ARCHIVED - Department of Justice Canada - Supplementary Tables

User Fee: The family Order and Agreements Enforcement Assistance (FOAEA)

Fee Type: Regulatory

Fee-setting Authority: FOAEA Act

Date Last Modified: March 1999

Performance Standards: Yes

Performance Results: Results are available in table "External Fees"

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
7,200	7,371	3,102	2011-12	7,300	2,644
			2012-13	7,300	2,610
			2013-14	7,300	2,621

User Fee: The Central Divorce Proceedings

Fee Type: Regulatory

Fee-setting Authority: CRDP Fee Order

Date Last Modified: May 1986

Performance Standards: Yes

Performance Results: Results are available in table "External Fees"

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
800	720	898	2011-12	738	995
			2012-13	738	995
			2013-14	738	995

User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)

Fee Type: Other product and services

Fee-setting Authority: Access to Information Act (ATIA)

Date Last Modified: 1992

Performance Standards: Yes

Performance Results: Results are available in table "External Fees"

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
3	6	1,842	2011-12	3	2,334
			2012-13	2	2,775
			2013-14	2	3,243

Other Information: Full cost reflects the cost of the Access to Information and Privacy (ATIP) Office in Justice. The role of the ATIP Office is to respond to all formal requests that are made to the Department of Justice, in accordance with the Access to Information Act. As other central agencies, the DOJ ATIP Office has an expanded role; in addition to processing requests, the Office responds to consultations from other government institutions regarding solicitor-client information for the Government as a whole. Although the User Fees Act may provide some of the performance indicators, fee waiver must be considered in light of the ATIP legislation.

Legal Aid Systems

Name of Transfer Payment Program: Legal Aid Systems (voted)

Start Date: August 17, 1971

End Date: March 31, 2012 and ongoing

Description: The objective of the federal Legal Aid Program is to contribute to sustaining a national system of justice, that helps to ensure that economically disadvantaged persons have access to the justice system, through contribution funding in support of criminal, youth criminal justice and immigration and refugee legal aid services provided by the provinces (funding for criminal and civil legal aid in the territories is provided through the Access to Justice Agreements).

Recipients: Provinces

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values.

Results Achieved: Provinces were enabled to provide legal aid services to eligible persons involved in serious criminal, youth criminal justice, and immigration and refugee matters.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Contributions	$119,827,507	$125,827,507	$119,827,507	$124,572,507	$124,572,507	-$4,745,000
Total Program Activity(ies)	$119,827,507	$125,827,507	$119,827,507	$124,572,507	$124,572,507	-$4,745,000

Comment(s) on Variance(s): Additional resources were provided to address the increased costs faced by the six provinces providing immigration and refugee legal aid (Newfoundland and Labrador, Quebec, Ontario, Manitoba, Alberta and British Columbia).

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: The Legal Aid Program Impact Evaluation activities are being conducted over a five-year period. In 2009-2010, the Legal Aid Program Impact Design Study was completed (December 2009). The Legal Aid Program Impact Evaluation is planned to be completed in the 2011-12 fiscal year.

Youth Justice Services Funding Program

Name of Transfer Payment Program: Youth Justice Services Funding Program (voted)

Start Date: April 1, 1984

End Date: March 31, 2011 and ongoing

Description: The overall objective of this Program is to support the policy directions of the Youth Justice Initiative. The specific objectives of the individual agreements are to support and promote an appropriate range of programs and services that: encourage accountability measures for unlawful behaviour that are proportionate and timely; encourage the effective rehabilitation and reintegration of young persons into their communities; target the formal court process to the most serious offences; and target detention and custody to the most serious offences.

Recipients: Provinces and territories

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values.

Results Achieved: Despite the capping of federal funding under this Program since 2006-07, the Provinces and Territories appear to have been able to maintain most of the high priority services developed under the previous agreements.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Contributions	$177,302,415	$177,302,415	$177,302,415	$177,302,415	$177,302,415	$0
Total Program Activity(ies)	$177,302,415	$177,302,415	$177,302,415	$177,302,415	$177,302,415	$0

Comment(s) on Variance(s): N/A

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: A summative evaluation of the funding components of the Youth Justice Initiative undertaken during 2009-10 was completed in 2010-11.

Victims of Crime

Name of Transfer Payment Program: Victims of Crime Initiative (voted) and Federal Victims Strategy (voted)

Start Date: April 1, 2000

End Date: March 31, 2011

Description: The Policy Centre for Victim Issues (PCVI) administers the federal Victims Fund, which has a broad set of objectives that are intended to improve the experience of victims in the criminal justice system. The Fund can be accessed by victim service providers, non-governmental organizations, provincial and territorial governments, victim advocates and researchers, as well as victims (Canadians who are victimized abroad, as well as victims registered with Correctional Services Canada and their support persons to attend National Parole Board hearings).

Recipients:

1. Individuals
2. National, provincial, territorial, municipal, Aboriginal, community or professional organizations, societies or associations
3. Canadian educational institutions/Boards of Education
4. International governmental and non-government organizations (including bodies associated or affiliated with organizations of which Canada is a member, which have as their purpose victim advocacy, services, assistance or raising awareness about the impact of victimization
5. Private sector organizations sponsoring non-profit projects)
6. Bands, Tribal Councils and self-governing First Nations who are working to provide services and assistance to victims of crime in Aboriginal communities
7. Provincial, territorial, municipal and regional governments and agencies

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values

Results Achieved:

In 2010-2011, the Victims Fund provided:

• $350,255 in funding for 347 victims and 109 support persons to attend Parole Board Canada hearings;
• $374,321 in direct funding for 87 Canadians victimized abroad;
• $3,262,044 in grants and contributions funding to a wide range of stakeholders for 80 victim focussed projects including service enhancements, training events, program evaluations, research and community activities;
• $1,394,655 in contribution funding to provinces and territories to help meet the needs of under-served victims of crime, to help support victims in attending sentencing hearings in order to submit their Victim Impact Statement, to provide emergency financial support for territorial victims, and to advance the Canadian Statement of Basic Principles of Justice for Victims of Crime;
• $711,352 in funding to support 91 organizations/communities across Canada to organize and host events in recognition of victims of crime during the fifth annual “National Victims of Crime Awareness Week”;
• $260,567 to support Child Advocacy Centres;
• $439,292 in funding to support the development or enhancement of culturally sensitive victim services for Aboriginal victims of crime specifically related to missing and murdered Aboriginal women.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants	$398,752	$842,605	$850,000	$850,000	$847,249	$2,751
Total Contributions	$3,100,934	$4,067,867	$6,900,000	$9,981,500	$6,179,736	$720,264
Total Program Activity(ies)	$3,499,686	$4,910,472	$7,750,000	$10,831,500	$7,026,985	$723,015

Comment(s) on Variance(s): Management practices implemented in 2010-2011 have resulted in greater awareness of the fund and the development of project proposals that are supported (resulting in a decrease in the variance from previous years). Working directly with victims of crime to support them in accessing financial assistance, as well as working with NGOs, Aboriginal organizations and/or provincial and territorial (PT) partners to develop strong and viable proposals which satisfy government requirements for due diligence, are resource intensive processes to which we are committed. Justice Canada is making changes to improve our ability to deliver this funding.

While in 2010-2011 the Financial Assistance component of the fund saw an increase in the resources committed to victims and their support persons as well as in resources committed to Canadians victimized abroad, those commitments are difficult to forecast as the Victims Fund responds directly to requests for assistance from victims of crime.

Further improvements to the criteria, processes and administration of the Fund will be developed to ensure that federal funding continues to meet the needs of victims of crime and this variance continues to decrease.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: The summative evaluation of the Federal Victim Strategy (FVS) was completed in the Fall 2010. The evaluation found that the FVS is highly relevant to the Government of Canada’s priorities, is improving the experience of victims in the criminal justice system, and that there is a strong continuing need for the FVS. The evaluation also concluded that funding lapses are impeding the full potential of the Victims Fund. In future years, improvements to the criteria, processes and administration of the Fund will be developed to ensure that federal funding meets the needs of victims of crime. For example, PT partners and NGOs will be encouraged to seek funding for longer-terms to augment victim services across the country and develop new services where required, more flexibility in project spending will be advanced when appropriate, and multi-purpose funding will be supported. In addition, methods for decreasing the administrative burden on recipient organizations will be identified as will opportunities to increase awareness of the Fund.

Intensive Rehabilitative Custody and Supervision

Name of Transfer Payment Program: Intensive Rehabilitative Custody and Supervision Program (voted)

Start Date: April 1, 2002

End Date: March 31, 2013 and ongoing

Description: The overall objective of this Program is to financially assist provinces and territories in providing the specialized therapeutic services required for the implementation of the Intensive Rehabilitative Custody and Supervision (IRCS) sentence [paragraph 42(2) (r) and subsection 42(7) of the Youth Criminal Justice Act (YCJA)] and other sentencing options applicable under the YCJA to serious violent youth offenders with mental health problems. It is expected that these services may reduce future violence in those convicted of the most serious violent offences.

Recipients: Provinces and territories

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values.

