2014–15 Departmental Performance Report
Supplementary Information Tables

Horizontal Initiatives

Name of Horizontal Initiative:

National Anti-Drug Strategy

Name of lead department:

Department of Justice Canada

Lead department program activity:

Stewardship of the Canadian Legal Framework

Start date of the Horizontal Initiative:

2012-13

End date of the Horizontal Initiative:

2016-17 and Ongoing

Total federal funding allocation (start to end date):

$576.1M

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. Through Speech from the Throne 2013 and Economic Action Plan 2014, the Government of Canada expanded the Strategy to include prescription drug abuse. The goal of the Strategy is to contribute to safer and healthier communities through coordinated efforts to prevent illicit drug use and prescription drug abuse, 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 and abusing prescription drugs by enhancing their awareness and understanding of the harmful social and health effects, and to develop and implement community-based interventions and initiatives. 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 outcomes:

*The following have been updated since the 2014-15 Report on Plans and Priorities to reflect the introduction of activities to address prescription drug abuse:

  • Reduced prescription drug abuse in Canada;
  • Reduced demand for illicit drugs in targeted populations and areas;
  • Reduced negative health and social impacts and crime related to illicit drug use and prescription drug abuse; and
  • Reduced supply of illicit drugs.

Governance structure:

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

The 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 and makes recommendations for the consideration of Deputy Ministers, where appropriate. It also oversees the work of the four Director general level working groups.

The Prevention and Treatment Working Group, chaired by Health Canada, oversees the implementation of the Prevention Action Plan and Treatment Action Plans, as well as the work of a Prevention and Treatment Sub-Working Group. 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, which includes making the decisions necessary to advance communication of the initiative to the public and stakeholder groups and ensuring coordination of such communications. It also oversees the work of a Communications Sub-Working Group.

Performance highlights:

In 2014-15, the 12 federal partner departments and agencies involved in the National Anti-Drug Strategy continued their work to contribute to safer and healthier communities through coordinated efforts to prevent use, treat dependence, and reduce the production and distribution of illicit drugs, in addition to undertaking new work to address prescription drug abuse.

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

Federal Partner: Department of Justice Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015

Stewardship of the Canadian Legal Framework

Drug Treatment Court Funding Program

(Treatment Action Plan)

$18.2M $3.6M $3.6M Link 1 Link 1

Youth Justice Fund

(Treatment Action Plan)

$7.9M $1.6M $1.7M Link 2 Link 2
Justice Canada Lead Role for the National Anti-Drug Strategy $1.2M $0.2M $0.3M Link 3 Link 3
Internal Services Justice Canada Lead Role for the National Anti-Drug Strategy $1.1M $0.2M $0.1M
National Anti-Drug Strategy $0.2M $0.0M $0.0M Link 4 Link 4
Total: $28.6MFootnote 1 $5.6MFootnote 1 $5.8MFootnote 1    

Note: Amounts include EBP premiums of 20% and exclude PWGSC Accommodation premiums of 13%.

Expected Results for 2014-15:

Link 1:

Reduced drug substances relapse among drug treatment court clients.

Link 2:
  • 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 in communities for youth involved in the youth justice system.
  • To share knowledge of the piloted drug treatment programs and promising practices with provinces and territories as well as other interested stakeholders.

Immediate Outcomes:

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

Intermediate Outcomes:

  • Increased availability of, and access to, effective treatment services and programs for targeted populations in areas of need.
  • Improved treatment systems, programs and services to address illicit drug dependency in targeted populations in areas of need.
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 Strategy’s governance structure;
  • Leading and coordinating all National Anti-Drug Strategy communications activities; and
  • Taking lead responsibility for accountability, evaluation and performance reporting.
Link 4:

Support the work of Justice programs by providing key corporate services.

Results Achieved in 2014-2015:

Link 1:

Drug Treatment Court (DTC) pilot sites contribute to a reduction in criminal recidivism as well as a reduction in illicit drug use while in the program. Data collected through the Drug Treatment Court Information System show that drug treatment court clients had clean urine screen tests (i.e., no illicit drug use) 50% of the time that they were in the program.

Link 2:

In 2014-15, approval was received to transfer $200,000 under grants to contributions. Grants were used to support small-scale projects such as training or research. However, now that the Drug Treatment Component of the Youth Justice Fund has been in place for many years, the need for training activities has decreased while the request for multi-year pilot projects has increased. Smaller scale projects can still be funded but more funds are now available for the larger pilot projects.

The Youth Justice Fund supported 12 projects to enhance capacity to plan/deliver a range of drug treatment services and programs targeted at young people in conflict with the law. Seven of these projects were ongoing from 2013-14 and five began in 2014-15. Several of these projects provided training for frontline workers on either effective interventions to address substance abuse by youth involved in the youth criminal justice system or on the specific program being developed and implemented.  One of the projects specifically focused on interventions for youth with Fetal Alcohol Spectrum Disorder who also struggle with substance abuse. There were also two projects with provinces which focused on training for frontline staff. The total value of projects with a focus on drug treatment for 2014-15 was $1,635,894 in contributions. Funding from other Youth Justice Fund components was used to enhance the number of Drug Treatment Component projects that could be funded in 2014-15.

Link 3:

In 2014-15, Justice Canada provided effective leadership of the National Anti-Drug Strategy through:

  • Exercising overarching responsibility for policy and coordination;
  • Organizing senior-level committee meetings to discuss future activities, policy, communications, and evaluation and performance reporting;
  • Coordinating National Anti-Drug Strategy communication activities, including making greater use of social media, transferring the Strategy Website to Canada.ca and finalizing a communications strategy;
  • Taking lead responsibility for performance reporting, including working with partner departments to further refine a Performance Measurement Strategy to include work on prescription drug abuse;
  • Leading implementation of the “Management Response and Action Plan to the 2012 Impact Evaluation of the Strategy”; and,
  • Participating in domestic and international drug policy discussions with partner departments.
Link 4:

Provision of corporate services in support of Justice programs.

