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MINISTER'S MESSAGE

The Honourable Rob Nicholson, P.C.,  Q.C.

I am pleased to present the Department of Justice's Report on Plans and Priorities for 2010-11.

This document sets out the ways in which my Department intends to maintain the integrity of the justice system, help improve access to justice, and provide effective and responsive legal and legislative services to the federal government. These goals, or strategic outcomes, will continue to guide its considerable efforts over the coming year.

Tackling crime remains a priority for our Government. We will continue to work toward supporting legislation in key areas related to crime and security, as well as initiatives that highlight the responsibilities as well as the rights of Canadians. These provisions will help strengthen Canadian citizenship and the confidence that Canadians have in our justice system.

At the same time, the Department will continue to provide expert legal support to the many federal departments and agencies that support the Government's priorities, which include ensuring the continuation of Canada's economic recovery.

The Department of Justice will demonstrate its commitment to management excellence through participating in initiatives to better serve Parliament and Canadians. To this end, I am pleased to say that the steady improvement of my Department's management performance ratings serves as an endorsement of the professionalism and expertise that Justice employees bring to their work.

I look forward to continuing to work with our partners in all levels of government, the legal community and all Canadians toward an increasingly fair and efficient justice system.

 

The original version was signed by:
The Honourable Rob Nicholson, P.C., Q.C.
Minister of Justice and Attorney General of Canada

 

 

 

 

SECTION I: DEPARTMENTAL OVERVIEW

Summary Information

Raison d'être

The Mission of the Department of Justice is to:

  • support the Minister of Justice in working to ensure that Canada is a just and law-abiding society with an accessible, efficient and fair system of justice;
  • provide high-quality legal services and counsel to the government and to client departments and agencies; and
  • promote respect for rights and freedoms, the law and the Constitution.

Responsibilities

The Department of Justice is headed by the Minister of Justice and Attorney General of Canada. The responsibilities associated with the dual role of Minister of Justice and Attorney General are set out in the Department of Justice Act and some 49 other Acts of Parliament. The Department of Justice fulfils three distinctive roles within the Government of Canada, acting as:

  • a policy department with broad responsibilities for overseeing all matters relating to the administration of justice that fall within the federal domain;
  • a provider of a range of legal advisory, litigation and legislative drafting services to government departments and agencies; and
  • a central agency responsible for supporting the Minister in advising Cabinet on all legal matters.

Strategic Outcomes and Program Activity Architecture

The Department's two strategic outcomes reflect the dual role of the Minister of Justice and Attorney General of Canada. While the Minister of Justice is concerned with questions of policy, particularly as these relate to his role as a steward of the Canadian justice system. The Attorney General is the chief law officer for the Crown.

Department of Justice Program Activity Architecture

The graphic presentation of the Program Activity Architecture provided below gives an overview of the activities and programs for which the Department is responsible1, showing the linkages between strategic outcomes, program activities and sub-activities.

Department of Justice Program Activity Architecture

[Description]

Planning Summary


Financial Resources (millions)
2010-11 2011-12 2012-13
719.24 703.25 676.04

Note: Planned financial resources are based on Main Estimates and on other items identified in the fiscal framework  and exclude respendable revenue.


Human Resources (in full-time equivalents - FTEs)
2010-11 2011-12 2012-13
4,878 4,935 4,968


Strategic Outcome I: A fair, relevant and accessible justice system that reflects Canadian values
Performance Indicators Targets
  • Public confidence in the justice system
  • Canada's international ranking on whether or not “justice” is “fairly administered”
  • Number of Bills tabled in Parliament by the Minister of Justice
  • Level of public confidence in the justice system remains stable or improves
  • Canada's high relative international ranking on justice issues maintained or improved



(in millions of dollars)
Program Activity Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2011-12 2012-13
A1. Justice policies, laws and programs 431.42 429.80 423.01 396.12 Social Affairs – A Safe and Secure Canada
A2. Office of the Federal Ombudsman for Victims of Crime 1.30 1.31 0.00 0.00
Total Planned Spending 432.73 431.11 423.01 396.12  