Results Achieved: During 2010-11, a total of 12 Intensive Rehabilitative Custody and Supervision (IRCS) orders were issued by the courts and became eligible for federal funding, bringing the total number of active IRCS cases funded to 44. In addition, another 13 exceptional cases were approved for funding during 2010-11, bringing the total number of other active cases to 15.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Contributions	$9,028,126	$10,561,587	$11,048,000	$11,048,000	$10,929,773	$118,227
Total Program Activity(ies)	$9,028,126	$10,561,587	$11,048,000	$11,048,000	$10,929,773	$118,227

Comment(s) on Variance(s): Spending under this Program is largely dependent on court decisions and as such remains highly unpredictable.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: A summative evaluation of the funding components of the Youth Justice Initiative undertaken during 2009-10 was completed in 2010-11.

Contraventions Act Fund

Name of Transfer Payment Program: Implementation of Official Languages Requirements in respect of the Contraventions Act (voted)

Start Date: April 1, 2002

End Date: March 31, 2013 and ongoing

Description: The Contraventions Act allows the federal government to designate federal statutory offences as contraventions so that they can be processed using a contraventions scheme, thus reducing the burden on the court system, reducing the costs for the accused and the government, and limiting the impact of a conviction based on a federal offence. The Act authorizes the federal government to sign administration agreements with provinces, territories and municipalities allowing the federal government to use existing provincial penal regimes to prosecute federal contraventions. The Contraventions Act Fund provides funding to provinces, territories and municipalities that have signed administration agreements so that they can implement the Act in a manner consistent with the applicable constitutional language rights laws involving compliance with judicial services (section 530 and 530.1 of the Criminal Code) and extra-judicial services (Part IV of the Official Languages Act).

Recipients: Provincial and territorial departments and agencies and municipalities designated by provincial and territorial governments as being responsible for judicial activities and for providing extra-judicial services in both official languages.

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values.

Results Achieved:

• Four jurisdictions (British Columbia, Manitoba, Ontario and Nova Scotia) and one municipality (Mississauga) have entered into an agreement with language provisions with the Department and, as a result, are fully prepared to offer trials dealing with federal contraventions in a manner consistent with language rights protected in sections 530 and 530.1 of the Criminal Code. The same four jurisdictions and municipality have also taken measures to actively offer extra-judicial services in both official languages in all court locations covered by Part IV of the Official Languages Act.
• In 2010-11, the Department invited the Government of Newfoundland and Labrador and the Government of Alberta to begin negotiations towards signing agreements to implement the contraventions scheme that will contain provisions increasing both provinces’ capacity to offer judicial and extra-judicial services in both official languages.
• Ongoing negotiations with the Government of Prince Edward Island to sign a new agreement which will include standard provisions that will increase PEI’s capacity to offer judicial and extrajudicial services in both official languages made great strides and an agreement is expected to be signed in 2011-2012. The current agreement with the Province signed in 1997 does not contain language rights obligations.
• Negotiations with the Government of Québec to revise the existing agreement were positive and a new agreement is expected to be signed in 2011-2012.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Contributions	$4,289,100	$4,580,600	$9,094,900	$5,799,900	$4,541,496	$4,553,404
Total Program Activity(ies)	$4,289,100	$4,580,600	$9,094,900	$5,799,900	$4,541,496	$4,553,404

Comment(s) on Variance(s): The actual spending was lower than anticipated for the following reasons:

• The province of Newfoundland and Labrador did not sign an agreement in 2010-2011 as anticipated.
• The province of Prince Edward Island did not sign an agreement in 2010-2011.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: The Department undertook an evaluation of the Contraventions Act in 2010 to better understand the experience of enforcement officers and federal departments in using the ticketing system included in the Act. This evaluation is complementary to those evaluations that the Department already conducted of the Contraventions Act Fund (2007), which provides assistance in the delivery of services in both official languages.

The summative evaluation of the Fund will be undertaken in 2011-2012.

Supporting Families experiencing Separation and Divorce Fund

Name of Transfer Payment Program: Supporting Families Fund (voted)²

Start Date: April 1, 2009

End Date: March 31, 2014

Description: The Supporting Families Fund is a key component of the Supporting Families Experiencing Separation and Divorce Initiative (SFI) which was announced by the Minister of Justice in September, 2008. The Fund is aimed at facilitating access to the family justice system for families experiencing separation and divorce, through various services, programs, and information resources, particularly those that promote compliance with financial support and custody/access obligations. The Fund also supports projects that promote public awareness about family law reforms concerning parenting arrangements, child support guidelines and support enforcements.

Recipients: Provincial and territorial departments, agencies, or other organizations designated by provincial and territorial governments as responsible for child support, the enforcement of support orders and agreements and parenting arrangement programs and services are eligible to apply for contribution funding under the Family Justice Initiatives and the Pilot Projects components of the Fund.

Any of the following may apply for contribution or class grant funding under the Public Legal Education and Information and Professional Training component of the Fund:

1. individuals;
2. non-profit professional organizations, societies or associations;
3. other non-profit organizations, societies or associations;
4. educational institutions;
5. private sector organizations sponsoring non-profit projects in partnership with federal, provincial, or territorial governments.

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values.

Results Achieved: Provided funding in the amount of $15,485,228 to provincial and territorial governments for family justice services and programs, particularly those that promote compliance with family law obligations.

Provided $450,154 to non-government organizations for developing family justice information resources, particularly those that promote compliance with family law obligations.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants	$7,600	$29,970	$50,000	$23,259	$23,249	$26,751
Total Contributions	$15,992,391	$15,847,819	$15,950,000	$15,976,741	$15,975,107	-$25,107
Total Program Activity(ies)	$15,999,991	$15,877,789	$16,000,000	$16,000,000	$15,998,356	$1,644

Comment(s) on Variance(s): The actual spending was lower than anticipated for the following reasons:

Under the Supporting Families Initiative, the amount of funding available to each jurisdiction and funding criteria has been established and shared with jurisdictions. Due to limitations in their internal capacity, some jurisdictions were not able to fully utilize the funds available to them in 2010-2011.

Fewer grant proposals than anticipated were received under the PLEI and Professional training component of the SF Fund in fiscal year 2010-2011.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: The impact evaluation of the Supporting Families Initiative will be initiated in 2012/13, so that results will be available before the SFI’s funding cycle is completed in March 2014.

Aboriginal Justice Strategy

Name of Transfer Payment Program: Aboriginal Justice Strategy (voted)

Start Date: April 1, 1991 as Aboriginal Justice Initiative, renewed as Aboriginal Justice Strategy in 1996, 2002, 2007

End Date: March 31, 2012

Description: The Aboriginal Justice Strategy (AJS) enables Aboriginal communities to have increased involvement in the local administration of justice and, as such, provides timely and effective alternatives to mainstream justice processes in appropriate circumstances. AJS programs are also aimed at reducing the rates of victimization, crime and incarceration among Aboriginal people in communities operating AJS programs, and helping the mainstream justice system become more responsive and sensitive to the needs and culture of Aboriginal communities.

Recipients:

1. Bands, First Nations, Tribal Councils, local, regional and national Aboriginal organizations
2. Agencies and institutions of regional/municipal governments
3. Non-profit community organizations, societies, and associations which have voluntarily associated themselves for a non-profit purpose
4. Provincial and territorial governments
5. Individuals
6. For-profit corporations, so long as these corporations will not make a profit on the work performed

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values

Results Achieved: In 2010-2011, the Aboriginal Justice Strategy supported 144³ community-based justice programs serving approximately 400 Aboriginal communities across Canada. This represents an overall increase of two community-based justice programs as compared to the 2009-2010 fiscal year.

48 capacity building projects, which support Aboriginal communities’ involvement in the local administration of justice, were funded during 2010-2011. This includes an increase of one capacity building project as compared to last fiscal year.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants	$13,105	$85,836	$260,000	$72,000	$62,702	$197,298
Total Contributions	$11,706,919	$11,904,293	$12,240,000	$11,943,000	$11,942,639	$297,361
Total Program Activity(ies)	$11,720,024	$11,990,129	$12,500,000	$12,015,000	$12,005,341	$494,659

Comment(s) on Variance(s): Actual spending was lower than anticipated due to a late fall national call for proposals under the Capacity Building Fund. As well, the negotiations and signing of some of the funding agreements under the Community-Based Justice Programs Fund occurred late in the fiscal year which contributed to the lower than anticipated spending.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: A formative evaluation of the AJS was completed in spring 2010. The evaluation is available on the DOJ website. A summative evaluation is planned for 2011-2012.

Youth Justice Fund

Name of Transfer Payment Program: Youth Justice Fund (voted)

Start Date: April 1, 1999

End Date: Ongoing

Description: The Youth Justice Fund provides grants and contributions to projects that encourage a fairer and more effective youth justice system, respond to emerging youth justice issues and enable greater citizen and community participation in the youth justice system. The Fund includes three components: the Youth Justice Main Fund, Drug Treatment under the National Anti-Drugs Strategy, and Guns, Gangs and Drugs.

The Fund supports the development, implementation, and evaluation of pilot projects that provide programming and services for youth in conflict with the law. It supports professional development activities such as training and conferences for justice professionals and youth service providers. Additionally, it funds research on the youth justice system and related issues.

Projects must target youth who are between the ages of 12 and 17 and currently in conflict with the law, or justice professionals and/or service providers who work with these youth.

Recipients: Non-governmental organizations, youth justice stakeholders, Aboriginal organizations and provincial/territorial departments and agencies.

