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2011-12
Report on Plans and Priorities



Department of Justice Canada






Supplementary Information (Tables)






Table of Contents




Details of Transfer Payment Programs (TPP)

Access to Justice in Both Official Languages Support Fund

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

2. Program Activity: Justice policies, laws and programs

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

4. Start date: April 1, 2003

5. End date: Ongoing

6. Description:The purpose of the Initiative in Support of Access to Justice in Both Official Languages is to improve the capacity of the justice system to serve Canadians in both official languages. The Initiative is part of the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future,announced by the federal government in June 2008. It includes a consulting mechanism, a justice training component, and a grants and contributions funding program titled "Access to Justice in both Official Languages Support Fund." Its objectives are to increase the capacity of the justice system and its stakeholders to offer justice services in both official languages and to 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
  • institutions/boards of education, including centers for jurilinguistics

7. Expected results: Continued and improved access to justice services for the official languages minority communities.

($ millions) 8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0.04 $0.05 $0.05 $0.05
Total contributions $6.48 $7.18 $6.84 $2.84
13. Total transfer payments $6.52 $7.23 $6.89 $2.89
14. Link to three-year Transfer Payment Program Plan

Aboriginal Justice Strategy Fund

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Aboriginal Justice Strategy Fund (Voted)

4. Start date:1991-1992 as Aboriginal Justice Initiative

5. End date: March 31, 2012

6. Description:The Aboriginal Justice Strategy (AJS) enables Aboriginal communities to have increased involvement in the local administration of justice and 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: (a) bands, First Nations, Tribal Councils, local, regional and national Aboriginal organizations; (b) agencies and institutions of regional/municipal governments; (c) non-profit community organizations, societies, and associations which have voluntarily associated themselves for a non-profit purpose; (d) provincial and territorial governments; (e) individuals; and (f) for-profit corporations, so long as these corporations will not make a profit on the work performed.

7. Expected results: Aboriginal communities continue to have increased involvement in the local administration of justice by providing timely and effective alternatives to mainstream justice processes in appropriate circumstances. Over time, the AJS Fund will contribute to reducing rates of victimization, crime and incarceration among Aboriginal people in communities operating AJS programs and help the mainstream justice system become more responsive and sensitive to the needs and culture of Aboriginal communities.

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0.26 $0.26 $0 $0
Total contributions $11.74 $12.24 $2.90 $2.90
13. Total transfer payments $12.00 $12.50 $2.90 $2.90
14. Link to three-year Transfer Payment Program Plan

Aboriginal Courtwork Program

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Aboriginal Courtwork Program (Voted)

4. Start date: 1978-1979

5. End date: Ongoing

6. 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 justice related 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, and liaison, and promoting communications and understanding.

Recipients: Federal contributions will be made to provincial governments to provide Aboriginal Courtwork services to Aboriginal persons (adults and youths) charged with an offence under any federal or provincial statute or municipal by-law. 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 Projects in Support of the Aboriginal Courtwork Program component provides modest support for projects that further the mandate of the Program.

7. Expected results: Contribution agreements with the provinces will support delivery of Aboriginal Courtwork services to ensure access to justice for Aboriginal people within the mainstream Canadian justice system, which will promote fair, equitable and culturally relevant treatment before the courts.

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0 $0 $0 $0
Total contributions $5.41 $4.91 $4.91 $4.91
13. Total transfer payments $5.41 $4.91 $4.91 $4.91
14. Link to three-year Transfer Payment Program Plan

Legal Aid Systems

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program: Legal Aid Systems (Voted)

4. Start date: August 17, 1971

5. End date: March 31, 2012

6. 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 Services Agreements).

Recipients: Provinces

7. Expected results: Provinces are enabled to provide legal aid services to eligible persons involved in serious criminal, youth criminal justice, and immigration and refugee matters.

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0 $0 $0 $0
Total contributions $124.57 $119.83 $108.33 $108.33
13. Total transfer payments $124.57 $119.83 $108.33 $108.33
14. Link to three-year Transfer Payment Program Plan

Youth Justice Services

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Youth Justice Services Funding Program (Voted)

4. Start date:April 2, 1984

5. End date: Ongoing

6. 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 behavior 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

7. Expected results: The contribution agreements will support a sustainable youth justice system that is capable of innovation and supports federal youth justice priorities

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0 $0 $0 $0
Total contributions $177.30 $177.30 $177.30 $177.30
13. Total transfer payments $177.30 $177.30 $177.30 $177.30
14. Link to three-year Transfer Payment Program Plan

Supporting Families Experiencing Separation and Divorce Fund (Supporting Families Fund)

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Supporting Families Fund (Voted)

4. Start date: April 1, 2009

5. End date: March 31, 2014

6. Description: The SF 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 parental obligations, compliance, and the family justice system.

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 Fund's Public Legal Education and Information and Professional Training component:

  • individuals
  • non-profit professional organizations, societies or associations
  • other non-profit organizations, societies or associations
  • educational institutions
  • private sector organizations sponsoring non-profit projects in partnership with federal, provincial, or territorial governments

7. Expected results:

Expanded accessibility of custody/access, support and enforcement services;

Enhanced awareness and understanding of parental obligations, compliance, and the family justice system.

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0.05 $0.05 $0.05 $0.05
Total contributions $15.95 $15.95 $15.95 $15.95
13. Total transfer payments $16.00 $16.00 $16.00 $16.00
14. Link to three-year Transfer Payment Program Plan

Victims of Crime Initiative

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Victims of Crime Initiative

4. Start date:Victims of Crime Initiative (VCI) April 1, 2005, and Federal Victims Strategy (FVS) April 1, 2007

5. End date: VCI ongoing, and FVS March 31, 2011

6. Description:The Victims Fund is a grants and contributions fund with broad terms and conditions designed to raise awareness and enhance services and assistance to victims of crime. The Victims Fund is administered by the Policy Centre for Victim Issues and provides support to victims of crime as well as to governmental and non-governmental organizations to implement a wide range of victim-focused projects and activities. Planned spending for 2011-12 and onwards does not reflect the Funding for the Federal Victim Strategy which sunsets on March 31, 2011 however, its renewal is being sought by the Department.

