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2009-10
Departmental Performance Report

Department of Justice Canada

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Details on Transfer Payments Programs
• Horizontal Initiatives
• Green Procurement
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
($ millions)

Program Activity	Actual 2007-08	Actual 2008-09	2009-10
			Main Estimates	Planned Revenue	Total Authorities	Actual
Services to government
Legal services	182.0	200.5	178.0	215.0	229.1	229.1
Total Respendable Revenues	182.0	200.5	178.0	215.0	229.1	229.1

Non-Respendable Revenue
($ millions)

Program Activity	Actual 2007-08	Actual 2008-09	2009-10
			Main Estimates	Planned Revenue	Total Authorities	Actual
Justice policies, laws and programs
Family Order and Agreements Enforcement Assistance Program	7.3	7.2	-	7.2	-	7.4
Central Registry of Divorce Proceedings	0.8	0.7	-	0.8	-	0.8
Miscellaneous Revenues	0.3	33.1	-	-	-	12.3
Services to government
Legal Services - EBP Component	31.7	33.5	30.0	36.0	36.0	32.8
Miscellaneous Revenues	0.5	1.1	-	-	-	1.1
Internal Services
Miscellaneous Revenues	-	0.3	-	-	-	0.4
Total Non-Respendable Revenues	40.6	75.9	30.0	44.0	36.0	54.8

User Fees Reporting

Template A: User Fees

Template B: User Fees Totals

($ thousands)

	2009-10			Planning Years
	Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
Sub-Total (R)	8,000	8,201	2,564	2010-11	8,000	2,204
				2011-12	8,000	1,646
				2012-13	8,000	1,646
Sub-Total (O)	5.0	4.0	1,676	2010-11	3.3	1,980
				2011-12	2.8	2,334
				2012-13	2.4	2,755
Total	8,005	8,205	4,240	2010-11	8,003	4,184
				2011-12	8,003	3,980
				2012-13	8,002	4,401

Template C - External Fees

External Fee	Service Standard	Performance Results	Stakeholder Consultation
The family Order and Agreements Enforcement Assistance (FOAEA)	1. 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.	A total of 23,671 applications received and treated within 10 business days. Standard met at 100%.	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
	2. Garnishment applications under Part II of the Act will be in effect 35 days after receipt.	82,522 garnishment applications accepted within the time frame. Standard met at 100%.
	3. Licence-denial applications under Part III of the Act will be initiated and terminated within 10 business days.	10,290 applications received and processed within the time frame. Standard met at 100%.
	4. Public enquiries are to be responded to within 48 hours.	Since the replacement of the interactive voice response system (IVR) in December 2009, 35,024 calls received.
The Central Divorce Proceedings	1. Clearance Certificates are to be issued within 3 weeks of receipt of the application.	Standard met at 90%.	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.
	2. Divorce information is to be provided to Statistics Canada annually, according to schedule.	Standard met 100%.
	3. All telephone enquiries are to be responded to within 24 hours and all written enquiries are to be responded to within 5 business days.	Approximately 100 to 150 daily telephone enquires and written enquiries was received and standard was met at 90%.
	4. Quarterly invoices and compensation reports are to be issued within 30 days.	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.

 

Details of Transfer Payment Programs (TPPs)

(TPPs exceed $5 million during the reporting year.)

*** Please note that Audits completed or planned sections were deemed non-applicable (n/a) as no internal audits were completed or planned during the reporting period for the various TPPs. As per TBS guidelines, departments are required only to report on internal audits (as reported on in the Internal Audits Table).

Table of Contents

• Legal Aid Systems
• Youth Justice Services Funding Program
• Victims of Crime Initiative
• Intensive Rehabilitative Custody and Supervision
• Contravention Act Fund
• Access to Justice Services Agreements - the territories
• Supporting Families Experiencing Separation and Divorce Fund
• Aboriginal Courtwork Program
• Aboriginal Justice Strategy
• Youth Justice Fund
• Access to Justice in Both Official Languages Support Fund

Legal Aid Systems

Youth Justice Services Funding Program

Victims of Crime Initiative

Intensive Rehabilitative Custody and Supervision

Contravention Act Fund

Access to Justice Services Agreements - the territories

Supporting Families Experiencing Separation and Divorce Fund

Aboriginal Courtwork Program

Aboriginal Justice Strategy

Youth Justice Fund

Access to Justice in Both Official Languages Support Fund

1. Note: Supporting Families Fund replaced the former Child-centred Family Justice Fund which terminated on March 31st, 2009
2. Flow through agreements are in place in Nunavut and the Northwest Territories which provide Federal support to 38 community-based justice programs in the region.

Horizontal Initiatives

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

2. Name of lead department: Department of Justice

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

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

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

6. Total federal funding allocation (start to end date): $579.8 millions

7. 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 supports efforts 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.

8. Shared outcomes:

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

9. Governance structure:

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

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

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

($ millions)
10. Federal Partner: Department of Justice
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	> 15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
A1 - Justice policies, laws and programs	a. Drug Treatment Courts	$16.2	$3.6	$3.6	Link 1	Link 1
	b. Youth Justice Fund (Treatment Action Plan)	$6.8	$1.6	$1.4	Link 2	Link 2
	c. Justice Canada Lead Role for the National Anti-Drug Strategy	$1.4	$0.3	$0.2	Link 3	Link 3
C1 - Internal Services	d. Justice Canada Lead Role for the National Anti-Drug Strategy	$1.5	$0.3	$0.4	Link 4	Link 4
	e. National Anti-Drug Strategy	$0.3	$0.1	$0.1
Total:		$26.2	$5.9	$5.7

16. Expected Results for 2009-10:

Link 1: Reduced drug substances relapse among drug treatment court clients.

