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2008-09
Departmental Performance Report

Department of Justice Canada

Supplementary Information (Tables)

Table 1: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ millions)
Program Activity	Actual 2006-07	Actual 2007-08	2008-09
Program Activity	Actual 2006-07	Actual 2007-08	Main Estimates	Planned Revenue	Total Authorities	Actual
*Services to government*
Cost recovery of legal services to Client Departments	-	182.0	-	178.0	200.5	200.5

Total Respendable Revenue²	-	182.0	-	178.0	200.5	200.5

Non-Respendable Revenue
($ millions)
Program Activity	Actual 2006-07	Actual 2007-08	2008-09
Program Activity	Actual 2006-07	Actual 2007-08	Main Estimates	Planned Revenue	Total Authorities	Actual
*Justice policies, laws and programs*
Family Order and Agreements Enforcement Assistance Program	6.2	7.3		7.2	7.2	7.2
Central Registry of Divorce Proceedings	0.7	0.8		0.8	0.8	0.7
Miscellaneous Revenues	-	-	-	-	-	33,0
*Developing and implementing programs*
Miscellaneous Revenues¹	3.8	-	-	-	-	-

*Services to government*
Legal Services - EBP Component		31.7		30.4	30.4	33.5
Legal Services - Crown Corp.	1.0	0.2		-	-	0,1
Client-Departments Cost Recoveries	154.5	0.3	-
Court costs				0.7	0.7
Royalties and Patents				0.1	0.1
Miscellaneous Revenues¹	3.2	4.3		0.4	0.4	1,4
*Providing prosecution services*
Legal Services - Crown Corp	0.2
Client-Departments Cost Recoveries	5.2
Fines and forfeitures	1.0
Miscellaneous Revenues	0.8
Total Non-respendable Revenue³	176.6	44.6	-	39.6	39.6	75.9

Note 1: Miscellaneous revenues have been applied to proper program activities
Note 2: Respendable revenue under net vote authority
Note 3: Non-Respendable Revenues include refunds and reversal of previous years expenditures. Under accrual accounting (see Departmental Financial Statements - Table 15), these refunds and reversals are excluded from revenues and reported with expenses.

Sources:
Actual 2006-07 and 2007-08: DPR 2008, table 5
Planned Revenue 2008-2009: RPP 2008-09, tables 1 and 4

Table 2: User Fees

**Table 2-A: User Fees**
($ thousands)
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2008-09					Planning Years
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standards	Performance Result¹	Fiscal Year	Forecast Revenue	Estimated Full Cost
The family Order and Agreements Enforcement Assistance (FOAEA)	Regulatory	FOAEA Act	March 1999	7,000	7,141	7,141	Yes	Results are available in table 2-B	2009-10	7,000	7,000
									2010-11	7,000	7,000
									2011-12	7,000	7,000
The Central Divorce Proceedings	Regulatory	CRDP Fee Order	May 1986	750	723	723	Yes	Results are available in table 2-B	2009-10	800	800
									2010-11	800	800
									2011-12	800	800
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Other product and services	Access to Information Act (ATIA)	1992	4	6	1,424	Yes	Results are available in table 2-B	2009-10	5	2,250
									2010-11	5	2,500
									2011-12	5	2,750
Sub-Total (R)				7,750	7,864	7,864			2009-10	7,800	7,800
									2010-11	7,800	7,800
									2011-12	7,800	7,800
Sub-Total (O)				4	6	1,424			2009-10	5	2,250
									2010-11	5	2,500
									2011-12	5	2,750
Total				7,754	7,870	9,288			2009-10	7,805	10,050
									2010-11	7,805	10,300
									2011-12	7,805	10,550

Other Information
ATIA
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.

Table 2-B: External Fees

External Fee	Service Standard	Performance Results	Stakeholder Consultation
The family Order and Agreements Enforcement Assistance (FOAEA)	Processing of tracing applications under Part I of the Act will be completed and a response provided to provincial/territorial enforcement programs within 10 business days. Garnishment applications under Part II of the Act will be in effect 35 days after receipt. Licence-denial applications under Part III of the Act will be initiated and terminated within 10 business days. Public enquiries are to be responded to within 48 hours.	A total of 25,742 applications received and treated within 10 business days. Standard met at 100%. 79,786 garnishment applications accepted within the time frame. Standard met at 100%. 10,607 applications received and processed within the time frame. Standard met at 100%. 93,974 calls received through the automated interactive voice response system (IVR).	Informal feedback and general day-to-day interactions with clients and stakeholders, including provincial and territorial maintenance and enforcement programs, courts, creditors and other federal government partners, indicate a high level of satisfaction with the services provided under both the Family Orders and Agreement Enforcement Assistance and Central Registry of Divorce Proceedings programs. A client satisfaction survey was launched in January 2005 to provide a more formal assessment of client satisfaction with service standards, levels and accessibility. Findings indicate strong levels of satisfaction
The Central Divorce Proceedings	Clearance Certificates are to be issued within 3 weeks of receipt of the application. Divorce information is to be provided to Statistics Canada annually, according to schedule. All telephone enquiries are to be responded to within 24 hours and all written enquiries are to be responded to within 5 business days. Quarterly invoices and compensation reports are to be issued within 30 days.	Standard met at 90%. Standard met 100%. 17,829 telephone enquires and written enquiries was received and standard was met at 90%. Standard met at 100%.	A client satisfaction survey was launched in January 2005 to provide a more formal assessment of client satisfaction with service standards, levels and accessibility. Findings indicates strong levels of satisfaction.
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details: http://laws.justice.gc.ca/en/A-1	Standard met at 95.0%.	The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and Treasury Board Secretariat for amendments done in 1986 and 1992.

External Fee

Service Standard

Performance Results

Stakeholder Consultation

The family Order and Agreements Enforcement Assistance (FOAEA)

Processing of tracing applications under Part I of the Act will be completed and a response provided to provincial/territorial enforcement programs within 10 business days.
Garnishment applications under Part II of the Act will be in effect 35 days after receipt.
Licence-denial applications under Part III of the Act will be initiated and terminated within 10 business days.
Public enquiries are to be responded to within 48 hours.

A total of 25,742 applications received and treated within 10 business days. Standard met at 100%.

79,786 garnishment applications accepted within the time frame. Standard met at 100%.

10,607 applications received and processed within the time frame. Standard met at 100%.

93,974 calls received through the automated interactive voice response system (IVR).

Informal feedback and general day-to-day interactions with clients and stakeholders, including provincial and territorial maintenance and enforcement programs, courts, creditors and other federal government partners, indicate a high level of satisfaction with the services provided under both the Family Orders and Agreement Enforcement Assistance and Central Registry of Divorce Proceedings programs.

A client satisfaction survey was launched in January 2005 to provide a more formal assessment of client satisfaction with service standards, levels and accessibility. Findings indicate strong levels of satisfaction

The Central Divorce Proceedings

Clearance Certificates are to be issued within 3 weeks of receipt of the application.
Divorce information is to be provided to Statistics Canada annually, according to schedule.
All telephone enquiries are to be responded to within 24 hours and all written enquiries are to be responded to within 5 business days.
Quarterly invoices and compensation reports are to be issued within 30 days.

Standard met at 90%.

Standard met 100%.

17,829 telephone enquires and written enquiries was received and standard was met at 90%.

Standard met at 100%.

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

Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request.

The Access to Information Act provides fuller details: http://laws.justice.gc.ca/en/A-1

Standard met at 95.0%.

The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and Treasury Board Secretariat for amendments done in 1986 and 1992.

Other Information:
N/A

Table 3: Details of Transfer Payment Programs (TPPs)

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

Start date: August 17, 1971

End date: March 31, 2012 (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).

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:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$119,827,507	$119,827,507	$119,827,507	$119,827,507	$119,827,507	$0
Total Program Activity	$119,827,507	$119,827,507	$119,827,507	$119,827,507	$119,827,507	$0

Comment(s) on Variance(s):

N/A

Audit completed or planned:

N/A

Name of Transfer Payment Program: Public Security and Anti-terrorism - Legal Aid (Voted)

Start date: September 24, 2002

End date: March 31, 2012 (ongoing)

Description: Through this program, the Department currently provides contributions to legal aid delivery entities to cover costs for persons eligible for legal aid and charged under the federal government’s anti-terrorism legislation.

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

Results Achieved: In fiscal year 2008-09, 19 cases were funded through contribution agreements with either provinces or their legal aid delivery entities.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$1,121,100	$3,959,663	$2,000,000	$5,033,048	$4,260,000	$-2,260,000
Total Program Activity	$1,121,100	$3,959,663	$2,000,000	$5,033,048	$4,260,000	$-2,260,000

Comment(s) on Variance(s): Variance in spending is attributable to the difficulty in estimating the cost of funding defence of individuals charged as a result of Canada’s anti-terrorism initiative, given the nature of judicial proceedings, e.g. complexity of the issues, the evidence and the number of judicial proceedings.

Audit completed or planned: N/A

Note: No table was prepared for this program in the Report on Plans and Priorities for 2008-2009 because the Planned Spending and the Total Authorities were both under $5,000,000. Internal transfers totalling $3,033,048 have increased the Total Authorities over the $5,000,000 threshold.

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

Start date: April 2, 1984

End date: March 31, 2011 (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.