Recipients: (a) individuals; (b) national, provincial, territorial, municipal, Aboriginal, community or professional organizations, societies or associations; (c) Canadian educational institutions/boards of education; (d) International governmental and non-governmental 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; (e) private sector organizations sponsoring non-profit projects; (f) bands, tribal councils and self-governing First Nations who are working to provide services and assistance to victims of crime in Aboriginal communities; (g) provincial, territorial, municipal and regional governments and agencies.

7. Expected results:

  • Give victims a more effective voice in the criminal justice system
  • Increased access to services for victims
  • Increased awareness and understanding among criminal justice system personnel, service providers and victims about victim issues, legislation and services available
  • Reduced financial hardship for victims
($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0.85 $0.35 $0.35 $0.35
Total contributions $6.30 $4.74 $4.74 $4.74
13. Total transfer payments $7.15 $5.09 $5.09 $5.09
14. Link to three-year Transfer Payment Program Plan

Youth Justice Services - Intensive Rehabilitative Custody and Supervision Program

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program: Youth Justice Services - Intensive Rehabilitative Custody and Supervision Program (voted)

4. Start date:April 1, 2002

5. End date: Ongoing

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

Recipients: Provinces and territories

7. Expected results: Through the contributions signed under this Program, provinces and territories will have the financial capacity to implement sentencing options that involve specialized treatment programs to address the mental health issues of serious violent youth offenders.

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0 $0 $0 $0
Total contributions $11.05 $11.05 $11.05 $11.05
13. Total transfer payments $11.05 $11.05 $11.05 $11.05
14. Link to three-year Transfer Payment Program Plan

Implementation of Official Languages Requirements under the Contraventions Act

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Implementation of Official Languages Requirements under the Contraventions Act (Voted)

4. Start date:April 1, 2008

5. End date: Ongoing

6. Description: The Contraventions Act provides an alternative to the summary conviction procedure of the Criminal Code for the prosecution of certain offences under federal statutes and regulations. It allows certain federal offences to be prosecuted, using provincial court processes, by means of a ticketing scheme. Following a 2001 Federal Court decision concerning the implementation of the Act, the Department of Justice initiated the process of modifying existing Contraventions Act implementation agreements to ensure that the language rights requirements identified by the Court are respected.  To support this process, the Department of Justice received funding to establish the Contraventions Act Fund. The overall program has three main areas of activities:

  • Implementing the Contraventions Act with the consent and cooperation of each province and territory by permitting, through a regulatory incorporation, federal contraventions to be prosecuted in accordance with the provinces' and territories' respective offence schemes, together with their processes and procedures, and giving enforcement authorities a new tool to better enforce federal regulatory offences that have been designated as contraventions 
  • Allowing for the effective implementation of the Act through the negotiation with each province and territory of implementation agreements dealing with the administrative and procedural aspects of such implementation and, which are consistent with the Federal Court decision, by identifying the means and mechanisms to address the language-rights requirements identified in that decision 
  • Administering the Contraventions Act Fund to support provinces and territories in respect of judicial activities and extra-judicial services in both official languages to conform with the Federal Court decision in respect of proceedings instituted under the Contraventions 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.

7. Expected results:

  • Increased capacity to offer in both official languages judicial activities and extra-judicial services in relation to the prosecution of federal contraventions
  • Implementation of theContraventions Act in all jurisdictions of Canada in a manner that is respectful of the quasi-constitutional language rights of Canadians
($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0 $0 $0 $0
Total contributions $5.12 $9.09 $9.09 $9.09
13. Total transfer payments $5.12 $9.09 $9.09 $9.09
14. Link to three-year Transfer Payment Program Plan

Youth Justice Fund

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program:Youth Justice Fund (Voted)

4. Start date:1999-2000

5. End date: Ongoing

6. Description:The overall objective of funding under the Youth Justice Fund is to encourage a fairer and more effective youth justice system. Funding is available for community and Aboriginal organizations, provinces/territories and their agencies, and other youth justice stakeholders for innovative pilot projects and related activities, such as training and evaluation. Priorities are set annually based on identified needs and emerging federal youth justice priorities.

A variety of activities are eligible for funding support under the Youth Justice Fund. These include, among others:

  • The development, implementation, testing and evaluation of pilot projects dealing with youth involved in the criminal justice system. These projects often address youth with specific issues, such as Fetal Alcohol Spectrum Disorder, mental health issues, substance abuse or gang involvement;
  • Training and educational activities for youth justice professionals and community service providers; and
  • Research activities which contribute to policy development

Recipients: Community and Aboriginal organizations, provinces/territories and their agencies and other youth justice stakeholders.