Link 2:
Overall results:

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

Immediate Outcomes:

• Projects on Treatment Services & Program Enhancements.
• Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations.

Link 3:
Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• Exercising overarching responsibility for policy and coordination.
• Maintaining the NADS Governance Structure.

Link 4:
Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• Leading and coordinating all NADS communications activities.
• Taking lead responsibility for accountability - evaluation and performance reporting.

17. Results Achieved in 2009-10:

Link 1:

• 6 funding agreements signed for 2010-2012 under the Drug Treatment Court Funding Program (DTCFP).
• DTCFP Terms and Conditions renewed.
• Drug Treatment Court Information System implemented and preliminary results analyzed.
• Given the current lack of consistent data collection, it is difficult to determine, at this stage, if the DTC FP has had an influence on reduced drug substances relapse among drug treatment court clients.

Link 2:
In In 2009-2010, a total of 39 projects were funded-22 through contributions and 17 through grants. Of these, 4 were on-going contribution agreements from previous years. The total value of these projects was $1,099,896 in contributions and $181,222 in grants. Of the 39 projects:

• 9 were with a provincial government or their designate;
• 9 were with municipal or provincial police forces; and
• 21 were with front-line community organizations.

Funded projects covered the following areas: Public Legal Education/Information, Training/Education, Information Sharing, Evaluation, and Program pilot projects.

Link 3:

The Department of Justice provided effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through its work in the following four areas: policy and coordination, the NADS Governance Structure, communications activities, and evaluation and performance reporting.

Policy and Coordination:

• Supported the process for Parliamentary consideration of a Government Bill to address serious drug crimes;
• Collaborated with partner departments to conduct the Implementation Evaluation and to develop an agreed-upon management response, including action plans for follow-up on the three recommendations flowing out of the evaluation.
• Initiated a Strategy renewal process;
• Organized and hosted the NADS Speaker Series;
• Oversaw NADS involvement in the development of new Hemispheric Drug Strategy at the Organization of American States; and
• Participated in meetings and workshops of the United Nations Commission on Narcotic Drugs.

Governance:

• Chaired and provided the secretariat function for the NADS, ADM Steering Committee;
• Chaired and provided the secretariat function for the NADS Policy and Performance Working Group;
• Participated in meetings of the Prevention and Treatment, and Enforcement Working Groups; and
• Participated in the revision of the Terms of Reference for the Prevention and Treatment Working Group.

Link 4:

The Department of Justice provided effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through its work in the following four areas: policy and coordination, the NADS Governance Structure, communications activities, and evaluation and performance reporting.

Communication:

• Organized the NADS Communications Working Group meetings and numerous horizontal meetings between NADS communications advisors;
• Produced and coordinated media lines for the release of various drug related reports;
• Oversaw 12 NADS announcements, one tri-ministerial message and one message from the Minister of Health; and
• Maintained the NADS website.

Evaluation and Reporting:

• Completed the NADS implementation evaluation;
• Completed a cost-effectiveness feasibility study;
• Produced the NADS Annual Report;
• Signed bi-lateral Memoranda of understanding with NADS partners to formalize each partner's commitment to NADS performance measurement and evaluation activities;
• Coordinated the DPR and RPP processes; and
• Chaired the Policy and Performance Working Group's Sub-Committee on Evaluation and Reporting.

10. Federal Partner: Health Canada
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
3.4.3 Controlled Substances	a. Mass Media Campaign (Prevention Action Plan)	$29.8	$6.0	$5.6	Link 1	Link 1
3.4.3 Controlled Substances	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	$59.0	$11.3	$10.5	Link 2	Link 2
3.4 Substance Use and Abuse	c. Drug Treatment Funding Program (DTFP) (Treatment Action Plan)	$124.7	$30.8	$10.7	Link 3	Link 3
4.1.1.2 First Nations and Inuit Mental Health and Addictions	d. National Native Alcohol and Drug Abuse Program (NNADAP) (Treatment Action Plan)	$35.5	$7.9	$6.6	Link 4	Link 4
3.4.3 Controlled Substances	e. Office of Controlled Substances (Enforcement Action Plan)	$14.4	$3.0	$2.1	Link 5	Link 5
	f. Drug Analysis Services (Enforcement Action Plan)	$49.2	$9.4	$9.2	Link 6	Link 6
		$3.4 [1]	[1]	[1]
Total:		$316	$68.4	$44.7

16. Expected Results for 2009-10:

Link 1:

• Increased awareness & understanding of illicit drugs & their negative consequences

Link 2:

• Increased awareness & understanding of illicit drugs & their negative consequences
• Enhanced uptake of knowledge in communities to address illicit drug use & its negative consequences

Link 3:

• Improved collaboration on responses & knowledge of treatment issues
• Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations
• Enhanced F/PT commitments to improve treatment systems in targeted areas of need

Link 4:

• Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations

Link 5:

• Increased capacity to control & monitor controlled substances & precursor chemicals

Link 6:

• Increased capacity to gather, analyze/share intelligence & analyse evidence
• Increased awareness of illicit drug & precursor chemical issues for enforcement officials

17. Results Achieved in 2009-10:

Link 1:

Public Opinion Research (POR-08-07) NADS Youth On-line Baseline survey was conducted prior to the December 2009 launch of the youth mass media campaign targeting youth ages 13-15. Youth drug awareness, knowledge and perception levels were measured and will be compared to Public Opinion Research (POR-09-23) NADS Return to Sample Survey when results are available in FY 2010-11.

Link 2:

To date, Drug Strategy Community Initiatives Fund (DSCIF) is funding 25 projects that target increased awareness/understanding of healthy lifestyle choices and of illicit drugs and their negative consequences and 30 projects focused on acquiring/improving capacity (knowledge and skills) to avoid illicit drug use.