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

Results Achieved: The contribution agreements support a sustainable youth justice system that is capable of innovations and supports federal youth justice priorities.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$177,302,415	$177,302,415	$177,302,415	$177,302,415	$177,302,415	$0
Total Program Activity	$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/A

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

Start date: VCI April 1, 2005
FVS April 1, 2007

End date: VCI March 31, 2010
FVS March 31, 2011

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.

Strategic Outcome: Strategic Outcome 1: A fair, relevant and accessible justice system that reflects Canadian values Sub sub-activity A1.2.5 (expected result in the PAA is that the experience of victims in the justice system is improved)

Results Achieved: In 2008/09 the Victims Fund:

Provided funding to 303 victims and 81 support persons to attend National Parole Board hearings, totalling $249,310.
Provided funding to 13 Canadians victimized, totalling $200,323.
Provided resources to provincial and territorial governments to meet the needs of under-served victims of crime in their jurisdiction and/or support victims to attend sentencing hearing to submit their Victim Impact Statement, with 11 contribution agreements signed, totalling $1,139,150.
Provided funding to provincial and territorial governments to implement legislation to benefit victims or to advance the Canadian Statement of Basic Principles of Justice for Victims of Crime, with 14 contribution agreements signed, totalling $815,391.
Provided for 96 projects and activities funded included training events, evaluation of programs, research, networking, and National Victims of Crime Awareness Week events totalling $1,112,168.

Victims Fund recipients report reduced financial hardship, increased willingness to participate in the criminal justice process, and an overall improved experience for victims of crime in the criminal justice process as a result of funding available.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Grants	$343,023	$239,788	$850,000	$850,000	$398,752	$451,248
Total Contributions	$1,908,150	$2,426,494	$7,800,000	$7,333,238	$3,100,934	$4,699,066
Total Program Activity	$2,251,173	$2,666,282	$8,650,000	$8,183,238	$3,499,686	$5,150,314

Comment(s) on Variance(s): In 2007/08 the Victims Fund was significantly increased from $2M to $7.75M.

In 2008/09, the second year of the enhanced resource levels, the Victims Fund was not fully taken up. However, requests for funding from the Victims Fund by NGOs, provincial and territorial governments and victims of crime has been steadily increasing each year.

In 2008/2009 some provinces implemented new policies regarding signing authority or requested re-negotiation of the text in the standard clauses of the contribution agreement leading to some delays in funding. A related issue is the infrastructure limitations within provincial and territorial governments which impacted their ability to use the Fund resources available. Through 2008/2009 the PCVI worked closely with provincial and territorial partners to simplify the required application and reporting requirements related to the Fund and will continue to do so.

There is a significant allocation of resources in the Victims Fund to support Canadians victimized abroad. While only 13 victims contacted Justice Canada for assistance, resulting in approved agreements representing less than 20% of the resources available, the number of requests and awareness of the Fund are increasing as more outreach is undertaken. Current resource levels in this component of the Fund allow the Department to respond to the unpredictable nature and demand for assistance.

Audit completed or planned: N/A

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

Start date: April 1st, 2002

End date: March 31, 2013 (ongoing)

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 (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 will reduce the likelihood of further violence in those convicted of the most serious violent offences.

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

Results Achieved: Provinces and Territories have the financial capacity to implement sentencing options that involve specialized treatment services to address the mental health issues of serious violent youth offenders.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$3,424,450	$4,039,250	$11,048,000	$10,629,441	$9,028,126	$2,019,874
Total Program Activity	$3,424,450	$4,039,250	$11,048,000	$10,629,441	$9,028,126	$2,019,874

Comment(s) on Variance(s): While the number of IRCS orders issued by the courts has remained stable, funding requests for other exceptional cases under this Program have come more slowly than expected.

Audit completed or planned: N/A

Name of Transfer Payment Program: Implementation of Official languages Requirements in respect of the Contraventions Act (Contraventions Act Fund – (Voted)

Start date: April 1, 2008

End date: March 31, 2013

Description: The Contraventions Act provides for the identification of federal offences that are to be considered “contraventions” and the establishment of a scheme to prosecute these contraventions. In 2001, the Federal Court was asked to clarify the extent to which judicial and extra-judicial language rights requirements were applicable in the context of the Contraventions Act. The Court concluded that while the federal government is authorized to use the offence scheme of a province or territory in respect of federal contraventions, it must comply with all language rights requirements that would be applicable in the context of a federal prosecution scheme. More specifically, the Court stated that any level of government that processes federal contraventions is, in fact, acting on behalf of the Government of Canada. Following the Federal Court decision, the Department of Justice proceeded to modify existing Contraventions Act agreements to include new provisions to address language rights requirements identified in the decision. Such provisions are now also an integral part of all new agreements with other provinces. To support this process, the Department of Justice established the Contraventions Act Fund.

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

Results Achieved: Four provinces (British Columbia, Manitoba, Ontario and Nova Scotia) 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 provinces 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. Negotiations are underway with the Government of Newfoundland and Labrador. It is anticipated that this agreement will be in place for fiscal year 2009-2010.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$2,613,100	$2,779,800	$9,094,900	$5,078,100	$4,289,100	$4,805,800
Total Program Activity	$2,613,100	$2,779,800	$9,094,900	$5,078,100	$4,289,100	$4,805,800

Comment(s) on Variance(s): The actual spending was lower than anticipated for the following reasons:
The province of Prince Edward Island did not sign an agreement in 2008-2009.
The province of Newfoundland and Labrador did not sign the agreement in 2008-2009 as anticipated.
The contribution to be paid to Ontario was held back until the province's financial report is filed and verified.

Audit completed or planned: N/A

Name of Transfer Payment Program: Access to Justice Services Agreements – the Territories (Voted)

Start date: 1996

End date: March 31st 2012 (ongoing)

Description: The goal of the Access to Justice Services Agreements (AJAs) is to integrate federal government funding support to Canada’s three territories for access to justice services (that is, both 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.

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

Results Achieved: Territories are enabled to provide access to justice services (legal aid, Aboriginal Courtwork and public legal education and information). Contribution funding agreements have been extended with all three territories for one-year, 2009-2010. Significant Evaluation Findings and URL(s) to Last Evaluation(s). The Legal Aid Program’s evaluation for the current five-year period is planned to be completed early in fiscal year 2011-12. The 2008 Aboriginal Courtwork Program Summative Evaluation report indicates that there is a strong and continuing need for the ACW Program; the ACW Program has been successful in achieving its intended outcomes.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$4,856,593	$5,156,593	$4,856,593	$5,368,593	$5,368,593	$-512,000
Total Program Activity	$4,856,593	$5,156,593	$4,856,593	$5,368,593	$5,368,593	$-512,000

Comment(s) on Variance(s): As indicated in the footnote below, additional resources were provided to address severe pressures faced by the territories in delivering access to justice services.

Audit completed or planned: N/A

Note: No table was prepared for this program in the Report on Plans and Priorities for 2008-2009 because the Planned Spending and the Total Authorities were both under $5,000,000. Two internal transfers totalling $512,000 have increased the Total Authorities over the $5,000,000 threshold.

Name of Transfer Payment Program: Child-centered Family Justice Fund (Voted)

Start date: April 1, 2008

End date: March 31, 2009

Description: The Child-centred Family Justice Fund (CCFJF) is a key component of the Child-centred Family Law Strategy (CCFL Strategy). While the federal government does not provide direct services to separated and divorced parents since the provinces and territories are responsible for the administration of justice, the Department of Justice is committed to assisting and promoting the development, expansion and maintenance of such services through the CCFJF. The CCFL Strategy ended in March 31, 2008. Budget 2008 provided for a one-year renewal at status quo levels.

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

Results Achieved: Programs are developed and implemented in response to identified needs and gaps and are integrated with Government priorities and commitments.
Significant Evaluation Findings and URL(s) to Last Evaluation(s).
A Summative Evaluation of the CCFL Strategy was completed in 2007-2008 and has been posted on the Department of Justice web site.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Grants	$29,950	$0	$0	$7,600	$7,600	$-7,600
Total Contributions	$16,170,761	$16,250,027	$0	$15,992,400	$15,992,391	$-15,992,391
Total Program Activity	$16,200,711	$16,250,027	$0	$16,000,000	$15,999,991	$-15,999,991

Comment(s) on Variance(s): The Planned Spending for this transfer payment program for 2008-2009 is NIL because the funds were received through the Second Supplementary Estimates.
The amounts of Grants and Contributions received through the Second Supplementary Estimates were $50,000 and $15,950,000 respectively.
An amount of $42,400 was internally transferred from Grants to Contributions.

Audit completed or planned: N/A

Note: No table was prepared for this program in the Report on Plans and Priorities for 2008-2009 because the fund was received through the Second Supplementary Estimates.

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

Start date: 1978-1979

End date: March 31st 2013 (ongoing)

Description: The objective of the Aboriginal Courtwork Program (ACW) 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 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.