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values

Results Achieved:

• The Youth Justice Fund provided support to 33 projects to promote the making of “smart choices” through community-based educational, cultural, sporting and vocational opportunities for youth involved in gun, gang and drug activities; 17 projects for treatment services and programs targeting young persons in conflict with the law who have illicit substance abuse issues; and 18 projects targeting other priorities, including youth in conflict with the law with Fetal Alcohol Spectrum Disorder. (Some projects targeted more than one of the above priorities.)
• The Fund initiated one major Call for Proposals in 2010-2011 resulting in 15 projects to develop networks among stakeholders on addressing issues related to gang-involved young offenders or provide training for youth service providers.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants	$384,169	$632,739	$730,000	$730,000	$674,678	$55,322
Total Contributions	$2,805,596	$3,796,700	$4,275,000	$4,275,000	$3,770,350	$504,650
Total Program Activity(ies)	$3,189,765	$4,429,439	$5,005,000	$5,005,000	$4,445,028	$559,972

Comment(s) on Variance(s): The Youth Justice Fund’s variance has decreased significantly in recent years, from approximately 40% in 2007-2008 to slightly over 10% in 2010-2011. This is due to greater uptake, as the Guns, Gangs and Drugs and Drug Treatment components become better known; the Fund’s increasing focus on larger, multi-year projects; and management initiatives, including Calls for Proposals in areas of priority.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: The Youth Justice Fund was evaluated as part of the 2010 Youth Justice Funding Components Evaluation.

Access to Justice in Both Official Languages Support Fund

Name of Transfer Payment Program: Access to Justice in Both Official Languages Support Fund (voted)

Start Date: April 1, 2003

End Date: March 31, 2013 and ongoing

Description: In June 2008, the Government launched the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future. The Department of Justice supports the Roadmap through the Initiative in Support of Access to Justice in Both Official Languages. This Initiative includes a consulting mechanism, a training Component in both Official Languages for Justice personnel, a component to encourage young bilingual Canadians to pursue law related careers in justice and a grants and contributions program called the Access to Justice in Both Official Languages Support Fund (the Support Fund).

Objectives: In order to attain the objectives of the Initiative, the Department will invest resources into the Support Fund. All projects and activities must respond to one of the following objectives:

• Increase the capacity of the justice system and its stakeholders to offer justice services in both official languages.
• Increase awareness in the legal community and official language minority and majority communities concerning their rights and issues related to access to justice in both official languages.

Recipients:

• Canadian not-for-profit organizations.
• Provincial and territorial governments, regional and municipal governments, provincial and territorial Crown corporations.
• Canadian institutions/boards of education, including Centres for jurilinguistics.

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values

Results Achieved:

• The Department continued to provide ongoing financial support to the Fédération des associations de juristes d’expression française en common law and its seven member associations.
• The Department funded a total of 38 projects that responded to the needs of official language minority communities across Canada, including projects related to the implementation of the training component. In particular, in fiscal year 2010-2011, the Department funded:
  • 12 projects that provide advance training focusing on legal terminology for bilingual justice professionals
  • 1 project that contributes to the development of a curriculum for bilingual students interested in pursuing a career in the field of justice
  • 8 projects that aim to develop a recruitment strategy and to promote justice-related careers
  • 6 projects that are focused on developing linguistic training tools.
• The Department held an Access to Justice in both Official Languages Sub-Committee meeting in November 2010 to engage the official language minority communities. The objective of the meeting was to enable participants to generate ideas for potential partnerships to develop projects in line with the recommendations of the Canada-wide Analysis of Official Language Training Needs in the Area of Justice.
• The Access to Justice in Both Official Languages FPT Working Group also met in March 2010. For the first time, PT partners were represented both by PT Justice Departments and PT Francophone Affairs. This dual representation allowed for a more comprehensive discussion of issues and challenges facing access to justice in both official languages.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants	$49,912	$0	$50,000	$50,000	$24,050	$25,950
Total Contributions	$2,776,839	$3,295,230	$7,175,845	$6,975,845	$4,471,689	$2,704,156
Total Program Activity(ies)	$2,826,751	$3,295,230	$7,225,845	$7,025,845	$4,495,739	$2,730,106

Comment(s) on Variance(s): There were fewer projects than anticipated related to the training component that were received and approved in fiscal year 2010-2011.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: Case studies were undertaken of four recipients.

Aboriginal Courtwork Program

Name of Transfer Payment Program: Aboriginal Courtwork Program (voted)

Start Date: April 1, 1978

End Date: March 31, 2013 and ongoing

Description: The objective of the Aboriginal Courtwork Program is to improve access to justice by helping Aboriginal people involved in the criminal justice system obtain fair, just, equitable and culturally-sensitive treatment. It is the only ongoing contribution funding justice program available to all Aboriginal people (adult and youth) regardless of status and residency. The Program provides Aboriginal persons charged with an offence with timely and accurate information on their rights, obligations, roles and responsibilities at the earliest possible stage of the criminal justice process. Services also include referring clients to appropriate legal and social resources in their community. Aboriginal Courtworkers serve as a “bridge” between criminal justice officials and Aboriginal people and communities, by providing information, cultural context, liaison and promoting communications and understanding.

Recipients: Provincial governments. A province may authorize one or more agencies to deliver Aboriginal Courtwork services on its behalf. All designated delivery agencies will be accountable to the funders. In addition, the new Projects in Support of the Aboriginal Courtwork Program component provide modest support for projects that further the mandate of the Program.

Strategic Outcome: A fair, relevant and accessible justice system that reflects Canadian values

Results Achieved:

• Contribution agreements with participating provinces supported the delivery of Aboriginal Courtwork services to ensure access to justice for Aboriginal people within the mainstream Canadian justice system that promoted fair, equitable and culturally relevant treatment before the courts. Over 200 Aboriginal Courtworkers employed by over 20 different service delivery agencies across Canada provided services to over 455 communities and approximately 54,307 Aboriginal people (adults and youth) charged with an offence of which approximately 30% are Aboriginal women.
• A map titled Location of Aboriginal Courtwork Programs in Canada has been printed and distributed. The map is available on the Department’s internet site.
• In addition, over the past 3 years, 38 projects have been funded in support of the Aboriginal Courtwork Program. Projects funded have focussed primarily on training for Aboriginal Courtworkers, research into issues of importance for courtwork delivery agencies and public legal education and information.

Program Activity: Justice policies, laws and programs
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Contributions	$5,320,708	$5,366,085	$4,911,363	$5,411,363	$5,352,416	-$441,053
Total Program Activity(ies)	$5,320,708	$5,366,085	$4,911,363	$5,411,363	$5,352,416	-$441,053

Comment(s) on Variance(s): The Aboriginal Courtwork Program expanded its terms and conditions in February 2008, to include a new component, “Projects in support of the Aboriginal Courtwork Program”. The costs associated with the new component exceeded the forecasted budget.

Audit Completed or Planned: N/A¹

Evaluation Completed or Planned: A national court official survey began in 2010/2011. A national client survey is underway in 2011-2012. Both surveys will be used to inform the summative evaluation planned for 2012-2013.

Name of Horizontal Initiative: National Anti-Drug Strategy

Name of Lead Department(s): Department of Justice

Lead Department Program Activity: Justice policies, laws and programs

Start Date: 2007-08

End Date: 2011-12 and ongoing

Total Federal Funding Allocation (from start date to end date): $588.9 M (Total Allocation has been changed from $578.6M to reflect changes to Health Canada amounts).

Description of the Horizontal Initiative (including funding agreement):

The National Anti-Drug Strategy was launched by the Government of Canada in 2007, with a clear focus on illicit drugs and a particular emphasis on youth. Its goal is to contribute to safer and healthier communities through coordinated efforts to prevent use, treat dependency and reduce production and distribution of illicit drugs. It encompasses three action plans: prevention, treatment and enforcement.

The prevention action plan supports efforts to prevent youth from using illicit drugs by enhancing their awareness and understanding of the harmful social and health effects of illicit drug use, and to develop and implement community-based interventions and initiatives to prevent illicit drug use. The treatment action plan supports effective treatment and rehabilitation systems and services by developing and implementing innovative and collaborative approaches. The enforcement action plan aims to contribute to the disruption of illicit drug operations in a safe manner, particularly targeting criminal organizations.

Shared Outcome(s):

• Reduced demand for illicit drugs in targeted populations and areas;
• Reduced impacts of illicit drug use through prevention and treatment efforts; and
• Reduced supply of illicit drugs.

Governance Structure(s):

The governance structure of the Strategy consists of an Assistant Deputy Minister Steering Committee and working groups on policy and performance, prevention and treatment, enforcement, and communications. The governance structure is supported by the Youth Justice and Strategic Initiatives Section of the Department of Justice Canada.

The Assistant Deputy Minister Steering Committee (ADMSC), which is chaired by the Department of Justice Canada, oversees the implementation of the Strategy, making decisions necessary to advance the initiative, where required, and ensuring appropriate and timely outcomes for the initiative and accountability in the expenditure of initiative resources. The ADMSC prepares questions for the consideration of Deputy Ministers, where appropriate.

The Prevention and Treatment Working Group, chaired by Health Canada, oversees the implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the implementation of the Enforcement Action Plan. The Policy and Performance Working Group, chaired by the Department of Justice Canada, oversees policy directions and outcomes for the Strategy and the work of the Sub-Committee on Evaluation and Reporting. The Communications Working Group, chaired by the Department of Justice Canada, oversees communication of the Strategy, including making decisions necessary to advance communication of the initiative and ensuring coordination of communication.

