Program directory · Correctional Service Canada
Social Programs
- Department
- Correctional Service Canada
- Program code
- BUK10 (CSC)
- Core responsibility
- Correctional Interventions
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Social Programs portfolio contributes to Correctional Interventions by providing structured and unstructured programs and activities designed to prepare offenders for reintegration into the community as law-abiding citizens.
To assist in supporting safe and effective reintegration, the programs and activities included within the Social Programs portfolio encourage offenders to adopt pro-social lifestyles as well as acquire basic life skills, and to use their leisure time while incarcerated in a constructive and meaningful way. Research suggests that men who are most likely to be revoked within their first year of release demonstrate needs related to employment and community functioning. For women, the offenders’ odds of remaining in the community are significantly improved when a combination of services and programs are used in their rehabilitation. The Social Programs portfolio therefore works in tandem with other interventions to provide offenders with occasions to practice social skills, establish and strengthen positive relationships with their peers, and become aware of their strengths and weaknesses, which assists them in overcoming challenges associated with successful reintegration. Further, skills reinforced in social programs encourage and reinforce the behaviours and thinking taught throughout correctional programming, thereby supporting offenders in addressing their criminogenic needs.
The Social Programs portfolio also provides opportunities for offenders in Structured Intervention Units to engage in meaningful human contact, while reinforcing the skills needed to reintegrate and remain in the mainstream offender population.
Key activities include the Community Integration Program, the Social Integration Program for Women, and the Structured Intervention Unit Social Program.
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 |
|---|---|---|---|
| Social Programs | This program | 2018-19 – 2028-29 | $171M |
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 | Renamed from “Social Program” to “Social Programs”. | GC InfoBase program names by year |
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 | ≥ 82% | 2019 | 76.8% Certain institutions do not have the appropriate staff available or trained to deliver the program. CSC has revised the content of the Community Integration Program (CIP) in fiscal year 2018–19 and will review the “Train-the-Trainer”, the referral process to the program as well as the workload of the appropriate staff at men institutions during fiscal year 2019–20 in order to improve the delivery… | Not met |
| 2019-20 | ≥ 82% | 2020 | 86.1% | Met |
| 2020-21 | ≥ 82% | 2021 | 74.2% CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≥ 77.5% | 2022 | 72.7% CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
| 2022-23 | ≥ 77.5% | 2023 | 83.7% | Met |
| 2023-24 | ≥ 73% | 2024 | 80.3% | Met |
| 2024-25 | ≥ 73% | 2025 | 87.4% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 89.2% | 2019 | 94.5% | Met |
| 2019-20 | ≥ 89.2% | 2020 | 92.1% | Met |
| 2020-21 | ≥ 89.2% | 2021 | 97.4% | Met |
| 2021-22 | ≥ 92.2% | 2022 | 97.2% | Met |
| 2022-23 | ≥ 92.2% | 2023 | 96.3% | Met |
| 2023-24 | ≥ 88% | 2024 | 98.1% | Met |
| 2024-25 | ≥ 88% | 2025 | 94% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 85.5% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 94.1% | 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 | $22.2M | $20M |
| 2019-20 | $22.2M | $20.9M |
| 2020-21 | $18.9M | $24.5M |
| 2021-22 | $22.1M | $23.8M |
| 2022-23 | $24.7M | $24.7M |
| 2023-24 | $24.2M | $29.6M |
| 2024-25 | $25.3M | $27.5M |
| 2025-26 | $26.5M | — |
| 2026-27 | $28.3M | — |
| 2027-28 | $28M* | — |
| 2028-29 | $28M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 213 | 206 |
| 2019-20 | 209 | 223 |
| 2020-21 | 239 | 239 |
| 2021-22 | 235 | 234 |
| 2022-23 | 240 | 244 |
| 2023-24 | 240 | 253 |
| 2024-25 | 247 | 250 |
| 2025-26 | 252 | — |
| 2026-27 | 240 | — |
| 2027-28 | 238* | — |
| 2028-29 | 238* | — |
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 | $22,239,469 | $22,210,795 | $22,205,432 | ||||||||
| 2019-20 plan | $22,237,397 | $22,183,622 | $22,167,890 | ||||||||
| 2020-21 plan | $18,883,911 | $19,063,931 | $19,266,573 | ||||||||
| 2021-22 plan | $22,147,473 | $22,341,949 | $22,442,073 | ||||||||
| 2022-23 plan | $24,716,794 | $24,413,259 | $23,555,228 | ||||||||
| 2023-24 plan | $24,166,678 | $24,170,444 | $24,071,757 | ||||||||
| 2024-25 plan | $25,271,269 | $25,241,244 | $25,045,623 | ||||||||
| 2025-26 plan | $26,540,046 | $26,346,532 | $26,356,833 | ||||||||
| 2026-27 plan | $28,283,806 | $28,008,733 | $28,038,390 | ||||||||
| Actual | $19,962,425 | $20,891,752 | $24,484,264 | $23,783,320 | $24,669,964 | $29,630,663 | $27,476,892 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