7. Expected results: The overall expected result is a fairer, more effective youth justice system.

Short-Term and Intermediate Outcomes:

  • Increased responsiveness to emerging issues
  • Increased community involvement
  • Increased collaboration and knowledge development
  • More effective rehabilitation and reintegration of young persons
  • A more integrated coordinated approach
($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0.73 $0.33 $0.33 $0.33
Total contributions $4.28 $2.18 $2.18 $2.18
13. Total transfer payments $5.01 $2.51 $2.51 $2.51
14. Link to three-year Transfer Payment Program Plan

Access to Justice Services Agreements in the Territories (in the areas of Legal Aid, Aboriginal Courtwork, and Public Legal Education and Information Services)

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

2. Program Activity: Justice policies, laws and programs

3. Name of Transfer Payment Program: Access to Justice Services Agreements in the Territories (in the areas of Legal Aid, Aboriginal Courtwork and Public Legal education and Information Services) (Voted)

4. Start date:1996

5. End date: Ongoing

6. Description:The goal of the Access to Justice Services Agreements is to integrate federal government funding support to Canada's three territories for access to justice services (including criminal and civil legal aid, Aboriginal Courtwork, and Public Legal Education and Information) through ongoing contribution agreements that allow the territories the flexibility needed to provide these services in a challenging environment (vast distances, harsh climate, cultural/linguistic differences). The overarching goal of federal support for Aboriginal Courtwork services is to facilitate and enhance access to justice by assisting Aboriginal people involved in the criminal justice system to obtain fair, just, equitable and culturally sensitive treatment. With regard to legal aid services in the territories, the federal goal is to enable the territories to provide legal aid services to economically disadvantaged persons involved in serious criminal, youth criminal justice and civil matters. And, with respect to public legal education and information, the goal is to assist the territories in providing members of the public with the legal information they need to make informed decisions and participate effectively in the justice system.

Recipients:Territorial governments that undertake to provide services to eligible persons and eligible young persons in matters relating to the overall objectives of the Access to Justice Services Agreements. The territories may authorize entities ("territorial access to justice services delivery entities") to provide services in these matters.

7. Expected results: Contribution agreements signed with the territories will allow greater flexibility to allocate resources which will enable the territories to deliver access to justice services in the areas of Legal Aid (criminal and civil), Aboriginal Courtwork and Public Legal Education and Information.

($ millions)
  8. Forecast Spending
2010-11
9. Planned Spending
2011-12
10. Planned Spending
2012-13
11. Planned Spending
2013-14
12. Total grants $0 $0 $0 $0
Total contributions $4.86 $4.86 $4.86 $4.86
13. Total Transfer payments $4.86 $4.86 $4.86 $4.86
14. Link to three-year Transfer Payment Program Plan


Greening Government Operations (GGO)

Overview

The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

For guidelines on how to complete the GGO supplementary table, please refer to the Public Works and Government Services Canada Publiservice site:http://publiservice.tpsgc-pwgsc.gc.ca/greening/text/strategie-strategy-e.html

Please note:

  • RPP refers to Reports on Plans and Priorities and represents planned / expected results.
  • DPR refers to Departmental Performance Reports and represents actual results.
Surplus Electronic and Electrical Equipment Target
8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
Performance Measure RPP DPR
Target Status  
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011-12) YES[1]  
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. FY 2011-12 100% National Capital Region.  
FY 2012-13 100% National Capital Region
50% of the Regions
 
FY 2013-14 100% National Capital Region
80% of the Regions
 

Strategies / Comments

  1. Definition of Location: For this target, Justice Canada has defined location by region.
  2. Number of Locations: Justice Canada IT group supports 7 internal regions (ARO, QRO, NCRO, ORO, PRO, BCRO, NRO) across the country, occupying 40 physical sites (points of presence). 
  3. Implementation Strategies:
    1. Establish an E-Waste plan that covers the NCR and the Regions.
    2. The established E-waste plan will allow for the expansion of the NCR E-Waste program.
    3. The department will apply an e-waste disposal mechanism for 100% of electronic devices in accordance to the following hierarchy of options:
      1. Computer for Schools
      2. Crown Assets
      3. Provincial Extended Producer Responsibility Programs
      4. PWGSC Standing Offer for E-waste Recycling

Printing Unit Reduction Target

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.
Performance Measure RPP DPR
Target Status  
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. (Optional) 2.4:1  
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. FY 2011-12 3.5:1    
FY 2012-13 8:1  
FY 2013-14 8:1  

Strategies / Comments

  1. Definition of Printing Units: The Print Strategy study considered all printers, photocopiers, and multi-function devices as "printing units".
  2. Target Scope:
    1. The current print ratio in the NCR is 2.4:1
    2. The IT Print Strategy will address all print-capable devices nationally.
  3. Method for Tracking Printing Units:  All network-connected devices are traceable in a database; stand-alone devices will be converted to network-connected with the Print Strategy over time and as lease terms expire.
  4. Method for Tracking Office Employees: Annual Departmental Performance Report. There are approximately 4411 employees.
  5. Roles and responsibilities: ADM of Management Sector is target lead.
  6. Implementation Strategies:
    1. FY 2010-11: In the spring of 2010, Justice Canada completed Phase I of a Print Management Strategy, which was an independent reporting and auditing of, and recommendations for, all print-capable devices within the JUS National Capital Region (NCR).  The NCR region was chosen for the initial audit as it represents approximately 50% of JUS' staff nationally.
    2. FY 2011-12: Phase 2 of the strategy will be the continuation of the audit and analysis in the other regional sites, as well as the implementation of recommendations of Phase I.
    3. FY 2012-13: Completion of Phase 2 should yield a print ratio of at least 5:1.

