Program directory · Correctional Service Canada
Offender Education
- Department
- Correctional Service Canada
- Program code
- BUK08 (CSC)
- Core responsibility
- Correctional Interventions
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Offender Education Program contributes to Correctional Interventions by providing offenders with knowledge and skills that contribute to the successful reintegration of offenders thereby enhancing public safety.
The key activities include conducting educational and learning disability assessments, and the delivery of education programs and services to offenders, such as those who:
1. Were assessed below grade 12 or its equivalent;
2. Unable to communicate proficiently in either official language;
3. Require additional secondary credits as a prerequisite to participate in other programs or employment opportunities; or,
4. Request a referral to post-secondary education and meet the academic prerequisites.
Education programs are interventions that provide offenders with literacy, academic and personal development skills. Through educational achievements, offenders may receive formal recognition, certification, or accreditation from an educational authority recognized by the province through which the program is accredited.
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 |
|---|---|---|---|
| Offender Education | This program | 2018-19 – 2028-29 | $191M |
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 serving a sentence of four years or less, with an identified need to upgrade their education, the percentage who received an educational referral within 120 days of admission to federal custody | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Of the offenders with an identified need for an upgrade to their education, the percentage who upgrade prior to first release; Percentage of education referrals actioned within 120 days of admission to 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 | ≥ 53.7% | 2019 | 68% The target for this indicator was updated to 54.0% as reported in the Departmental Results Report 2018–19 in accordance with CSC’s performance measurement methodology. | Met |
| 2019-20 | ≥ 54% | 2020 | 68.3% | Met |
| 2020-21 | ≥ 54% | 2021 | 57.6% | Met |
| 2021-22 | ≥ 65.7% | 2022 | 59.6% CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
| 2022-23 | ≥ 65.7% | 2023 | 66% | Met |
| 2023-24 | ≥ 62.1% | 2024 | 77.4% | Met |
| 2024-25 | ≥ 62.9% | 2025 | 82.7% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 57% | 2019 | 74.7% The target for this indicator was updated to 73.4% as reported in the Departmental Results Report 2018–19 in accordance with CSC’s performance measurement methodology. | Met |
| 2019-20 | ≥ 73.4% | 2020 | 75.8% | Met |
| 2020-21 | ≥ 73.4% | 2021 | 63.6% CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≥ 74.2% | 2022 | 68% CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
| 2022-23 | ≥ 74.2% | 2023 | 76.1% | Met |
| 2023-24 | ≥ 69.4% | 2024 | 84% | Met |
| 2024-25 | ≥ 69.4% | 2025 | 86.1% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 86.1% | 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 | $22.1M | $23.3M |
| 2019-20 | $23.6M | $24.7M |
| 2020-21 | $23.4M | $26.8M |
| 2021-22 | $25.8M | $28M |
| 2022-23 | $29M | $27.5M |
| 2023-24 | $28.9M | $30.8M |
| 2024-25 | $29.3M | $30.1M |
| 2025-26 | $29.4M | — |
| 2026-27 | $27.7M | — |
| 2027-28 | $24.6M* | — |
| 2028-29 | $23.9M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 163 | 155 |
| 2019-20 | 154 | 167 |
| 2020-21 | 183 | 175 |
| 2021-22 | 183 | 180 |
| 2022-23 | 177 | 178 |
| 2023-24 | 178 | 177 |
| 2024-25 | 174 | 180 |
| 2025-26 | 179 | — |
| 2026-27 | 163 | — |
| 2027-28 | 149* | — |
| 2028-29 | 149* | — |
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 | $22,062,071 | $22,033,625 | $22,028,305 | ||||||||
| 2019-20 plan | $23,582,813 | $23,525,783 | $23,509,100 | ||||||||
| 2020-21 plan | $23,385,179 | $23,608,109 | $23,859,054 | ||||||||
| 2021-22 plan | $25,782,031 | $26,008,422 | $26,124,977 | ||||||||
| 2022-23 plan | $28,988,005 | $28,632,017 | $27,625,713 | ||||||||
| 2023-24 plan | $28,863,865 | $28,867,431 | $28,749,566 | ||||||||
| 2024-25 plan | $29,345,518 | $29,389,379 | $29,312,191 | ||||||||
| 2025-26 plan | $29,417,894 | $29,334,010 | $29,344,420 | ||||||||
| 2026-27 plan | $27,728,058 | $24,560,455 | $23,850,603 | ||||||||
| Actual | $23,329,718 | $24,749,515 | $26,786,253 | $27,969,090 | $27,459,331 | $30,761,130 | $30,133,347 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.