Federal Partner: Health Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Controlled SubstancesTable Note a

Anti-Drug Strategy Initiatives (ADSI) (formerly Drug Strategy Community Initiatives Fund - DSCIF)

(Prevention Action Plan)

$47.9M $9.6M $8.3M Link 1 Link 1
Controlled SubstancesTable Note a

Anti-Drug Strategy Initiatives (ADSI) (formerly Drug Treatment Funding Program - DTFP)

(Treatment Action Plan)

$80.4M $13.2M $4.6M Link 2 Link 2
First Nations and Inuit Mental Health and Addictions

National Native Alcohol and Drug Abuse Program (NNADAP)

(Treatment Action Plan)

$56.4M $12.1M $11.1M Link 3 Link 3
Controlled Substances

Office of Controlled Substances

(Enforcement Action Plan)

$31.9M $6.4M $5.9M Link 4 Link 4

Transfer to Regional Programs Branch for Compliance and Enforcement activities

(Enforcement Action Plan)

$9.1M $1.8M $2.1M

Drug Analysis Service

(Enforcement Action Plan)

$54.5M $10.8M $11.1M Link 5 Link 5
Total National Anti-Drug Strategy: $280.2M $53.8M $43.0M    
Total Prescription Drug Abuse: $0.0M $0.0M $3.0MTable Note b Link 6 Link 6
Grand Total: $280.2M $53.8MFootnote 1 $46.0MFootnote 1    

Note: Amounts include EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014-15:

Link 1:

DSCIF plans to enhance capacity among targeted populations to make informed decisions about substance use, including illicit drug use and prescription drug abuse, and reduce risk-taking behaviours associated with substance use among youth. In addition, the program will aim to increase the uptake of health promotion and prevention knowledge and resources and increase community engagement in order to prevent substance use among youth. 

Link 2:

DTFP plans to continue its efforts to strengthen substance abuse treatment systems for both illicit drugs and prescription drug abuse. In particular, new projects will focus on assisting in strengthening treatment systems to facilitate the implementation of evidence-informed practices; increasing capacity for planning and evaluating; and enhancing opportunities for knowledge sharing.

Link 3:

First Nations and Inuit Health Branch (FNIHB) plans to increase the availability of, and access to, effective treatment services and programs for First Nations and Inuit populations in areas of need. The progress of this plan will be measured by the nature of new or enhanced services that have been made available through funding in targeted areas and are based on research or best practices. FNIHB also plans to improve treatment systems, programs and services to address illicit drug dependency in First Nations and Inuit populations in areas of need. The progress of this plan will be measured by:

  • the proportion of treatment facilities accredited;
  • the proportion of addictions counsellors in treatment centres who are certified;
  • the changes in stakeholder perceptions regarding the extent to which treatment services have been improved in Strategy-supported investment areas; and
  • the types of collaborative/partnerships with Aboriginal organizations to strengthen systems, programs and services.
Link 4:

The Office of Controlled Substances (OCS) plans to continue its efforts to streamline and increase the transparency of its processes to authorize and issue licenses, permits, registrations and authorizations to perform legitimate activities with controlled substances, precursor chemicals and industrial hemp. OCS will also continue to work with partners and regulated parties to reduce the risk of diversion of controlled substances and precursor chemicals by promoting and monitoring compliance with the Controlled Drugs and Substances Act and its regulations.

Link 5:

The Drug Analysis Service (DAS) plans to:

  • increase effectiveness in gathering, analyzing/sharing intelligence and analyzing evidence related to clandestine laboratories and drug analyses;
  • increase awareness of illicit drug and precursor chemical issues of enforcement officials through training;
  • increase safety in dismantling illicit drug operations;
  • reduce health, safety and security risks associated with illicit drug production; and
  • improve intelligence and evidence of its clients.

The success and progress of this plan will be measured by:

  • the number and nature of clandestine laboratories dismantled with DAS assistance or for which DAS provided support;
  • the number of testimonies in court;
  • the average time to respond to analyses requests and the number and nature of drug exhibits received and analyzed;
  • the number and type of training sessions delivered and the number of participants;
  • the level of clients' satisfaction related to training and to service provided during clandestine laboratories investigations/dismantlements;
  • amount of collaboration with stakeholders and partners;
  • the level of awareness of illegal drug production and trends as well as the risks and safety precautions necessary to safely dismantle illegal drug operations;
  • the number and nature of injuries to law enforcement officers/other first responders and the level of additional risk to the environment as a result of investigation and dismantling of illegal drug operations; and
  • the potential production capacity based on precursors and critical reagents found during a clandestine laboratory dismantlement.
Link 6:

In 2014, the National Anti-Drug Strategy was expanded to include prescription drug abuse, which builds on existing Departmental activities related to substance abuse. This includes activities related to compliance and enforcement, chemical analysis and destruction, addictions prevention and treatment services for First Nations and Inuit support for programs to reduce illicit drug use, and existing research activities.

Investments to Health Canada's FNIHB are expected to enhance prevention and treatment capacity for prescription drug abuse within First Nations communities across Canada.

Canadian Institute for Health Information (CIHI) - Data Collection and Analysis (prescription drug abuse):

This project was initiated at the end of Year 1 (2014-15) and will be developed over the next four years (to March 2019). Planned activities are as follows:

  • begin recruitment of project team;
  • develop a project work plan; and
  • begin planning for an environmental scan of data and information needs and a review of the stakeholder landscape.

Results Achieved in 2014-2015:

Link 1:

In 2014-15, DSCIF projects reported reaching over 89,400 youth, parents, teachers and other community organizations and individuals through the production and dissemination of various products including publications, knowledge exchange mechanisms, multi-media products, promotional materials, direct services and events, and various training opportunities. An evaluation of DSCIF completed in 2014-15 concluded that DSCIF was successful at achieving most of its outcomes including enhancing capacity among targeted populations to make informed decisions about substance use, reducing risk-taking behaviours associated with substance use among youth, increasing the uptake of health promotion and prevention knowledge and resources and increasing community engagement in order to prevent substance use among youth.

Key findings from the evaluation include:

