Program directory · Correctional Service Canada
Community Engagement
- Department
- Correctional Service Canada
- Program code
- BUK02 (CSC)
- Core responsibility
- Correctional Interventions
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Community Engagement Program contributes to Correctional Interventions through citizen engagement by developing and maintaining relationships with volunteers, partners, stakeholders, Canadians and communities. CSC provides voluntary client-centered services focused on restorative justice and victim services that further contribute to the federal correctional process in areas including meeting victims’ needs and integrating their concerns, meaningful offender accountability and their reintegration.
Key activities include raising public awareness to improve confidence in federal corrections; developing and maintaining partnerships; creating collaborative working relationships with diverse segments of the community, non-governmental agencies, and other government departments; providing leadership to the volunteer program, National Victim Services Program and Restorative Opportunities Program, engaging in restorative justice initiatives; providing / receiving information to / from victims; providing opportunities for and delivering victim-offender mediation services to address serious crime nationally, and supporting ongoing activities that promote the successful reintegration of offenders into the community.
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 |
|---|---|---|---|
| Community Engagement | This program | 2018-19 – 2028-29 | $59.8M |
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: Of the offenders who participate in the Restorative Opportunities Program, the percentage who are not readmitted to federal custody within five years; Percentage of requests to register a victim that are processed within 21 working days of receipt by CSC; Percentage of victim statements that are processed within two working days of receipt by CSC | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Number of active cases with the Restorative Opportunities program; Number of hours provided by volunteers; Number of referrals to the Restorative Opportunities program; Number of registered victims | 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 | ≥ 300 | 2019 | 518 | Met |
| 2019-20 | ≥ 400 | 2020 | 374 The case closure rate improved, lowering the number of active cases. | Not met |
| 2020-21 | ≥ 400 | 2021 | 343 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≥ 360 | 2022 | 340 CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
| 2022-23 | ≥ 360 | 2023 | 404 | Met |
| 2023-24 | ≥ 360 | 2024 | 365 | Met |
| 2024-25 | ≥ 360 | 2025 | 311 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 |
|---|---|---|---|---|
| 2018-19 | ≥ 573,500 | 2019 | — Indicator under review | No result reported |
| 2019-20 | ≥ 390,000 | 2020 | — Indicator under review. | No result reported |
| 2020-21 | ≥ 390,000 | 2021 | 0 This indicator is under review. | Not met |
| 2021-22 | ≥ 0 | 2022 | — This indicator is under review. | No result reported |
| 2022-23 | — | 2023 | This indicator is under review. This indicator is under review. | No result reported |
| 2023-24 | — | 2024 | Target to be determined This Indicator is under review | No result reported |
| 2024-25 | — | 2025 | This target is under review. This target is under review. | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 125 | 2019 | 140 | Met |
| 2019-20 | ≥ 135 | 2020 | 166 | Met |
| 2020-21 | ≥ 135 | 2021 | 126 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≥ 80 | 2022 | 122 | Met |
| 2022-23 | ≥ 80 | 2023 | 148 | Met |
| 2023-24 | ≥ 80 | 2024 | 141 | Met |
| 2024-25 | ≥ 120 | 2025 | 177 | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 7,800 | 2019 | 8,480 | Met |
| 2019-20 | ≥ 8,500 | 2020 | 8,691 | Met |
| 2020-21 | ≥ 8,500 | 2021 | 8,678 | Met |
| 2021-22 | ≥ 9,125 | 2022 | 8,547 CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
| 2022-23 | ≥ 9,125 | 2023 | 8,689 CSC is working to improve results. For further information, please refer to the 2022-23 Departmental Results Report. | Not met |
| 2023-24 | ≥ 9,125 | 2024 | 8,894 CSC is working to improve results. For further information, please refer to the 2023-24 Departmental Results Report. | Not met |
| 2024-25 | ≥ 9,125 | 2025 | 9,152 | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 91% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 72.1% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 76.9% | 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 | $8.5M | $8.3M |
| 2019-20 | $8.6M | $8.1M |
| 2020-21 | $7.9M | $8.2M |
| 2021-22 | $8.7M | $7.9M |
| 2022-23 | $8.5M | $8.1M |
| 2023-24 | $8.6M | $9.9M |
| 2024-25 | $8.8M | $9.3M |
| 2025-26 | $9.3M | — |
| 2026-27 | $13.9M | — |
| 2027-28 | $9.2M* | — |
| 2028-29 | $9M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 79 | 79 |
| 2019-20 | 78 | 79 |
| 2020-21 | 78 | 76 |
| 2021-22 | 79 | 78 |
| 2022-23 | 75 | 78 |
| 2023-24 | 76 | 85 |
| 2024-25 | 78 | 79 |
| 2025-26 | 79 | — |
| 2026-27 | 90 | — |
| 2027-28 | 69* | — |
| 2028-29 | 68* | — |
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 | $8,487,567 | $8,476,624 | $8,474,577 | ||||||||
| 2019-20 plan | $8,563,422 | $8,542,715 | $8,536,656 | ||||||||
| 2020-21 plan | $7,872,933 | $7,947,986 | $8,032,469 | ||||||||
| 2021-22 plan | $8,715,489 | $8,792,019 | $8,831,420 | ||||||||
| 2022-23 plan | $8,504,805 | $8,400,362 | $8,105,122 | ||||||||
| 2023-24 plan | $8,581,120 | $8,582,336 | $8,547,295 | ||||||||
| 2024-25 plan | $8,849,206 | $8,830,601 | $8,813,543 | ||||||||
| 2025-26 plan | $9,292,499 | $9,272,341 | $9,276,269 | ||||||||
| 2026-27 plan | $13,873,746 | $9,192,628 | $9,031,588 | ||||||||
| Actual | $8,257,084 | $8,098,548 | $8,193,725 | $7,937,645 | $8,149,860 | $9,893,433 | $9,301,018 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.