2013-14 Report on Plans and Priorities

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Section I: Organizational overview

Raison d’être

The Department of Justice has the mandate to support the dual roles of the Minister of Justice and the Attorney General of Canada.

Under Canada’s federal system, the administration of justice is an area of shared jurisdiction between the federal government and the provinces and territories. The Department supports the Minister of Justice in his responsibilities for 49 statutes and areas of federal law by ensuring a bilingual and bijural national legal framework principally within the following domains: criminal justice (including youth criminal justice), family justice, access to justice, Aboriginal justice, public law and private international law.

The Department also supports the Attorney General as the chief law officer of the Crown, both in terms of the ongoing operations of government and of the development of new policies, programs and services for Canadians. The Department provides legal advice to the Government and federal government departments and agencies, represents the Crown in civil litigation and before administrative tribunals, drafts legislation and responds to the legal needs of federal departments and agencies.

Responsibilities

The Department of Justice was officially established in 1868, when the Department of Justice Act was passed in Parliament. The Act laid out the roles and responsibilities of the Department as well as those of the Minister of Justice and Attorney General of Canada.

The Department of Justice fulfills three distinctive roles within the Government of Canada. It acts as:

The Department of Justice has approximately 4,800 dedicated, full-time-equivalent employees. Nearly 60 percent of these employees are located in the National Capital Region, while the other 40 percent provide a strong national presence through a network of regional offices and sub-offices positioned across the country.

Roughly one half of departmental staff are lawyers. The other half is made up of a broad range of professionals, including paralegals, social scientists, program managers, communications specialists, administrative services personnel, computer service professionals, and financial officers.

Strategic Outcomes and Program Alignment Architecture

The Department of Justice has two strategic outcomes that reflect the dual roles of the Minister of Justice and Attorney General of Canada:

Strategic Outcome 1
A fair, relevant and accessible Canadian justice system
Strategic Outcome 2
A federal government supported by high-quality legal services

The Department contributes to the achievement of these strategic outcomes by:

The following graphic presentation provides an overview of the Department’s programs and illustrates the linkages between the strategic outcomes, programs, sub-programs, and sub-sub-programs, and how these support the Government of Canada.

2013-14 Program Alignment Architecture

Program Alignment Architecture (PAA) for Fiscal Year 2013-14, described below

Program Alignment Architecture (PAA) for Fiscal Year 2013-14 - Text Description

Department of Justice Canada Program Activity Architecture

This diagram presents the Department of Justice Canada's Program Alignment Architecture (PAA). It consists of five levels assembled in a hierarchy. The Programs, in order from top to bottom, are: Government of Canada Outcome Areas, Strategic Outcomes, Programs, Sub Programs and Sub-Sub Programs.

Government of Canada Outcome Areas

Social affairs
A safe and secure Canada
Government affairs
Well-managed and efficient government operations

Strategic Outcomes

Strategic Outcome A - A fair, relevant and accessible Canadian justice system supports Social affairs, A safe and secure Canada.

Strategic Outcome B - A federal government that is supported by high-quality legal services supports Government affairs, well-managed and efficient government operations.

Programs

  • Program A1 - Stewardship of the Canadian Legal Framework supports Strategic Outcome A: A fair, relevant and accessible Canadian justice system.
  • Program A2 - Office of the Federal Ombudsman for Victims of Crime supports Strategic Outcome A: A fair, relevant and accessible Canadian justice system.
  • Program B1 - Legal Services to Government Program supports Strategic Outcome B: A federal government that is supported by high-quality legal services.
  • Program C1 - Internal Services supports both strategic outcomes.

Sub-Programs

  • Four sub-programs support Program A1 – Stewardship of the Canadian legal framework:
    • Sub-program A1.1 Criminal Justice;
    • Sub-program A1.2 Family Justice;
    • Sub-program A1.3 Access to Justice; and,
    • Sub-program A1.4 Aboriginal Justice.
  • Program A2 – Office of the Federal Ombudsman for Victims of Crime has no supporting sub-programs.
  • Program B – Legal Services to Government Program has no supporting sub-programs.
  • Program C – Internal Services is supported by three sub-programs:
    • Sub-program C1.1 Governance and Management Support;
    • Sub-program C1.2 Resource Management Services;
    • Sub-program C1.3 Asset Management Services.