The majority of DSCIF funded projects have started dissemination planning and sharing of information in order to ensure findings and lessons learned from their projects are made available to appropriate audiences. Projects have also taken steps to produce information tools or resources for the public and developed knowledge exchange mechanisms.

Canadian Centre on Substance Abuse (CCSA) - "A Drug Prevention Strategy for Canada's Youth" focused on developing Canadian standards for the design and delivery of prevention programs, sustainable partnerships, and a media/youth consortium.

Link 3:

The Drug Treatment Funding Program (DTFP) launched 13 drug treatment systems-enhancement projects and eight treatment services projects by March 31, 2010, under NADS. While treatment projects are in the early stages of implementation, evidence to date indicates significant progress in establishing community partnerships and linkages in support of new and enhanced treatment services, and enhanced collaboration amongst P/Ts on national level activities such as the development, collection and reporting of national treatment indicators.

In 2009-10, 8 projects invested in new staff hires, orientation and training activities in order to deliver new treatment services. Funded projects have already helped to produce a wider range of services by developing partnerships within the community, expanding hours of service, offering different locations when working with clients and offering a range of activities to help attract youth to their services.

Link 4:

During 2009/10, First Nations and Inuit Health Branch (FNIHB) NADS-related investments continued to enhance capacity to plan/ deliver a range of treatment services and programs for targets populations by improving the quality, effectiveness and accessibility of on-reserve addiction services. In particular, NADS dollars continued to be invested in:

• Treatment centre re-profiling/modernization efforts aimed at strengthening and expanding the National Native Alcohol and Drug Abuse Program (NNADAP) services vis-à-vis community needs and recognized service gaps (e.g., women, youth, and families) in First Nations communities.
• Enhanced funding to treatment centres to become accredited with a recognized accreditation body. 40 of 57 (or 68%) treatment centres had completed or were engaged in the accreditation process by the end of 2009/10.
• Workforce development initiatives aimed at strengthening the quality and effectiveness of addiction services through increasing the number of qualified addictions workers on-reserve by supporting certified educationalopportunities (e.g., training on treating illicit drug use) and providing financial incentives to workers to obtain and retain certification with a recognized national body.
• Developed and implemented eight Mental Wellness Teams (MWT) pilots across Canada in First Nations and Inuit communities. MWTs are community driven, multidisciplinary teams which combine community, clinical and cultural approaches to wellness.
• Continued work on the NNADAP Renewal Process (evidence-based review), particularly the development of a renewed framework for on-reserve addiction services, will provide valuable guidance, based on research data and significant engagement with First Nations, with respect to improving service delivery quality, effectiveness and accessibility.

Link 5:

Increased capacity to control & monitor controlled substances & precursor chemicals by hiring 2 staff. Tools continue to be developed to facilitate training of inspectors (e-learning). In 2009-2010 completed 171 inspections under Precursor Regulations and 1170 Loss and Theft Reports received.A total of 129,806 authorizations for disposal of seized controlled substances were processed. This is an increase from 2008-09, when 110 inspections under PCR and 1419 Loss and Theft Reports were received. In the previous FY, a total of 126,812 authorizations for disposal of seized controlled substances were processed.

Link 6:

Health Canada's Drug Analysis Service (DAS) has contributed to increased capacity to gather, analyze/share intelligence and analyze evidence by analysing 95,924 suspected illicit drug exhibits and by providing personnel to assist enforcement officials in the shutdown and dismantling of 34 clandestine drug laboratories (583 DAS person days were spent on clandestine laboratory investigations in 2009-2010). The average time to respond to analysis requests was 56 days in 2009-2010, which surpassed the performance target of 60 days. This is an improvement from 90 days in 2007-2008 and 59 days in 2008-2009.

DAS contributed to increased awareness of illicit drug and precursor chemical issues by providing 37 training sessions to 1,027 participants, predominantly police officers. 73% of training survey respondents reported an increase in the awareness of hazards and dangers related to chemicals encountered at clandestine drug laboratories, 64% reported an increase in awareness of safe procedures to dismantle a clandestine laboratory, and 82% reported an increase in awareness of drug trends in Canada.

10. Federal Partner: Canadian Institutes of Health Research
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
1.2 Strategic Priority Research	Research on Drug Treatment Model (Treatment Action Plan)	$4.0	$1.0	$0.3	Link 1	Link 1
Total:		$4.0	$1.0	$0.3

16. Expected Results for 2009-10:

Link 1:
Improved collaboration on responses & knowledge of treatment issues

17. Results Achieved in 2009-10:

Link 1:
CIHR has contributed to improving collaboration on responses to and knowledge of treatment issues by funding two ongoing grants launched in 2008. These grants are focusing on conducting collaborative research on how to strengthen state-of-the-science prevention and treatment of illicit drugs, and are focusing on developing long-term therapies aimed at reversing neuronal modifications of methamphetamine (Crystal meth) in the brain. Upon completion of these collaborative researchers between the applicants, CIHR and its Institutes involved in the program (Institute of Neurosciences, Mental Health and Addiction in partnership with the Institute of Human Development, Child and Youth Health and the Institute of Gender and Healt), will share their knowledge with the Strategy. This knowledge will consist of the final reports provided by the grantees.

CIHR also launched two Requests for Application in 2009 on treatment of illicit drugs.

10. Federal Partner: Department of Public Safety Canada
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
3. Law Enforcement	a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	$4.0	$0.8	$0.8	Link 1	Link 1
5. Crime Prevention	b. Crime Prevention Funding and Programming: (Crime Prevention Action Fund) (Prevention Action Plan)	$20.0	$5.0	$8.5	Link 2	Link 2
Total:		$24.0	$5.8	$9.3

16. Expected Results for 2009-10:

Link 1:

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

Link 2:

• Enhanced support for targeted at-risk populations.
• Enhanced knowledge in communities to address illicit drug use and its negative consequences.