  • Youth improved their capacity (knowledge and skills) to avoid illicit drug uses. 69% of projects reporting on this outcome perceived there was an increase in the level of youth knowledge about how to avoid illicit drug use including increased confidence, awareness of triggers to substance use, development of skills to respond to peer pressure, increased ability to communicate, greater comfort to refuse drugs and development of leadership skills. In addition, 83% of relevant projects reported positive changes in the level and nature of coping, avoidance and resistance skills, including relationship building skills, positive attitude shifts and improvements in family dynamics. Finally, 91% of relevant projects perceived an increase in the level and nature of participant resilience, including self-efficacy and access to support.
  • Capacity changes positively influenced decision-making among youth. 78% of youth assessed against this indicator reported a positive change in intention to use drugs including first use, frequency and nature of use. There was also a statistically significant change, from pre- to post- projects, in the likelihood that youth would use various strategies to avoid or resist drug use. Finally, there was a statistically significant decrease in the likelihood of youth both trying and regularly using marijuana and other illicit drugs over the next 12 months. The number of youth who responded they were very unlikely or unlikely to regularly use marijuana increased from 84% at baseline to 93% post intervention.
  • There has been a reduction in the frequency of the use of illicit drugs in some projects as well as improvements in healthy lifestyle behaviours such as class attendance and school involvement.
  • At the community level, there is evidence of uptake of health promotion and prevention resources generated through DSCIF projects. Information and resources produced by DSCIF projects are being used in classrooms and, more broadly, in schools and communities. They are also being used in youth workers' daily work, incorporated into municipal and organizations' strategic plans and program planning and integrated into organizations' ongoing work.
  • Community engagement is an integral aspect of the DSCIF program and working collaboratively with existing and new partners is inherent to the implementation of DSCIF projects. All projects reporting on this outcome were able to provide strong evidence of engagement of community partners and networks in efforts to prevent illicit drug use and there was a statistically significant change from baseline to post intervention on all dimensions of community capacity. The types of benefits derived from community engagement and the contributions of partners included knowledge/expertise, coordination and linkages with networks of existing services and support for delivery, communications, strategic planning and involvement in strategy and resource creation and dissemination.

Current DSCIF projects continue to report against these outcomes and have started reporting positive findings, especially related to enhancing youth capacity and community engagement. As projects progress in their implementation, it is anticipated the program will gain further evidence to support the achievement of program outcomes.

Link 2: 

Limited performance data was available in 2014-15 to support DTFP reporting against program outcomes. This was due to the majority of contribution agreements not being signed until late in the fiscal year. However, those projects for which information on progress towards outcomes was available reported positive findings, particularly around improving collaboration and knowledge exchange and access to evidence-informed information. To date, projects have reported involving over 1,700 individuals in consultations and have reached over 40,000 individual through the production and distribution of knowledge exchange mechanisms, multi-media products, publications, performance/evaluation tools and reports, standards/guidelines and training/education. Examples of project success include:

  • Nova Scotia launched a collaborative process with district health authorities and other key stakeholders to design a provincial in-patient withdrawal management service delivery model that is client-centred, safe, cost-effective and compliant with all applicable legislation. This has resulted in the development of triage and admission criteria, clinical pathway, policy and process for nurse-led discharge, development of roles and responsibilities for withdrawal management staff and definitions for required competencies for staff.
  • In British Columbia, collaborative activities across health authorities have increased in nature, scope and depth to support collective efforts to enhance awareness, knowledge and capacity at the individual, group and organizational levels. For example, all Health Authorities are participating in the co-creation of knowledge exchange tools and resources to support Trauma-Informed practice, Indigenous cultural safety, and compassionate, inclusive, and engaging service responses. Additionally, trauma-informed practice implementation has begun to shift from a procedural approach to one of relational practice and understanding. Dialogues between and among service providers, self-described trauma champions,  people who have experienced trauma and their families have begun to focus on practice changes that are required to ultimately change the relationship of staff with the people they serve, their families and to their work.
Link 3:

FNIHB undertook activities to increase the availability of, and access to, effective treatment services, improve treatment systems and programs to address illicit drug dependency in First Nations and Inuit populations in areas of need (data for 2014-15 will be available in late summer 2015).

Link 4:

In 2014-15:

  • A total of 1,982 licences (new and renewals) were issued (589 licences for licensed dealers for controlled drugs and precursors and 1,393 hemp licences), with 92% issued within the service standard timelines.
  • A total of 6,023 permits (import and export) were issued (4,971 controlled drugs, 1,019 precursors, 33 hemp), with 98% issued within the service standard.
  • A total of 12,737 routine section 56 exemptions were issued under the Controlled Drugs and Substances Act: 2,243 for scientific exemptions (91% within service standard); 401 for clinical trials (100% within service standard); 2,346 for general methadone prescribing (no service standard); 7,747 for temporary methadone prescribing (100% within service standard). A total of 253 test kit registrations were also issued (no service standard).
  • A total of 525 inspections were conducted, including: 107 to inspect controlled drugs and precursor licensed dealers (100% compliant); 82 to inspect pharmacies (100% compliant); 90 inspections for hemp (100% compliant); 246 inspections for medical marijuana (23 pre-licence inspections, 27 initial inspections - 92% compliant); 175 targeted inspections (93% compliant); and 21 regular inspections (100% compliant).
  • A total of 32 significant compliance actions were performed (5 recalls, 7 warning letters and 20 advertisement letters).
  • Regional Controlled Substances Program (CSP) offices continued to conduct inspections, as well as compliance and enforcement activities of regulated parties, under the Controlled Drugs and Substances Act. These activities reduced the risk of diversion of controlled substances and precursor chemicals to the illicit market.
  • In 2014-15, CSP also worked to build partnerships with other enforcement partners such as provincial pharmacy colleges, as well as local police authorities.

An inspection is defined as non-compliant only if it resulted in significant compliance actions taken on the regulated parties such as a warning letter, conditions on the licence, referral to a provincial college, suspension/revocation of licence, etc.

Link 5:

In 2014-15, the DAS: 

  • Received 114,580 exhibits (47,632 cannabis and 66,948 non-cannabis) and the results of 112,623 exhibits analyzed (46,873 cannabis and 65,750 non-cannabis) were returned to clients within an average of 31 days for regular analyses (DAS service standard is 60 days).
  • Contributed to increased safety in dismantling illicit drug operations by its involvement in 34 suspected clandestine laboratory cases, including on site dismantlement for 18 of them. The majority of the clandestine laboratories dismantled with DAS assistance involved methamphetamine (12) production. There were also MDA, fentanyl, MDMA and GHB laboratories. All (100%) of the clients were satisfied with support provided during investigations/dismantlement of clandestine laboratories.
  • The potential production capacity of these laboratories based on precursors and critical reagents found during dismantlement was approximately 125 kg of Methamphetamine, 82 kg of MDA, 100,000 tablets of Sildenafil/Tadalafil and 135,000 tablets of Alprazolam. Note that some cases investigated in 2014-15 will be completed only in 2015-16.
  • The extent to which operations have been safely dismantled was assessed by tracking the number and nature of injuries and/or environmental risk caused by unsafe handling of chemicals. No injuries and no incidents that would have had an environmental impact were reported in 2014-15 for clandestine laboratories where DAS provided assistance.
  • DAS provided 11 testimonies in court related to drug identification or clandestine laboratories dismantlement.
  • DAS also provided training to law enforcement officers and first responders by delivering 31 training sessions to 800 participants where 98.2% were satisfied with the training provided. Twenty-four covered Drug Analysis and Identification, 9 covered Evidence and Exhibit Sampling, and seven covered Dismantling a Clandestine Laboratory; some sessions covered more than one topic. Among training survey respondents, 97.4% reported an increase in the level of awareness of the danger and safety precautions necessary to safely dismantle illegal drug operations and 94.6% reported an increase in the level of awareness on illegal drug production and trends.
  • Finally, DAS conducted six regional client consultations and participated in numerous regional, national and international committees and working groups, namely: Precursor Authorization Certificate committee; Standard Council of Canada Forensic Working Group; Scientific Working Group on Drugs; BC Drug Surveillance and Intelligence Working Group; Synthetic Drug Initiative (RCMP); and, Comité d'échanges sur les drogues (Quebec).
Link 6:

Prescription Drug Abuse (PDA)

  • The Preventing Drug Abuse campaign focused specifically on marijuana use and prescription drug abuse. The 10-week campaign consisted of two TV ads (one on marijuana, one on prescription drugs) and extensive Web and social media promotion. Health professional outreach (22,500 doctors, 7,000 pharmacists) and the development of video testimonials were used to raise awareness of prescription drug abuse. Planning was initiated to increase the capacity for the number of annual pharmacy inspections carried out to help reduce the diversion of prescription drugs.
  • A Federal/Provincial/Territorial Prescription Monitoring Program (PMP) Network was established and draft workplan prepared. The workplan will guide the PMP Network's efforts to establish PMPs where they do not already exist and to strengthen current PMPs.
  • Support was provided to the Canadian Institute for Health Information (CIHI) to initiate preliminary planning towards prescription drug monitoring and surveillance activities.

The CIHI, in support of data collection and analysis for PDA: hired a manager for the PDA file; conducted consultations with provinces and territories; began a review of existing information (environmental scan); and developed a workplan.

Federal Partner: Canadian Institutes of Health Research

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015

Horizontal Health Research Initiatives

Research on Drug Treatment Models

(Treatment Action Plan)

$4.9M $1.0M $0.8M Link 1 Link 1
Total: $4.9M $1.0M $0.8M    

Note: Amounts exclude EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014-15:

Link 1:

In 2013-14, the Canadian Institutes of Health Research (CIHR) launched a Team Grant Competition under the Canadian Research Initiative on Substance Misuse (CRISM).

The goal of this initiative is to foster Canadian cross-pillar research dedicated to the refinement, validation and implementation of existing and proposed programs and interventions in addiction.

Starting in 2014-2015, it is anticipated that three to five teams, called nodes, will be funded through this competition. The goal of these nodes is to develop infrastructure for clinical research. They will be composed of both researchers and service providers. Together, these nodes will form a research network able to undertake national studies of substance misuse in Canada.

The research done by the network will be funded through study grants awarded to the nodes. The first competition for study grants will be launched in the spring of 2014 with a 2014-15 funding start to support specific research projects. By using this structure of nodes and study grants, CIHR is creating a network with the ability to conduct a series of research projects at the national level based on priorities.

A workshop will be organized for the research network members with the purpose of interacting and reporting on current projects of the network, developing strategies for the dissemination and implementation of research results, and developing future projects based on strategic priorities.

Results Achieved in 2014–15:

Link 1:

In June 2014, the research network members attended a workshop in collaboration with the United States' National Institute on Drug Abuse to present their individual team projects and infrastructure planning.

In October 2014, CIHR received five applications in the CRISM Team Grant competition which were reviewed by an international peer review panel. As a result, in December 2014, CIHR started funding four teams (nodes) to conduct national studies of substance misuse. The nodes are located in British Columbia, the Prairies, Ontario and Quebec (which also includes the Maritime provinces). The establishment of these nodes provides the infrastructure for clinical research by researchers, service providers and representatives of people who abuse substances.

Federal Partner: Department of Public Safety Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Law Enforcement

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

(Enforcement Action Plan)

$3.9M $0.6M $0.3M Link 1 Link 1
Internal Services $0.1M $0.0M $0.0M Link 2 Link 2
Total: $4.0M $0.6M $0.3M    

Note: Amounts include EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014-15:

Link 1:

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

Link 2:

Support the work of the program by providing key corporate services.

Results Achieved in 2014–15:

Link 1:

In 2014-15, Public Safety indirectly contributed to increased capacity for drug enforcement and prosecution of illicit drug producers and distributors through the coordination of the Enforcement Working Group, participation in the Synthetic Drug Initiative working group, and National Council Against Marihuana Grow Operations and Clandestine Labs. Public Safety has worked with the Canadian Centre on Substance Abuse (CCSA) and continues to co-chair the Implementation Team for the Enforcement Pillar of the CCSA-led Strategy, First Do No Harm: Responding to Canada's Prescription Drug Crisis. Further responding to the problem of prescription drug abuse in Canada, Public Safety worked with the Canadian Association of Chiefs of Police (CACP) and Health Canada to implement Canada's second National Prescription Drug Drop-off Day in May 2014. In an effort to address the issue of performance enhancing drugs in sport, Public Safety initiated discussions between the Canadian Centre for Ethics in Sport, the Royal Canadian Mounted Police (RCMP), and the Canada Border Services Agency (CBSA) to identify enhanced information and intelligence sharing opportunities.

Public Safety has provided input and participated in domestic and international fora including the United Nations Office of Drugs and Crime Commission on Narcotic Drugs (CND), the Inter-American Drug Abuse Control Commission (CICAD), the Association of Southeast Asian Nations (ASEAN) Regional Forum Workshop on Precursor Chemicals and Synthetic Drugs, as well as other bilateral meetings related to common security issues (e.g., Canada-U.S.).

Link 2:

Supported the work of the program by providing key corporate services.

Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Federal Policing (formerly Drugs and Organized Crime)

Federal Policing Public Engagement (FPPE)
(formerly Drugs and Organized Crime Awareness Services)

(Prevention Action Plan)

$14.5M $2.9M $2.9M Link 1 Link 1

Federal Policing Project-Based Investigations
(formerly Marijuana and Clandestine Lab Teams/Proceeds of Crime)

(Enforcement Action Plan)

$112.5M $22.5M $22.5M Link 2 Link 2
Total: $127.0M $25.4M $25.4M    

Note: Amounts include EBP premiums of 20% and exclude PWGSC Accommodation premiums of 13%.