Performance Highlights:

For 2010-11, the 12 federal partner departments and agencies involved in the NADS continued to implement the Strategy as planned, with its focus on contributing to safer and healthier communities through coordinated efforts to prevent use, treat dependency, and reduce the production and distribution of illicit drugs. Since certain components of the Strategy will sunset in 2012, partners began planning for their renewal and discussing the Strategy's scope in general. In addition, as is required by the accountability structure for the Strategy, an impact evaluation was initiated.

The overall operating environment did not change in 2010-11. Bill S-10, which proposed mandatory minimum penalties for serious drug offences, was not passed by Parliament; therefore, the legislation-related components of the Strategy were not implemented.

The following tables present the performance results for each federal partner's program activities.

Federal Partner: Department of Justice

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
A1 – Justice policies, laws and programs	a. Drug Treatment Courts	16.2	3.6	3.6	Link 1	Link 1
	b. Youth Justice Fund (Treatment Action Plan)	6.8	1.6	1.4	Link 2	Link 2
	c. Justice Canada Lead Role for the National Anti-Drug Strategy	1.4	0.3	0.3	Link 3	Link 3
C1 – Internal Services	d. Justice Canada Lead Role for the National Anti-Drug Strategy	1.5	0.3	0.3	Link 4	Link 4
	e. National Anti-Drug Strategy	0.3	0.1	0.1	Support programs
	Total	26.2	5.9	5.7

Expected Results for 2010–11:

Link 1:

Reduced drug substances relapse among drug treatment court clients.

Link 2:

Overall results:

• To work collaboratively with interested provinces and territories as well as other stakeholders in order to identify gaps in drug treatment programs for youth in the justice system.
• To introduce, pilot and evaluate a number of drug treatment options for youth involved in the youth justice system in communities.
• To share knowledge of the piloted drug treatment programs and promising practices with provinces and territories as well as other interested stakeholders.

Immediate outcomes:

• Projects on treatment services and program enhancements.
• Enhanced capacity to plan/deliver a range of treatment services and programs to targeted populations.

Intermediate outcomes:

• Increased availability of, and access to, effective treatment services and programs for targeted populations in areas of need.
• Improved treatment systems, programs and services to address illicit drug dependency in targeted populations in areas of need.
• Reduced risk-taking behaviours.

Link 3:

Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• exercising overarching responsibility for policy and coordination;
• maintaining the NADS Governance Structure;
• taking lead responsibility for performance reporting;
• implementing the recommendations from the Implementation Evaluation; and
• starting the process for the renewal of sunsetting components of the Strategy.

Link 4:

Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• leading and coordinating all NADS communications activities; and
• taking lead responsibility for Strategy evaluation.

Results Achieved in 2010–11:

Link 1:

Early results collected through the Drug Treatment Court Information System show Drug Treatment Court clients have clean urine screen tests (i.e., no drug use) 62% of the time that they are in the program.

Link 2:

In 2010-11, a total of 17 projects were funded, including 12 through contributions and five through grants. Of these, seven were on-going contribution agreements from previous years; one was deferred from 2009-10 to 2010-11; one was deferred to begin in 2011-12; and three were new pilot projects. The total value of these projects was $1,138,881 in contributions and $149,000 in grants. Of the 17 projects:

• five were with a provincial government or its designate;
• one was a project located in Prince Albert, Saskatchewan, funded jointly with Human Resources and Skills Development Canada's Homelessness Partnering Strategy; and
• 11 were with front-line community organizations.

The funded projects covered the following areas: training/education, information sharing, evaluation, and program pilot projects.

The Department of Justice Canada also held a two-day forum with program managers and researchers to explore effective approaches for dealing with youth in conflict with the law with drug abuse issues.

Link 3:

The Department of Justice Canada provided effective leadership of the federal response to concerns around illicit drug prevention, treatment, and enforcement through its work in the following four areas: policy and coordination, the NADS governance structure, communications activities (see Link 4 below), and evaluation and performance reporting (see Link 4 below).

Policy and Coordination:

• Supported the process for Parliamentary consideration of a Government Bill to address serious drug crimes by proposing minimum penalties;
• Collaborated with the partner departments to fully implement the action plans developed in response to the Implementation Evaluation and is currently working in partnership with the other departments to conduct the Impact Evaluation which examines the continued relevance, effectiveness, and demonstrated efficiency and economy of the NADS;
• Implemented a process for renewing sunsetting components of the Strategy, including organizing and hosting a Policy Planning Retreat with the partner departments, and chairing an interdepartmental Ad Hoc Research Working Group to support renewal;
• Organized and hosted the NADS Speaker Series, with four presentations by scientific researchers and experts in 2010-11; and
• Oversaw NADS involvement in the development of the Action Plan to implement the new Hemispheric Drug Strategy of the Organization of American States.

Governance:

• Chaired and provided the secretariat function for the NADS ADM Steering Committee;
• Chaired and provided the secretariat function for the NADS Policy and Performance Working Group;
• Participated in meetings of the Prevention and Treatment, and Enforcement Working Groups; and
• Led the Sub-Committee on Evaluation and Reporting and the Communications Working Group.

Link 4:

The Department of Justice Canada provided effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through its work in the following four areas: policy and coordination (see Link 3 above), the NADS governance structure (see Link 3 above), communications activities, and evaluation and performance reporting.

Communication:

• Organized the NADS Communications Working Group meetings and monthly horizontal meetings between NADS communications advisors;
• Produced and coordinated media lines and “Qs and As” for the release of various drug-related reports and academic research;
• Oversaw 16 NADS announcements, one tri-ministerial message, and one tri-ministerial news release (Justice, Health Canada, and Public Safety);
• Developed and coordinated approvals and the implementation of an overarching NADS Communications Strategy;
• Released a new “drugsnot4me” prevention campaign ad and Facebook page; and
• Redesigned and maintained the NADS website.

Evaluation and Reporting:

• Fully implemented the action plans developed in response to the Implementation Evaluation;
• Initiated the Impact Evaluation;
• Chaired the Policy and Performance Working Group's Sub-Committee on Evaluation and Reporting;
• Produced the NADS Annual Report; and
• Coordinated the DPR and RPP processes.

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Federal Partner: Health Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
3.4.3 Controlled Substances	a. Mass Media Campaign (Prevention Action Plan)	29.8	7.0	7.2	Link 1	Link 1
3.4.3 Controlled Substances	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	59.0	14.0	14.3	Link 2	Link 2
3.4 Substance Use and Abuse	c. Drug Treatment Funding Program (DTFP) (Treatment Action Plan)	124.7	30.7	17.3	Link 3	Link 3
4.1.1.2 First Nations and Inuit Mental Health and Addictions	d. National Native Alcohol and Drug Abuse Program (NNADAP) (Treatment Action Plan)	36.0	8.9*	11.1	Link 4	Link 4
3.4.3 Controlled Substances	e. Office of Controlled Substances (Enforcement Action Plan)	27.2**	5.7**	5.1	Link 5	Link 5
	f. Drug Analysis Services (DAS) (Enforcement Action Plan)	45.0***	9.5***	9.5	Link 6	Link 6
		3.41	1	1
Total		325.1	75.8	64.5

All figures listed above include employee benefit plan (EBP) and Public Works and Government Services Canada (PWGSC) Accommodation costs.

* Planned Spending was changed from $7.5M to the correct amount of $8.9M.

** Total Allocation was changed from $12.8M to $27.2M and Planned Spending was changed from $3.1M to $5.7M to properly align the resources approved for NADS.

*** Total Allocation was changed from $49.2M to $45.0M and Planned Spending was changed from $2.3M to $9.5M to properly align the resources approved for NADS.

Expected Results for 2010–11:

Link 1:

The mass media campaign plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The mass media campaign's progress and contribution to this outcome will be measured by the change in the level of capacity among targeted populations to prevent illicit drug use and related risk-taking behaviour through post campaign public opinion research conducted with both youth 13-15 years of age and their parents, measured against the baseline surveys that were conducted with parents in 2008 and with youth in 2009. The campaign's success will also be measured through website hits, booklet downloads, calls to 1-800-O-Canada and the number of booklets ordered/shipped; and by evidence of capacity changes for influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

Link 2:

DSCIF plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The program's success and progress will be measured by the level/nature of acquired or improved knowledge/skills to avoid illicit drug use within the targeted population, and will be measured by evidence that capacity changes are influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

DSCIF also plans to strengthen community responses to illicit drug issues in targeted areas, and will measure their progress based on the type/nature of ways that community responses have been strengthened in targeted areas. For example, the adoption/integration of evidence-informed/best practices within the targeted areas will indicate the program's contribution to this outcome.

Link 3:

DTFP plans to increase availability of, and access to, effective treatment services and programs for at-risk youth in areas of need. The Program's success and progress will be measured by the type/nature of treatment services and supports that have been made available by end of FY and will be measured by the program/service utilization trends associated with their populations and areas of need.

DTFP will also seek to improve treatment systems, programs and services to address illicit drug dependency of affected Canadians. The Program's success and progress in this plan will be measured by the extent to which treatment system improvements have been made; perceptions of stakeholders; and, the extent to which uptake/integration of evidence-informed practices has occurred.