Sub-Sub-Programs

  • Four sub-sub-programs support Sub-program A1.1 Criminal Justice framework:
    • Sub-sub-program A1.1.1 Youth Justice;
    • Sub-sub-program A1.1.2 Illicit Drugs;
    • Sub-sub-program A1.1.3 Victims of Crime;
    • Sub-sub-program A1.1.4 Integrated Market Enforcement Teams Program.
  • Seven sub-sub-programs support Sub-program A1.3 Access to Justice:
    • Sub-sub-program A1.3.1 Legal Aid;
    • Sub-sub-program A1.3.2 Special Advocates Program;
    • Sub-sub-program A1.3.3 Court-Ordered Counsel in Federal Prosecutions;
    • Sub-sub-program A1.3.4 Justice Partnership and Innovation Program;
    • Sub-sub-program A1.3.5 Official Languages;
    • Sub-sub-program A1.3.6 Contraventions;
    • Sub-sub-program A1.3.7 Access to Justice in the Territories.
  • Two sub-sub-programs support Sub-program A1.4 Aboriginal Justice:
    • Sub-sub-program A1.4.1 Aboriginal Justice Strategy;
    • Sub-sub-program A1.4.2 Aboriginal Courtwork Program.
  • Three sub-sub-programs support Sub-program C1.1 Governance & Management Services:
    • Sub-sub-program C1.1.1 Management and Oversight;
    • Sub-sub-program C1.1.2 Communications;
    • Sub-sub-program C1.1.3 Legal.
  • Five sub-sub-programs support Sub-program C1.2 Resource Management Services:
    • Sub-sub-program C1.2.1 Human Resources Management;
    • Sub-sub-program C1.2.2 Financial;
    • Sub-sub-program C1.2.3 Information Management;
    • Sub-sub-program C1.2.4 Information Technology;
    • Sub-sub-program C1.2.5 Travel and Others.
  • Three sub-sub-programs support Sub-program C1.3 Asset Management Services:
    • Sub-sub-program C1.3.1 Real Property;
    • Sub-sub-program C1.3.2 Materiel;
    • Sub-sub-program C1.3.3 Acquisition.

For information on the sub-programs and sub-sub-programs, please refer to the Department’s website.

Organizational Priorities

Priority Type Footnote 1 Strategic Outcome and Program
To ensure the justice system continues to enhance the personal safety and security of citizens Ongoing
SO 1
A fair, relevant and accessible Canadian justice system
Program 1.1
Stewardship of the Canadian Legal Framework
Description

Why this is a priority

  • Rapid technological advances, changing social structures, domestic and international threats and shifting political environments are impacting the way the justice system addresses personal safety and national security.
  • Focusing on laws and programs aimed at enhancing the personal safety and security of citizens will help to ensure that the Canadian justice system remains modern and effective. This will in turn help to ensure the fairness and relevance of the Canadian justice system and enhance Canadians' confidence in it.

Plans for meeting the priority

  • Improving the relevance, effectiveness and efficiency of the criminal justice system by providing legal and policy advice, supporting law reform initiatives and developing and supporting the Government's security and anti-terrorism policy.
  • Engaging provinces and territories to identify emerging issues and determine appropriate responses to strengthen the Canadian justice system. The Department will also work with stakeholders to develop and support programs and services aimed at strengthening the justice system.
  • Continuing to lead the interdepartmental National Anti-Drug Strategy.
  • Supporting the Government's foreign-policy objectives in relation to criminal justice to protect and advance Canadian interests and values in the development of international justice sector reforms.
Priority Type Strategic Outcome and Program
To support victims of crime Ongoing
SO 1
A fair, relevant and accessible Canadian justice system
Program 1.1
Stewardship of the Canadian Legal Framework
Description

Why this is a priority

  • Ensuring that victims are considered in policy development and given the opportunity to participate in the criminal justice process contributes to the maintenance of A fair, relevant and accessible Canadian justice system.
  • Giving victims a more effective voice in the criminal justice system is a key element in the Department’s broader goal of increasing public confidence in the system and supports the Department’s stewardship of the Canadian legal framework.