Paper Consumption Target

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Performance Measure RPP DPR
Target Status  
Number of sheets of internal paper consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011-12) N/A*    
Paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-12) FY 2011-12 93%  
FY 2012-13 86%  
FY 2013-14 80%  

Strategies / Comments

  1. Baseline fiscal year selected: 2010-11
  2. Target Scope: Within the scope of this Performance Measure is paper consumption per employee; outside the scope of this Performance Measure is the actual landfill waste.
  3. Method for Tracking Paper Consumption: PWGSC Paper Standing Offer
  4. Method for Tracking Office Employees: Annual Departmental Performance Report (DPR). There are approximately 4411 employees.
  5. Implementation Strategies:
    1. As part of its efforts to reduce paper consumption, the Department is implementing default two-sided printing on all black-and-white printers
    2. The department is committed to making greater use of electronic formats for distribution of documents and reports

* Of note, in the 2010-11 RPP, Justice Canada reported with respect to paper consumption a 2008-2009 baseline figure and a 7% paper reduction target by 2010-11. While the Justice Canada is committed to reducing paper consumption in the 2010-11 fiscal year, Justice Canada is updating its paper consumption target to align with the Federal Sustainable Development Strategy and to take advantage of improved paper tracking capabilities. As a result, the baseline fiscal year has been adjusted from 2008-09 to 2010-11 and the paper consumption target has been adjusted from 7% annually to 20% by March 31, 2014.

Green Meetings Target

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance Measure RPP DPR
Target Status  
Presence of a green meeting guide. (Optional in RPP 2011-12)  No  

Strategies / Comments

  1. Scope of the green meeting guide: All departmental or interdepartmental meetings and conferences organized by departmental officials.
  2. Reporting requirement: Our SD secretariat is responsible for creating a strategy to implement the guide and monitor its use.
  3. Evidence that the green meeting guide has been adopted: Approval by senior management and use in the department.
  4. Roles and responsibilities: Sustainable Development Champion is target lead.
  5. Key components: Planning, travel / accommodations, procurement / hospitality, and tracking / accountability.
  6. Plans / strategies for departmental engagement: Use of departmental communications vehicles such as JustInfo, discussion at staff
  7. Opportunities for continuous improvement: Seek feedback on the guide from Green Teams, managers and employees.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.

SMART green procurement target no.1: As of April 1, 2014, environmental performance considerations will be embedded into the procurement decision-making process.
Performance Measure RPP DPR
Target Status  
Reduce environmental impact through standard solicitation documents aimed at green procurement.

Percentage of standard solicitation documents incorporating sustainable development selection criteria.
100%  
Progress against measure in the given fiscal year. 100%  

Strategies / Comments

  1. Scope: all departmental competitive procurement processes using standard solicitation documents.
  2. Develop Request for Proposal evaluation criteria and obtain the Departments Sustainable Development Steering Committee approval
  3. Integrate selection criteria into departmental templates and procurement process documentation
  4. Integrate the information into departmental contracting training documentation.
  5. Roles and Responsibilities: DG Administration Services.
  6. Reporting to be based on the use of template documents.
  7. Plans for engagement: Email dissemination and training for procurement staff.
  8. Estimated environmental benefits: Reduced energy use / hazardous material.
SMART green procurement target no.2: As of April 1, 2013, paper with a minimum of 30% recycled contents will be used for printing and photocopying.
Performance Measure RPP DPR
Target Status    
Percentage of paper with minimum 30% recycled contents consumed by the Department for printing and photocopying. 2010/2011

85%

2011/2012

95%

2012/2013

100%
 
Progress against measure in the given fiscal year.    

Strategies / Comments

  1. Scope: Department-wide.
  2. Roles and Responsibilities: DG Administration Services.
  3. Mandate the use of recycled paper with a minimum 30% recycled content
  4. Plans for engagement: Incorporate Mandate information into departmental contracting training for IFMS users and Acquisition Card holders.
  5. Monitor progress and address area of non compliance.
  6. Estimated environmental benefits: Reduced resource use.
SMART green procurement target no.3: As of April 1, 2014, the Department will implement and promote a Battery Recycling program.
Performance Measure RPP DPR
Target Status  
Number of facilities in NCR with a battery recycling program

Number of facilities in regional offices with a battery recycle program.

Excluding Department Legal Services Unit and other Justice units residing in commercial buildings shared with the private sector.
NCR
2011/2012 80%
2012 to 2014
90%

Regions
2011/2012
50%
2012/2013
80%
2013/2014
90%
 
Progress against measure in the given fiscal year.    

Strategies / Comments

  1. Scope: Department-wide.
  2. Roles and Responsibilities: DG Administration Services.
  3. Establish external partners for collection
  4. Plans for engagement: Promote the program through communication channels
  5. Reporting on percentage of regions with programs and amount of batteries disposed of 
  6. Estimated environmental benefits: Reduced hazardous material.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.

As of April 1, 2014, the Department will provide green procurement training for employees as it applies to the materiel life-cycle.
Performance Measure RPP DPR
Target Status  
Training for Acquisition Cardholders

Percentage of new acquisition cardholders who have completed the training in the assessment period.
 100%  
Training for Staff with Limited Procurement Authority

Percentage of new administration staff granted limited procurement delegation that have completed the department's contracting training in the assessment period.
100%  
Training for Procurement
and Materiel Management Staff


Percentage of materiel managers and procurement personnel who have completed the Canada School of Public Servants Green Procurement training in the assessment period.

Note: Excluding positions that are vacant.
100%  
Progress against measure in the given fiscal year. 100%  

Strategies / Comments

  1. Scope: Department-wide.
  2. Roles and Responsibilities: DG Administration Services.
  3. Revise training material for procurement training for procurement personnel and Acquisition Card users. All new Acquisition cardholders and administration staff granted limited delegation will receive training on the requirements for green procurement.
  4. Plans for engagement: All procurement and materiel management professionals will receive green procurement training as it applies to the materiel life cycle.
  5. Estimated environmental benefits: Reduced energy use and resource consumption.
As of April 1, 2014, the Department will provide Employee performance evaluations for managers and functional heads of procurement and materiel management.
Performance Measure RPP DPR
Target Status  

Performance Evaluations (indirectly linked to our objectives on fostering best practices and alignment with government of Canada agenda on procurement)

Number of managers and functional heads that have environmental consideration clauses incorporated into their performance evaluations.