17. Results Achieved in 2009-10:

Link 1:

• National Coordination of Enforcement Action Plan, specifically, led the Enforcement Action Plan Working Group (June 2009, March 2010). 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, Canadian Association of Chiefs of Police Drug Abuse Committee, Steering Committee and Working Group on Drug Impaired Driving, United National Commission on Narcotic Drugs (March 2010), Inter-American Drug Abuse Commission (November 2009 and February 2010), which included active participation in the development of a hemispheric strategy and action plan in the Americas, as well as other security consultations (e.g., Canada-Columbia), Organization of American States Gang Strategy, and the North American Leaders Summit). Funded seven (7) 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.

Link 2:

• Surpassed expected number of funded projects to support the NADS objectives, hence enhanced support for targeted at-risk populations anticipated.
• Completed small pilot study to ascertain scope and quality of NADS outcomes as per NADS RMAF (a mining exercise of project final activity/evaluation reports). This pilot alerts us to some gaps and challenges we will face in collecting NADS outcome data. A strategy to address this will be devised in fiscal 10-11

10. Federal Partner: Royal Canadian Mounted Police
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
1.1.2.7	a. Drug and Organized Crime Awareness Services (Prevention Action Plan)	$15.1	$3.0	$1.9	Link 1	Link 1
3.5.2 Community and Youth Programs	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	$3.4	$0.7	$0.5	Link 2	Link 2
1.1.2.9	c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan)	$91.4	$17.3	$11.2	Link 3	Link 3
Total:		$109.9	$21.0	$13.6

16. Expected Results for 2009-10:

Link 1:

• Increased awareness & understanding of illicit drugs & their negative consequences by youth targeted through DOCAS programming.

Link 2:

• Implementation sites underway in participating RCMP Divisions.
• RCMP Divisional representatives selected to assist in local program delivery and data collection.

Link 3:

• Increased capacity for the enforcement of illicit drug producers & distributors, in particular, through the dismantling of marihuana and synthetic drug operations.
• Increased capacity to gather, analyze and/or share intelligence& analyse evidence, through additional resources in Criminal Intelligence.
• Change in the level of MGO or Clan Labs investigated and/or disrupted.
• Continue to maintain the integration, collaboration and capacity between sectors, law enforcement agencies, governments, communities and international partners to address the illicit importation and/or exportation, production and distribution related to MGOs or SDOs.
• Increase awareness of illicit drug & precursor chemical issues among enforcement officials and first responders.

17. Results Achieved in 2009-10:

Link 1:
Due to the deployment of most of DOCAS members to the Olympics and funding cutbacks, a decrease in the amount of presentations, training and publications distributed can be observed. A total of 3068 awareness presentations were given targeting 124,981 people which includes youth, parents, aboriginal youth, aboriginal parents and professionals.

A total of 117 DOCAS training sessions were provided to professionals, parents and students during this fiscal year.

A total of 6391 partnerships were established and maintained with other provincial, territorial, municipal, aboriginal, and non government partners as well as with other enforcement agencies/ detachments.

DOCAS coordinators distributed 212,016 publications within communities across Canada.

• Kids & Drugs program:
  There were 246 new facilitators trained from communities throughout Canada that can deliver the Kids and Drugs Program to parents. Internationally, the Canadian embassy from Caracas Venezuela requested a DOCAS expert to travel to Venezuela to participate in a week long prevention initiative which included presentations, discussions, panels, and a facilitated workshop on our Kids & Drugs program. The Canadian Embassy in Venezuela has translated our K & D parent's guide to prevention booklet in Spanish to share with their experts in prevention in Venezuela.
• D.A.R.E.:
  A total of 3069 D.A.R.E. classes were conducted (each D.A.R.E. class consists of 10 lessons), as well as 10 presentations to 208 parents. The program reached 68,882 students in 1386 schools and of those, 6503 of the students were Aboriginal.
• Drug Endangered Children (DEC):
  DEC is an early intervention initiative that seeks to stop the cycle of child abuse caused by the exposure to drug activity. It involves a resource guide which has been translated in French and training programs for service delivery personnel, supervisors/ managers, protocol partners and the general public. The resource manual has been completely revised with Canadian content. A facilitator guide is being created with pilot sites to be delivered in the fall of 2010
• The Aboriginal Shield Program (ASP):
  The ASP is progressing very well, twenty five (25) representatives representing ten Aboriginal communities across Canada were trained back in November 2009 and taught the program upon their arrival to their respective communities. Even though the program is still at the pilot stage, DOCAS randomly selected a sample of pre and post test for the purpose of this report and results showed an increased of knowledge of subject at hand of 39%. The ASP reflects the main three Aboriginal cultures in Canada: Inuit, First Nations and Métis. The parent newsletter has also been translated in Inuit to provide them with information about the program.
• Drugs and Sport:
  The prevention concept was delivered to 2569 amateur and professional athletes. A total of 2424 Drugs and Sport publications were disseminated.
• Drugs in the Workplace:
  A total of 113 prevention presentations were delivered to industries and business across Canada.
• Drug Awareness Officer Training (DAOT):
  One five day Drug Awareness Officer Training (DAOT) course was scheduled to be held in the fall of 2009 however due to budget cuts, it has been rescheduled for June 2010.