Plans for meeting the priority

  • Developing and funding victim-focused programs in collaboration with partners and stakeholders in order to advance the inclusion of victims’ considerations in criminal policy development.
  • Providing grants and contributions funding through the Victims Fund to provincial and territorial governments and non-governmental organizations to encourage initiatives that promote access to justice for victims of crime, enable victims to participate in the criminal justice system, support child advocacy centres and the families of missing and murdered Aboriginal women, and increase awareness about victims’ issues and available services for victims of crime.
Priority Type Strategic Outcome and Program
To support the Government of Canada's priorities through the delivery of high-quality legal services Previously committed to
SO 2
A federal government supported by high-quality legal services
Program 2.1
Legal Services to Government Program
Description

Why this is a priority

  • The Department of Justice is responsible for providing legal services to the Government and federal departments and agencies in support of the Government's priorities, many of which currently focus on guiding Canada through the global economic crisis. The Department will continue to support the implementation of the Government's 2012 Economic Action Plan as a priority along with the Government's other long-term priorities.

Plans for meeting the priority

  • Working closely with client departments and agencies in support of the implementation of the Government's priorities, including the 2012 Economic Action Plan.
  • Defending the Government in challenges launched before administrative tribunals and courts, including its deficit-reduction measures; supporting the preparation of the federal Budget and implementing legislation and tax initiatives.
  • Providing legislative and regulatory drafting services aimed at improving government efficiency through legislative reform.
Priority Type Strategic Outcome and Program
To manage organizational change in the context of cost containment Previously committed to
SO 1
A fair, relevant and accessible Canadian justice system
SO 2
A federal government supported by high- quality legal services
Description

Why this is a priority

  • Responsible expenditure management is a cornerstone of the Government’s 2012 Economic Action Plan. Renewal priorities established by the Clerk of the Privy Council emphasize the need to provide better services to Canadians at a lower cost through modernization activities such as collaboration, innovation, streamlined processes, and the fostering of a high-performing and adaptable work force.
  • In support of the Economic Action Plan and of federal department and agency client organizations, the Department of Justice has developed a Modernization Strategy, which identifies opportunities to enhance the efficiency and effectiveness of its operations, programs and services while maintaining its commitment to excellence in service and to maintaining a modern, dynamic and integrated workplace.

Plans for meeting the priority

The Department’s Modernization Strategy takes into consideration the effects of cost-containment measures taken by other federal departments and agencies on Justice’s financial resources. This strategy will be implemented in a manner that recognizes the significant impacts the proposed changes will have on its work force. The Modernization Strategy includes the following highlights:

  • Providing strategic and focused program funding and support research activities to ensure appropriate alignment of resources to Government priorities.
  • Consolidating legal services operations and implementing improved business and law practices to minimize duplication and create efficiencies, and engaging client organizations in managing the demand and cost of legal services.
  • Streamlining and consolidating internal services to reduce administration costs.
  • Improving effectiveness and efficiency through technology-enabled business transformation.
  • Supporting departmental change through effective communications and human resources strategies.
  • Monitoring departmental expenditures, travel, and hospitality to contain costs.

Risk Analysis

The Department of Justice continues to integrate risk management into its corporate planning and decision making. It regularly assesses potential risks to the Department’s stewardship of the Canadian legal framework and to the delivery of high-quality legal services. The management and monitoring of corporate risks will support the implementation of the Department’s four key priorities for 2013–14.

The broad scope and complexity of the justice system continues to pose challenges for timely policy and program development. The multi-tiered nature of Canada’s justice system requires the involvement and collaboration of various partners and stakeholders, including the provinces and territories, to advance policy and program priorities. The Department’s ability to respond to new and emerging policy priorities may be impacted by the economic context of its partners and by the need to balance expectations and interests. In addition, policy responsiveness is contingent on maintaining the proper knowledge, skills, and expertise to navigate within a complex operating environment.

The Department will address these challenges to policy and program development by continuing to monitor, research, and analyze emerging trends to inform forward planning. The Department will continue to foster an ongoing dialogue with partners and stakeholders. This includes identifying opportunities for early collaboration, as well as working to reduce the administrative burden on recipients of grants and contributions. Additionally, the Department will continue to support work force management strategies, including succession planning focused on knowledge management as well as skill and leadership development.

The Department is also managing risks related to the delivery of legal services. As other federal departments and agencies implement cost containment strategies, the demand for legal services may be reduced. Given the Department’s reliance on cost recovery, this could reduce the Department’s existing legal complement, which may limit capacity to meet future demands should they grow in volume and/or complexity. To address these risks, the Department will continue to focus on client engagement, including sharing information on legal risks, the triggers and costs of litigation, and the appropriate role of legal counsel. The Department will also continue to undertake joint planning with clients to help ensure legal resources are aligned to government priorities.