Number of procurement, materiel management and real property functional specialists and their managers and functional heads that have environmental consideration clauses incorporated into their performance evaluations.

Note:

  • Not all procurement specialist report to the procurement functional lead. It maybe difficult to implement across all specialist.
  • The measurement excludes positions that are vacant.
 

2011/2012

70%

2012/2013

80%

 
Progress against measure in the given fiscal year.    

Strategies / Comments

  1. Scope: Department-wide
  2. Roles and Responsibilities: DG Administration Services
  3. All procurement and materiel management personnel will have green procurement terms in their annual performance agreements.
  4. Plans for engagement: Performance review process.
  5. Estimated environmental benefits: Reduced energy use and resource consumption.
As of April 1, 2014, the Department will provide Management processes and controls.
Performance Measure RPP DPR
Target Status  
Percentage of computers, monitors and other electronic devices purchased that meet Energy Star certification or equivalent.

2011

100%

computers, monitors

2013/2014 100% of all other electronic devices

 
Progress against measure in the given fiscal year.    

Strategies / Comments

  1. Scope: Department-wide
  2. Roles and Responsibilities: DG Administration Services
  3. Plans for engagement:
    1. Review process documentation, including, but not limited to, policies, standards, guidelines, guides and manuals to incorporate a green component into the procurement strategy;
    2. Establish relative priorities of possible actions and identify and consult stakeholders;
    3. Establish a schedule and necessary approval processes for revising identified management processes and controls;
    4. Establish a corporate system (such as IFMS Plant Maintenance module or an equivalent) for monitoring the inclusion of environmental/green procurement considerations in management processes and controls;
    5. Establish Green selection criteria for goods (templates CID, RFP, etc.) to ensure environmental performance considerations are integrated into the procurement process to direct personnel towards the purchase of the environmentally preferable models.
  4. Estimated environmental benefits: Reduced energy use and resource consumption.

  • [1] A process is in place, and a plan is in development, which will be formalized in FY 2011-2012.


Horizontal Initiatives

1. Name of Horizontal Initiative: National Anti-Drug Strategy

2. Name of lead department(s): Department of Justice

3. Lead department program activity: Justice policies, laws and programs

4. Start date of the Horizontal Initiative: 2007-08

5. End date of the Horizontal Initiative: 2011-12 and ongoing

6. Total federal funding allocation (start to end date): $527.9 millions

7. Description of the Horizontal Initiative (including funding agreement):

The National Anti-Drug Strategy (NADS) 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.

8. 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.

9. 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 and Law Reform 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.

10. Planning Highlights:

For 2011-12, the 12 federal partner departments and agencies involved in the NADS (the Strategy) will continue 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. As this is the last year for the current Strategy, planning has commenced for Strategy renewal and this process will likely culminate sometime in the latter half of the fiscal year with proposals to set the course for the next phase of the Strategy. In addition, as is required by the accountability structure for the Strategy, an impact evaluation has been initiated and that evaluation will be completed within the 2011-12 fiscal year.

The overall operating environment for the Strategy may change if the Bill (S-10) proposing mandatory minimum penalties (MMPs) for serious drug offences is passed by Parliament, although the affected Strategy partners have plans in place to meet this challenge.

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

11. Federal Partner: Department of Justice
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
A1 - Justice policies, laws and programs a. Drug Treatment Courts $16.2M $3.6M
b. Youth Justice Fund
(Treatment Action Plan)
$6.8M $1.5M
c. Justice Canada Lead Role for the National Anti-Drug Strategy $1.4M $0.3M
C1 - Internal Services d. Justice Canada Lead Role for the National Anti-Drug Strategy $1.5M $0.3M
e. National Anti-Drug Strategy $0.3M $0.1M
Total $26.2M $5.8M

16. Expected results by program as per (13):

Drug Treatment Courts: Reduced drug substances relapse among drug treatment court clients.

Youth Justice Fund:

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.

Justice Canada Lead Role for the National Anti-Drug Strategy (Justice policies, laws and programs):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;
  • leading and coordinating all NADS communications activities;
  • taking lead responsibility for accountability, evaluation and performance reporting; and
  • leading the process for Strategy renewal for 2011-12.

Justice Canada Lead Role for the National Anti-Drug Strategy (Internal Services): 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;
  • leading and coordinating all NADS communications activities;
  • taking lead responsibility for accountability, evaluation and performance reporting; and
  • leading the process for Strategy renewal for 2011-12.
11. Federal Partner: Health Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
3.4.3 Controlled Substances a. Mass Media Campaign

(Prevention Action Plan)
$29.5M $6.9M
b. Drug Strategy Community Initiatives Fund

(Prevention Action Plan)
$55.2M $11.0M
3.4 Substance Use and Abuse c. Drug Treatment Funding Program

(Treatment Action Plan)
$122.0M $32.9M
4.1.1.2 First Nations and Inuit Mental Health and Addictions d. National Native Alcohol and Drug Abuse Program (NNADAP)

(Treatment Action Plan)
$35.5M $10.1M
3.4.3 Controlled Substances e. Office of Controlled Substances

(Enforcement Action Plan)
$12.7M $4.2M
f. Drug Analysis Services

(Enforcement Action Plan)
$11.7M $4.3M
$3.4M [1] $0.9M [1]
Total $270.0M $70.3M

16. Expected results by program as per (13):

Mass Media Campaign:The mass media campaign plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The mass media campaign will be measured by the change in the level of awareness, attitude, knowledge and capacity among targeted populations pertaining to their decisions regarding illicit drug use, related risk-taking behaviour and associated consequences. This will be conducted through post campaign public opinion research with both youth 13-15 years of age and their parents, and measured against the baseline surveys that were conducted with parents in 2008 and with youth in 2009. Other evaluation metrics will include: website statistics, Facebook fans, engagement, booklet downloads, calls to 1-800-O-Canada and the number of booklets ordered/shipped.