Link 4:

The First Nations and Inuit Health Branch (FNIHB) plans to increase availability of, and access to, effective treatment services and programs for Aboriginal populations in areas of need (as determined by regional needs assessments). The progress of this plan will be measured by the nature of new or enhanced services that have been made available through funding in targeted areas and are based on research or best practices. FNIHB also plans to improve treatment systems, programs and services to address illicit drug dependency in Aboriginal populations in areas of need. The progress of this plan will be measured by the proportion of treatment facilities accredited to F/P/T or other appropriate standards of accreditation; the changes in stakeholder/client perceptions regarding the extent to which treatment services have been improved in NADS-supported investment areas; the types of collaborative/partnerships with Aboriginal organizations to improve systems, programs and services; and the extent to which an uptake/integration of evidence-informed practices has occurred. Lastly, FNIHB plans to reduce risk-taking behaviours among clients of treatment programs. The success of this plan will be measured by changes in stakeholder/client perceptions regarding the extent to which clients are make healthy decisions concerning substance use post-Strategy compared to pre-Strategy.

Link 5:

Health Canada plans to increase compliance and reduce risk associated with the diversion of precursor chemicals. The success of this plan will be measured by the level of potential diversion of precursor chemicals and controlled substances (as indicated by Loss and Theft Reports), and by the rates of compliance with policies and regulations.

Health Canada also plans to reduce the health, safety and security risks associated with illicit drug production. The success and progress of this plan will be measured by the size of synthetic drug production disrupted (as indicated by the detailed requests for authorizing disposal of synthetic substances).

Link 6:

Drug Analysis Services (DAS) plans to improve drug enforcement intelligence and evidence. The success and progress of this plan will be measured by the perceptions of stakeholders regarding the benefit and timeliness of DAS contribution to court/police response. DAS also plans to increase safety in dismantling illicit drug operations. The success and progress of this plan will be measured by the number and nature of injuries to law enforcement officers and other first responders during the investigation and dismantling of illegal drug operations, and will also be measured by the level of additional risk to the environment as a result of investigation and dismantling of illegal drug operations.

Results Achieved in 2010–11:

Link 1:

Public Opinion Research (POR-08-07) "NADS Youth On-line Baseline Survey" was conducted prior to the December 2009 launch of the youth mass media campaign targeting youth aged 13-15 years. Youth drug awareness, knowledge and perception levels were measured and will be compared to Public Opinion Research (POR-10-13) "NADS Advertising and Recall Tracking Survey" when results are available.

Results of the 2010-11 youth "drugsnot4me" campaign were positive with over 527,000 visits to the website and over 1,000 drug prevention “stories” submitted by youth. Additionally, the campaign's Facebook fan page attracted over 63,000 followers within nine months (launched in July 2010) and the television ads were viewed over 94,000 times on YouTube. The 'drugsnot4me' website consistently ranked among the top ten most visited pages on the Health Canada website.

Link 2:

During 2010-11, 35 new contribution agreements were signed. DSCIF is employing a cluster evaluation approach which clusters projects that have the same primary outcome to better determine the extent to which the DSCIF is achieving its intended outcomes. Results from this approach will be available in 2012-13.

Link 3:

The projects funded across Canada in alignment with the DTFP objectives have shown progress towards meeting the Program's intended outcomes and contributing to strengthening Canada's drug treatment services and systems. The Systems projects began to demonstrate evidence of greater collaboration between service providers, and more importantly, increasing collaboration at the community/municipal level. The recipients viewed the DTFP as a catalyst to introduce new or enhanced services and to enhance their treatment systems.

Of the 29 projects funded to date, many are in the early stages of implementation. However, projects have demonstrated early signs of progress towards results. While treatment projects are in the early stages of implementation, evidence to date indicates significant progress in establishing community partnerships and linkages in support of new and enhanced treatment services, and enhanced collaboration amongst P/Ts on national level activities such as the development, collection and reporting of national treatment indicators. Funded projects have already helped to produce a wider range of services by developing partnerships within the community, expanding hours of service, offering different locations when working with clients, and offering a range of activities to help attract youth to their services.

The DTFP Implementation Evaluation also found that collaboration is beginning to occur with the projects that are most mature. It also provides some early indication of an enhanced capacity to plan and deliver a range of treatment services and programs to targeted populations. In addition, partnerships are being formed to provide better services across communities and quite a few projects have started offering services at different times and locations in order to better reach at-risk youth.

Link 4:

During 2010-11, FNIHB's NADS-related investments continued to be consistent with the Treatment Action Plan goal of improving the quality, effectiveness and accessibility of on-reserve addictions services. In particular, NADS funding continued to be invested in:

• Treatment centre re-profiling/modernization efforts aimed at strengthening and expanding NNADAP services vis-à-vis community needs and recognized service gaps (e.g., women, youth, and families). During 2010-11, nine centres re-oriented or expanded their services to meet population needs per the NADS guidelines. Since 2007, 33 treatment centres have re-focussed programming to be youth-specific (n = 4), offer family treatment (n = 5), and strengthen their capacity to address mental health issues and concurrent disorders (n = 24), including adapting services to the needs of illicit drug users;
• Improving service quality by supporting treatment centres to become accredited with a recognized body. FNIHB is currently working toward a goal of achieving 100% accreditation by 2013. During 2010-11, six additional treatment centres became involved in the accreditation process. In total, 43 of 58 (74%) treatment centres were accredited in 2010-11, increasing from 37 (64%) in 2009-10;
• Increasing the number of addictions treatment centre workers certified to 186 of 272 (68%). FNIHB is on course to meet the NADS target of 80% worker certification by 2013. FNIHB is continuing to work towards a goal of increasing the number of qualified addictions workers within the NNADAP system by supporting certified educational opportunities (e.g., training on treating illicit drug use) and providing financial incentives to workers to obtain and retain certification with a recognized national body;
• Continued progress on the implementation of eight mental wellness teams across Canada (Quebec, Ontario, Manitoba, Saskatchewan, British Columbia and Atlantic Regions, including an Inuit-specific pilot in Labrador) in select First Nations and Inuit communities; and
• Continued development of the NNADAP Renewal Process, an evidence-based review. NNADAP Renewal is an on-going, NADS-supported review of on-reserve addictions services that is being carried out in partnership with First Nations leadership and representative organizations. The aim of the process is to improve the quality, effectiveness and accessibility of on-reserve addictions services (per the NADS guidelines), with particular attention to the needs of youth, women, families and illicit drug users. This review will result in the development of a renewed framework for on-reserve addiction services by summer of 2011. In 2010-11, a draft of this framework was unanimously endorsed by First Nations leadership at the Assembly of First Nations Special Chief's Assembly on December 15, 2010. Implementation of the framework will be guided by the NNADAP Renewal Leadership Team–a national committee with broad, cross-Canada representation from First Nations treatment centres, communities, leadership, research, and a range of other key stakeholders and partners, which met four times during 2010-11.

Link 5:

Health Canada has three tools to measure its performance in preventing the diversion of precursor chemicals and controlled substances for illegal use: loss and theft reports, compliance inspections, and drug disposal requests. Licensed dealers must report incidents involving the loss or theft of controlled substances and precursor chemicals to Health Canada when they occur. In 2010-11, Health Canada received 7,418 loss and thefts reports, which represented a slight increase over the previous year. Reminders of the security requirements for licence holders and follow up visits by inspectors were conducted to monitor compliance to the Regulations. In 2010-11, Health Canada inspected 97% of its Class A licensed dealers and one licence was revoked. In addition, 75 targeted inspections were conducted of growers authorized under the Marihuana Medical Access Program.

Health Canada works with law enforcement partners to disrupt illicit drug production. When a drug is seized, law enforcement officers request Health Canada's authorization to dispose of it. In 2010-11, Health Canada processed 137,020 requests for disposal of seized controlled substances, which represented an increase of 3% over the previous year. This partnership with law enforcement has produced results that would not be possible without the synergy created by the National Anti-Drug Strategy.

Link 6:

DAS contributed to improved drug enforcement intelligence and evidence as the analytical capacity of evidences was increased with new personnel (2 analysts) added to laboratories. More specifically, DAS analyzed 121,346 suspected illicit drug exhibits submitted by enforcement officials, assisted in the shutdown and dismantling of 33 clandestine drug laboratories, and provided expert testimony in court. All certificates of analysis/reports were provided within the 60-day service standard or before the court date. As for the due date, considering the backlog that DAS was facing, rush analyses were undertaken upon the client's court dates so the certificates/reports were issued on time. Thus, to the Services' knowledge, no court cases were lost because of DAS delivery time.

DAS contributed to reduced health, safety and security risks associated with illicit drug production by assisting with the safe shutdown and dismantling of seized clandestine drug laboratories and by providing training to law enforcement officers and first respondents. Thirty-three laboratories were shut down with DAS assistance and 46 training sessions were delivered. The extent to which operations were safely dismantled was assessed by tracking the number and nature of injuries and/or environmental risk caused by unsafe handling of chemicals. There was only one minor injury reported in 2010-11 for clandestine laboratories where DAS provided assistance and no incident associated with dismantlement that would have had an environmental impact was reported to DAS.

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Federal Partner: Canadian Institutes of Health Research

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.4 Health and Health Services Advances	Research on Drug Treatment Models (Treatment Action Plan)	4.0	1.0	0.9	Link 1	Link 1
Total		4.0	1.0	0.9

Expected Results for 2010–11:

Link 1:

Improved knowledge translation with respect to treatment and understanding of the consequences of illicit drug use.