Expected Results for 2014-2015:

Link 1:

In 2014-15 the RCMP, through partnerships with internal and external departments, will increase awareness of organized crime and the nature, extent and consequences of substance use/abuse among youth, professionals and the general public.

Link 2:

In 2014-15 the RCMP will increase efforts abroad, through initiatives that will allow the RCMP to interdict drugs and precursors destined for Canada and in turn disrupt the organized criminal networks behind these illegal enterprises.

Results Achieved in 2014–15:

Note:

The RCMP fully spent its annual funding appropriation in support of the objectives of the National Anti-Drug Strategy. In addition, the RCMP incurred expenditures above and beyond the appropriation noted above as a result of its efforts to deliver against the broader mandate(s) of this horizontal initiative.

Link 1:

In 2014-15, RCMP personnel trained, presented to, engaged with, and provided information in the advancement of NADS prevention objectives to approximately 90,000 people.  Although primarily engaged with youth, this figure includes formal presentation or training of approximately 5,000 people in frontline public safety roles, health care, educational institutions, NGOs, and community-based resource people such as adult leaders and mentors.

Awareness and prevention activities and products were delivered for youth, parents, workplaces, industries, and community audiences across Canada. 

Opportunities were developed to further inform, train, and share knowledge with other departments and levels of government, non-governmental organizations (NGOs), and partner law enforcement and public safety agencies. The focus was on delivery of programs via partnerships, horizontal communication, and training of coordinators and front line police officers. These initiatives took an integrated approach, which increased the exchange of information with partners and their level of participation. Having some programs that were community and partner led (“police assisted”) facilitated broader ownership and acceptance of programs, and promoted shared responsibility.

Through stronger internal collaboration with RCMP Contract Policing resources, staff of Federal Policing Public Engagement (which includes the work of the former “Drugs and Organized Crime Awareness Service”) began working more closely with human service entities from all levels of government and from a variety of disciplines. This included hospital staff, education and school or school board personnel, social workers, youth workers, mental health specialists, disability case managers, addictions counsellors, corrections officers, parole officers, probation staff, paramedics, and other police. Steps were taken to formalize relationships and information-sharing protocols whereby multi-disciplinary interventions could be implemented locally in cases of acutely elevated risk. The result is that more enduring and sustainable solutions are being achieved, public resources are better coordinated, increasing the ability to focus on root causes at earlier stages.

Key programs and initiatives delivered by the RCMP in 2014-15 included:

  • Aboriginal Shield Program (ASP) was created to enable Aboriginal youth to make informed healthy lifestyle choices regarding substance abuse, the lure of gangs, and criminality – presenting youth with positive alternatives supporting developmental asset building. 
  • Drug Abuse Resistance Education (DARE) is a comprehensive drug education/prevention program designed to equip students from kindergarten to grade 12 with the skills to recognize and resist pressures to experiment with drugs, and participate in other risky behaviours.
  • Drugs and Sport raises awareness of the impact of substance abuse among sport participants, and offers positive alternatives to drug use among young athletes.
  • Drug Awareness Officers Training provides RCMP officers with knowledge and understanding of addiction, prevention, drug symptomology, emerging issues and trends, drug awareness service initiatives and resources, community mobilization, facilitation skills, media messaging, and age-appropriate education.
  • Drug Endangered Children (DEC) is an initiative aimed at early intervention in the cycle of child abuse caused by exposure to drug activity.
  • Drugs in the Workplace promotes safe and drug-free workplaces by raising awareness of the impacts of drug use in the workplace, empowering participants to recognize the signs and symptoms, assisting employers and peers to see their shared responsibility for the intervention and support of employees with substance abuse issues.
  • Kids and Drugs is an education and prevention program designed to inform and assist parents looking to prevent their children from abusing drugs.
  • Prescription Drug Abuse-related initiatives included efforts to improve public awareness, increase community and stakeholder support for prevention and treatment, participate on committees with partners such as provincial and territorial health representatives and pharmacists, and to enhance prevention and treatment services in First Nations communities.
  • Synthetic Drug Initiative engages parents and youth to inform and educate them of the dangers involved with synthetic drugs, more specifically ecstasy. It also includes an educational DVD used to raise awareness about the dangers resulting from the presence of clandestine drug laboratories in Canadian neighbourhoods.
  • A mobile application (App) for drugs and organized crime awareness was created and launched by the RCMP’s “C” Division (Quebec), with the assistance of the Health Canada lab in Montreal.  Available for iOS devices, Android, and Blackberry, the App provides fast and easy access to a wide range of information and facts about drugs, trends, and the impacts of organized crime.  Intended primarily for young people and their parents, human service partners in Quebec are also accessing it for information and photographs of the most prevalent substances being abused, methods of consumption, visible signs and symptoms, and information about the legal context.
  • Community Prevention Education Continuum (CPEC) is delivered in British Columbia and focuses on bringing the community and police together to help youth make safe, responsible and healthy choices in life.
  • Organized Crime (OC) Presentations involve the partnering of the RCMP with schools, community groups, NGOs, other federal, provincial and territorial agencies, and industry to share knowledge, awareness and other information about harms associated with illicit substances and organized crime.
  • Counter-Gang programs feature awareness, prevention and intervention strategies and action plans are customized and targeted in response to locations and communities where the greatest dangers from gang actions have become evident.
Link 2:

In 2014-15, the RCMP continued its progress on enforcement initiatives identified through joint collaboration with government partners under the National Anti-Drug Strategy.

Since 2009, the RCMP has implemented its Synthetic Drug Initiative (SDI) which is focused on reducing the production and distribution of illegal synthetic drugs in Canada and reducing the overall influence of organized crime on drug trafficking in Canada. The SDI’s goal is to bring all government partners together under the NADS in order to develop joint initiatives aimed at the abatement of the synthetic drug problem in Canada.  This initiative was reviewed in 2014-15 to address evolving trends. 

Project Catalyst is a joint initiative between the RCMP and CBSA that focuses on information sharing which is critical to understanding and investigating the movement and use of precursor and essential chemicals in the manufacture of illicit synthetic drugs. Project Catalyst provided opportunities for further joint operations against illicit substances at various Canadian ports of entry in 2014-15. Successful interdiction operations relating to the importation of illicit substances were completed.

At the international level, in 2014-15, the RCMP and CBSA provided assistance to Public Safety Canada in presenting to the Association of Southeast Asian Nations (ASEAN) the Canadian approach to joint operations, including information on the Catalyst model. As well, the RCMP received a request for training assistance from the People’s Republic of China. The training assistance will focus on synthetic drug investigations from the initiation of the investigation to the seizure of clandestine laboratories.

