Program directory · Correctional Service Canada
Community Management and Security
- Department
- Correctional Service Canada
- Program code
- BUL01 (CSC)
- Core responsibility
- Community Supervision
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Community Management and Security Program contributes to Community Supervision by monitoring and managing offenders in the community, and by gathering, analyzing, and sharing intelligence.
Key activities and outputs include community staff safety strategies as well as a number of initiatives and activities that serve to support the supervision of offenders, including urinalysis, electronic monitoring and partnerships.
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 Management and Security | 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 |
|---|---|---|
| 2020-21 | Indicators added: Rate of convictions on supervision for offences resulting in death, per 1,000 offenders; Rate of convictions on supervision for serious or violent offences, per 1,000 offenders | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators added: Median days offenders are unlawfully at large; Percentage of offenders on conditional release reaching sentence expiry date without re-admission during their supervision periods | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Rate of convictions on supervision for offences resulting in death, per 1,000 offenders; Rate of convictions on supervision for serious or violent offences, per 1,000 offenders; Rate of minor/moderate convictions under supervision per 1,000 offenders | 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 |
|---|---|---|---|---|
| 2020-21 | ≤ 0.64 | 2021 | 0.77 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≤ 0.64 | 2022 | 0.35 | Met |
| 2022-23 | ≤ 0.64 | 2023 | 0.72 CSC is working to improve results. For further information, please refer to the 2022-23 Departmental Results Report. | Not met |
| 2023-24 | ≤ 0.74 | 2024 | 0.59 | Met |
| 2024-25 | ≤ 0.74 | 2025 | 0.46 | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≤ 35.8 | 2021 | 22.7 | Met |
| 2021-22 | ≤ 26.6 | 2022 | 22.1 | Met |
| 2022-23 | ≤ 26.6 | 2023 | 22.2 | Met |
| 2023-24 | ≤ 23.8 | 2024 | 26.6 CSC is working to improve results. For further information, please refer to the 2023-24 Departmental Results Report. | Not met |
| 2024-25 | ≤ 23.8 | 2025 | 23.5 | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 185.2 | 2019 | 146.9 | Met |
| 2019-20 | ≤ 185.2 | 2020 | 132.5 | Met |
| 2020-21 | ≤ 185.2 | 2021 | 114.3 | Met |
| 2021-22 | ≤ 160.9 | 2022 | 110.9 | Met |
| 2022-23 | ≤ 160.9 | 2023 | 114.4 | Met |
| 2023-24 | ≤ 118.2 | 2024 | 142.7 CSC is working to improve results. For further information, please refer to the 2023-24 Departmental Results Report. | Not met |
| 2024-25 | ≤ 118.2 | 2025 | 119.7 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 | ≤ 20.8 | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 57.6% | 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 | $19.6M | $22.5M |
| 2019-20 | $21.7M | $22.7M |
| 2020-21 | $23.8M | $23.6M |
| 2021-22 | $25.6M | $23.8M |
| 2022-23 | $26.6M | $24M |
| 2023-24 | $26.7M | $27.2M |
| 2024-25 | $24.4M | $26.9M |
| 2025-26 | $25.5M | — |
| 2026-27 | $26.2M | — |
| 2027-28 | $26.2M* | — |
| 2028-29 | $26.2M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 98 | 120 |
| 2019-20 | 119 | 119 |
| 2020-21 | 120 | 120 |
| 2021-22 | 117 | 126 |
| 2022-23 | 130 | 128 |
| 2023-24 | 128 | 138 |
| 2024-25 | 130 | 135 |
| 2025-26 | 127 | — |
| 2026-27 | 131 | — |
| 2027-28 | 131* | — |
| 2028-29 | 131* | — |
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 | $19,590,234 | $19,564,976 | $19,560,252 | ||||||||
| 2019-20 plan | $21,712,264 | $21,659,759 | $21,644,398 | ||||||||
| 2020-21 plan | $23,812,314 | $24,039,316 | $24,294,845 | ||||||||
| 2021-22 plan | $25,623,462 | $25,848,461 | $25,964,299 | ||||||||
| 2022-23 plan | $26,611,237 | $26,284,437 | $25,360,641 | ||||||||
| 2023-24 plan | $26,691,042 | $26,693,815 | $26,584,825 | ||||||||
| 2024-25 plan | $24,409,754 | $24,386,042 | $24,362,087 | ||||||||
| 2025-26 plan | $25,521,646 | $25,489,526 | $25,496,662 | ||||||||
| 2026-27 plan | $26,179,562 | $26,179,042 | $26,196,861 | ||||||||
| Actual | $22,503,973 | $22,693,123 | $23,626,710 | $23,838,393 | $24,031,125 | $27,211,789 | $26,894,199 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.