Synthetic Drug Initiative (SDI):

• In August 2009, in order to further address the synthetic drug situation in Canada, the RCMP launched the national SDI based on three pillars: (1) prevention, (2) deterrence, and (3) enforcement. Synthetic drugs have been identified as a National Tactical Priority.
• E-Aware Project: E-Aware is a project based on a true story of a young woman who died after consuming MDMA (Ecstasy). A poster and a web site outlining her story and information about chemical drugs have been developed. This project was rolled out in the fall of 2009, 20,000 posters entitled “The agony of Ecstasy” have been distributed nationally. These posters are designed to direct people to a newly created website containing information and resources for parents and youth. The promotion of this initiative linked many partners such as Health Canada, CASH, Canadian Association of Chiefs of Police (CACP) and Canadian Centre on Substance Abuse (CCSA). During the first month of the promotional campaign, the E-Aware website was visited 2,444 times and 12,572 pages were viewed.
• Clandestine laboratories video: An educational video was designed to create awareness regarding the presence of clandestine drug laboratories in every day neighborhoods, and the dangers resulting from these labs. Clandestine Drug Labs DVD presentation contains a 14 minute (English) and a 22 minute (French) video intended for a high school or an adult audience. DOCAS developed a presentation guide to be used when presenting the DVD in order to maximize the learning and retention of information from audiences.

Link 2:

• Three pilot sites implemented, including community consultation, development of referral protocols, and RCMP workshop on YCJA, risk/protective factors and risk screening
• 75 youth formally screened for risk using risk screening tool
• Community partnerships enhanced at pilot sites
• Preliminary data collection protocols developed for recording attributes of screened youth
• Post-implementation assessment initiated

Link 3:

• As a result of having dedicated analysts, a Synthetic Drug Baseline report has been developed and disseminated. In consultation with Criminal Intelligence Services Canada (CISC), processes (including a template) were developed to gather more information on synthetic drug lab seizures across Canada.
• The number of investigations continues to rise and grow in complexity; therefore highly coordinated responses are essential. Resources have been strategically allocated based on intelligence to priority areas where they are needed.
• To enhance capacity, a working group was formed with government partners including Health Canada (regulatory matters), the Canada Border Services Agency (border security), Environment Canada (drug lab waste issues), the Department of Justice and the Public Prosecution Service of Canada (legislative matters), Public Safety, and the Department of Foreign Affairs and International Trade.
• Several external working group meetings have been held to address critical issues, including: (1) regulatory issues within the Precursor Control Regulations, (2) diversion of precursor chemicals, and (3) relationships with foreign countries, which have been a source for the precursors. As a result of these workings groups, the RCMP's partnerships with government agencies have been enhanced and strengthened.

10. Federal Partner: Correctional Service Canada
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
3.0 Community Supervision	Case Preparation and Supervision of provincial Offenders (Enforcement Action Plan)	$23.3 [2]	[2]	[2]	Link 1	Link 1
Total:		$23.3 [2]	[2]	[2]

16. Expected Results for 2009-10:

Link 1:

• Timely case preparation; rate of offenders successfully reintegrated into the community (if legislation regarding mandatory minimum penalties for serious drug offences is passed)

17. Results Achieved in 2009-10:

Link 1: N/A [2]

10. Federal Partner: National Parole Board of Canada
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
Conditional Release Decisions Openness and Accountability	Conditional Release Decisions (Enforcement Action Plan)	$4.4	[3]	[3]	Link 1	N/A
Conditional Release Decisions	Conditional Release Decisions Openness and Accountability (Enforcement Action Plan)	$1.8	[3]	[3]	Link 2	N/A
Internal Services	Conditional Release Decisions Openness and Accountability (Enforcement Action Plan)	$1.3	[3]	[3]
Total:		$7.5 [3]	[3]	[3]

16. Expected Results for 2009-10:

Link 1:
Should the proposed legislation receive Royal Assent identified funding will provide the NPB the capacity for effective management of its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. NPB will collect information and report on workloads and outcomes of parole for provincial offenders incarcerated as a result of new legislative provisions (e.g., the number and proportion of offenders who successfully complete their parole).

Link 2:

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

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

17. Results Achieved in 2009-10:

Link 1: N/A [3]

Link 2: N/A [3]

10. Federal Partner: Office of the Director of Public Prosecutions
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
1.1 Prosecution of drug, organized crime and Criminal Code offences	a. Prosecution and prosecution-related services (Enforcement Action Plan)	$8.6	$1.6	$1.5	Link 1	Link 1
	b. Prosecution of serious drug offences under the CDSA (Minimum Mandatory Penalties)	$33.5 [4]	[4]	[4]	Link 2	Link 2
2.1. Internal Services	Enforcement Action Plan	$1.3	$0.2	$0.2
Total:		$43.4	$1.8	$1.7

16. Expected Results for 2009-10:

Link 1:

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

Link 2:

• Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the Minimum Mandatory Penalties, subject to the proposed legislation receiving Royal Assent.

17. Results Achieved in 2009-10:

Link 1: In 2009-10, the ODPP handled 20,520 prosecution files dealing with drug production and distribution offences (pursuant to CDSA 5(1), 5(2), 6(1), 6(2), 7(1) and 7(2)). Of these, 18,287 included distribution offences, whereas 2,233 included production offences. Approximately 13.6% of the total number of files included both production and distribution offences.

Link 2: N/A [4]

10. Federal Partner: Canada Border Services Agency
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
Risk Assessment	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$4.7	$2.0	>$1.6	Link 1	Link 1
Enforcement	Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$7.0	$0.1	$0.3	Link 2	Link 2
Internal Services	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$1.0	$0.2	$0.2>
Total:		$12.7	$2.3	$2.1

16. Expected Results for 2009-10:

Link 1:

• The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services.

Link 2:

• The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services.

17. Results Achieved in 2009-10:

Link 1: CBSA designed and developed first mobile laboratory to be used in operations related to chemicals and potential precursor chemicals. The mobile laboratory was also used at the 2010 Olympics for the determination of suspect goods where it assisted in the seizure/identification of cocaine, heroin, methamphetamine, gamma-butyrolactone (GBL - precursor to the date rape drug GHB), and anabolic steroids.