Drug Strategy Community Initiatives Fund (DSCIF): 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.

Drug Treatment Funding Program (DTFP): DTFP plans to increase the 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, and by the program/service utilization trends associated with their populations and areas of need. DTFP also seeks to enhance capacity to plan/deliver a range of treatment services and programs to targeted populations. This will be measured by the extent to which P/T jurisdictions show evidence of building capacity (e.g., training activities, increased number of counsellors, wider range of services, etc.), and the type/nature of capacity enhancements, treatment services and supports for people residing in Downtown Eastside Vancouver by populations targeted (e.g., youth, Aboriginal populations, sex trade workers and ex-offenders). DTFP is also expecting to improve collaboration on responses and knowledge of treatment issues, which will be measured by the nature, scope and depth of collaborative activities within and among jurisdictions and stakeholders; and stakeholder perceptions on the extent to which responses to DTFP treatment issues are collaborative (e.g., lessons learned). Ultimately the DTFP is working towards improving treatment systems, programs and services to address illicit drug dependency of affected Canadians.

National Native Alcohol and Drug Abuse Program: First Nations and Inuit Health Branch (FNIHB) plans to increase the availability of and access to effective treatment services and programs for First Nations and Inuit 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 First Nations and Inuit populations in areas of need. The progress of this plan will be measured by:

  • the proportion of treatment facilities accredited;
  • the proportion of addictions counsellors in treatment centres who are certified;
  • the changes in stakeholder perceptions regarding the extent to which treatment services have been improved in Strategy-supported investment areas; and
  • the types of collaborative/partnerships with Aboriginal organizations to strengthen systems, programs and services.

Office of Controlled Substances: The Office of Controlled Substances (OCS) plans to reduce the risk of diversion of precursor chemicals by using Strategy funding to improve processes for the issuance of precursor licences and permits. This will include reviewing and streamlining guidance provided to regulated parties involved in carrying out activities with precursor chemicals, and to law enforcement regarding the application for authorization to dispose of seized controlled substances. It will also include improving the tools used to record losses and thefts reported to the OCS by regulated parties.

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

11. Federal Partner: Canadian Institutes of Health Research
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
1.4 Health and Health Services Advances Research on Drug Treatment Model

(Treatment Action Plan)
$4.0M $1.0M
Total $4.0M $1.0M

16. Expected results by program as per (13):

Research on Drug Treatment Model: Continue to improve the state of knowledge and its translation with respect to treatment and understanding of the consequences of illicit drug use.

To address this, in 2011-12, the Canadian Institutes of Health Research (CIHR) will be evaluating mid-term reports of five year team grants on substance abuse to determine progress on the objectives, which are to:

  • Generate high-quality research that addresses an important health and disease, health care or health system problem or issue which is best approached through a collaborative team;
  • Provide superior research training and mentorship environments; and
  • Produce new knowledge and the translation of research findings into improvements in the health of Canadians and the Canadian health care system.

CIHR will also review end of grant reports for one year grants funded in 2010-11 to determine if the objectives have been achieved, which were to:

  • Generate preliminary observations, data or knowledge, or to facilitate team formation, as a first step towards the pursuit of more comprehensive funding opportunities by researchers or teams of researchers;
  • Generate high impact results and/or innovative research proposals, research tools, techniques, devices, inventions, or methodologies;
  • Produce scoping reviews and syntheses that respond to the information needs of knowledge users in the areas of prevention and treatment of illicit drug use;
  • Support the use of synthesis evidence in decision making by building integrated and end-of-grant knowledge translation practices into the production of scoping reviews and syntheses; and
  • Extend the benefits of knowledge synthesis to new kinds of questions relevant to knowledge users and areas of research that have not traditionally been synthesized.

CIHR has also launched new competitions for the same one year grants with similar objectives, which will be funded in 2011-12.

A workshop will be held in Fall 2011 to reunite the researchers funded under the Substance Abuse Initiative to:

  • Share current knowledge and research results;
  • Establish networks of researchers and partners (federal departments, provincial agencies, NGOs); and
  • Identify knowledge translation opportunities and provide feedback to CIHR for a knowledge translation.
11. Federal Partner: Public Safety
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
1.3 Countering Crime a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation

(Enforcement Action Plan)
$4.0M $0.8M
b. Crime Prevention Funding and Programming: Crime Prevention Action Fund

(Prevention Action Plan)
$20.0M $15.8M
Total $24.0M $16.6M

16. Expected results by program as per (13):

National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation:

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

Crime Prevention Funding and Programming:

  • Effective evidence-based responses to substance use and abuse and crime related issues in communities.
  • Positive changes in risk and protective factors among targeted populations.
11. Federal Partner: Royal Canadian Mounted Police
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
1.1.2.7 a. Drug and Organized Crime Awareness Services

(Prevention Action Plan)
$12.9M $3.0M
3.5.2 Community and Youth Programs b. National Youth Intervention and Diversion Program

(Treatment Action Plan)
$3.6 M $0.8 M
1.1.2.9 c. Marijuana and Clandestine Lab Teams/Proceeds of Crime

(Enforcement Action Plan)
$85.2M $26.2M
PWGSC Accommodations $2.3M $0.5M
Total $104.0M $30.5M

16. Expected results by program as per (13):

Drug and Organized Crime AwarenessServices: Reduction of the demand for illicit drugs in targeted populations (e.g., youth and Aboriginal youth), as well as within the general public, through community partnership and education in view of creating awareness of the health consequences related to substance use.