In 2014-15, the RCMP continued to maintain its relationship with the Canadian chemical industry by providing training related to chemical diversion. The RCMP’s Chemical Diversion Program has evolved in the new RCMP Federal Policing service delivery model through an “alert-bulletin” system, which continues to be used for a series of unregulated essential chemicals being sought for the production of synthetic drugs by illicit producers. Many tips were received from the chemical industry, allowing investigators to initiate investigations that led to the identification of new targets involved in the illicit synthetic drug trade.

During the reporting period, several investigations across the country included seizure of quantities of illicit substances including, but not limited to, methamphetamine, precursor chemicals and new psychoactive substances.

Marihuana Grow Operations

Since 1989, the RCMP has been conducting an annual joint forces operation with the Canadian Armed Forces, known as Operation SABOT. SABOT is a yearly detection and eradication operation targeting outdoor marihuana grow operations during the late summer/early fall period.  With the assistance of the Royal Canadian Air Force, RCMP investigators deploy helicopters and crews, across Canada in order to locate and dismantle outdoor marihuana plantations. In 2014-15, logistical issues and circumstances prevented the deployment of the operation planned in the Maritimes. However, assets were redistributed in Quebec, leading to a successful iteration of SABOT with the seizure of more than 28,300 plants.

Federal Partner: Correctional Service Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Correctional Interventions

Case Preparation and Supervision of provincial Offenders

(Enforcement Action Plan)

$30.5M $1.9M $1.9M Link 1 Link 1
Total: $30.5M $1.9M $1.9M    

Note: Amounts include EBP premiums of 20% and exclude PWGSC Accommodation premiums of 13%. The ongoing amount of funding received is based on an average number of 43 offenders.

Expected Results for 2014–15:

Link 1:

Timely case preparation; rate of offenders successfully reintegrated into the community.

Results Achieved in 2014–15:

Link 1:

CSC receives $1.9M yearly to cover the cost associated with the case preparation and supervision of provincial offenders convicted of a drug offence (Schedule II).

During 2014-15, CSC supervised on average 42 provincial offenders convicted of a Schedule II offence (drug offence), which is very similar to 2013-14 (43 offenders). The residency rates are also similar to the 2013-14 rate, with an average of 27 offenders with a residency requirement (66% of the supervised provincial offender population with a Schedule II offence).

With respect to case preparation, the data point was refined early in 2014-15 in order to more accurately reflect case preparation activities both pre- and post-release. This change is preventing the direct comparison between the last two years. A total of 849 case preparation reports (pre- and post- release) were completed in 2014-15 for the entire provincial population under CSC's jurisdiction.

Overall, the data is demonstrating that the number of provincial offenders under CSC's jurisdiction has remained relatively constant in 2014-15, including the number of offenders being gradually transitioned through community-based accommodations. The proportion of provincial offenders with a Schedule II offence, compared to the overall supervised provincial population, has slightly decreased by 5%.

Federal Partner: Parole Board of Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Conditional Release Decisions

Conditional Release Decisions

(Enforcement Action Plan)

$5.6M $1.1M $0.8M Link 1 Link 1
Conditional Release Decisions Openness and Accountability

Conditional Release Decisions Openness and Accountability

(Enforcement Action Plan)

$2.1M $0.4M $0.5M Link 2 Link 2
Internal Services Internal Services $1.7M $0.3M $0.1M Support to Programs Support to Programs
Total: $9.4M $1.8MFootnote 1 $1.4M    

Note: Amounts include EBP premiums of 20% and PWGSC Accommodation premiums of 13%. It also includes reductions following the 2008 Strategic Review and the 2011 Departmental Reduction Action Plan.

Expected Results for 2014–15:

Link 1:

Conditional release decisions and decision processes that safeguard Canadian communities.

Link 2:

Parole Board of Canada (PBC) operates in an open and accountable manner, consistent with the Corrections and Conditional Release Act (CCRA).

Results Achieved in 2014–15:

Link 1:

This funding provided the PBC with the capacity to effectively manage its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. PBC collects information and reports 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). As provincial parole reviews are by application only, the number received varies from year to year and is not directly related to the number of incarcerated offenders. Only a portion of the resources were needed in 2014-15 as the number of reviews impacted by the mandatory minimum penalty legislation decreased slightly from the previous fiscal year.

Link 2:

This funding provided the PBC with the capacity to provide information and assistance to victims of crime, observers at hearings and individuals who seek access to the decision registry as a result of offenders sentenced under the provisions of the new legislation. In a similar manner, PBC reports on the extent of involvement of victims, and observers in conditional release processes and the level of satisfaction of these individuals with the information and assistance provided by PBC. As provincial parole reviews are by application only, the number received varies from year to year and is not directly related to the number of incarcerated offenders. Only a portion of the resources were needed in 2014-15 as the number of reviews impacted by the mandatory minimum penalty legislation decreased slightly from the previous fiscal year.

Federal Partner: Office of the Director of Public Prosecutions

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Drug, Criminal Code, and terrorism prosecution program

Prosecution and Prosecution-related Services

(Enforcement Action Plan)

$17.0M $3.4M $21.0M Link 1 Link 1

Prosecution of Serious Drug Offences under the CDSA

(Enforcement Action Plan)

$36.2M $7.2M $2.4M Link 2 Link 2
Internal Services Prosecution and Prosecution -related Services $2.5M $0.5M $2.6M Link 3 Link 3
Prosecution of Serious Drug Offences under the CDSA $5.3M $1.1M $0.3M
Total: $61.0M $12.2M $26.3M    

Note: Amounts include EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014–15:

Link 1:

Provision of pre-charge legal advice and litigation support, as well as prosecution of serious 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 mandatory minimum penalties.

Link 3:

Support the work of the program by providing key corporate services.

Results Achieved in 2014–15:

Link 1:

In 2014-15, the Office of the Director of Public Prosecutions (ODPP) handled 25,299 litigation files dealing with drug production and distribution offences (pursuant to CDSA sections 5(1), 5(2), 6(1), 6(2), 7(1), 7(2) and 7.1).  Files are handled by staff prosecutors and Crown agents. These include new files opened in 2014-15 (10,952) as well as files carried over from previous fiscal years against which time has been recorded (14,347). Of these, 21,999 included distribution offences, whereas 839 included production offences.  An additional 1,837 files included both production and distribution offences. The remaining 624 files are CDSA-related but have not yet been updated to indicate which charge applies. Actual spending reflects incremental in-house prosecution costs only since agent costs fall under the Drug Prosecution Fund.

