Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Correctional Service Canada

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

SECTION 3: Supplementary Information

Table 1: Link to the Government of Canada Outcome Areas32

Strategic Outcome: 

The custody, correctional interventions, and supervision of offenders, in communities and institutions, contributes to public safety.

Program Activity Planned Spending ($millions)33

Alignment to Government of Canada Outcome Area

2008-09 2009-10 2010-11
Custody 1,632.0 1,506.9 1,498.1

Canada’s Social Affairs
Safe and Secure Communities

Correctional Interventions 424.6 407.6 403.2

Canada’s Social Affairs
Safe and Secure Communities

Community Supervision 117.6 100.2 100.2

Canada’s Social Affairs
Safe and Secure Communities

CORCAN (Special Operating Agency) 0.0* 0.0* 0.0*

Canada’s Social Affairs
Safe and Secure Communities

* CORCAN operates through a revolving fund; spending is expected to be offset by revenue.

A "whole-of-government" framework groups all federal departments' Strategic Outcomes and Program Activities into 13 long-term benefits to Canadians--referred to as "Government of Canada Outcomes"--in three broad sectors: social, economic, and international.

Through its Program Activities, CSC contributes most directly to the social affairs sector, under the Government of Canada Outcome, "Safe and Secure Communities", as follows:

  • Decreased levels of crime and victimization by offenders through the delivery of programs and services that reduce recidivism;
  • Enhanced community capacity to deliver programs and services that meet the needs of at-risk populations, through partnerships and formal arrangements with the voluntary sector; and
  • Enhanced intelligence gathering and information-sharing capacity, both internally and with criminal justice partners, allowing for a more cooperative response to ensuring security and safety in institutions and communities.

CORCAN contributes also to the economic sector, under the Government of Canada Outcome, "Income Security and Employment for Canadians", as follows:

  • Provision of work opportunities and employability skills to offenders, through work and training in institutions and support in finding employment when released to the community. This results in a larger, more productive Canadian workforce.

CSC makes an important, but more indirect, contribution to other Government of Canada Outcomes, notably, "Healthy Canadians", via infectious diseases surveillance and control within federal institutions; provision of harm reduction programs that reduce the impact of high-risk behaviour; and interdiction procedures that reduce the amount of illicit drugs getting into institutions.

CSC is one of 34 federal departments and agencies engaged in the government-wide Aboriginal Affairs agenda. Correctional initiatives are reported in annual updates to the federal Aboriginal Programs and Spending web site. As the only federal public service organization responsible for a segment of the Aboriginal Canadian population 24/7, CSC priorities and plans are explicitly linked to the government-wide agenda to reduce disparities between Aboriginal and non-Aboriginal Canadians.   

32 The Whole-of-Government Framework is used for whole-of-government reporting, as reflected in documents such as the annual Canada's Performance reports:
33 For each Program Activity, the planned spending  includes allocations for internal services.


Table 2:  Sustainable Development Strategy

1. Sustainable Development Departmental Goals:

Contribute to a just, peaceful and safe Canadian society, respectful of natural resources and ecological capacities.


Sustainable Development Strategy 2007-2010 reflects our expanded efforts to achieve realistic targets and commitments. For each of our commitments, measuring our performance will be straightforward, for we have defined, in most cases, qualitative targets. We will continue to implement data management systems that will allow us to quantify, store, retrieve and manipulate our data, and then make decisions about how to improve our performance. Consequently, since the first year of Sustainable Development Strategy 2007-2010, most of our efforts to improve our Sustainable Development/Environmental performance have been focused on increasing our dedicated human resource capacities to ensure adequate workload transition, optimal human resource restructuring and robust program delivery.
2. Federal Sustainable Development  Goal (including Greening of Government Operations goals)


CSC's Sustainable Development Strategy 2007-2010 sets out the following 7 goals that are all in line with the Federal Sustainable Development goals:
  1. Contribute to the reduction of greenhouse gas emissions that are responsible for climate change;
  2. Contribute to the protection of the atmosphere;
  3. Contribute to the conservation of the tropospheric air quality;
  4. Contribute to the protection of the hydrosphere;
  5. Contribute  to the support of sustainable communities;
  6. Contribute to the sustainable use of the natural resources;
  7. Contribute to the reinforcement of governance and decisions that support Sustainable Development.

3. Performance Measurements from current SDS

CSC's Sustainable Development Strategy 2007-2010 will refer to the following performance measures to evaluate progress toward its commitments/targets:
  • Weight (in metric tonnes) of CO2 emissions produced by our central heating plants and institutional heating systems;
  • Number of renewable energy production projects implemented;
  • % of newly acquired vehicles that run on alternative fuels;
  • Number of measures to improve the efficiency of large boilers;
  • Number of halocarbon cooling systems replaced;
  • Number of phase 1 and 2 Volatile Organic Compounds recovery projects/units installed/completed;
  • Number of projects to upgrade our wastewater treatment systems implemented;
  • Potable water consumption (litres/occupant/day);
  • Number of priority contaminated sites remediated;
  • Number of assessments of potentially contaminated areas;
  • Number of solid waste audits conducted;
  • Number of employees who received training on green procurement;
  • Number of Sustainable Development Strategy progress reports presented to Senior Management.

4. CSC's Expected Results for 2008-09

Although CSC's Sustainable Development Strategy targets span over a 3-year cycle, we implement Sustainable Development/Environmental initiatives on an annual basis in accordance with the available budget and human resource level.
  • Reduce our natural gas and/or heating oil consumption by approximately 0.5%;
  • At least 10% of all newly acquired vehicles will be hybrid models or will run on alternative fuels;
  • Replace at least 1 large cooling system that represent a high risk of leakage;
  • Implement two Phase 1 and 2 Volatile Organic Compounds Recovery Projects on our petroleum storage tanks;
  • Implement at least 1 project to improve the quality of targeted outfall from a wastewater treatment system;
  • Reduce our potable water consumption by approximately 2% to 3%;
  • Proceed with the remediation of a minimum of 2 priority contaminated sites and further advance our environmental farm management plan;
  • Proceed with a minimum of 3 new environmental assessments of potentially contaminated sites;
  • Conduct 2 institutional solid waste audits;
  • Initiate the development of an internal policy on green procurement; and
  • Prepare and deliver at least two Sustainable Development Strategy progress report for Senior Management.

The following tables are available electronically, and can be found on Treasury Board Secretariat website at:

  • Evaluations
  • Green Procurement
  • Internal Audits
  • Revolving Funds
  • Services Received Without Charge
  • Sources of Respendable and Non-respendable Revenue
  • Summary of Capital Spending by Program Activity
  • User Fees