Program directory · Correctional Service Canada
Community Correctional Centres
- Department
- Correctional Service Canada
- Program code
- BUL03 (CSC)
- Core responsibility
- Community Supervision
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Community Correctional Centres (CCC) Program contributes to Community Supervision by providing a 24-hour structured living environment, monitoring and interventions for the purpose of the safe reintegration of offenders into the community. CCCs operate under Correctional Service Canada policies and procedures. The CCCs accommodate offenders under federal jurisdiction who have been released to the community on unescorted temporary absences, day parole, full parole with residency, work releases, statutory release with residency, as well as those subject to Long-Term Supervision Orders with residency.
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 Correctional Centres | This program | 2018-19 – 2028-29 | $170M |
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: Percentage of offenders with a residency requirement who completed their residency period in a Community Correctional Centre without revocation | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Rate of fail to return per 1,000 offenders residing in a Community Correctional Centre | 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 | ≤ 627.3 | 2019 | 702.6 The result not meeting target can be explained in part due to the fact that Community Correctional Centres mostly house a higher risk population which requires a high degree of structure and/or has complex needs, namely offenders released on Statutory Release with a Residency condition (SRR) imposed as well as those subjected to a Long-Term Supervision Order (LTSO) also with residency, as opposed… | Not met |
| 2019-20 | ≤ 627.3 | 2020 | 640.6 CSC is working to improve results. For further information, please refer to the 2019-20 Departmental Results Report. | Not met |
| 2020-21 | ≤ 627.3 | 2021 | 699.3 CSC is working to improve results. For further information, please refer to the 2020-21 Departmental Results Report. | Not met |
| 2021-22 | ≤ 602.9 | 2022 | 794.7 CSC is working to improve results. For further information, please refer to the 2021-22 Departmental Results Report. | Not met |
| 2022-23 | ≤ 602.9 | 2023 | 777.5 CSC is working to improve results. For further information, please refer to the 2022-23 Departmental Results Report. | Not met |
| 2023-24 | ≤ 780 | 2024 | 865 CSC is working to improve results. For further information, please refer to the 2023-24 Departmental Results Report. | Not met |
| 2024-25 | ≤ 780 | 2025 | 816.1 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
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 50% | 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 | $11M | $21.7M |
| 2019-20 | $10.2M | $23M |
| 2020-21 | $16.6M | $22.7M |
| 2021-22 | $19.5M | $23.7M |
| 2022-23 | $21.5M | $24.8M |
| 2023-24 | $23.1M | $25.6M |
| 2024-25 | $21.7M | $28.8M |
| 2025-26 | $27.4M | — |
| 2026-27 | $27.6M | — |
| 2027-28 | $27.6M* | — |
| 2028-29 | $27.6M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 2 | 3 |
| 2019-20 | 4 | 8 |
| 2020-21 | 8 | 6 |
| 2021-22 | 6 | 5 |
| 2022-23 | 5 | 5 |
| 2023-24 | 5 | 6 |
| 2024-25 | 6 | 6 |
| 2025-26 | 6 | — |
| 2026-27 | 6 | — |
| 2027-28 | 6* | — |
| 2028-29 | 6* | — |
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 | $10,951,913 | $10,937,792 | $10,935,151 | ||||||||
| 2019-20 plan | $10,167,041 | $10,142,455 | $10,135,262 | ||||||||
| 2020-21 plan | $16,591,279 | $16,749,442 | $16,927,483 | ||||||||
| 2021-22 plan | $19,532,989 | $19,704,508 | $19,792,812 | ||||||||
| 2022-23 plan | $21,536,313 | $21,271,836 | $20,524,214 | ||||||||
| 2023-24 plan | $23,063,349 | $23,063,437 | $22,969,270 | ||||||||
| 2024-25 plan | $21,676,808 | $21,678,576 | $21,678,993 | ||||||||
| 2025-26 plan | $27,366,695 | $26,966,750 | $27,198,253 | ||||||||
| 2026-27 plan | $27,635,154 | $27,635,130 | $27,635,940 | ||||||||
| Actual | $21,655,851 | $23,010,350 | $22,698,799 | $23,688,193 | $24,785,903 | $25,592,423 | $28,815,431 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