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

Results Achieved: The 2008 Aboriginal Courtwork Program Summative Evaluation report indicates that there is a strong and continuing need for the ACW Program; the ACW Program has been successful in achieving its intended outcomes. According to the results of the recent national survey of Aboriginal accused, 90% of clients are satisfied with the information they received from courtworkers. The number of Aboriginal people charged with an offence who received culturally sensitive services from an Aboriginal Courtworker in 2007/2008 based on data received to date (not including the territories): 48,761 adults (male and female) /10,048 youth (male and female) *The data for 2008/2009 is not available until December 31, 2009. Five-year contribution funding agreements are in place with all participating provinces until March 31, 2013.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Contributions	$4,836,363	$4,836,363	$4,836,363	$5,361,363	$5,320,708	$-484,345
Total Program Activity	$4,836,363	$4,836,363	$4,836,363	$5,361,363	$5,320,708	$-484,345

Comment(s) on Variance(s): The ACW Program expanded its terms and conditions in February 2008, to include a new component, "Projects in support of ACW Program", to support activities such as: specialized training, national data requirements and database development. The costs associated with the new component exceeded the forecasted budget that was based on the regular operations of the ACW program.

Audit completed or planned: N/A

Note: No table was prepared for this program in the Report on Plans and Priorities for 2008-2009 because the Planned Spending and the Total Authorities were both under $5,000,000. An internal transfer of $450,000 has increased the Total Authorities over the $5,000,000 threshold. Also, a transfer of $75,000 from Vote 1 to Vote 5 was approved through the First Supplementary Estimates.

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

Start date: 1991-1992 as Aboriginal Justice Initiative

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.

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

Results Achieved: In 2008-2009, the AJS supported 104 community-based justice programs serving approximately 400 Aboriginal communities across Canada, along with 22 capacity-building projects. A 2006 recidivism study showed that Aboriginal offenders, who had enrolled in and completed the offered community-based programs, were half as likely to re-offend as those who did not enrol in or complete these programs.

Accurate data on the number of clients served by the AJS programs is not yet available. A national data base is being developed to collect comprehensive data on the number of clients and types of programs/projects/services that are available to clients.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Grants	$4,000	$96,996	$0	$29,105	$13,105	$-13,105
Total Contributions	$7,287,586	$9,586,445	$12,500,000	$12,020,895	$11,706,919	$793,081
Total Program Activity	$7,291,586	$9,683,441	$12,500,000	$12,050,000	$11,720,024	$779,976

Comment(s) on Variance(s):

Actual spending was lower than anticipated for the following reasons:

Ongoing complex negotiations with communities and Provincial/Territorial partners led to delays in funding agreements being finalized on time.
Allocation of capacity building funds was delayed, leading to shortened timelines in negotiating agreements, which affected the ability of AJS recipients to complete activities in 08-09.
Delays in negotiating agreements in a timely manner were due to organizational challenges.
Some AJS recipients were unable to undertake the full extent of proposed community-based initiatives due to capacity and training needs (lack of proper tools and technology, insufficient infrastructure), as well as other delays (organizational instability and high levels of staff turnover) which affected timelines and implementation of projects.

Audit completed or planned: N/A

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

Start date: 1999-2000

End date: March 31, 2010

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 non-governmental organizations, youth justice stakeholders, Aboriginal organizations and provinces/territories to help promote and implement alternative approaches to youth justice practices. Priorities are set annually based on identified gaps and emerging federal youth justice policies and priorities. Additional resources have been provided to the Youth Justice Fund for two new on-going priorities - Youth Crime Prevention (Guns, Gangs and Drugs) and Youth Justice Anti-Drug Treatment Component (NADS).

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

Results Achieved: Youth Crime Prevention Strategy with a focus on Guns, Gangs and Drugs

A total of 22 projects targeting youth involved in gun, gang and drug activities were supported in 2008-2009. From the 22 projects, seven (7) projects were funded through grants and fifteen (15) through contributions. It is to be noted that of the 22 projects, eighteen (18) on-going projects were also funded in 2008-2009, including two (2) grants and ten (10) contributions.
The total value of projects with a focus on guns, gangs and drugs for 2008-2009 was $1,839,594 ($193,969 in grants and $1,645,595 in contributions).
From all the projects that received funding, two (2) were national projects and the other ones were for organizations established in the provinces of Manitoba, Ontario, Nova Scotia, British Columbia, Saskatchewan and Alberta.
These projects included projects that have emphasized on responding to youth in conflict with the law and involved or at-risk of being involved in gun, gang and drug activities in order to promote the making of “smart choices” through community-based educational, cultural, sporting and vocational opportunities focusing in the following areas:
- on particular target populations including aboriginal youth, Black Canadian youth, and also gender basis mix;
- creating awareness of youth gang recruitment and prevention strategies;
- identifying service gaps and best practices; and
- developing program responses.

Main Fund: Cities and Community Partnerships; Innovative Programming; and Public Legal Education and Information Components

A total of 18 projects were funded in 2008-2009 to enable greater citizen/community participation in the youth justice system and encourage partnerships among youth justice partners and other funders and/or community organizations in order to provide support to youth involved in the criminal justice system. Of the 18 projects, 8 (eight) projects were funded through contributions and 10 (ten) through grants. It is to be noted that of the 18 projects, 8(eight)
The total value of projects with a focus on cities and community partnerships, innovation programming and public legal education and information for 2008-2009 was $ 800,772 ($ 697,261 in contributions and $103,511 in grants).
From all the projects that received funding, six (6) were national projects and the others were for organizations established in the provinces of Ontario, British Columbia, and the Yukon.
These projects target interventions at various points in the youth justice system for successful rehabilitation and reintegration of young offenders back into their communities through information sharing and education and project specific programs and services. The projects included support services during the front end of the criminal justice system such as alternative pre-trail options, court liaison services to offer support for youth, and support for youth offenders with unique needs including mental health issues, such as FASD. Other projects encourage partnerships, information sharing and training on how to provide support for youth with FASD involved in the criminal justice system. There were also projects that targeted interventions during reintegration or during custody and supervision orders, such as court ordered volunteer programs, work experience opportunities, mentoring and skill development for youth.

Youth Justice Fund: National Anti-Drug Strategy: Youth Justice Anti-Drug Component

A total of 11 projects were funded in 2008-2009 to enhance capacity to plan/deliver a range of treatment services and programs targeted at young persons in conflict with the law who have illicit substance abuse issues. Of the 11 projects, 5 new projects were funded through contributions, 5 through grants and 1 was an on-going contribution from 2007-2008.
The total value of these projects in 2008-2009 was $549,429 ($462,740 in contributions and $86,689 in grants).
Projects were undertaken in Manitoba, Ontario, Prince Edward Island, British Columbia and New Brunswick. The projects were with 6 provincial government departments, 3 were with front line community organizations and 2 were with National organizations.
The projects undertaken in 2008-2009 included the development and/or implementation of programming models (MB and ON), supporting participation of youth justice system representatives in the development of a provincial wide anti-drug strategy and program development (PEI), evaluation of existing drug treatment programs (BC), the development and delivery of an Atlantic conference to support the sharing of information and best practices and support for two national conferences on the issue of youth with illicit substance abuse issues in the justice system.

**Program Activity:**
**($ millions)**
	Actual Spending 2006-07	Actual Spending 2007-08	Planned Spending 2008-09	Total Authorities 2008-09	Actual Spending 2008-09	Variance(s)
Program Activity	Justice policies, laws and programs
Total Grants	$790,325	$519,890	$1,080,000	$730,000	$384,169	$695,831
Total Contributions	$2,880,238	$2,415,577	$3,925,000	$4,275,000	$2,805,596	$1,119,404
Total Program Activity	$3,670,563	$2,935,467	$5,005,000	$5,005,000	$3,189,765	$1,815,235

Comment(s) on Variance(s): Funding criteria was established, posted on the internet and sent to Provincial/Territorial representatives. A number of proposals submitted did not meet program criteria or required extensive development work which resulted in lapsing funds. Also, despite reasonable delivery against government priorities relating to youth justice and guns, gangs and drugs generally, uptake on the new funds allocated for drug treatment as part of the NADS initiative was slow. Once this issue was identified by management, a request was made in September 2008 to reprofile some of the NADS funding. While other NADS partners succeeded in reprofiling NADS funds, the Youth Justice requests were not approved by Justice. Strategies are being developed and implemented to ensure that the variance is addressed.

Audit completed or planned: N/A

Table 4: Horizontal Initiatives

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 of the Horizontal Initiative: 2007-08

End Date of the Horizontal Initiative: 2011-12 and ongoing

Total Federal Funding Allocation (start to end date): $578.5 millions

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 & 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 Strategic Initiatives and Law Reform Unit 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 development and implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the development and 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.