The Drugs and Organized Crime Awareness Service (DOCAS) remains committed to providing Canadians with the tools needed to deal with substance use/abuse and expects a reduction of negative impacts on health and society along with a decrease of criminal activities linked to illicit drug use.

National Youth Intervention and Diversion Program:

  • 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.

Marijuana and Clandestine Lab Teams/Proceeds of Crime:

  • Development of transnational partnerships to address issues regarding the globalization of the precursor chemical industry and its impact on communities.
  • Enhanced ability to identify, disrupt and dismantle organized crime groups profiting from the production and trafficking of controlled drugs and substances.
  • Enhanced ability through partnerships, both internal and external, to develop tactical targeting parameters that address the procurement of chemicals by organized crime groups.
  • Enhanced ability to monitor, analyze and predict regional and national trends on marihuana production and trafficking.
  • Enhanced ability to adjust tactical and strategic objectives based on the analysis of regional and national marihuana grow operation trends.
  • Enhanced ability through partnerships at the municipal, provincial and federal levels to promote, coordinate and implement various initiatives and legislations targeting marihuana producers and traffickers.
11. Federal Partner: Correctional Service Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
2.0 Correctional Interventions Case Preparation and Supervision

(Enforcement Action Plan)
$23.3M [1] $6.4M [1]
Total $23.3M $6.4M

16. Expected results by program as per (13):

Case Preparation and Supervision: Timely case preparation; rate of offenders successfully reintegrated into the community (if legislation regarding mandatory minimum penalties (MMPs) for serious drug offences is passed).

11. Federal Partner: Parole Board of Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Conditional Release Decisions Conditional Release Decisions

(Enforcement Action Plan)
$4.4 M $1.3 M
Conditional Release Decisions Openness and Accountability Conditional Release Decisions Openness and Accountability

(Enforcement Action Plan)
$1.8 M $0.5M
Internal Services Internal Services $1.3 M $0.4M
Total $7.5M [1] $2.2M [1]

16. Expected results by program as per (13):

Conditional Release Decisions: Should the proposed legislation receive Royal Assent, this funding will provide Parole Board of Canada (PBC) the capacity for effective management of its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. PBC 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).

Conditional Release Decisions Openness and Accountability: Should the proposed legislation receive Royal Assent, this funding will provide the PBC the capacity for provision of information and assistance to victims of crime, observers at hearings and individuals who seek access to decision registry in relation to the requirements of the new legislation. In a similar manner, PBC 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 PBC.

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

11. Federal Partner: Office of the Director of Public Prosecutions
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
1.1 Drug, Criminal Code, and terrorism prosecution program a. Prosecution and prosecution related services

(Enforcement Action Plan)
$8.6M $1.7M
b. Prosecution of serious drug offences under the CDSA

(Mandatory Minimum Penalties)
$33.5M [1] TBD [1]
2.1 Internal Services Enforcement Action Plan $1.3M $0.2M
Total $43.4M $1.9M

16. Expected results by program as per (13):

Prosecution and prosecution related services: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.

Prosecution of serious drug offences under the CDSA:Provision of prosecution-related advice and litigation support during police investigations and prosecution of drug charges under the CDSA resulting from the MMPs, subject to the proposed legislation receiving Royal Assent.

11. Federal Partner: Canada Border Services Agency
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
Risk Assessment Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services

(Enforcement Action Plan)
$7.2M $2.1M
Internal Services Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services

(Enforcement Action Plan)
$5.5M $1.6M
Total $12.7M $3.7M

16. Expected results by program as per (13):

Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Risk Assessment):

  • Increase awareness and capacity to gather information and intelligence of illicit drug issues relative to the border.
  • Increase intelligence support to regional enforcement activities to interdict goods entering and leaving Canada under the Strategy.
  • 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.

Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Internal Services):Laboratory and Scientific Services - Continuation of the original Strategy 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 are still in development.

11. Federal Partner: Department of Foreign Affairs and International Trade
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
1.2 Diplomacy and Advocacy Annual Contributions to the United Nations Office on Drugs and Crime (UNODC) and the Inter-American Drug Control Commission (CICAD)

(Enforcement Action Plan)
$4.5M $0.9M
Total $4.5M $0.9M

16. Expected results by program as per (13):

Annual Contributions to the United Nations Office on Drugs and Crime (UNODC) and the Inter-American Drug Control Commission (CICAD):

  • Improved capacity of UNODC to fulfill its mandate in the fight against drugs and international crime at the global level.
  • Improved capacity of CICAD to fulfill its mandate in the fight against drugs in the Americas.
11. Federal Partner: Canada Revenue Agency
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
4. Reporting Compliance Special Enforcement Program

(Enforcement Action Plan)
$4.2M $1.0M
Total $4.2M $1.0M

16. Expected results by program as per (13):

Special Enforcement Program:

  • 32 audits of targets involved in marijuana grow operations or illicit drugs.
  • $1,750,000 in federal tax assessed will be generated from these audits:
  • Provincial tax (except for Quebec files), penalties and interest will also be assessed, and
  • Delinquent action will be taken on any taxpayers who have not filed their applicable personal income tax returns.
  • The expected dollars assessed resulting from the Strategy audits has decreased from $2.5M in 2010-11 to $1.75M in 2011-12 due to the CRA placing a greater emphasis on the collectability of assessments in order to have an impact on the criminal activities.
11. Federal Partner: Public Works and Government Services Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
1.7 Specialized Programs and Services Forensic Accounting Management Group

(Enforcement Action Plan)
$1.6M [2] $0.6M [2]
Total $1.6M [2] $0.6M [2]

16. Expected results by program as per (13):

Forensic Accounting Management Group: Increased operational capacity to provide 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 incentives for engaging in criminal activities.