Strategic Outcome II: A federal government that is supported by effective and responsive legal services
Performance Indicators Targets
  • Client feedback on the quality of legal advisory, litigation, legislative and regulatory drafting services
  • Client feedback on Department of Justice performance against service standards* for the delivery of legal services
  • Attain mean scores of 8.0 / 10 on each item for which client feedback is obtained

* Service standards available at: http://www.justice.gc.ca/eng/dept-min/service.html



(in millions of dollars)
Program Activity Forecast Spending
2009-10 *
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2011-12 2012-13
B1. Services to government 174.43 183.37 175.80 175.82 Government Affairs – Ensuring a well-managed and smoothly operating government machinery
Total Planned Spending 174.43 183.37 175.80 175.82  

* Note: Forecast and planned spending of the program activity, B1 Services to Government, exclude  respendable revenue.


(in millions of dollars)
Program Activity Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2011-12 2012-13
C1. Internal Services 127.99 104.76 104.44 104.10
Total Planned Spending 127.99 104.76 104.44 104.10  

 

Contribution of Departmental Priorities to Strategic Outcome(s)


Operational Priorities Type Links to Strategic Outcome(s) Description
Develop law reform proposals to tackle crime and to support safe and resilient communities Ongoing SOI Law reform proposals will include: updating the Criminal Code to address potential threats from new technologies; strengthening the legal framework for international cooperation in addressing organized crime, security and terrorism; and reviewing federal laws in support of family justice priorities.
Actively participate in initiatives to tackle crime and to support safe and resilient communities Ongoing SOI Key initiatives will include, implementing the new components of the Federal Strategy for Victims of Crime; leading the National Anti-Drug Strategy; delivering the Supporting Families Initiative to promote compliance with child custody, access and family support orders; working with Canadian agencies and foreign administrations to develop mechanisms to enhance cross border law enforcement and extradition.
Direct and indirect support for implementation of Government priorities Ongoing SOII Provide critical legal services to support client departments in implementing Government priorities including: the continued implementation of Canada's Economic Action Plan; strengthening the financial system; infrastructure renewal; defence and security of Canada and the safety of Canadians; strengthening Canadian citizenship; and promoting and ensuring sustainable development.


Management Priorities Type Links to Strategic Outcome(s) Description
Public Service Renewal Ongoing SOI and SOII The Department is taking concrete steps to  renew, develop and sustain its workforce to meet Departmental business goals now and in the future including in particular significant efforts in relation to the implementation of the first collective agreement with the LA community.
Implementation of the Law Practice Model for the delivery of legal services across government Ongoing SOII Adjusting the mix of senior, mid-level and junior counsel dedicated to the delivery of legal services across government in order to provide more efficient legal services.
Improved support for law practice management across government Ongoing SOII Developing and enhancing tools and processes related to knowledge management, legal risk management, legal information sharing, and quality assurance.
Renewal of Departmental Systems Ongoing SOI and SOII Developing an implementation strategy to ensure integration of departmental financial, case management and information management systems.
Enhance financial management framework Ongoing SOI and SOII Implementing consistent standardized departmental practices and processes that meet Treasury Board financial management policy requirements.

Risk Analysis

Risks to Justice policies, laws and programs

Many factors influence our operating environment and thus pose potential risks to our capacity to deliver effectively on Justice policies, laws, and programs. Primary among these is the ability to address funding challenges in light of current fiscal pressures and realities which could put our programs at risk. A second risk area pertains to an increasingly complex and variable policy process within the current Parliamentary situation and the economic environment, which is challenging our ability to develop long-term policy options. Finally, this complex operating environment is putting a strain on the partnerships required for effective justice policy development and program delivery.