CBSA continues to see significant amounts of GBL (notable seizure using the mobile lab at Tellier - 69 barrels) and has seen increased samples of uncontrolled drug “pre-precursors”, including NPP the most common material used in the illicit manufacture of fentanyl and 2-chlorophenyl cyclopentylketone (three steps from ketamine). There were also interceptions of 2C-H, a substance used to manufacture 2C-B (or other phenethylamines).

Link 2:Criminal Investigations Division (CID) continues to work with internal and external partners on this initiative to support and complement enforcement efforts. CID continues to investigate referrals for offences against the Customs Act in relation to the illegal import and export of precursor chemicals.

10. Federal Partner: Department of Foreign Affairs and International Trade
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
1.2 Diplomacy and Advocacy - International Operations and Programs	Annual Contributions to UNODC and CICAD (Enforcement Action Plan)	$4.5	$0.9	$0.9	Link 1	Link 1
Total:		$4.5	$0.9	$0.9

16. Expected Results for 2009-10:

Link 1:

• 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.

17. Results Achieved in 2009-10:

Link 1:

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

10. Federal Partner: Canada Revenue Agency
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
4 Reporting Compliance	Special Enforcement Program (Enforcement Action Plan)	$4.2	$0.8	$0.8	Link 1	Link 1
Total:		$4.2	$0.8	$0.8

16. Expected Results for 2009-10:

Link 1:

• 15 audits of targets involved in marijuana grow operations or illicit drugs generating approximately $750,000 in federal tax

17. Results Achieved in 2009-10:

Link 1:

• 15 audits of targets involved in marijuana grow operations or illicit drugs generating approximately $1,170,000 in federal tax

10. Federal Partner: Public Works and Government Services Canada
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
1.7 Specialized Programs and Services	Forensic Accounting Management Group (Enforcement Action Plan)	$1.6	$0.2	$0.2	Link 1	Link 1
Total:		$1.6	$0.2	$0.2

16. Expected Results for 2009-10:

Link 1:
To remove financial incentive for engaging in criminal activity

17. Results Achieved in 2009-10:

Link 1:
The Forensic Accounting Management Group provides specialized forensic accounting analysis on RCMP-led 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

10. Federal Partner: Financial Transactions and Analysis Centre of Canada
11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2009-10	15. Actual Spending for 2009-10	16. Expected Results for 2009-10	17. Results Achieved in 2009-10
2004113 Detection and deterrence of money laundering and terrorist financing	Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan)	$2.5	$0.5	$0.5	Link 1	Link 1
Total:		$2.5	$0.5	$0.5

16. Expected Results for 2009-10:

Link 1:

• Enhanced support to Law enforcement.
• Development of financial intelligence.
• Ensuring compliance in high-risk reporting sectors.

17. Results Achieved in 2009-10:

Link 1:
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. In 2009-2010, FINTRAC disclosed a total of 579 cases to law enforcement, including 190 unique cases that related to at least one drug-related offence; a modest increase from the 174^[1] unique drug-related disclosures made in 2008-09. A breakdown between distribution and production of various types of drugs is provided in the following table (please note that the total does not equal 190 as one case can be related to multiple drug offenses):

Drug-Related Disclosures	Number of Cases
Distribution - Cocaine	57
Distribution - Hashish (Cannabis Resin)	3
Distribution - Heroin	12
Distribution - Marihuana	49
Distribution - MDMA (Ecstasy)	8
Distribution - Methamphetamine	5
Distribution - Synthetic Drugs	2
Distribution - Opium	5
Distribution - Unspecified	70
Production - Marihuana	44
Production - MDMA (Ecstasy)	3
Production - Methamphetamine	4

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

Ensuring compliance enhances the data quality of incoming financial transaction reports, and limits opportunities for money laundering by identifying reporting entities that are non-compliant. FINTRAC's risk based approach to ensuring compliance makes certain that it focuses on high-risk reporting entities as well as high-risk reporting sectors. In 2009-10 FINTRAC made a fundamental change in the way it manages its compliance operations; mainly moving away from an outreach and awareness focus to a focus based on compliance enforcement. Therefore, in 2009-10 the number of compliance examinations conducted increased to 691, an increase of over 50% from 2008-09.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2009-10	Total Actual Spending for All Federal Partners for 2009-10
$579.8	$108.6	$79.8

18. Comments on variances:

Health Canada:

• Mass Media Campaign - Actual Spending is an estimated since all invoices for FY 2009-10 have not yet been received.
• Drug Strategy Community Initiatives Fund (DSCIF) - Due to process delays and project lapses, $800K of the allocated G&Cs were not spent in 2009-10.
• Drug Treatment Funding Program (DTFP) - In response to the slow rate of implementation, a request to re-profile $15.4M from 2009-10 to subsequent years was approved by Treasury Board. The re-profiling of these funds has enabled the program to maintain a sufficient resource base to meet its objectives. Additionally $2.5M was converted from the DTFP G's & C's buget to other Health Canada O&M dollars. This was done and approved in the Supplementary Estimates B in FY 09/10 and detailed as a internal reallocation of resources. The remaining variance was a result of internal adjustments.
  A financial review demonstrated that spending in 2009-2010 was significantly lower than anticipated as many P/Ts experienced delays in completing their planning and development phases, and ministerial funding recommendations and/or negotiations of contribution agreements. A one year extension of the treatment services component enabled the Program to subsequently request Treasury Board approval to re-profile a portion of DTFP contributions funds into 2012-2013 (approval received). The one-year extension and subsequent funding re-profile will maximize the outcomes of the DTFP as well as honour the federal government's commitment to provide P/Ts with $55 million over a five year time frame (includes $10M over five years for the Vancouver Downtown Eastside project).
• Drug Analysis Services (DAS) - Original allocation as per RMAF is $62.4M. Variance is a result of internal reallocation to support DAS activities (research, policy, regulatory development).
• National Native Alcohol and Drug Abuse Program (NNADAP) - Operational lapses are attributable to the need to provide more time to support consultative processes at the regional and community level as well as lower rates of addictions worker certification than initially planned. Planning has taken place at national and regional levels that will mitigate future lapses and ensure that targets for certification are achieved.
• Office of Controlled Substances (OCS) - The NADS funds has allowed OCS to increase their capacity for existing and continued daily operational requirements which continues to increase. Therefore, the impact of NADS is anticipated to be hard to assess independent of the other programs in the Enforcement Action Plan, and independent of the remainder of OCS' activities. The variance is due to FTE`s not fully staffed and Disposal fund not entirely spent due to lack of consistent awareness across law enforcement which makes disposal commitments hard to predict.