Link 2:

In 2014-15, the ODPP handled 2,161 National Anti-Drug Strategy-related files, which included 3,516 charges involving mandatory minimum penalties (MMPs) under the CDSA, dedicating 32,698 hours to the conduct of these files.

Link 3:

In 2014-15, the ODPP allocated 11% of overall National Anti-Drug Strategy-related expenditures for corporate support to in-house legal staff.

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Risk Assessment

Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services

(Enforcement Action Plan)

$9.9M $1.6M $1.6M Link 1 Link 1
Admissibility Determination $0.0M $0.2M $0.2M
Internal Services

Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services

(Enforcement Action Plan)

$8.1M $1.5M $1.5M Link 2 Link 2
Total: $18.0M $3.3M $3.3M    

Note: Amounts include EBP premiums of 20% and exclude PWGSC Accommodation premiums of 13%.

Expected Results for 2014–15:

Link 1:

Continue to increase awareness and capacity to gather information and intelligence on illicit drug issues relative to the border.

Continue to increase intelligence support to regional enforcement activities to interdict goods entering and leaving Canada under the National Anti-Drug Strategy.

Continue to improve relationships and communication with partner agencies under the Strategy to identify opportunities and improve intelligence activities such as targeting and information sharing related to illicit drugs and other goods (such as precursor chemicals) identified under the Strategy as they relate to the border.

Link 2:

Support the work of the CBSA programs by providing key corporate services.

Results Achieved in 2014–15:

Link 1:
  • The CBSA has undertaken numerous projects and analytical products to promote situational awareness and operational intervention and disruption of drug smuggling in 2014-15. The CBSA has successfully operationalized intelligence information to coordinate an ongoing operation, targeting a specific drug smuggling organization. As a result, the CBSA identified network facilitators and interdicted six couriers at Canadian Ports of Entry with over 50 kg of narcotics.
  • Key projects in 2014-15 included a dedicated effort to combat internal conspiracies; this has resulted in the identification of over 70 internal conspiracies and the seizure of approximately 1,332 kg of drugs. As well, as a result of these coordinated efforts, internal conspiracy networks were identified and disrupted in several foreign jurisdictions.
  • In addition, the CBSA intelligence analysis and briefings of the CBSA frontline staff and law enforcement partners (domestically and increasingly internationally) led to successful seizures in 2014-15, with the CBSA seizing: 1,967 kg of cocaine; 228 kg of heroin; 256 kg of opium; and 1,430 kg of cannabis.
Link 2:
  • The CBSA Science and Engineering Directorate (CBSA Laboratory) continues to assist in the determination of the number and nature of seizures related to illicit drug production, and contributes to the identification of trends for its National Anti-Drug Strategy partners. In 2014-15, the laboratory analyzed 5,601 suspected contraband substances (including drug precursors) and participated in a large mobile laboratory operation which involved the analysis of approximately 500 additional samples over a three-week period.
  • Furthermore, the CBSA Laboratory continues to investigate field tools to assist in the testing and sampling of drugs and precursor chemicals.  In 2014-15, the laboratory evaluated the suitability of several pieces of detection equipment for use in the field and developed a method of depositing known amounts of drugs on surfaces to help evaluate sampling efficiencies. The laboratory also systematically investigated potential false positive alarms using current field testing equipment (Ionscan, Narcotics Identification Kits (NIK) tests) to improve the use of equipment in an operational setting.

Federal Partner: Department of Foreign Affairs, Trade and Development Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Diplomacy and Advocacy

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

(Enforcement Action Plan)

$4.5M $0.9M $0.9M

Link 1

Link 2

Link 1

Link 2

Total: $4.5M $0.9M $0.9M    

Note: Amounts exclude EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014–15:

Link 1:  

To assist UNODC in fulfilling its mandate in the fight against drugs and transnational crime.

Link 2:

To assist CICAD to fulfill its mandate in the fight against drugs in the Americas.

Results Achieved in 2014–15:

Link 1:
  • No contribution request was submitted by the UNODC.
Link 2:
  • The entire Annual Voluntary Contribution funding was provided to the Organization of American States (OAS) CICAD, and has maximized the impact of the organization's efforts to facilitate a greater international coordination and collaboration of beneficiary States and government entities in the international counter-narcotics efforts in the Americas.
  • The OAS-CICAD capacity-building program has: strengthened the Drug Information Networks (DINs) in the Caribbean; launched the implementation of a DIN in Latin America; enhanced the national authorities' capacity to monitor and analyze of the impact of illicit drugs in the Americas; and facilitated the evaluation and expansion of the Caribbean drug treatment courts.
  • Through this funding, the Multilateral Evaluation Mechanism (MEM) has implemented its activities in support of hemispheric drug policies.

All of the above have added support to the efforts to reduce the flow of illicit drugs into Canada, and the impact of drug trafficking organizations on Canadian and international security.

Federal Partner: Canada Revenue Agency

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Reporting Compliance

Small and Medium Enterprises Directorate

(Enforcement Action Plan)

$5.0M $1.0M $1.0M Link 1 Link 1
Total: $5.0M $1.0M $1.0M    

Note: Amounts include EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014–15:

Link 1:
  • 30 audits of taxpayers involved in the production and distribution of illegal drugs resulting in (re)assessments of $2.0M of federal taxes.
  • Leads will be obtained by the Criminal Investigations Directorate via their Liaison Officers, from the RCMP, and from other enforcement agencies involved in enforcement activities relating to illegal drug use, production and distribution and forwarded to the Small and Medium Enterprises Directorate to be considered for audit.
  • Emphasis will continue to be placed on intelligence-led strategic file selection in an effort to reduce the profitability of illegal/criminal activities in this sector.

Results Achieved in 2014–15:

Link 1:
  • 25 audits of taxpayers involved in the production and distribution of illegal drugs resulting in (re)assessments of $10.3M of federal taxes.
  • Leads were obtained by the Criminal Investigations Directorate, from the RCMP, and from other enforcement agencies involved in enforcement activities relating to illegal drug use, production and distribution and forwarded to the Small and Medium Enterprises Directorate for audit.
  • High quality referrals from the RCMP resulted in a higher than expected recovery result.

Federal Partner: Public Works and Government Services Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Specialized Programs and Services

Forensic Accounting Management Group

(Enforcement Action Plan)

$3.0M $0.6M $0.6M Link 1 Link 1
Total: $3.0M $0.6M $0.6M    

Note: Amounts include EBP premiums of 20% and PWGSC Accommodation premiums of 13%.