To mitigate these risks, we are strengthening our business planning and budgeting to ensure that our finances are aligned with our high priority programs. We are taking steps to realign human resources to better address the shifting workload demands resulting from the increasingly complex and more demanding policy process. Finally, in recognition that the justice system is multi-tiered and influenced by many stakeholders, we are continuing our efforts to maintain and expand open dialogue with partners from across the justice spectrum to develop innovative ideas about how to strengthen the justice system while respecting Canadian values.

Risks to Legal services to government

There are three interrelated sets of risks that can have significant impact on our capacity to deliver high-quality legal services to government. The first risk concerns our ability to retain and recruit highly skilled legal professionals. In response, we are continuing with initiatives to renew our workforce in light of significant demographic shifts in Canada, including the aging of the workforce and the increasingly diverse Canadian population.

A second area of risk pertains to capacity issues facing departmental corporate functions that support the delivery of legal services particularly in light of increasing demands for specialized and complex legal services. To mitigate this risk, the Department continues to assess and monitor the capacity of corporate functions with a view to reallocating and balancing resources across the Department.

The third risk area relates to our capacity to address the rapid changes in law practice management — particularly the sheer growth in the speed and volume of information that is crucial to effective management. In this regard, the Department is focusing on developing and enhancing tools and systems to support effective knowledge management, legal risk management, and quality assurance. This involves business alignment and prioritization of departmental information management and information technology initiatives.

Expenditure Profile

As may be seen in the following chart, with the exception of fiscal year 2007-2008, the Department has consistently experienced a slight increase in spending. This constant growth is primarily the result of increasing demand for legal advisory, litigation and legislative services from other government departments and agencies, and transfers to provinces and territories.

Expenditure Profile - Spending Trend Graph

[Description]

The sharp decline in year-over-year spending in 2007-2008 reflects the $102 million reduction in the Departmental budget that was used to create the independent Office of the Director of Public Prosecution (ODPP) on December 12th 2006. The remainder of the reduction reflects the introduction of the net vote funding regime in which a portion of the total cost for the delivery of legal services across government is paid directly by the client departments receiving those services. As a result, rather than the funding being counted in the authorities and expenditures of the Department of Justice, they are counted in the authorities and expenditures of the client departments from which costs are recovered through vote netting authorities.2

In 2008-2009, the Department's year-over-year spending increased by $51M. These additional costs supported the implementation of programs to promote access to the justice system in both official languages, to provide legal aid for those facing charges under the Public Safety and Anti-Terrorism Act and support the National Anti-Drug Strategy.

In 2009-10, the Department projected spending will be stable compared to the previous year. However, an additional estimated amount of $52.8 million is expected to be paid in mandatory retroactive compensation for counsel, resulting from an arbitral award covering fiscal years 2006-07 to 2009-10.  This amount is excluded from all forecasted amounts in this document, including the preceding chart.

In fiscal year 2010-11, the Department plans to spend $431.1 million to promote a fair, relevant and accessible justice system that reflects Canadian values; $448.4 million (including $265M of revenues) to ensure that the federal government is supported by effective and responsive legal services; and $104.8 million for internal support services.

As a result of the increasing demand for legal services and increased costs of counsel, the Department has also seen a significant growth in the collection of revenues from other government departments and agencies for all types of legal services delivered including advisory, litigation, legislative/regulatory drafting and regulatory prosecutions. These are expected to reach $265M in 2010-11.


Voted and Statutory Items
($ Millions)
Vote # or Statutory Item (S) Truncated Vote or Statutory Wording 2009-10
Main Estimates
2010-11
Main Estimates
1 Operating expenditures 257.39 258.69
5 Grants and contributions 370.56 386.88
(S) Contributions to employee benefit plans 61.40 66.62
(S) Minister of Justice—Salary and motor car allowance 0.08 0.08
Total 689.43 712.27

Note: Main Estimates exclude the funds provided under Net Voting Authority (respendable revenue).