Canadian Institutes of Health Research:

• The $0.7M surplus in 2009-10 is due to difficulties in recruiting peer reviewers for the second competition. Therefore, the peer review committee was delayed to 2010-11, therefore also delaying the grant start date.

Public Safety Canada:

• There were many more projects identified as meeting the NADS objective compared to what was originally estimated. Most of our projects funded by the NCPC are targeting Youth at Risk population which by their nature involve the consumption of illicit drugs.

Royal Canadian Mounted Police:

• In fiscal year 2009-10, the RCMP, like many other departments, contributed a portion of its funding to help support the Government's Economic Action Plan to stimulate the economy. Depending on the resource flexibility available within each program, these restraints measures may have delayed the ability of specific initiatives to fully ramp up this year. Further, due to other pressures and priorities such as the Olympics, there was a decrease in the number of presentations, training and publications that were able to be distributed. There were also difficulties and delays in staffing vacant positions.

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

20. Contact information:

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

[1] This funding to implement Mandatory Minimum Penalties (MMPs) for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation being passed by Parliament and 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 being passed by Parliament and 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 being passed by Parliament and 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 being passed by Parliament and receiving Royal Assent.

¹FINTRAC's 2008-09 NADS Enforcement Action Plan reported that there were 232 drug-related case disclosures made to law enforcement in 2008-09. Unfortunately, the figure of 232 did not represent “unique” case disclosures but rather instances of suspected drug production or distribution within FINTRAC case disclosures. The correct number of “unique drug-related case disclosures” for 2008-09 was 174.

Green Procurement

Meeting Policy Requirements

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

In Progress

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

Part A: Green Procurement Capacity Building

1a. Training for Procurement and Materiel Management Staff on Green Procurement
The entirety of the staff that will be provided in-house tailored contracting training will be made aware of the requirements for green procurement. The type of green procurement training provided will be commensurate with the types of purchases done at the department. Plans for training initiatives for key management, procurement services delivery and oversight positions will also be considered. Tracking and monitoring of green procurement training will be done internally by CMMD.

1b. Training for Staff with Limited Procurement Authority (Also known as IFMS (SAP) users )
All IFMS users will be provided basic training in accordance with the requirements for green procurement.

1c. Training for Acquisition Cardholders
The entirety of the staff that will be provided in-house tailored acquisition card training will be made aware of the requirements for green procurement. The type of green procurement training provided will be commensurate with the types of purchases done at the department. Plans for training initiatives for key management, procurement services delivery and oversight positions will also be considered. Tracking and monitoring of green procurement training will be done internally by Contracting and Materiel Management Division (CMMD).

2. Performance Evaluations
All procurement and materiel management personnel will have green procurement clauses in their annual performance agreements. Consideration to be given to having green procurement clauses in the annual performance agreements of functional leaders responsible for key phases in the procurement process

3. Procurement Processes and Controls
Commensurate with the department's procurement activities, the department's materiel management, procurement management, investment planning and risk management frameworks incorporate environmental principles and considerations. Also, active senior level leadership by the Departmental SDS champion is incorporated into the departmental governance framework. Additionally, the Department of Justice employee Code of Conduct will include a commitment to sustainable development, including minimizing negative impacts on the environment.

Part B: Use of Green Consolidated Procurement Instruments

Acquisition of Paper
The Department uses PWGSC consolidated procurement instruments for the acquisition of all paper.

Part C: Reduction Initiatives for Specific Goods

As part of its efforts to reduce paper consumption, the Department is implementing default 2-sided printing on all black and white printers. Additionally, the Department is committed to making greater use of electronic format and CDs for distribution of documents and reports.

3. Results achieved:

Part A: Green Procurement Capacity Building

1a. Training for Procurement and Materiel Management Staff - 100% of procurement officers have completed the training.

1b. Training for Staff with Limited Procurement Authority (Also known as IFMS users) - The training materiel for all IFMS users that acquire goods and services includes information on PWGSC Standing Offers and Green procurement.

1c. Training for Acquisition Cardholders - Similar information will be provided in 2010/2011 training material as in 1b for card holders, including best practices in purchasing energy star products. In February 2010, an environmentally preferred product (EPP) display was created to advertise the use less harmful to the environment than the next best alternative.

2. Performance Evaluations
Team Leaders will have in their performance objectives for 2010/2011 to take appropriate measures to meet priorities, targets, and timelines to assist the Government in its commitment to become a model of environmental excellence in its own operations. The Greening of Government Operations encompasses a wide range of activities including:

• Green procurement
• E-Waste
• Environmental performance of vehicle fleet

Procurement Officers, as part of DOJ's commitment to Sustainable Development and Green Procurement, all PGs and/or equivalents acting in this function will have taken course C215E - Green Procurement. The course introduces the Policy on Green Procurement and provides detailed strategies for applying its principles throughout the procurement process.

