharing information, dynamic security and searches, performing security patrols and inmate counts, and addressing inmate behaviour that may jeopardize the safety and security of institutions in accordance with the inmate discipline system. As well, the monitoring of inmate movements, while considering institutional security requirements, supports an inmate’s’ participation in their correctional plan.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Supervision | This program | 2018-19 – 2028-29 | $6.08B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2020-21 | Indicators added: Median number of days spent in a Structured Intervention Unit (SIU) within the fiscal year; Rate of critical security incidents per 1,000 offenders in federal custody; Rate of serious security incidents per 1,000 offenders in federal custody | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Renamed from “Intelligence and Supervision” to “Preventive Security, Intelligence and Supervision”. | GC InfoBase program names by year |
| 2022-23 | Indicators dropped: Rate of critical security incidents per 1,000 offenders in federal custody; Rate of minor/moderate security incidents per 1,000 offenders in federal custody; Rate of serious security incidents per 1,000 offenders in federal custody | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Renamed from “Preventive Security, Intelligence and Supervision” to “Supervision”. | GC InfoBase program names by year |
| 2026-27 | Indicators added: Percentage of inmates with four or more transfers to a Structured Interventions Unit within the span of 180 days; Percentage of transfers to a Structured Intervention Unit (SIU) where a decision was made within five working days for the inmate not to remain in the SIU; Rate of minor/moderate security incidents per 1,000 inmates | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Median number of days spent in a Structured Intervention Unit (SIU) within the fiscal year; Rate of transitions to higher security per 1,000 offenders in federal custody | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2021-22 | — | 2022 | 28 Indicator is new with no baseline to develop a meaningful target just yet. | No result reported |
| 2022-23 | ≤ 26 | 2023 | 15 target met | Met |
| 2023-24 | ≤ 24.9 | 2024 | 13 | Met |
| 2024-25 | ≤ 24.9 | 2025 | 15 | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 87.2 | 2019 | 60.9 The target for this indicator was updated to 72.6 as reported in the Departmental Results Report 2018–19 in accordance with CSC’s performance measurement methodology. | Met |
| 2019-20 | ≤ 72.6 | 2020 | 71.9 | Met |
| 2020-21 | ≤ 72.6 | 2021 | 58.7 | Met |
| 2021-22 | ≤ 72.3 | 2022 | 54.5 | Met |
| 2022-23 | ≤ 72.3 | 2023 | 60.9 | Met |
| 2023-24 | ≤ 57.5 | 2024 | 71 CSC is working to improve results. For further information, please refer to the 2023-24 Departmental Results Report | Not met |
| 2024-25 | ≤ 57.5 | 2025 | 61.8 CSC is working to improve results. For further information, please refer to the 2024-25 Departmental Results Report. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≤ 0.37 | 2021 | 0.97 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≤ 0.27 | 2022 | 1.05 CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 166.1 | 2019 | 212 Minor and moderate security incidents trended upward for the fourth consecutive year. This can be explained, at least in part, by the increasing complexity of the population under CSC’s jurisdiction. CSC has custody of offenders with extensive histories of violence and violent crimes, previous youth and adult convictions, and affiliations with gangs and organized crime. In addition, offenders may… | Not met |
| 2019-20 | ≤ 166.1 | 2020 | 270 CSC is working to improve results. For further information, please refer to the 2019-20 Departmental Results Report. | Not met |
| 2020-21 | ≤ 166.1 | 2021 | 270.9 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≤ 205.1 | 2022 | 271.1 CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≤ 6.97 | 2021 | 9.6 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≤ 7.03 | 2022 | 8.52 CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≤ 3.6% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 43.3% | 2027 | — | Planned |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≤ 315.6 | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $759M | $745M |
| 2019-20 | $782M | $768M |
| 2020-21 | $744M | $893M |
| 2021-22 | $875M | $864M |
| 2022-23 | $835M | $851M |
| 2023-24 | $866M | $877M |
| 2024-25 | $877M | $1.08B |
| 2025-26 | $943M | — |
| 2026-27 | $945M | — |
| 2027-28 | $944M* | — |
| 2028-29 | $945M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 6,716 | 6,547 |
| 2019-20 | 6,630 | 6,438 |
| 2020-21 | 6,631 | 6,429 |
| 2021-22 | 6,778 | 6,391 |
| 2022-23 | 6,573 | 6,234 |
| 2023-24 | 6,322 | 6,308 |
| 2024-25 | 6,406 | 6,423 |
| 2025-26 | 6,504 | — |
| 2026-27 | 6,508 | — |
| 2027-28 | 6,505* | — |
| 2028-29 | 6,505* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $758,827,406 | $757,849,007 | $757,666,033 | ||||||||
| 2019-20 plan | $781,755,309 | $779,864,829 | $779,311,777 | ||||||||
| 2020-21 plan | $744,050,255 | $751,143,249 | $759,127,617 | ||||||||
| 2021-22 plan | $875,118,918 | $878,961,113 | $878,961,113 | ||||||||
| 2022-23 plan | $835,290,820 | $825,033,013 | $796,036,312 | ||||||||
| 2023-24 plan | $866,186,242 | $854,420,591 | $850,932,014 | ||||||||
| 2024-25 plan | $876,902,493 | $825,363,064 | $811,922,010 | ||||||||
| 2025-26 plan | $942,616,242 | $811,371,130 | $811,717,789 | ||||||||
| 2026-27 plan | $944,741,259 | $944,138,675 | $944,995,194 | ||||||||
| Actual | $744,855,475 | $768,242,604 | $893,315,551 | $864,157,078 | $851,313,278 | $876,896,855 | $1,078,672,229 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