**($ millions)**
Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
Department of Justice	A1 Justice policies, laws and programs	a. Drug Treatment Courts	$16.2 M	$3,631,276	$3,631,276	Reduced drug substances relapse among drug treatment court clients.	The Drug Treatment Court Information System (DTC IS) is being enhanced to better collect drug substance relapse data. Results are inconclusive at this time given incomplete pilot site data. A recidivism study is also underway.
	A1 Justice policies, laws and programs	b. Youth Justice Fund (Treatment Action Plan)	$6.8 M	$1,588,283	$663,687	Increased collaboration between provincial officials responsible for youth justice services and health services in order to meet the needs of youth in the justice system who use illicit drugs. Increased number of new or enhanced treatment models for drug-addicted youth in the justice system. Increased number of mechanisms to share knowledge among justice system stakeholders of what models work well for drug-addicted youth in the justice system.	A total of 11 projects were funded in 2008-2009. Of the 11 projects, 5 were new and funded through contributions, 5 through grants and 1 was an on-going contribution from 2007-2008. The total value of these projects was $549,429 ($462,740 in contributions and $86,689 in grants). Projects were undertaken in Manitoba, Ontario, Prince Edward Island, British Columbia and New Brunswick. The projects were with 6 provincial government departments, 3 were with front-line community organizations and 2 were with National organizations. The projects included the development and/or implementation of programming models (MB and ON), supporting participation of youth justice system representatives in the development of a province wide anti-drug strategy and program development (PEI), evaluation of existing drug treatment programs (BC), the development and delivery of an Atlantic conference to support the sharing of information and best practices, and support for two national conferences on the issue of youth with illicit substance abuse issues in the justice system. All Recipients have been encouraged to disseminate and share information on their projects as appropriate.
		c. Justice Canada Lead Role for the National Anti-Drug Strategy	$3.1 M	$616,895	$534,183	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.	Policy and Coordination: Initiated the NADS Speaker Series; Organized and hosted the National Forum on Drug Treatment and Youth in Conflict with the Law; Introduced Bill C-15 (minimum penalties for serious drug offences); Oversaw NADS involvement in the new global Political Declaration and Action Plan adopted at the United Nations Commission on Narcotic Drugs; Participated in meetings and workshops of the OAS Inter-American Anti-Drug Commission (CICAD). Governance structure: Chaired the NADS, ADM Steering Committee; Chaired multiple meetings of the NADS Policy and Performance Working Group; Participated in meetings of the Prevention and Treatment, and Enforcement Working Groups. Communications: Organized the Communications Working Group meetings and numerous horizontal meetings between NADS communications advisors; Produced bi-weekly NADS Communications Status Reports Oversaw 22 NADS announcements, including six announcements led by Justice; Oversaw 2 NADS related Ministerial releases: one tri-ministerial message and one message from the Minister of Health; Maintained the NADS website. Evaluation and reporting: Chaired the Policy and Performance Working Group’s Sub-Committee on Evaluation and Reporting; Refined the performance measurement strategy, identified baseline information and developed reporting templates for uniform reporting; Provided training to partner departments and agencies on the reporting templates; Coordinated the DPR and RPP processes; Produced the first NADS Annual Report. Developed a Request for Proposal for a methodological framework to support cost-effectiveness analysis; Initiated the NADS implementation evaluation.
Health Canada		a. Mass Media Campaign (Prevention Action Plan)	$29.8 M	$5,958,090	$3,489,000	Increase level of general knowledge and awareness of illicit drugs and the negative health and social effects associated with illicit drug use, among parents and teens	Only the parent-targeted media campaign was released and thus its impact results are limited to information on one target population – parents. The rate of recall for the TV advertisement increased from 32% in the pre-sample to 73% in the post-sample. An increase in recalling the ad can be translated into a successful increase in parental awareness of illicit drugs health effects. The sample of parents who recall any advertising (TV, web, radio) rated their overall knowledge about illicit drugs (including the number of drugs they are aware of, the harms associated with these drugs, and the influences of drugs on their children) higher than those parents who did not recall any advertising. These same parents who rated their knowledge as high, also noted an increase in their knowledge of being aware of the number of drugs available, the harms associated with these drugs, and the influences of drugs on their children. This sample showed an increase in their level of knowledge as attributed to recalling the mass media campaign.
	3.4.3 Controlled Substances	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	$59 M	$9,600,000	$4,889,655	Expected Outputs: Establish baseline of level of awareness and understanding of illicit drug issues and harmful health and social effects associated with illicit drug use. Prevention research, knowledge products, resources & tools National & Community-based Projects Consultations, Collaborations & Partnerships Expected Immediate Outcomes: Increased awareness & understanding of illicit drugs & their negative consequences Enhanced uptake of knowledge in communities to address illicit drug use & its negative consequences	DSCIF implemented a strategy to build capacity among funded recipients – this includes providing evaluation training and Health Canada standardized tools to collect baseline information/ pre- and post- evaluation information on all funded projects (rather than carrying out project specific outcome evaluations). It is anticipated that this baseline collection of information will begin in Fall 2009, thus the expected output is planned to be achieved in the 2009-10 FY. Establishing a baseline is now planned for 2009-2010 because the first projects were signed for funding in Q4 2008-09. Funding was initiated in the Q4 2008-09 on 3 new National DSCIF projects and 60 new Regional DSCIF projects, thus successfully achieving output 3. Nature of approved and funded projects: 25 projects are targeted at increasing awareness/understanding of healthy lifestyle choices & of illicit drugs & their negative consequences, thus contributing to achieving immediate outcome 1; 30 projects are focused on acquiring/improving capacity (knowledge & skills) to avoid illicit drug use, thus contributing to output 2 and immediate outcome 2; and 8 projects are targeted at increasing the engagement of community structures/networks in health promotion and prevention to prevent illicit drug use among youth (ages 10-24), thus contributing to expected output 4.
	3.4 Substance Use and Abuse	c. Drug Treatment Funding Program (DTFP) (Treatment Action Plant)	$124.7 M	$29,500,000	$1,781,337	Enhanced collaboration on responses to DTFP treatment systems’ issues within and among jurisdictions	Collaboration with jurisdictions is becoming increasingly enhanced: a) Following the call for proposals, an average of 10 bi-lateral meetings were held with each P/T to discuss and/or clarify issues related to the nature/scope of applications under the DTFP. b) Feb. 2009: A National-level Best Practices workshop was held [attended by 47 participants from across the country] – providing the opportunity for program planners, policy makers, and front line workers to network/share their experiences in early intervention treatment. c) Three F/P/T Working Group conference calls were held to allow P/Ts to present their plans for enhancing treatment systems. The Provinces of Nova Scotia and British Columbia and the Canadian Centre on Substance Abuse (CCSA) each presented their plans. d) As of June 2009, the management of the project related to Vancouver’s Downtown Eastside “Transitional Assertive Community Treatment Team and Women’s Residential Program/Day Program for Women Survival Sex Workers” will be transferred to the BC Region. The roll out of the program has been delayed by 1 year and only 6 projects have been signed to date (4 projects for treatment system improvements; 2 projects on treatment services and program enhancements).
	4.1.1.2 First Nations and Inuit Mental Health and Addictions	d. National Native Alcohol and Drug Abuse Program (Treatment Action Plan)	$36 M	$5,900,000	$5,600,000	Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations Research applied to NNADP for the purpose of enhancing the program’s services.	Capacity to plan/deliver a range of treatment services and programs to targeted populations is becoming increasingly enhanced: Activities included: conducting regional needs assessments; establishing the First Nations Addictions Advisory Panel to guide the development of a new national treatment framework; enhancing the training and certification opportunities of NNADAP workers; supporting accreditation of treatment centres; continuing the design and implementation of 4 mental wellness team pilot projects; launching a pilot impact study in 3 First Nations communities designed to examine NNADAP outputs and outcomes; and continuing work to modernize addictions and treatment services including increased research, regional capacity building, and establishing strategic partnerships with various First Nations organizations.
	3.4.3 Controlled Substances	e. Office of Controlled Substances (Enforcement Action Plan)	$12.8 M	$2,142,000	$877,267	Establish baseline measure for “Industry and sites comply with legislation and regulations” (PAA) Increased understanding of compliance and policy/regulations/legislation	Baseline yet to be established. Rating Guide [for measuring compliance to Precursor Control policies and regulations] to be approved 2009-10. 3 FTEs staffed to increase capacity to monitor compliance. 60% of Licensed Dealers were inspected this year and 98% were partially compliant – this represents an increase in the inspection rate (33%) from 2007-08 and will be input in the Information Database for the purpose of increasing an understanding of compliance to precursor control regulations. Information Database is near the start of implementation. This DB will ease the monitoring of compliance pursuant to an inspection (Licensed Dealers’ compliance history, etc.). Thus, the use of this DB will serve to increase an understanding of compliance of policy/regulations/legislation. There were 1419 Loss and Theft reports completed and 575 forgeries reported, thus leading to an effective measurement of compliance to legislation/regulations. A client survey is currently being developed for distribution in 2009-10. This information will serve to measure the proportion of regulated parties whom are aware of [and understand] legislation and regulations related to controlled substances. This will serve as a baseline for measuring the level of stakeholders’/parties’ understanding of compliance and regulations/legislation.
		f. Drug Analysis Services (Enforcement Action Plan)	$49.2 M	$11,418,000	$8,400,000	Establish baseline measure for “Illegal drug operations are dismantled in a safe manner” (PAA) Increased capacity to provide timely and expert support	No results to date since a baseline measure has not yet been established. However, 34 clandestine laboratories were dismantled in 2008-09 with DAS assistance. Two positions were staffed with NADS resources. Laboratory instrumentation was purchased to increase drug analysis capacity. An increase in timely and expert support occurred this fiscal year: 96% of backlog was eliminated [Backlog = exhibits that had not been analysed and returned to the submitting agency within 60 days of receipt by DAS] reduced average time to respond to analysis requests (from 90 days in 2007-2008 to 59 days in 2008-2009) increased resources allocated to clandestine laboratory investigations (from 3295 hours in 2007-2008 to 4828 hours in 2008-2009) increased number of law enforcement personnel who received training from DAS (from 1266 in 2007-2008 to 1597 in 2008-2009) MMP « The program will become effective upon Royal Assent»
		f. Drug Analysis Services (Enforcement Action Plan)	$3.4 M [1]	$700,000	$0
3. Canadian Institutes of Health Research	1.2 Strategic Priority Research	Research on Drug Treatment Model (Treatment Action Plan)	$4.0 M	$974,998	$461,211	Increased knowledge translation and sharing of the trends and related consequences of illicit drugs	CIHR launched two Requests for Applications in April of 2008 with respect to the National Anti-Drug Strategy initiative – one for the Catalyst grant program, and one for the Team grant program. Applications were submitted to CIHR in October of 2008. CIHR funding of the catalyst and team grants commenced in 2008-09 to fund research regarding increased awareness and understanding of illicit drugs and their negative consequences. Funding of the team grants will continue through 2011-12.
4. Department of Public Safety Canada	3.1 Law Enforcement Policy	a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	$4.0 M	$800,000	$606,000	Safer Communities and more effective policing through strategic national law enforcement policies	National Coordination of Enforcement Action Plan, specifically, led the Enforcement Action Plan Working Group. Participated and shared knowledge and information with stakeholders through domestic and international forum to further the Enforcement Action Plan (e.g., FPT Coordinating Committee of Senior Officials, National Framework for Action to Reduce the Harms Associated with Alcohol and Other Drug Substances in Canada (May 2008), Canadian, Chief of Police Drug Abuse Committee, Inter-American Drug Abuse Commission (May & December 2008), the United National Commission on Narcotic Drugs (March 2009)). Funded four (4) research and other initiatives in support of the Enforcement Action Plan. Supported the Minister of Public Safety, through briefings to respond to emerging issues related to the Enforcement Action Plan.