3. Procurement Processes and Controls

• E-Waste Program - In the National Capital Region which represents 74% of the departmental spend, has incorporated an E-waste program into the departments disposal practices. Regional program, where provincial program exists, are expected to be place by March 2011. If no provincial program exist, regions are expected to follow disposal protocol in the following order:
  • For IT equipment - Computer for Schools
  • Crown Assets
  • Provincial Extended Producer Responsibility Programs
  • Standing Offer for E-waste Recycling
• Battery Disposal Program - 30% completed in the National Capital region.
• Mandate for Recycle Paper - A directive on mandatory use of recycle paper was approved by the National Contract Review Committee.
• The Direct General of Administration Directorate and the Director of Contracting and Materiel Management Division, are members of the Sustainable Development (SD) committee in the Department of Justice. This committee is composed of senior managers from a cross-section of Justice (sectors, portfolios and regional offices) with an interest in sustainability within their associated business operations. The committee supports the work of the SD Champion and secretariat and the various SD networks and more particularly;
  • provides overall guidance on the formulation of SD strategies and implementation plans
  • promotes awareness of SD and understanding of its connection with the work of the department
  • engages management and employees in implementing SD in their respective areas and promotes best practices
  • meets at the call of the chair about once every two months to consider progress in the implementation of SD strategies and proposed actions
  • encourages its members to assume responsibility for managing and reporting on specific implementation activities related to their responsibilities

4. Contributions to facilitate government-wide implementation of green procurement:
Not applicable.

Green Procurement Targets

5. Has the department established green procurement targets?

Yes

6. Summary of green procurement targets:

Part B: Use of Green Consolidated Procurement Instruments

In 2009, the DoJ spent $213K on paper which $195K was against PWGSC Standing Offer, and $174K was recycled paper. Representing 91.8% of the DoJ's paper is purchased through PWGSC Standing Offers, of which 90% was recycled paper. 2010/2011 target 100 % of the purchases to be through PWGSC standing Offer and 100 % will consist of at least 30% recycle content.

Part C: Reduction Initiatives for Specific Goods (Optional/Where Applicable)

In 2009 the DoJ had 4696 FTES, $213K spend on Paper which equates to $45.35 per FTE. 2010/2011 Targets, consist of a 7% reduction per year - $42.18 per FTE.

7. Results achieved:

2009/2010 - the DoJ reached $272,695 ($283,603 less 4% inflation rate on unit price) in acquisitions for paper, a 28% increase in paper purchases. Based on 5000 FTEs in the same fiscal year the cost per FTE has increased to $54.54, a 20.2% increase.

2009/2010, regions and HQ used 100% recycled paper (at least 30% recycle material content), which 91.8% was purchased using PWGSC Standing offer, compared to 91.8% purchased through PWGSC Standing Offers, of which 90% was recycled paper.

Under the Sustainable Development committee, a directive that mandates to purchase of recycle paper was issued in August 2010, it includes ways to reduce paper as well.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

• THE ACCESS TO INFORMATION ACT: FIRST STEPS TOWARDS RENEWAL:
  Report of the Standing Committee on Access to Information, Privacy and Ethics
  • Government Response

• THE PRIVACY ACT: FIRST STEPS TOWARDS RENEWAL:
  Report of the Standing Committee on Access to Information, Privacy and Ethics
  • Government Response

• ENDING ALCOHOL-IMPAIRED DRIVING: A COMMON APPROACH:
  Report of the Standing Committee on Justice and Human Rights
  • Government Response

• STATUTORY REVIEW OF THE DNA IDENTIFICATION ACT:
  Report of the Standing Committee on Public Safety and National Security
  • Government Response

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

No recommendations were received

Internal Audits and Evaluations

Internal Audits (current reporting period)

1. Name of Internal Audit	2. Audit Type	3. Status	4. Completion Date
Salary Management System (SMS)	Financial	Completed	July 2009
Canadian International Development Agency (CIDA) LSU	Comprehensive	Completed	July 2009
Foreign Affairs and International Trade (DFAIT) LSU	Comprehensive	Completed	July 2009
Contribution Auditing	Financial	Completed	July 2009
Records, Document Information Management System (RDIMS)	Systems	Completed	April 2009
Natural Resources Canada (NRCAN) LSU	Comprehensive	Completed	April 2010
Regulatory Law - Ontario	Comprehensive	Completed	March 2010
Budgetary Forecasting and Allocation	Financial	Completed	July 2010
Cost Recovery (Management Framework)	Financial	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
Portfolio Offices (Business & Regulatory Law, Central Agencies, CIPS)	Comprehensive	In Progress
Tax Law - Ottawa	Comprehensive	In Progress
Tax Law - Edmonton	Comprehensive	In Progress
PeopleSoft	Systems	In Progress
Contracting Process (B.C., Prairies, Quebec)	Comprehensive	In Progress
Canada Border Services Agency LSU	Comprehensive	In Progress
Industry Canada LSU	Comprehensive	In Progress
Tax Law Services Portfolio	Comprehensive	In Progress
Electronic Link: http://canada.justice.gc.ca/eng/dept-min/pub/aud-ver/index.html

Evaluations (current reporting period)

1. Name of Evaluation	2. Evaluation Type	3. Status	4. Completion Date
Drug Treatment Courts Funding Program	Summative	Completed	June 2009
Unified Family Courts	Summative	Completed	October 2009
National Anti-Drug Strategy	Formative	Completed	February 2010
Legal Excellence Program	Formative	Completed	June 2010
Informal Conflict Management System	Summative	In-progress	October 2010
Contraventions Act	Formative	In-progress	October 2010
Canada's Action Plan Against Racism (Justice Component)	Summative	In-progress	November 2010
Federal Victims Strategy	Summative	In-progress	November 2010
Aboriginal Justice Strategy	Formative	In-progress	December 2010
Youth Justice Strategy	Summative	In-progress	December 2010