11. Federal Partner: Financial Transactions and Analysis Centre of Canada
($ millions)
12. Federal Partner Program Activity 13. Names of Programs for Federal Partners 14. Total Allocation (from Start to End Date) 15. Planned Spending for
2011-12
2004113 Detection and deterrence of money laundering and terrorist financing Financial Transactions and Report Analysis Centre of Canada

(Enforcement Action Plan)
$2.5M $0.7M
Total $2.5M $0.7M

16. Expected results by program as per (13):

Financial Transactions and Report Analysis Centre of Canada:

  • 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.
Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2011-12
$527.9M $141.6

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

18. Contact information:

Catherine Latimer
General Counsel and Director General
Youth Justice, and Strategic Initiatives and Law Reform Section
(613) 957-9623
clatimer@justice.gc.ca

Footnotes:

[1] The funding to implement mandatory minimum penalties for serious drug offences is held in a frozen allotment, to be released subject to Bill S-10 (Penalties for Organized Drug Crime Act) receiving Royal Assent.

[2] Includes Public Works and Government Services Canada accommodation charges.



Upcoming Internal Audits and Evaluations over the next three fiscal years

A. All upcoming Internal Audits over the next three fiscal years

1. Name of Internal Audit 2. Internal Audit Type 3. Status 4. Expected Completion Date
RDIMS (Livelink) System Planned 31 March 2012
Official Languages (HR) Functional Planned 31 March 2012
Business & Regulatory Law (BC RO) Organizational Planned 31 March 2012
Contracting (HQ) Functional Planned 31 March 2012
Professional Development Functional Planned 31 March 2012
Ministerial Correspondence Unit System Planned 31 March 2012
Business Continuity Planning Functional Planned 31 March 2012
Legislative Services (Drafting Services & Legislative Revision Services) Organizational Planned 31 March 2012
iCase/Timekeeping Compliance System Planned 31 March 2012
Values & Ethics Functional Planned 31 March 2013
Aboriginal Affairs Portfolio Organizational Planned 31 March 2013
Communications Branch Organizational Planned 31 March 2013
Criminal Law Policy Organizational Planned 31 March 2013
Cost Recovery (Transactions) Transactional Planned 31 March 2013
Security (HQ) Functional Planned 31 March 2013
Canadian Heritage/Parks
Canada LSU
Organizational
Organizational
Planned 31 March 2013
Canadian Food Inspection
Agency LSU
Organizational
Organizational
Planned 31 March 2013
LIMS System Planned 31 March 2014
Management of Electronic Information Functional Planned 31 March 2014
Law Practice Model Functional Planned 31 March 2014
Compensation & Labour Relations Organizational Planned 31 March 2014
Classification Functional Planned 31 March 2014
Travel & Hospitality Compliance Planned 31 March 2014
Acquisition Cards Compliance Planned 31 March 2014
Litigation Branch Organizational Planned 31 March 2014
Section 33 Compliance Compliance Planned 31 March 2014

Electronic Link to Internal Audit Plan: http://www.justice.gc.ca/eng/dept-min/pub/aud-ver/index.html

B. All upcoming Evaluations over the next three fiscal years

1. Name of Evaluation and Link to Report 2. Program Activity 3. Status 4. Expected Completion Date
National Anti-Drug Strategy A1.1 Criminal Justice

A1.1.4 Drug Treatment Courts
In-progress 2011-12
Family Justice A1.2 Family Justice Not started 2012-13
Legal Aid A1.3.1 Legal Aid

A1.3.2 Legal Aid-PSAT

A1.3.4 Court-Ordered Counsel in Federal Prosecutions
In-progress 2011-12
Justice Partnership and Innovation Fund A.1.3.5 In-progress 2011-12
Family Violence Initiative A1.3 In-progress 2011-12
Access to Justice in Both Official Languages A1.3.6 Not started 2011-12
Access to Justice Services - the Territories A1.3.8 Not started 2011-12
Aboriginal Justice Strategy (Summative) A1.4.1 In-progress 2011-12
Aboriginal Courtwork Program A1.4.2 Not started 2012-13
Legislative Services B1.1 Not started 2012-13
Public Law B1.1 Not started 2012-13
Tax Law B1.6 Not started 2011-12
War Crimes and Crimes Against Humanity B1.5 Not started 2013-14

Electronic link to evaluation plan: http://www.justice.gc.ca/eng/pi/eval/plan/07/index.html



Sources of Respendable and Non-Respendable Revenue

A. Respendable Revenue
($ millions)
Program Activity Forecast Revenue
2010-11
Planned Revenue
2011-12
Planned Revenue
2012-13
Planned Revenue
2013-14
Services to government        
Net Vote Legal Services Revenue 257.9 270.0 270.0 270.0
Internal Services        
Net Vote Legal Services Revenue 19.1 20.0 20.0 20.0
Total Respendable Revenue 277.0 290.0 290.0 290.0

 

B. Non-Respendable Revenue
($ millions)
Program Activity Forecast Revenue
2010-11
Planned Revenue
2011-12
Planned Revenue
2012-13
Planned Revenue
2013-14
Justice policies, laws and programs        
Family Order and Agreements Enforcement Assistance Program 7.3 7.3 7.3 7.3
Central Registry of Divorce Proceedings 0.7 0.7 0.7 0.7
Miscellaneous Revenues 0.4 0.4 0.4 0.5
Subtotal 8.4 8.4 8.4 8.5
Services to government        
Employee Benefit Plan - Legal Services 40.4 44.8 44.8 44.8
Miscellaneous Revenues 0.2 0.2 0.2 0.2
Subtotal 40.6 45.0 45.0 45.0
Total Non-respendable Revenue 49.0 53.4 53.4 53.4
Total Respendable and Non-respendable Revenue 326.0 343.4 343.4 343.4