The Department’s ability to deliver legal services could also be affected by the increasingly complex and cross-cutting nature of legal work. As such, a gap could arise in the Department’s base of required legal skills and expertise. To manage this risk, the Department will support talent management and leadership development as well as professional development for legal professionals.

Another factor that could affect the Department’s delivery of legal services is the challenges federal departments and agencies face in managing the sheer volume and complexity of electronically stored information. This may impact the Department’s ability to prepare for litigation and meet related legal obligations in a timely and cost effective manner. To address this risk, the Department will support government-wide initiatives to enhance the ability of federal departments and agencies to efficiently produce information required in litigation cases. It will also work to develop new litigation-support tools, technologies and processes to facilitate the efficient review and production of evidence.

Finally, the Department’s own practices and tools for managing information may not be keeping pace with emerging policy and business requirements. Consequently, ensuring that information is complete and available may be a significant area of risk. To manage this risk, the Department will enhance its information management/technology governance framework and develop a long-term strategic approach to managing information assets.

Departmental Planning Summary

Financial Resources (Planned Spending—$ millions)
Total Budgetary Expenditures (Main Estimates) 2013–14 Planned Spending 2013–14 Planned Spending 2014–15 Planned Spending 2015–16
657.5 748.2 626.6 617.5
Human Resources (Full-Time Equivalents—FTEs)
2013–14 2014–15 2015-16
4,719 4,643 4,643
Planning Summary – Strategic Outcome 1 ($ millions)
Strategic Outcome Program Actual
Spending
2010–11		 Actual
Spending
2011–12		 Forecast
Spending
2012–13		 Planned Spending Alignment to Government of Canada Outcomes
2013–14 2014–15 2015–16
SO 1 A fair, relevant and accessible Canadian justice system Program 1.1 Stewardship of the Canadian Legal Framework 439.7 426.7 424.2 383.7 343.5 339.5

A safe and secure Canada
Program 1.2 Office of the Federal Ombudsman for Victims of Crime 1.4 1.2 1.3 1.3 1.3 1.3

A safe and secure Canada
SubtotalFootnote 2 441.0 427.9 425.5 385.1 344.8 340.8  
Planning Summary – Strategic Outcome 2 ($ millions)
Strategic Outcome Program Actual
Spending
2010–11		 Actual
Spending
2011–12		 Forecast
Spending
2012–13		 Planned Spending Alignment to Government of Canada Outcomes
2013–14 2014–15 2015–16
SO 2 A federal government supported by high-quality legal services Program 2.1 Legal Services to Government Program 181.4 171.6 185.6 204.0 186.2 181.7

Well managed and efficient government operations
Subtotal 181.4 171.6 185.6 204.0 186.2 181.7  

Note: Forecast and planned spending of Legal Services to Government Program exclude respendable revenue.

Planning Summary - Internal Services ($ millions)
Program Actual
Spending
2010–11		 Actual
Spending
2011–12		 Forecast
Spending
2012–13		 Planned Spending
2013–14 2014–15 2015–16
Internal Services 139.2 145.5 129.0 159.1 95.7 95.0
Subtotal 139.2 145.5 129.0 159.1 95.7 95.0

Note: Forecast and planned spending of Internal Services exclude respendable revenue.

Planning Summary Total ($ millions)
Strategic Outcomes, Programs,
and Internal Services		 Actual
Spending
2010–11		 Actual
Spending
2011–12		 Forecast
Spending
2012–13		 Planned Spending
2013–14 2014–15 2015–16
TotalFootnote 3 761.5 745.0 740.1 748.2 626.6 617.4

Expenditure Profile

As depicted in the chart below, the Department’s total planned spending is expected to increase in 2013–14 to $1,067 million, due to increases in operating revenue and adjustments to reflect negotiated collective agreement increases. As the primary provider of legal services to other federal government departments and agencies, the Department of Justice has Net Vote Authority to collect and spend revenue from such services as part of its Vote 1 authority. For the purpose of departmental reporting, these respendable revenues reduce total departmental authorities and expenditures. The total amount in respendable revenues is expected to increase by $21.4 million, for a total of $318.9 million in 2013–14. The Department of Justice net spending is based on total expenditures less the revenues collected.