Results Achieved in 2010–11:

Link 1:

Canadian Institutes of Health and Research (CIHR) have launched three funding opportunities for the purpose of contributing to meet the Intermediate and Long-term Outcomes of the Treatment Action Plan. A continuing increase in the number of applications suggests a higher visibility of the Initiative and a good research capacity in the area of illicit drug research. The funding results of these opportunities increased the total number of grants funded by CIHR for the initiative to 18 (three Research Team Grants (partial funding from the NADS), two Operating Grants, 11 Catalyst Grants, and two Knowledge Synthesis Grants).

CIHR also held a Substance Abuse Treatment and Prevention Initiative Workshop, attended by funded researchers, CIHR staff and federal government researchers and representatives. This workshop allowed researchers to present the results of their studies, and focus groups discussed the strategic direction that should be taken should the Initiative renewal be funded. These discussions also informed CIHR for the elaboration of its next five-year strategic plan.

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Federal Partner: Department of Public Safety Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
3. Law Enforcement	a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	3.92	0.78	0.78	Link 1	Link 1
5. Crime Prevention	b. Crime Prevention Funding and Programming: (Crime Prevention Action Fund) (Prevention Action Plan)	20.0	10.6	16.1	Link 2 Link 3	Link 2 Link 3
8. Internal Services*		0.08	0.02	0.02	Link 4	Link 4
Total		24.0	11.4	16.9

* For improved reporting, the financial table above reports Internal Services program activity (PA) separately, whereas this PA was included under Law Enforcement in the 2010-11 RPP. The total remains unchanged.

Expected Results for 2010–11:

Link 1:

Safer communities and more effective policing through strategic national law enforcement policies.

Link 2:

Reduced offending among targeted populations.

Link 3:

Effective evidence-based responses to substance use/abuse and crime-related issues in communities.

Link 4:

Support Services

Results Achieved in 2010–11:

Link 1:

The national coordination of the Enforcement Action Plan (EAP) was accomplished through the following activities:

• Public Safety Canada led the Enforcement Action Plan Working Group (September 2010) and the EAP sub-working group on Storing and Disposition of Offence-Related Property, in partnership with Health Canada, in response to law enforcement concerns and discussions at the National Coordinating Committee on Organized Crime; and consulted and compiled EAP emerging issues for the NADS Policy Planning Retreat in February 2011.
• Public Safety Canada hosted a two-day Emerging Issues Workshop in November 2010 for enforcement stakeholders to inform the Strategy; participated in the Synthetic Drug Initiative meetings; and coordinated input and participated in domestic and international fora to advance Canadian supply reduction policy objectives (e.g., United Nations Commission on Narcotic Drugs (March 2010), Inter-American Drug Abuse Control Commission (November 2010, February 2011), the G8 Ministerial Meeting on Transatlantic Cocaine Trafficking (March 2011), Canada-Mexico security consultations (November 2010), Federal/Provincial/Territorial Coordinating Committee of Senior Officials – Drug Issues Working Group (April 2010, November 2010), Canadian Association of Chiefs of Police (CACP) – Drug Abuse Committee meetings (May 2010, August 2010, November 2010).
• Public Safety Canada appeared before the Senate Committee with respect to Bill S-10; advanced the development of guides and manuals in support of the Drug Endangered Children project through an agreement with the Royal Canadian Mounted Police (RCMP); funded seven research and/or contributions initiatives in support of the Enforcement Action Plan; and supported the Minister of Public Safety through briefings related to emerging policy issues and meetings with stakeholders (e.g., the Canadian Association of Chiefs of Police, the Canadian Association of Police Boards, and the Department of Homeland Security (DHS)) and with international counterparts (e.g., Ambassadors of Mexico, Japan, Paraguay, and Israel; the Director of the Office of National Drug Control Policy, and Secretary of DHS).

Link 2:

Of the 21 NADS projects that have impact evaluations, all have reported positive changes in risk and protective factors that are known to lead to drug-related offending. Actual reductions in offending among the targeted populations are expected to occur in the longer term (5+ years). These results will be available for NADS projects that are part of an impact evaluation, including those that include a one year follow-up on youth after their participation in the program.

Link 3:

In 2010-11, $16.1 million of National Crime Prevention Centre funding has supported 60 active projects in 48 communities across the country, of which 17 were model programs, 30 promising practices, 12 innovative projects, and one knowledge transfer project. The evaluation of these projects contributes to an increasing knowledge base of effective crime prevention and, subsequently, to a broader implementation of evidence-based responses.

Link 4:

Support Services

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Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.1.2.7	a. Drug and Organized Crime Awareness Services (Prevention Action Plan)	15.1	3.0	2.0	Link 1 Link 2	Link 1 Link 2
3.5.2 Community and Youth Programs	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	3.4	0.8	0.5	Link 3	Link 3
1.1.2.9	c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan)	91.4	20.4	15.7	Link 4 Link 5 Link 6	Link 4 Link 5 Link 6
Total		109.9	24.2	18.2

Expected Results for 2010–11:

Link 1:

Increased awareness of the nature, extent and consequences of substance use/abuse within the school, workplace and Aboriginal communities and among youth, professionals and the general public through partnerships with internal and external departments.

Link 2:

Improved skills/competencies in the delivery of programs.

Link 3:

• Increased police awareness of risk and protective factors of youth offenders and victims.
• Increased community satisfaction with RCMP youth-related services.
• Increased police awareness of community-based youth-serving resources and referral procedures.
• Increased referrals to youth addictions treatment and intervention programs by police.

Link 4:

Expanded international and national cooperation to enhance our understanding and knowledge of drugs, related trends, and production and diversion methods.

Link 5:

Enhanced ability to detect and respond to the supply of illicit drugs and harmful substances.

Link 6:

Enhanced ability to improve tactical targeting, through an improved intelligence network.

Results Achieved in 2010–11:

Link 1:

Throughout fiscal year 2010-2011, the Drugs and Organized Crime Awareness Service (DOCAS) gave 4,273 awareness presentations reaching 78,900 youths, 28,377 parents, 5,624 Aboriginal youths, 2,981 Aboriginal parents, and 17,134 professionals. In sum, DOCAS reached out directly to 133,016 Canadians through its presentations on the Kids and Drugs Program, D.A.R.E., Drug Endangered Children, the Aboriginal Shield Program, the Drugs and Sport Program, the Drugs in the Workplace Program, and the Racing Against Drugs Program. In addition to the 4,273 community outreach presentations, a total of 110 DOCAS training sessions were provided to professionals, parents and students that also included the training of 1714 police officers. A total of 4,676 partnerships were established and maintained with other provincial, territorial, municipal, Aboriginal, and non-government partners as well as with other enforcement agencies/detachments. DOCAS coordinators distributed 150,141 publications throughout communities across Canada.

Link 2:

DOCAS continually explores new avenues that will afford it the ability to improve service delivery. Over the past fiscal year, DOCAS improved its service delivery in the following programs:

Kids and Drugs Program

There were 150 new facilitators trained from communities throughout Canada that can deliver the Kids and Drugs Program to parents.

Drug Endangered Children (DEC):

DEC is an early intervention initiative that seeks to stop the cycle of child abuse caused by the exposure to drug activity. It involves a resource guide which has now been translated into French. The guide is part and parcel to the training programs focused toward service delivery personnel, supervisors/managers, protocol partners, and the general public. The resource manual was completely revised with Canadian content. A facilitator guide was also finalized. DOCAS, in collaboration with Zebra Family Services and Alberta Health Services, held a DEC workshop for “train the trainers”, resulting in 24 new individuals accredited in delivering DEC programming. As a result, several subsequent DEC training sessions were held throughout Alberta (i.e., Calgary, Edmonton, Ft. McMurray, Lethbridge and Edson), preparing a total of 152 frontline personnel.

The Aboriginal Shield Program (ASP)

In November 2010, 38 DOCAS personnel, including community champions, were certified as ASP trainers in Edmonton, Alberta. This approach has enabled DOCAS to offer the ASP to a greater number of Aboriginal communities throughout Canada. The ASP reflects the three main Aboriginal cultures in Canada: Inuit, First Nations, and Métis.

Drug Awareness Officer Training (DAOT)

In June 2010, a five-day DAOT course was held in Halifax, Nova Scotia and attended by 31 participants from different police forces. In February 2011, the Quebec City DAOT workshop held in French resulted in the participation of 24 representatives of municipal police services and other enforcement agencies operating in the Greater Québec City area.

Link 3:

National Youth Intervention and Diversion (NYID) workshops were provided to two detachments in 2010-11. The workshops focused on risk and protective factors, police obligations under the Youth Criminal Justice Act to consider alternatives to charging, and the use of a pre-charge youth screening tool (YLS/CMI-SV) to assess the risk of youth offenders to reoffend. Workshops were extended to community agencies as well as local RCMP detachment members. An implementation review was completed in 2010-11 and results indicate that NYID workshops provided an opportunity for members to increase their awareness of community-based youth-serving agencies and referral options.

Early indications are that referrals have increased at NYIDP detachments with a dedicated youth worker to accept referrals from detachment members. The number of referrals by RCMP members at NYIDP detachments is being continuously tracked and changes over time will be more thoroughly assessed during the impact assessment.

Link 4:

Focused enforcement efforts are being used to address the synthetic drug and marihuana grow operation (MGO) problem in Canada. Working groups have been formed internally in order to interface on NADS-funded positions distributed across the organization. An external working group, including the RCMP, Health Canada, Canada Border Services Agency, Environment Canada, Revenue Canada, Public Safety Canada, Department of Justice Canada, Public Prosecution Service of Canada, and Department of Foreign Affairs and International Trade, has been formed to collaborate on the Synthetic Drug Initiative. This working group meets quarterly and focuses on providing operational support to each other. Initiatives such as Project Catalyst have grown from these quarterly meetings as well as the identification of gaps in policy and drug regulations. Based on this “gap analysis”, a separate working group has been formed, with Public Safety at the helm, which informs Health Canada officials responsible for Policy and Regulatory Affairs so it can consider making changes/additions to the Precursor Control Regulations, Rescheduling Amphetamine Type Stimulants, and updating destruction authorities for seized controlled substances and precursors to act and address the concerns of the RCMP.

The RCMP developed the Marihuana Grow Initiative (MGI) which, to a certain degree, is complementary to the Synthetic Drug Initiative. The MGI provides a roadmap to the Coordinated Marihuana Enforcement Teams (CMETs) and also to community partners, as law enforcement cannot solve this problem alone. It is an initiative based on three key components: enforcement, deterrence, and awareness. This initiative lays down a framework outlining the current issues (e.g., their roots and their evolution), the RCMP’s response to these issues, and its expectations based on performance measures already in place, affording a yardstick as to the success of the initiative.

The RCMP also assisted in international training initiatives through its partnership with Inter-American Drug Abuse Control Commission (CICAD) and offered two workshops in 2010-11. One training workshop encompassed general drug enforcement investigative techniques and was delivered in Mexico and the Dominican Republic. The other workshop was on synthetic drugs and chemical diversion and was delivered in El Salvador. This training focused on the safe handling and dismantling of clandestine drug laboratories. By conducting such capacity-building workshops in the Americas, the RCMP is effectively empowering foreign law enforcement officials to create opportunities to interdict illicit drugs and synthetic drug precursors destined for Canada.

Link 5:

There were 512 MGO seizures and 59 clandestine laboratory seizures made by the NADS teams in 2010-11. Regarding the MGOs, this resulted in the seizure of 274,798 plants and 304 kg of marihuana bud. For the clandestine lab operations, over 113 kg of methamphetamine and 73.9 kg of MDMA, along with 110,000 tablets of methamphetamine, 182 kg of Red Phosphorous and 43.5 liters of GHB/GBL mix, were seized by the NADS teams as part of their disruptions. Of the 59 clandestine labs dismantled in Canada, 28 were unique to the RCMP-funded teams.

Link 6:

Intelligence gathering about how organized crime groups operate, their sources for production material, their capacity to produce, and their networks (especially those that access international sources outside regulations) dramatically increased the RCMP’s ability to effectively mobilize resources and attain results. For example, the RCMP created an engagement strategy with Chinese authorities through the auspices of Project Steadfast that will afford an enhanced ability to exchange intelligence and information, thereby strengthening joint Chinese-Canadian operations. This relationship and intelligence-sharing opportunity will pay significant dividends in interdicting synthetic drug precursors and laboratory equipment destined for Canada. Negotiations towards a similar strategy are beginning with India, with a more concrete framework anticipated for Fall 2011.

Canada’s participation in the G8 Law Enforcement Projects Sub Group (Project MOLE) on the monitoring of laboratory equipment also assisted in the global prevention of these materials reaching organized crime groups producing synthetic drugs. The RCMP also participated in Project Synergy, a Europol-led project developing intelligence on precursors and laboratory equipment.

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Federal Partner: Correctional Service Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
3.0 Community Supervision	Case Preparation and Supervision of provincial Offenders (Enforcement Action Plan)	23.31	6.41	0.0	Link 1	Link 1
Total		23.31	6.41	0.0

Expected Results for 2010–11:

Link 1:

Timely case preparation; rate of offenders successfully reintegrated into the community.

Results Achieved in 2010–11:

Link 1:

The program will become effective upon Royal Assent of proposed legislation related to mandatory minimum penalties for serious drug crimes (formerly Bill S-10).

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Federal Partner: National Parole Board of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
Conditional Release Decisions	Conditional Release Decisions	4.4	1.3	0.0	Link 1	Link 1
Conditional Release Decisions Openness and Accountability	Conditional Release Decisions Openness and Accountability	1.8	0.5	0.0	Link 2	Link 2
Internal Services		1.3	0.4	0.0	Support Programs
Total		7.51	2.21	0.0

Expected Results for 2010–11:

Link 1:

Should the proposed legislation be passed by Parliament and receive Royal Assent this funding will provide the National Parole Board of Canada (NPB) the capacity for effective management of its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. NPB will collect information and report on workloads and outcomes of parole for provincial offenders incarcerated as a result of new legislative provisions (e.g., the number and proportion of offenders who successfully complete their parole).

Link 2:

Should the proposed legislation be passed by Parliament and receive Royal Assent this funding will provide the NPB the capacity for provision of information and assistance to victims of crime, observers at hearings and individuals who seek access to the decision registry in relation to the requirements of the new legislation. In a similar manner, the NPB will report on the extent of involvement of victims and observers in conditional release processes and the level of satisfaction of these individuals with the information and assistance provided by NPB.

Effective management of both these responsibilities will contribute to public safety and reinforce public confidence in the justice system.

Results Achieved in 2010–11:

Link 1¹

Link 2¹

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Federal Partner: Office of the Director of Public Prosecutions

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.1 Drug, Criminal Code, and terrorism prosecution program	a. Prosecution and prosecution -related services (Enforcement Action Plan)	8.8	2.7	3.0	Link 1	Link 1
	b. Prosecution of serious drug offences under the CDSA (Enforcement Action Plan)	33.51	TBD1	0.0	Link 2	Link 2
Internal Services	Enforcement Action Plan	1.1	0.2	0.4	Support Programs
Total		43.4	2.9	3.4

Expected Results for 2010–11:

Link 1:

Provision of pre-charge legal advice and litigation support, as well as prosecution of drug offences under the Controlled Drugs and Substances Act (CDSA) in response to the workload generated by the enhanced RCMP dedicated anti-drug teams and criminal intelligence and technical operations support staff.

Link 2:

Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the mandatory minimum penalties, subject to the proposed legislation being passed by Parliament and receiving Royal Assent.

Results Achieved in 2010–11:

Link 1:

In 2010-11, the ODPP handled 28,275 litigation files dealing with drug production and distribution offences (pursuant to CDSA 5(1), 5(2), 6(1), 6(2), 7(1) and 7(2)). These include new files opened in 2010-11 (n = 14,742) as well as files carried over from previous fiscal years against which time has been recorded (n = 13,533). Of these, 24,438 included distribution offences, whereas 3,837 included production offences. Approximately 7.6% (or 2,158) of the total number of files included both production and distribution offences. Files are handled by staff prosecutors and Crown agents. Actual spending reflects in-house prosecution costs only since agent costs fall under the ODPP’s Drug Prosecution Fund.

Link 2:

The program will become effective upon Royal Assent of proposed legislation related to mandatory minimum penalties for serious drug crimes (formerly Bill S-10).

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Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
Risk Assessment	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	4.7	1.2	1.3	Link 1 Link 2	Link 1-7
Enforcement	Border Intelligence, Precursor Chemical Diversion (BIPCD), Analysis and Scientific Services (Enforcement Action Plan)	7.0	1.8	1.5	Link 3 Link 4 Link 5
Internal Services	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	1.0	0.3	0.3	Link 6 Link 7
Total		12.7	3.3*	3.1

* This figure includes 20% EBP and 13% PWGSC accommodation costs of $0.3M.

Expected Results for 2010–11:

Link 1:

Increase awareness and capacity to gather information and intelligence of illicit drug issues relative to the border.

Link 2:

Laboratory and Scientific Services Directorate (LSSD): Continuation of the original NADS plan with respect to additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry. Safe sampling tools still in development. Pilot tests anticipated in 2010-11.

Link 3:

Increase intelligence support to regional enforcement activities to interdict goods entering and leaving Canada under the strategy.

Link 4:

Improve relationships and communication with partner agencies under the Strategy to identify opportunities and improve intelligence activities such as targeting and information-sharing related to illicit drugs and other goods (such as precursor chemicals) identified under the Strategy as they relate to the border.

Link 5:

LSSD: Continuation of the original NADS plan with respect to additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry. Safe sampling tools still in development. Pilot tests anticipated in 2010-11.

Link 6:

Establish national coordination of efforts, leverage partner networks and activities to support risk assessment and enforcement activities.

Link 7:

Identify best practices domestically and abroad to strengthen border-related operations under the strategy.

Results Achieved in 2010–11:

Link 1:

The Intelligence Development and Field Support Division assisted in the development of training for frontline officers in the identification, targeting, and safe sampling of precursor chemicals. It was felt that this has resulted in more effective targeting and an increase in the rates of examination, resulting in higher interdiction rates and subsequently more data for analysis and intelligence development.