4. Department of Public Safety Canada	Community Safety and Partnerships	b. Crime Prevention Funding and Programming: (Crime Prevention Action Fund & Research and Knowledge Development Fund) (Prevention Action Plan)	$20.0 M	$3,000,000	$3,394,060	Enhanced support for targeted at-risk populations. Enhanced knowledge in communities to address illicit drug use and its negative consequences.	25 NADS related crime prevention projects funded regionally throughout the country. On track to be able to report on outputs and early outcomes (i.e. Enhanced support for targeted at-risk populations / enhanced knowledge in communities to address illicit drug use and its negative consequences, etc.) in following year with understanding that projects are in varying stages of implementation.
5. Royal Canadian Mounted Police	1.1.2.7	a. Drug and Organized Crime Awareness Services (Prevention Action Plan)	$15.1 M	$3,010,000	$2,278,000	Increased awareness of illicit drugs and issues related to their use in sport, within school and Aboriginal communities	There were 6213 awareness presentations given during the fiscal year of 2008-2009 targeting 163,612 people which includes youth, parents, aboriginal youth, aboriginal parents and professionals. For the fiscal year of 2008-2009, 1149 DOCAS training sessions were provided to professionals, parents and students. A total of 3061 partnerships were established and maintained with other provincial, territorial, municipal, aboriginal, and non government partners as well as with other police agencies/detachments. DOCAS coordinators distributed 270,550 publications within communities across Canada. The program Kids & Drugs was launched Nationally November 2008. There were 285 new facilitators trained from communities throughout Canada. A total of 150,000 parent booklets, 4340 training manuals, 22,600 posters and 69,000 magnets and pens were distributed. A total of 2553 D.A.R.E. classes were conducted (each D.A.R.E. class consists of 10 lessons), as well as 10 presentations to 209 parents. The program reached 67,719 students in 1321 schools and of those, 1266 of the students were Aboriginal. Drug Endangered Children (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 and training programs for service delivery personnel, supervisors/managers, protocol partners and the general public. This program has been under development in 2008-2009 and will be rolled out nationally in the fall of 2009. The Aboriginal Shield Program (ASP) is in the final phase of revising all of the manuals to reflect a greater diversity of Aboriginal cultures and to incorporate the latest facts about Canadian drug issues, including emerging social challenges like Aboriginal gangs. The ASP will consist of two 12-lesson manuals for grades 5/6 and 7/8. The first 5 day Aboriginal Shield Community Facilitator Training pilot Course is being held in Ottawa, Ontario in November 2009, and will be represented by 9 Aboriginal communities from across Canada. Drugs and Sport, a program that was revised in 2008-2009, was delivered 13 times to 549 amateur athletes, and delivered 9 times to 210 professional athletes. 1000 Drugs and Sport publications were disseminated. Drugs in the Workplace were delivered to 1678 participants. Two five day Drug Awareness Officer Training (DAOT) courses were held in 2008-2009. A total of 60 police officers, that included municipal, regional, provincial and RCMP, were trained.
	3.5.2 Community and Youth Programs	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	$3.4 M	$745,429	$565,494	Inventory of validated risk/needs screening and/or assessment tools that will result in: Increased police awareness of risk and protective factors of offenders and victims Increased community satisfaction with RCMP crime -prevention-related services Increased police awareness of community-based resources and referral procedures Increased referrals to addictions treatment and intervention programs by police	An Expert Advisory Panel was established and terms of reference developed. A first meeting was held late in FY 2008-09. Internal and external partners were identified through presentations and discussions. A program logic model and an evaluation framework were developed. A short-list of potential pilot / implementation sites was developed and consultations initiated. A training package was developed and will be further assessed. Training was delivered in Charlottetown, PEI, Williams Lake, BC, and Surrey, BC, which resulted in, among other things, increased police awareness of risk and protective factors of offenders/victims. A pool of crime prevention professionals was established and will be further developed. For instance, in all 11 RCMP Districts in New Brunswick, the Community Program Officer (CPO) program serves to enhance communities by providing increased preventative and public reassurance programs while supporting core policing operations.
	1.1.2.9	c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan)	$91.4 M	$14,068,000	$12,211,000	Increase capacity to safely dismantle marijuana and synthetic drug operations Eliminate importation/exportation production and distribution of illicit substances of abuse, specifically to marijuana and synthetic drugs, the diversion of precursor chemicals and the involvement of organized criminals and crime groups in these activities Eliminate the health and public safety hazards resulting from the illicit production and distribution of marijuana and synthetic drugs Maintain the integration, collaboration and capacity between sectors, law enforcement agencies, governments, communities and international partners to address the illicit importation/exportation, production and distribution of MGO, SDO, of abuse, the diversion of precursor chemicals and the related health and public safety standards	New positions were deployed with NADS funding to SDO and MGO teams. Flexibility was afforded to the Divisions to use “A” Based funded positions to bolster the SDO/MGO (NADS) positions across Canada. The Synthetic Drug Initiative (SDI) was commissioned to address the synthetic drug problem in Canada. Working groups have been formed internally in order to interface on NADS funded positions distributed across the organization. Also an external working group including the RCMP, Health Canada, Canada Border Services Agency, Environment Canada, Revenue Canada, Public Safety, Department of Justice, Public Prosecution Service of Canada and the Department of Foreign Affairs and International Trade, has been formed to collaborate on NADS funded positions across Government. Separate work group has been formed with key Health Canada officials responsible for Policy and Regulatory Affairs for the purposes of making changes / additions to the Precursor Control Regulations, Rescheduling Amphetamine Type Stimulants and updating destruction authorities for seized controlled substances and precursors. A Joint Forces Operation is currently being sought with Canada Border Services Agency – Intelligence Directorate to enhance the sharing of intelligence and ultimately assist in the stemming of the smuggling of the precursors being imported into Canada by sophisticated organized crime groups. There were 257 MGO seizures, and 20 Clandestine Laboratory seizures made by the NADS teams in 2008/2009. For MGO’s this resulted in the seizure of 182,404 plants, and 6,447 kg of marihuana bud seized as part of these For Clan. Labs, over 150 kg of methamphetamine and 615 kg of MDMA were seized by NADS teams as part of their disruptions. Of the 20 Clan. Labs dismantled, 6 were capable of producing an excess of 10 kg of finished drug product.
6. Correctional Service Canada	3.0 Community Supervision	Case Preparation and Supervision of provincial Offenders (Enforcement Action Plan)	$23.3 M [2]	$3,700,000	$0	Timely case preparation; rate of offenders successfully reintegrated into the community (if legislation regarding mandatory minimum penalties for serious drug offences is passed)	The program will become effective upon Royal Assent
7. National Parole Board of Canada	Conditional Release Decisions and Open and Accountable Decision Processes.	Conditional Release and Pardon Decisions (Enforcement Action Plan)	$7.5 M [3]	$2,200,000	$0	Conditional release and pardon decisions and decision processes that safeguard Canadian communities	The program will become effective upon Royal Assent.
8. Office of the Director of Public Prosecutions	1.1 Prosecution of drug, organized crime and Criminal Code offences	a. Prosecution and prosecution -related services (Enforcement Action Plan)	$9.9 M	$1,300,000	$1,495,299	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	In 2008-09, the PPSC handled 15,140 prosecution files that related to either drug production or distribution offences or both (pursuant to CDSA 5(1), 5(2), 6(1), 6(2), 7(1) and 7(2)). Of these, 13,405 included distribution offences, whereas 1,735 included production offences. The funding for 2008-09 allowed for the hiring of an additional 7.5 FTEs for drug prosecutions conducted by ODPP staff prosecutors and for prosecution support. (N.B.: Close to 10% of the total number of files included both production and distribution offences.)
8. Office of the Director of Public Prosecutions		b. Prosecution of serious drug offences under the CDSA (Enforcement Action Plan)	$33.5 M [4]	$8,600,000	$0	Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the proposed Minimum Mandatory Penalties	The program will become effective upon Royal Assent
9. Canada Border Services Agency	Security	Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$7.8 M	$1,159,000	$1,070,000	The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services. Commence implementation and hiring of staff. For the CBSA, the reporting period for the NADS is from September 2007, the commencement of the Strategy, to March 31, 2008.	Criminal Investigations Division (CID): has been working with internal and external partners on this initiative to support and complement enforcement efforts. CID will continue to investigate referrals for offences against the Customs Act in relation to the illegal import and export of precursor chemicals. In 2008/09 CID has opened four criminal investigations, with enforcement partners, into offences linked to smuggling of controlled substances. Two of these have been concluded, with conviction, and the other two cases remain ongoing Intelligence: Enhancements have been made to the Precursor Chemical Diversion Program within its Intelligence Program to provide for improved functional guidance and direction to enhance the management of regional intelligence drug programs responsible for the identification, suppression and interdiction of contraband and other significant border criminality. Each region has an assigned officer responsible for precursor chemical matters and liaison with law enforcement partners.
9. Canada Border Services Agency	Science & Technology	Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$4.9 M	$636,000	$627,000	The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services.	Laboratory and Scientific Services: Additional chemists have been hired and workload on precursors has increased from 23 Class A precursors analyzed in 2007-08 to 172 analyzed in 2008-09 (of which a large portion were due to an intelligence target on Gamma-Butyrolactone). Additionally, funds were used to analyze a variety of designer substances and to synthesize precursor primary reference standards. With respect to research activities, progress has been made on sampling concepts/techniques and work in partnership with both industry and other government departments to develop sampling aids has commenced. The Laboratory has acquired two existing Contraband Outfitted Mobile Examination Trucks (COMETs) and is currently re-designing the interior to allow for safe sampling and testing of unknown substances in a port of entry setting. The COMETs were obtained in September 2008 and have been used 3 times between January 2009 and March 2009 for suspected precursor sampling in marine mode.
10. Department of Foreign Affairs and International Trade	1.2 Diplomacy and Advocacy - International Operations and Programs	Annual Contributions to UNODC and CICAD (Enforcement Action Plan)	$4.5 M	$900,000	$900,000	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.	DFAIT successfully managed projects involving the provision of training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and government entities to prevent and combat international crime and drugs. Capacity building activities addressed both the supply of, and demand for, illicit drugs and also responded to Canadian policy priorities.
11. Canada Revenue Agency	4 Reporting Compliance	Special Enforcement Program (Enforcement Action Plan)	$4.2 M	$788,149	$788,149	15 audits of MGOs and clandestine laboratories	During the fiscal year, CRA performed in excess of 200 audits of individuals involved in the production and sale of marijuana. As a result of NADS funding, CRA was able to perform 15 audits. The 15 audits resulted in $2,965,198 of additional federal tax. The auditees would also be responsible for provincial tax, interest and penalties.
12. Public Works and Government Services Canada	1.7 Specialized Programs and Services	Forensic Accounting Management Group (Enforcement Action Plan)	$1.5 M	$187,850	$187,850	To remove financial incentive for engaging in criminal activity	FAMG provided forensic accounting analysis on three RCMP NADS investigations. The analysis is critical in determining whether the assets of the suspects were derived from criminal activities, thus allowing the Government of Canada to seize these assets and thereby remove the financial incentive for engaging in criminal activities.
13. Financial Transactions and analysis Centre of Canada	4881 Collection, Analysis and Dissemination of Financial Information	Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan)	$2.5 M	$237,000	$237,000	Enhanced support to law enforcement Development of financial intelligence Ensuring compliance in high-risk reporting sectors	FINTRAC continues to increase its capacity to analyze information it receives to create financial intelligence that is relevant to drug-related cases and strengthen the communication with law enforcement and intelligence partners. The funding provided through NADS resulted in additional detection and analytical capacity to pro-actively detect and disclose drug-related cases referred to law enforcement, representing a 10% increase of all drug-related cases disclosed to law enforcement in 2008/2009.
Total			$578.5 M	$113,360,970	$54,687,468