Expected Results for 2014–15:

Link 1:

Increased operational capacity to provide forensic accounting services to law enforcement agencies. Forensic accounting services assist law enforcement and prosecution agencies in determining whether the assets of suspects were derived from criminal activities, thereby allowing the Government of Canada to seize the assets and remove the financial incentives for engaging in criminal activities.

Results Achieved in 2014–15:

Link 1:

The Forensic Accounting Management Group utilized three resources (Senior Forensic Accountants) with the funding received from the National Anti-Drug Strategy. These resources helped to increase the overall operational capacity of National Anti-Drug Strategy-related files and increased the forensic accounting services offered to law enforcement agencies. Forensic accounting services assist law enforcement and prosecution agencies in determining whether the assets of a suspect were derived from criminal activities, thereby allowing the Government of Canada to seize the assets and remove the financial incentives for engaging in criminal activities.

Federal Partner: Financial Transactions and Analysis Centre of Canada

Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2014-2015
Actual Spending for 2014-2015 Expected Results for
2014-2015
Results Achieved in
2014-2015
Financial Intelligence Program

Financial Intelligence Program

(Enforcement Action Plan)

$0.0M $0.0M $0.7M Link 1 Link 1
Total: $0.0M $0.0M $0.7M    

Expected Results for 2014–15:

Link 1:

In 2014-2015, the Financial Transactions and Analysis Centre of Canada (FINTRAC) will continue to be an unfunded partner within the National Anti-Drug Strategy. Given the importance of the Strategy, FINTRAC will continue to work with law enforcement and intelligence agencies to ensure they receive financial intelligence related to drug production and distribution that is useful for further actions. This intelligence will be produced as FINTRAC will continue to closely align its financial intelligence products with the needs and priorities of our partners.

Results Achieved in 2014–15:

Link 1:

In 2014-15, FINTRAC disclosed a total of 1,260 cases to law enforcement, including 334 unique cases that related to at least one drug-related offence, an increase of over 9% from the 306 unique drug-related disclosures made in 2013-14.

In 2014-15, over 27% of FINTRAC case disclosures related to suspicions of money laundering or terrorist financing where the predicate offence is believed to be drug distribution or production.

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.

In 2013–14, over 27% of FINTRAC case disclosures related to suspicions of money laundering or terrorist financing where the predicate offence was believed to be drug distribution or production.

Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2014–15 Total Actual Spending for All Federal Partners for 2014–15
$567.7M $108.1M $114.4M

Comments on Variances:

Health Canada:

Anti-Drug Strategy Initiatives (ADSI) formerly Drug Strategy Community Initiatives Fund (DSCIF) and Drug Treatment Funding Program (DTFP)

DSCIF: The variance between planned and actual spending is due to new projects funded from a July 2014 call for proposals on prescription drug abuse which only commenced March/April 2015.

DTFP: The variance between planned and actual spending is due to a call for proposals launched in January 2014 with new contribution agreements only signed between October 2014 and April 2015. Significant time was required for agreements to be negotiated and signed with Provincial and Territorial governments given processes in each jurisdiction.

National Native Alcohol and Drug Abuse Program (NNADAP)

Total Allocation and Planned Spending increased from figures reported in the 2014-15 Report on Plans and Priorities for the NNADAP to reflect additional funding received for Mental Wellness Teams under the National Anti-Drug Strategy. Mental Wellness Teams are recognized as a key initiative resulting from planning and policy development partnerships with National Aboriginal Organizations.

The National Anti-Drug Strategy represents a component that supports the NNADAP. The variance is due to actual spending related to program management being lower than anticipated.

Office of Controlled Substances

The variance between planned and actual spending is due to destruction costs from law enforcement being lower than anticipated due to their demand driven nature.

Prescription Drug Abuse (PDA)

Funds of $44.3M for the Health Portfolio related to PDA were approved in December 2014, providing five year funding (2014-15 to 2018-19). These funds were approved after the publishing of the Report on Plans and Priorities last year. In 2014-15, Health Canada was approved for total PDA funding of $3.2M. The spending associated with this funding is identified separately in the financial table. PDA's approved allocation for the period being reported (2012-13 to 2016-17) is $21.4M.

In addition to the $6.7M total allocated over five years (2014-15 to 2018-19) for PDA public awareness activities, Health Canada committed an additional $2M in one-time departmental funding for advertising in 2014-15. For fiscal year 2014-15, $5.5M was funded through the Central Advertising Fund for the Preventing Drug Abuse (Marijuana and Prescription Drug Abuse) advertising campaign.

Correctional Service Canada:

Following a full review of the impact of the mandatory minimum penalty legislation, the funding requirements for 2013-14 and future years have been assessed at approximately $1.7M annually. As a result, CSC requested only a partial release of the $6.1M annually that was held in a frozen allotment, with the balance being returned to the federal finances.

Parole Board of Canada:

As provincial parole reviews are by application only, the number received varies from year to year and is not directly related to the number of incarcerated offenders. Only a portion of the resources were needed in 2014-15 as the number of reviews impacted by this legislation change decreased slightly from the previous fiscal year.

Office of the Director of Public Prosecutions (ODPP):

The increase in actual spending is mainly due to the higher proportion of hours spent on files carried over from previous fiscal years that came before the courts in 2014-15 (224,714 hours or 82% of overall time recorded) as well as a high proportion of moderate and high-complexity files. This includes 570 files that include organized crime components. Also, it should be noted that most National Anti-Drug Strategy files include charges other than those related to serious drug offences under the CDSA, mainly Criminal Code charges.  As a result, the time entered on such files will constitute an overestimation of actual National Anti-Drug Strategy-related activity. Since time recorded against litigation files is not initiative- or charge-specific, it is not possible to specifically attribute an exact number of hours to specific charges. The ODPP's A-base funding, Drug Prosecution Fund (for Crown agent costs), and funding stemming from the former Canada's Drug Strategy as well as National Anti-Drug Strategy funding itself, have so far been sufficient to cover costs related to incremental increases in National Anti-Drug Strategy prosecutions and prosecution-related activity.

Results achieved by non-federal partners (if applicable):

N/A

Contact information:

Jennifer Goldstone
A/Head, National Anti-Drug Strategy
Youth Justice and Strategic Initiatives Section
(613) 948-7410
Jennifer.Goldstone@justice.gc.ca

Date modified: