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The financial highlights presented within this DPR are intended to serve as a general overview of the PPSC’s financial position and operations. The PPSC’s financial statements are available on its website at: Financial Reports
% Change | 2010–11 | 2009–10 | |
---|---|---|---|
Total assets | -8% | 24,377 | 26,595 |
Total liabilities | -3% | 39,812 | 40,993 |
Equity of Canada | 7% | -15,435 | -14,398 |
Total | -8% | 24,377 | 26,595 |
% Change | 2010–11 | 2009–10 | |
---|---|---|---|
Total expenses | -0.3% | 173,549 | 174,024 |
Total revenues | 30% | 17,063 | 13,157 |
Net cost of operations | -3% | 156,486 | 160,867 |
Total assets were $24.4 million at the end of 2010-11, a decrease of $2.2 million over the previous year’s assets of $26.6 million. Fifty-one percent of the assets are amounts due from the Consolidated Revenue Fund for expenditures incurred for other government departments.
Total revenues increased by 30% from 2009-10. The majority of the revenues (98%) stemmed from the recovery of costs from departments and agencies for prosecutorial work under regulatory statutes that relate to the protection of the environment, natural resources, as well as economic and social health.
Total liabilities were $39.8 million at the end of 2010-11, a decrease of $1.2 million over the previous year’s liabilities of $41 million. The decrease is due to a greater number of payments being processed, thereby reducing accounts payable. Accounts payable and accrued liabilities represent the largest portion (48%) of liabilities.
Total expenses for the PPSC were $173.5 million11 in 2010-11, which decreased by less than 1% over the previous year. The majority of funds ($114.4 million or 66%) were spent in the prosecution of drug, organized crime and Criminal Code offences which included expenses on crown agents.
As required by the Treasury Board Directive for the Management of Expenditures on Travel, Hospitality and Conferences, information on the PPSC’s total annual expenditures for each of travel, hospitality and conferences for the fiscal year ending March 31, 2011 can be found on the PPSC’s website.
All electronic supplementary information tables listed below can be found on the Treasury Board of Canada Secretariat’s website.
Public Prosecution Service of Canada
284 Wellington Street – 2nd Floor
Ottawa, Ontario K1A 0H8
613-957-7772
1-877-505-7772
info@ppsc.gc.ca
Public Prosecution Service of Canada Annual Report 2010-2011
Federal Prosecution Service Deskbook
Public Prosecution Service of Canada Annual Report on the Access to Information Act 2010-2011
Public Prosecution Service of Canada Annual Report on the Privacy Act 2010-2011
1 The PPSC was created on December 12, 2006, when Part 3 of the Federal Accountability Act received royal assent bringing the Director of Public Prosecutions Act into force. Office of the Director of Public Prosecutions (ODPP) is the PPSC’s legal title, whereas Public Prosecution Service of Canada (PPSC) is its applied title.
2 The role of Crown Witness Coordinators is to explain the criminal justice process to victims and witnesses, prepare them to testify in court and, where required, bridge the cultural gap between prosecutors, who are generally from southern Canada, and victims and witnesses from the North.
3 Performance/Priority Status Legend
Exceeded: More than 100 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding Report on Plans and Priorities (RPP) was achieved during the fiscal year.
Met all: 100 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Mostly met: 80 to 99 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Somewhat met: 60 to 79 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Not met: Less than 60 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
4 See performance analysis provided in Section II, Strategic Outcome.
5 The total number of files shown in the pie chart exceeds 78,717 files since the percentages relate to offence types. Individual litigation files often include multiple offences falling under more than one offence type.
6 Commencing in the 2009–10 Estimates cycle, the Program Activity: Internal Services is displayed separately from other program activities. As well, the resources falling under Internal Services are no longer distributed among the remaining program activities as was the case in previous Main Estimates. This has affected the comparability of spending and FTE information by program activity between fiscal years.
7 See Public Accounts of Canada 2010.
8 The major variances between the total authorities and the actual spending are related to the $13M in frozen funds which are obligated to lapse at year-end and $5.6M in unused appropriations (i.e., lapsed funds) from the operating budget.
9 The major variance between the total authorities and actual spending is due to unused appropriations (i.e., lapsed funds) of $1.2M related to the Integrated Market Enforcement Teams (IMET) Initiative and an increase of $3M in vote netted revenues.
10 The major variance between the total authorities and the actual spending relates to unused appropriations (i.e., lapsed funds) for the relocation of offices.
11 Total Expenses include non-cash expenses such as amortization, allowances and accrual expenditures, and are therefore higher than Actual Spending.