Comments on Variances:

1. Department of Justice – b. Funding criteria was established, posted on the internet and sent to Provincial/Territorial representatives. A number of proposals submitted did not meet program criteria or required extensive development work which resulted in lapsing funds. Despite reasonable delivery against government priorities relating to the National Anti Drug Strategy generally, uptake on the new funds allocated for drug treatment as part of the NADS initiative was slow. Once this issue was identified by management, a request was made in September 2008 to reprofile some of the NADS funding. While other NADS partners succeeded in reprofiling NADS funds, the Youth Justice requests were not approved by Justice. Strategies are being developed and implemented to ensure that the variance is addressed.

2. Health Canada – a. When an election is called (as occurred in 2008) all advertising spending comes to a halt, this was when PCO put the NADS mass media campaign (youth component) on hold. Health Canada has been waiting and trying to move forward on this strategy since Sept, 2008. In FY 08/09 due to the lack of approvals, the Department lapsed approx $2.2M.

2. Health Canada – b. DSCIF launched a call for proposals early in the 2008/09 FY, but it had many layers of review and approval, followed by a federal election and then a new minister. After the approvals happened the program was late in the fiscal and a majority of the new projects only had the last quarter of the fiscal to incur approved expenses. DSCIF has reprofiled some money from 08/09 into future fiscal.

2. Health Canada – c. This began as an entirely new program (unlike DSCIF that has simply refocused its money under NADS). Its main recipients are the provinces/territories which, as another level of government, have their own levels of approvals even before an application is submitted. DTFP has reprofiled some money from 08/09 into future fiscal.

2. Health Canada – e. Delays experienced in 2007/08 affected the progress of completed outputs in 2008/09. These delays were due to issues faced during the building of capacity and the development of competency. Despite delays, all OCS outputs have started (including the Information Database, Client Survey, and Compliance Rating Guide). In addition, the variance for disposal is due to the uncertainty of increase demand and impact to the reimbursement of disposal cost for authorized controlled substances.

3. Canadian Institutes of Health Research - The discrepancy is explained by the fact that in the competition only 2 Catalyst Grants were fundable and that only part of the three funded team grants were related to illicit drug use (thus affecting the amount of NADS money allocated to these grants - and causing a lapse in planned NADS spending). It is always difficult to evaluate the uptake of a RFA when it is launched. Only 4 Catalyst Grant applications were received and 8 Team Grant applications. The success rates of the two grant programs are in the normal range.

4. Department of Public Safety Canada – a. Staff turnover resulted in some lapsed funding in 2008-09.

5. Royal Canadian Mounted Police – c. A lot of the Divisions have had difficulty staffing positions, or have had the expected transfers and promotions occur within their areas. As this area is a priority for the RCMP, the Divisions are aware of the importance of staffing these positions.

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

Contact information:
Catherine Latimer
General Counsel and Director General
Strategic Initiative Unit
613-957-9623
clatimer@justice.gc.ca

[1] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.

[2] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.

[3] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.

[4] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.

Table 5: Sustainable Development Strategy

SDS Departmental Goals: Further develop the capacity of the Department to support the provision of legal services related to sustainable development.

Expected Results 2008-09	Supporting Performance Measure(s)	Achieved SDS Departmental Results for 2008-09
Develop capacity to provide advice on the legal implications of policy and program decisions related to SD issues facing the government and client departments and agencies. New areas for possible application of SD advice and services are identified and explored. Conduct research and analysis of SD principles and current issues and develop case studies and best practices on the application of SD principles and practices in the provision of legal services.	Review and analyze recommendations from 2006 Sustainable Development Conference. Organize and conduct a follow-up SD conference. Training sessions on Legal Services support for SD. Guidance is developed on the application of SD in the provision of legal services. Guidelines are developed to support staff in offering additional advice and services. Training is offered and conducted to build additional expertise in the Department, when appropriate. Training tools on SD are produced in collaboration with other government departments and the Canada School of Public Service. Learning and practical tools are developed to assist employees. Consult with selected client organizations to determine how DoJ legal services support of the client SD strategies can be enhanced. Continue SD awareness campaign. Establish or promote forums (networks, working groups, practice groups) to consider SD in the provision of legal services. Process guide developed for the preparation of ministerial responses to environmental petitions. Link made between SD and Legal Risk Management.	SD Steering Committee and SD Legal Services Network considered recommendations from the 2006 SD Conference as part of ongoing implementation of Justice SD Strategy. Departmental SD Conference entitled “Justice for the Future” held March 25, 2009 with a focus on the new Federal Sustainable Development Act. Developed a Framework for Preparation of an SD Checklist for DOJ Counsel; presented to DOJ portfolio heads, legal services managers and counsel. Public Law Sector surveyed the implementation of SD practices within the Sector and prepared a list of the practices; the list is to be regularly updated. Projects and presentations on the connections between SD and the provision of legal services, including: Analysis of main principles of SD and their legal impact; Analysis of the use of purpose clauses and preambles for conveying SD principles; the Working Theory of Reconciliation Project: Fostering a common understanding of what reconciliation entails as a legal principle, and developing law practice management tools to assist counsel to translate the principle into their daily practice of law; the analysis the harmonization of federal law with the private law of the provinces from an SD perspective. Consultation with Environment Canada on legal services support for departmental strategies; SD Checklist Framework includes consideration of client departments’ SD Strategies. Legal support to Departments on the implementation of the Federal Sustainable Development Act; SD drawn to the attention of clients departments, for example in the revision of government directives. A departmental procedure was put in place to facilitate the coordination and consistency of legal advice on key environmental assessment law issues. Justice SD intranet site updated with current material about the connection between legal services and SD. SD Steering Committee and SD Legal Services Network met regularly to advance implementation of Justice SD Strategy. Departmental process developed and approved for the preparation of ministerial responses to environmental petitions. Participation in interdepartmental working group on the preparation of a guide for departments on environmental petitions. Legal risk management checklist of potential client impacts amended to include an environmental effect component.

