Program directory · Correctional Service Canada
Accommodation Services
- Department
- Correctional Service Canada
- Program code
- BUJ07 (CSC)
- Core responsibility
- Care and Custody
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Accommodation Services Program contributes to Care and Custody through facilities planning, construction, maintenance and repair of institutional buildings/structures, and lands; acquisition, maintenance and repair of vehicles; as well as related basic services for inmates. This is done so that institutions can meet their operational requirements including the provision of safe and clean living and working environments for inmates, and the provision of safe and clean conditions for staff, contractors, volunteers and visitors.
Key activities include the provision of basic necessities to inmates, technical support, housekeeping, clothing and cell furnishings, laundry services, facilities planning services, construction project management, engineering services, environmental services, waste management, electrical, water and sewage, heating/co-generation of power, plumbing, fire protection, motor vehicle maintenance and operations, carpentry, masonry, painting, welding and millwright, general labour, general maintenance, and landscaping.
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 |
|---|---|---|---|
| Accommodation Services | This program | 2018-19 – 2028-29 | $3.21B |
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 |
|---|---|---|
| 2026-27 | Indicators added: Actual Reinvestment Rate vs Available Budget; Actual Reinvestment Rate vs Target Reinvestment Rate; Percentage of accommodation projects progressing within approved timeframes; Percentage of maintenance requests/work orders that are completed within timeframes | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Rate of upheld grievances related to accommodation services 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 |
|---|---|---|---|---|
| 2018-19 | ≤ 8 | 2019 | 5.5 | Met |
| 2019-20 | ≤ 8 | 2020 | 5 | Met |
| 2020-21 | ≤ 8 | 2021 | 3.1 | Met |
| 2021-22 | ≤ 8.1 | 2022 | 2.2 | Met |
| 2022-23 | ≤ 8.1 | 2023 | 3.2 | Met |
| 2023-24 | ≤ 3.49 | 2024 | 1.66 | Met |
| 2024-25 | ≤ 2.41 | 2025 | 2.83 CSC is working to improve results. For further information, please refer to the 2024-25 Departmental Results Report. | Not met |
Current: the 2026-27 plan's targets
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | target to be determined | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 1.9% | 2027 | — | Planned |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | Target to be determined | 2027 | — | Planned |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | Target to be determined | 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 | $364M | $456M |
| 2019-20 | $360M | $402M |
| 2020-21 | $387M | $377M |
| 2021-22 | $417M | $412M |
| 2022-23 | $437M | $487M |
| 2023-24 | $431M | $557M |
| 2024-25 | $519M | $518M |
| 2025-26 | $590M | — |
| 2026-27 | $629M | — |
| 2027-28 | $642M* | — |
| 2028-29 | $732M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 961 | 942 |
| 2019-20 | 956 | 971 |
| 2020-21 | 964 | 1,028 |
| 2021-22 | 1,077 | 1,047 |
| 2022-23 | 970 | 1,036 |
| 2023-24 | 1,021 | 1,028 |
| 2024-25 | 1,003 | 1,078 |
| 2025-26 | 1,165 | — |
| 2026-27 | 1,101 | — |
| 2027-28 | 1,090* | — |
| 2028-29 | 1,074* | — |
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 | $364,116,214 | $363,646,739 | $363,558,940 | ||||||||
| 2019-20 plan | $359,745,598 | $358,875,643 | $358,621,142 | ||||||||
| 2020-21 plan | $386,979,655 | $390,668,712 | $394,821,374 | ||||||||
| 2021-22 plan | $416,833,726 | $420,493,929 | $422,378,338 | ||||||||
| 2022-23 plan | $436,670,691 | $431,308,147 | $416,149,344 | ||||||||
| 2023-24 plan | $430,989,725 | $435,090,714 | $433,314,250 | ||||||||
| 2024-25 plan | $519,393,230 | $552,126,729 | $585,102,352 | ||||||||
| 2025-26 plan | $589,588,516 | $616,916,845 | $649,019,875 | ||||||||
| 2026-27 plan | $629,126,750 | $642,330,614 | $732,449,266 | ||||||||
| Actual | $455,915,090 | $402,126,959 | $377,264,895 | $411,518,214 | $487,437,821 | $556,522,096 | $518,372,617 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