Departmental Spending Trend

Departmental Spending Trend, described below

Departmental Spending Trend - Description

This stacked vertical bar graph has a segmented timeline (in fiscal years) on the horizontal axis and dollars (in millions) on the vertical axis. The timeline shows seven vertical bars; one for each fiscal year from 2009-10 on the left through to 2015-16. The first segment of the timeline includes Actual spending years, and groups together 2009-10, 2010-11, and 2011-12. The second segment represents Forecast spending year 2012-13. The third segment groups together Planned spending years 2013-14, 2014-15, and 2015-16. The vertical axis runs from 0 to 1,200.0 million dollars, in 200.0 million dollar increments.

Each vertical bar is divided into three colour-coded portions, with the lowest portion being orange, representing Grants and Contributions Spending (Vote 5), the middle being green, representing Operating Expenditures (Vote 1), and the top, coloured yellow, representing Respendable Revenue (Vote 1).

Grants and Contributions (Vote 5), increase from 384.9 in 2009-10 to 385.8 million dollars in 2010-11, then decrease to 309.2 million dollars in 2015-16. Operating expenditures (Vote 1) show as 413.6 million dollars in 2009-10, followed by an eventual decline to 310.3 million dollars in 2015-16. Respendable Revenue (Vote 1) shows as 229.4 million dollars in 2009-10, and increases steadily to 324.3 in 2014-15, where it remains until 2015-16.

Total departmental spending was 1,027.9 million dollars in 2009-10, peaks at 1,067 million dollars in 2013-14, and decreases to 943.8 million dollars in 2015-16.

In fiscal year 2013–14, the Department plans to spend $341.6 million on Grants and Contributions and $406.5 million on Operating Expenditures, and expects to receive $318.9 million in revenues. Revenues are for the provision of legal services and Internal Services to other Government departments to supplement the Department’s Operating Expenditures.

As set out in the Planning Summary, the Department plans to spend $385.1 million on Strategic Outcome 1: A fair, relevant and accessible Canadian justice system; $204 million (excluding planned respendable revenues of $262.8 million) on Strategic Outcome 2: A federal government supported by high-quality legal services; and $159.1 million (excluding respendable revenue of $56.1 million) on internal support services.

The Department’s net spending consists of Operating Expenditures and Grants and Contributions. In fiscal year 2013–14, the increase of $7.9 million in net spending, from $740.2 million in 2012–13 to $748.1 million in 2013–14, is mainly attributable to the renewal of the funding for the delivery of immigration and refugee legal aid in the provinces and territories, the management of court-ordered counsel in federal prosecutions and the management of security inadmissibility cases. The Department of Justice is also expecting to receive funding for the renewal of various collective agreements. These increases were partially offset by the implementation of efficiency and savings measures as announced in Budget 2012 and the sunsetting of some of the funding under the Initiative in Support of Access to Justice in Both Official Languages.

Net spending variances for prior years

In fiscal year 2012–13, the Department of Justice spending is forecasted to decline by $4.9 millionFootnote 4 compared to 2011–12. The decrease is explained in part by:

In fiscal year 2011–12, the Department of Justice spending decreased by $16.5 million compared to 2010–11. The decrease is explained in part by:

Net spending in 2010–11 declined by $37 million compared to 2009–10 because of several factors, including:

Estimates by Vote

For information on our organizational appropriations, please see the 2013–14 Main Estimates publication.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The Government will be consulting the public in 2013–14 regarding the second three-year cycle of the FSDS (2013–16). The 2013–16 FSDS will be finalized in 2013–14 and presented as part of year-end performance reporting for that fiscal year.

The Department of Justice ensures that these outcomes are considered as an integral part of its decision-making processes. In particular, the federal Strategic Environmental Assessment (SEA) process requires any new policy, plan, or program initiative to include an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs will be made public, when applicable, when an initiative is announced, demonstrating the Department’s commitment to achieving the FSDS goals and targets.

The Department identifies its contribution to Theme IV of the FSDS - Shrinking the Environmental Footprint – Beginning with Government, by using the visual identifier below:

Federal Sustainable Development Strategy
Theme IV: Shrinking the Environmental Footprint
– Beginning with Government

These contributions are components of Program 3.1 Internal Services and are further explained in Section II.

For additional details on the Department’s activities to support sustainable development, please see Section II of this RPP and the Department’s website. For complete details on the Strategy, please see the FSDS website.