SDS Departmental Goals: Incorporate sustainable development principles and practices into the Department’s policy and program operations.

Expected Results 2008-09	Supporting Performance Measure(s)	Achieved SDS Departmental Results for 2008-09
SD principles and practices are incorporated in the Department’s policies and programs. SD activities and principles are integrated in the Department’s management and accountability structure.	Ensure and monitor compliance with 1999 Cabinet Directive on Strategic Environmental Assessments. Case studies and best practices are developed on the application of SD principles and practices in program and policy development and in the provision of policy advice. Guidelines and learning tools are developed and training is provided to staff. Forward-looking policy and program research and analysis developed. Areas are identified to further incorporate SD. Guidelines, learning and practical tools are created to assist employees in applying SD in their work. Training is offered and conducted to build additional expertise within the Department, as appropriate. Policy research capacity is in place to analyze long-term effects of environmental degradation, emerging technologies, and social and economic issues on the work of the Department. Policy and legal services priorities and activities are linked to government’s priorities to address the environmental, social and economic pillars of SD development. SD is integrated into the Management Accountability Framework; SD activities are re-grouped according to the departmental Program Activity Architecture structure. Link is established between Legal Risk Management in the Department and the implementation of SD. SD is considered a departmental priority. Procedures are in place to collect data and to monitor and report on progress in SD efforts. Increase the understanding of SD and its relevance to the work of the Department within its managerial community. Develop specific targets for inclusion and monitoring of SD commitments into selective senior managers’ performance agreements. Integrate SD into Departmental business planning.	Full compliance with the Cabinet Strategic Environmental Assessment Directive is achieved. Memoranda to Cabinet contain a compulsory questionnaire on potential environmental impacts which is monitored by Cabinet Affairs. A series of best practice examples from DOJ’s programs and policies were developed that show linkages to SD principles relevant to DOJ. Tools such as checklists and reference materials have been developed in the policy and program areas of DOJ to help ensure incorporation of SD considerations when appropriate. The Policy and Programs SD Working Group has been responsible for developing and delivering on all of the items under this objective. SD remains a component of compulsory management training for all new manager. References to SD considerations have been incorporated into the Terms of Reference of the Policy Committee and its sub-group, the Policy Committee working group. Linkages between the annual Policy Committee Retreat and SD were assessed and documented. SD considerations have been incorporated into the review process of DOJ’s Research Review Committee. SD principles are applied to DOJ’s research capacity to perform multi-site studies and file reviews. A workshop on SD was delivered in December 2008 for 50 policy and program officers from across DOJ. An information and discussion session on the application of SD in policies and programs was delivered at DOJ’s 2009 SD Conference. A survey of the policy and program community of DOJ was conducted from December 2008 to January 2009 to research and analyze employee awareness of SD, particularly of the social dimension and showed it to be growing. SD considerations have been added to the business planning guide, notably in the section on priority setting and strategic guidance. The SD Champion chairs a Steering Committee of senior managers on the application of SD and has delivered presentations to various portfolio management teams as well as communiqués to Direct Reports and Governing Council on progress in meeting SD objectives. Performance management agreements and SD guidance statements are being targeted for the next business cycle.

SDS Departmental Goals: Improve the environmental sustainability of the Department’s physical operations.

Expected Results 2008-09	Supporting Performance Measure(s)	Achieved SDS Departmental Results for 2008-09
Conservation and waste-management practices are significantly improved. Government Green Procurement Policy is implemented.	Intensify activities to raise staff awareness of conservation practices. Increase efforts to reduce consumption of paper. Increase efforts to divert solid waste from landfill. Apply and ensure adherence to Government of Canada accommodation standards. Introduce and encourage measures to reduce energy consumption. Training is provided to all appropriate managers and staff. All areas of significant environmental impact by the Department are identified and measures are identified to reduce this impact by a minimum of 20%. Double-sided printing is promoted and set as a default standard across the Department, to the extent possible. Paper consumption levels are stabilized and monitored. Diversion of solid waste in Headquarters’ operations is increased from 78% to 86%, as recommended by the 2006 audit (based on baseline year 1999). Identifying accommodation opportunities that result in optimized occupancy and ensures more efficient space utilization in line with GOC space entitlement guidelines and fit-up standards. Incorporate sustainability in all aspects of design specifications through consideration and use of environmentally friendly products and materials. Practices are in place to promote electronic data disclosure and sharing, reducing paper consumption by 30% from the 2006 level. Monitoring process and measures to track waste diversion efforts are in place and are reported on regularly. Training for managers on environmental SD practices is created and delivered. Specific targets and performance measures are in place and included in managers’ performance agreements to demonstrate and monitor progress of their commitments to implementing SD. Recommendations from energy and solid waste management audits for Headquarters buildings are implemented and monitored. All appropriate staff are trained on the application of the Green Procurement Policy. Implementation of GPP is monitored and enforced. All suppliers used offer green products. Green procurement is considered in every transaction. Green stock purchases amount to a minimum of 50% of all purchases. Green procurement targets are developed and built into all responsible managers’ and staff performance agreements. Spending data has been assessed, baseline established and specific targets developed by 2009 for the main five categories of purchases. A standard reporting mechanism is developed within the financial system to monitor the Department’s compliance with the Policy.	The creation of green teams for the dissemination of best practices and the hosting of thematic events has broadened awareness. Chief Information Officer developing double-sided-printing as part of its Print Strategy. Use of the department's litigation support tool, Ringtail, for managing and exchanging discovery document collections in digital rather than paper form, will result in a savings of approximately 168 million pages of paper based on the current inventory of digitized images (approx 24 million). Used battery collection organized for employees. Continue to implement Computer For Schools program before sending to Crown Assets. Better space management practices resulted in space optimization projects at East Memorial Building 1st, St Andrews Tower 5th, 6th, 8th, 11th and 12th floors where space entitlements were regularized and Government of Canada fit-up standards were adhered to. New water policy favouring tap water over bottled water was approved and implemented. DOJ’s property manager, SNC Lavalin Profac, conducts regular energy audits of Headquarters. The East Memorial Building recently received a BOMA Go Green Plus certification. Wherever possible through project implementation, Project Managers seek and specify the use of reusable products, materials manufactured from recycled materials, and/or are LEED compliant. Contract officers provided training on green procurement as part of their contract training. See Table 6. Departmental IT/IM investment criteria now incorporate environmental considerations such as air quality, energy conservation, water quality and waste management.

The complete text of the Sustainable Development Strategy 2007-2009 may be obtained at: http://www.justice.gc.ca/eng/dept-min/pub/sds-sdd/07_09/index.html.

Table 6: Green Procurement

Meeting Policy Requirements

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Yes

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

Training was provided to the administrative and contracting community and they have been made aware of the Green Procurement Policy;
The use of PWGSC SOA’s which have a portion of Green Procurement built in;
Applying Green Procurement Principles and Practices to DOJ Procurement Tools.

Results achieved:

Presently it is very difficult to gather data from IFMS as this information is not available. Training has been provided to the administrative and contracting community and Green Procurement Principles have been incorporated in DOJ’s Contracting Documents.

Contributions to facilitate government-wide implementation of green procurement:

The contributions are training and incorporating Green Procurement Principles in our Contracting Documents.

Green Procurement Targets

Has the department established green procurement targets?

Yes

Are these green procurement targets the same as those identified in your Sustainable Development Strategy (Table 5)?

Yes

Summary of green procurement targets:

All staff have received some training on the application of the Green Procurement Policy.
Promote usage of established standing offers for goods and furniture (established by PWGSC or internal to the department) that support the Green Procurement Policy
Encourage client groups to consider targeting greener products.

Results achieved:

It is very difficult in providing qualitative achievements as our Financial System (IFMS) can not support such requirements. The Department is more aware of Green Procurement through training that was given to the administrative and contracting community.