Link 2:

The Laboratory and Scientific Services Directorate (LSSD) used the mobile laboratory in five operations, three of which dealt specifically with drug precursors. During these operations, more than 500 samples were analyzed with a number of resulting seizures, controlled deliveries, and two arrests. The Science and Engineering (S&E) Directorate analyzed over 3,200 samples of suspected contraband in which GBL, anthranilic acid, 1-[(2-chlorophenyl)-N-(methylamino)methyl] cyclopentanol (ketamine precursor), and 1-phenyl-2-nitropropene (pre-precursor to methamphetamine) were present, among others.

Canada Border Services Agency (CBSA) saw significant amounts of synthetic cannabinoids such as JWH-018, JWH-250, CP47, 497, etc. These continued to be stopped by frontline border services officers and analyzed by the S&E Lab. Piperazines, phenethylamines and other non-controlled substances were also stopped.

In 2010-11, pilot tests occurred in two regions related to sampling tools as a means to see how they worked operationally. Ongoing discussions continue with the program areas regarding the usability of these tools.

Link 3:

The creation of a formalized Intelligence Network provided Intelligence Officers a level of comfort in knowing exactly who to contact when they need to acquire or share information regarding precursor chemicals. The constant flow of communication within CBSA and between partners assisted in the identification of entities involved in the illicit trade and helped provide a national and international snapshot of which organized crime groups operate in which region and in what chemicals.

Link 4:

The NADS has contributed to a stronger relationship between the CBSA, RCMP and international customs organizations by facilitating a flow of communication through Project Catalyst, the Precursor Chemical Workshop, and the formal Precursor Chemical Intelligence Network. These activities contributed to improved intelligence development for all parties, resulting in better identification of entities involved in the criminal importation and export of precursor chemicals and synthetic drugs, leading to higher rates of interdiction, arrests, prosecutions, and the eventual disruption of organized operations.

Link 5:

Same as Link 2 results.

Link 6:

The creation of a formal Precursor Chemical Intelligence Network throughout the CBSA, which includes the identification of domestic and international partners. Stronger partnerships with other law enforcement and other agency partners, both internationally and domestically, through the three-day Precursor Chemical Workshop that included all domestic and many international participants.

Link 7:

A CBSA Headquarters Intelligence-led joint project with the RCMP has been developed over the past year in support of the CBSA Precursor Chemical Diversion Project and the RCMP Synthetic Drug Initiative, both very important but complementary initiatives under the NADS. This national project combined the efforts of CBSA and RCMP intelligence and enforcement sections in identifying, targeting, interdicting, and disrupting criminal organizations involved in the importation of precursor chemicals being used in the manufacture of illicit synthetic drugs meant for both the domestic and international marketplace. One of the purposes of the joint project was to conduct a proof of concept to determine the effectiveness of new CBSA targeting initiatives to identify a new modus operandi used primarily in the commercial stream, in order to intercept and seize illicit goods being imported using this method and to identify the persons and groups involved.

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Federal Partner: Department of Foreign Affairs and International Trade

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.2 Diplomacy and Advocacy - International Operations and Programs	Annual Contributions to UNODC and CICAD (Enforcement Action Plan)	4.5	0.9	0.9	Link 1 Link 2	Link 1 Link 2
Total		4.5	0.9	0.9

Expected Results for 2010–11:

Link 1:

Improved capacity of the United Nations Office on Drugs and Crime (UNODC) to fulfill its mandate in the fight against drugs and international crime at the global level.

Link 2:

Improved capacity of the Inter-American Drug Abuse Control Commission (CICAD) to fulfill its mandate in the fight against drugs in the Americas.

Results Achieved in 2010–11:

Link 1:

Improved capacity of UNODC to fulfill its mandate in the fight against drugs and international crime at the global level; and improved capacity of CICAD to fulfill its mandate in the fight against drugs in the Americas.

Link 2:

DFAIT successfully managed the projects involving the provision of training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and governments to prevent and combat international crime and drugs. Capacity building activities addressed the supply of illicit drugs and also responded to Canadian policy priorities.

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Federal Partner: Canada Revenue Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
4. Reporting Compliance	Special Enforcement Program (Enforcement Action Plan)	4.2	0.8	0.8	Link 1	Link 1
Total		4.2	0.8	0.8

Expected Results for 2010–11:

Link 1:

15 audits of MGOs and clandestine laboratories resulting in over $2,500,000 of federal taxes.

Results Achieved in 2010–11:

Link 1:

• 17 audits that incorporated adjustments under the Income Tax Act and Excise Tax Act (GST/HST) and 12 income tax audits for a total of 29 completed compliance actions.
• The results from the above noted compliance actions were as follows:
  • Total unreported income that was assessed amounted to $9,848,934;
  • Total federal taxes reassessed was $2,365,947; and
  • Total GST/HST reassessed totalled $303,353.

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Federal Partner: Public Works and Government Services Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.7 Specialized Programs and Services	Forensic Accounting Management Group (Enforcement Action Plan)	1.6	0.4	0.4	Link 1	Link 1
Total		1.6*	0.4**	0.4**

* This figure includes $101,240 in accommodation premiums.

** This figure includes $39,277 in EBP and $25,530 in accommodation premiums.

Expected Results for 2010–11:

Link 1:

Increased operational capacity to provide additional forensic accounting services to law enforcement agencies. Forensic accounting services assist law enforcement and prosecution agencies in determining whether the assets of suspects were derived from criminal activities, thereby allowing the Government of Canada to seize the assets and remove the financial incentive for engaging in criminal activities.

Results Achieved in 2010–11:

Link 1:

The Forensic Accounting Management Group (FAMG) provided specialized forensic accounting services and analysis to the Royal Canadian Mounted Police on proceeds of crime investigations, including investigations related to the importation, exportation, production, trafficking and possession of controlled drugs and substances.

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Federal Partner: Financial Transactions and Analysis Centre of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
2004113 Detection and deterrence of money laundering and terrorist financing	Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan)	2.5	0.8	0.8	Link 1	Link 1
Total		2.5	0.8*	0.8*

* Planned and Actual Spending include employee benefit plan figures.

Expected Results for 2010–11:

Link 1:

• Law enforcement and intelligence agencies receive financial intelligence related to drug production and distribution that is useful for further actions.
• Enhanced compliance in high-risk reporting entity sectors.

Results Achieved in 2010–11:

Link 1:

In 2010-11, the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) disclosed a total of 769 cases to law enforcement, including 199 unique cases that related to at least one drug-related offence, a modest increase from the 190 unique drug-related disclosures made in 2009-10. A breakdown between distribution and production of various types of drugs is provided in the following table (please note that the total does not equal 199 as one case can be related to multiple drug offenses):

Drug-Related Disclosures	Number of Cases
Distribution - Cocaine	55
Distribution - Hashish (Cannabis Resin)	2
Distribution - Heroin	5
Distribution - Marihuana	30
Distribution - MDMA (Ecstasy)	9
Distribution - Methamphetamine	5
Distribution - Synthetic Drugs	3
Distribution - Khat	1
Distribution - Unspecified	93
Production - Cocaine	2
Production - Hashish (Cannabis Resin)	1
Production - Heroin	1
Production - Marihuana	41
Production - MDMA (Ecstasy)	3
Production - Methamphetamine	4
Production - Synthetic Drugs	3
Production - Opium	1
Production - Unspecified	5

It is important to note that the predicate offences (drug-related) were determined through a manual review of FINTRAC disclosures and that some cases were not identified as drug-related where there was insufficient context provided by investigators or reports to enable the determination of the predicate offence.

FINTRAC’s Financial Analysis and Disclosures Directorate (FADD) is organized into work units that focus on specific regions of the country. This allows FINTRAC to enhance support to law enforcement by improving cooperation, building stronger relationships, and more easily discussing our partners’ priorities. Having a solid understanding of the operational and investigative priorities of our partners allows FADD analysts to focus on cases of the greatest importance to law enforcement, including cases that should have the largest impact. NADS funding is utilized to enhance that support and relationship building with law enforcement, as well as to continue focusing resources on case analysis pertaining to the drug-related priorities of our partners. This approach, and the NADS funding received to date, has been effective as evidenced by the fact that over 25% of FINTRAC case disclosures made in 2010-11 relate to suspicions of money laundering or terrorist financing where the predicate offence is believed to be drug distribution or production.

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($ millions)

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11	Total Actual Spending for All Federal Partners for 2010-11
588.9	136.0	115.6

Comments on Variances:

Health Canada

Substance Use and Abuse: The $13.4M variance between the planned spending of $30.7M and actual spending of $17.3M is due to two items. Health Canada is exploring options to retain $10.9M to achieve the desired program objectives over the next two fiscal years. Also, $2.5M was reallocated to the National Native Alcohol and Drug Abuse Program and the Drug Strategy Community Initiatives Fund (See Links 2 and 4).

First Nations and Inuit Health Mental Health Addictions: Expenditures increased by $2.2M as a result of Regions and Programs Branch's lapsing of NADS funding from DTFP (see Link 3). FNIHB was able to offset a portion of the lapse by using the funds in support of major repairs and maintenance of NNADAP treatment centres.

Department of Public Safety Canada

The planned spending estimate for 2010-11, as reported in the Report on Plans and Priorities (RPP), was based on approved NADS projects. Subsequently, during the fiscal year, additional projects were developed and approved resulting in a higher actual spending than anticipated ($5.5M).

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

Gillian Blackell
A/Director General and General Counsel
Youth Justice and Strategic Initiatives Section
Department of Justice Canada
(613) 954-3233
gblackel@justice.gc.ca

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