Table 7: Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees
Standing Committee on Public Safety and National Security Report 4 (39th Parliament, 2nd session) Summary: This report, entitled Study on the Conductive Energy Weapon - Taser® (Adopted by the Committee on June 16, 2008; Presented to the House on June 18, 2008), describes the Committee’s findings and recommendations intended to suggest the changes deemed necessary to address the issue of Taser use by the RCMP. Recommendations: Seventeen recommendations were put forward by the committee. Response: There wasn’t a Government Response to this study. Hotlink for English: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=358 2906&Language=E&Mode=1&Parl=39&Ses=2 Hotlink for French: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=358 2906&Language=F&Mode=1&Parl=39&Ses=2? Standing Committee on Citizenship and Immigration Report 4 (39th Parliament, 2nd session) Summary: This report, entitled Bill C-37, An Act to amend the Citizenship Act (Adopted by the Committee on February 13, 2008; Presented to the House on February 14, 2008), indicates the Committee considered Bill C-37, An Act to amend the Citizenship Act, and agreed on Wednesday, February 13, 2008, to report it with amendments. Recommendations: The Committee recommends amending the Citizenship Act. Response: There wasn’t a Government Response to this report. Hotlink for English: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 7150&Language=E&Mode=1&Parl=39&Ses=2 Hotlink for French: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 7150&Language=E&Mode=1&Parl=39&Ses=2 Standing Committee on Citizenship and Immigration Report 5 (39th Parliament, 2nd session) Summary: This report, entitled Future House consideration of Bill C-37, An Act to amend the Citizenship Act (Adopted by the Committee on February 13, 2008; Presented to the House on February 13, 2008), indicates the Committee considered Bill C-37, An Act to amend the Citizenship Act, and agreed on February 14, 2008, to report it with amendments. Recommendations: The Committee recommends to the House that Bill C-37 be passed at all remaining stages without further amendment as soon as possible. Response: There wasn’t a Government Response to this report. Hotlink for English: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 8689&Language=E&Mode=1&Parl=39&Ses=2 Hotlink for French: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 8689&Language=E&Mode=1&Parl=39&Ses=2 Standing Committee on Access to Information, Privacy and Ethics Report 3 (40th Parliament, 2nd Session) Summary: This study, entitled Study of the Mulroney Airbus Settlement, was adopted by the Committee ion March 11, 2009 and presented to the House on March 12, 2009; Concurred in by the House on March 12, 2009. Recommendations: The Standing committee applies the parliamentary privilege of freedom of speech guarantees to all testimony and evidence submitted to the committee during the Mulroney Airbus settlement. Response: There wasn’t a Government Response to this study. Hotlink for English: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=3743 823&Language=E&Mode=1&Parl=40&Ses=2 Hotlink for French: http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=37438 23&Mode=1&Parl=40&Ses=2&Language=F

Response to Parliamentary Committees

Standing Committee on Public Safety and National Security

Report 4 (39th Parliament, 2nd session)

Summary:
This report, entitled Study on the Conductive Energy Weapon - Taser® (Adopted by the Committee on June 16, 2008; Presented to the House on June 18, 2008), describes the Committee’s findings and recommendations intended to suggest the changes deemed necessary to address the issue of Taser use by the RCMP.

Recommendations:
Seventeen recommendations were put forward by the committee.

Response:
There wasn’t a Government Response to this study.

Hotlink for English:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=358 2906&Language=E&Mode=1&Parl=39&Ses=2

Hotlink for French:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=358 2906&Language=F&Mode=1&Parl=39&Ses=2?

Standing Committee on Citizenship and Immigration

Report 4 (39th Parliament, 2nd session)

Summary:
This report, entitled Bill C-37, An Act to amend the Citizenship Act (Adopted by the Committee on February 13, 2008; Presented to the House on February 14, 2008), indicates the Committee considered Bill C-37, An Act to amend the Citizenship Act, and agreed on Wednesday, February 13, 2008, to report it with amendments.

Recommendations:
The Committee recommends amending the Citizenship Act.

Response:
There wasn’t a Government Response to this report.

Hotlink for English:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 7150&Language=E&Mode=1&Parl=39&Ses=2

Hotlink for French:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 7150&Language=E&Mode=1&Parl=39&Ses=2

Standing Committee on Citizenship and Immigration
Report 5 (39th Parliament, 2nd session)

Summary:
This report, entitled Future House consideration of Bill C-37, An Act to amend the Citizenship Act (Adopted by the Committee on February 13, 2008; Presented to the House on February 13, 2008), indicates the Committee considered Bill C-37, An Act to amend the Citizenship Act, and agreed on February 14, 2008, to report it with amendments.

Recommendations:
The Committee recommends to the House that Bill C-37 be passed at all remaining stages without further amendment as soon as possible.

Response:
There wasn’t a Government Response to this report.

Hotlink for English:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 8689&Language=E&Mode=1&Parl=39&Ses=2

Hotlink for French:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=327 8689&Language=E&Mode=1&Parl=39&Ses=2

Standing Committee on Access to Information, Privacy and Ethics
Report 3 (40th Parliament, 2nd Session)

Summary: This study, entitled Study of the Mulroney Airbus Settlement, was adopted by the Committee ion March 11, 2009 and presented to the House on March 12, 2009; Concurred in by the House on March 12, 2009.

Recommendations: The Standing committee applies the parliamentary privilege of freedom of speech guarantees to all testimony and evidence submitted to the committee during the Mulroney Airbus settlement.

Response: There wasn’t a Government Response to this study.

Hotlink for English:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=3743 823&Language=E&Mode=1&Parl=40&Ses=2

Hotlink for French:
http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=37438 23&Mode=1&Parl=40&Ses=2&Language=F

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)
None during the reporting period; no recommendations were received.

External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)
None during the reporting period; no recommendations were received.

Table 8: Internal Audits and Evaluations

Table 8a: Internal Audits (current reporting period)

Name of Internal Audit	Audit Type	Status	Completion Date
Agriculture and Agri-Food Canada (AAFC) LSU	Comprehensive	Completed	April 2008
National Research Council (NRC) LSU	Comprehensive	Completed	June 2008
Ontario Regional Office – Finance and Administration Directorate	Finance & Admin	Completed	August 2008
Barrister’s Briefcase – Ringtail	Systems	Completed	August 2008
Programs Branch	Comprehensive	Completed	September 2008
Occupational Health and Safety	Comprehensive	Completed	October 2008
Public Law Sector	Comprehensive	Completed	November 2008
Access to Information and Privacy (ATIP)	Comprehensive	Completed	January 2009
Salary Management System (SMS)	Financial	In Progress
Canadian International Development Agency (CIDA) LSU	Comprehensive	In Progress
Foreign Affairs and International Trade (DFAIT) LSU	Comprehensive	In Progress
Contribution Auditing	Financial	In Progress
Cost Recovery (Management Framework)	Financial	In Progress
Records, Document Information Management System (RDIMS)	Systems	In Progress
Immigration Law (B.C., Ontario, Quebec Regional Offices)	Comprehensive	In Progress
Department of National Defence (DND) LSU	Comprehensive	In Progress
Treasury Board (TB) LSU	Comprehensive	In Progress
Natural Resources Canada (NRCAN) LSU	Comprehensive	In Progress
Portfolio Offices (Business & Regulatory Law, Central Agencies, CIPS)	Comprehensive	Planned
Tax Law – Ottawa	Comprehensive	Planned
Tax Law – Edmonton	Comprehensive	Planned
Regulatory Law – Ontario	Comprehensive	Planned
PeopleSoft	Systems	Planned
Contracting Process (B.C., Prairies, Quebec)	Comprehensive	Planned
Budgetary Forecasting and Allocation	Financial	Planned
Electronic Link: http://canada.justice.gc.ca/eng/dept-min/pub/aud-ver/index.html

Table 8b: Evaluations (current reporting period)

Name of Evaluation	Program Activity	Program Type	Status	Completion Date
Aboriginal Courtwork Program	Justice policies, laws and programs	Summative Evaluation	Completed	July 2008
Federal Victims Strategy	Justice policies, laws and programs	Mid-term Evaluation	Completed	July 2008
Department of Justice Component of Canada's Action Plan Against Racism	Justice policies, laws and programs	Formative Evaluation	Completed	June 2008
The Child-Centred Family Law Strategy	Justice policies, laws and programs	Summative Evaluation	Completed	June 2008
Justice Leaders of Tomorrow Program	Internal Services	Formative Evaluation	Completed	July 2008
Crimes Against Humanity and War Crimes Program	Justice policies, laws and programs	Summative Evaluation	Completed	November 2008
Nunavut Court of Justice	Justice policies, laws and programs	Formative evaluation	Completed	October 2008
Legal Risk Management in the Department of Justice	Services to government	Formative evaluation	Completed	October 2008
Electronic Link: http://www.justice.gc.ca/eng/pi/eval/index.html

ARCHIVED - Department of Justice Canada

Archived Content

2008-09 Departmental Performance Report

Department of Justice Canada

Table of Contents

Table 1: Sources of Respendable and Non-Respendable Revenue

Table 2: User Fees

Table 2-B: External Fees

Table 3: Details of Transfer Payment Programs (TPPs)

Table 4: Horizontal Initiatives

Table 5: Sustainable Development Strategy

Table 6: Green Procurement

Meeting Policy Requirements

Green Procurement Targets

Table 7: Response to Parliamentary Committees and External Audits

Table 8: Internal Audits and Evaluations

Table 8a: Internal Audits (current reporting period)

Table 8b: Evaluations (current reporting period)

2008-09
Departmental Performance Report