Departmental Performance Report 2011-12

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Section I: Organizational Overview

Raison d’être

Responsibilities

The Department of Justice was officially established in 1868, when the Department of Justice Act was passed in Parliament. That 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:

• a policy department with broad responsibilities for overseeing all matters relating to the administration of justice that fall within the federal domain—in this capacity, it helps to ensure a fair, relevant and accessible justice system for all Canadians;
• a provider of a range of legal advisory, litigation and legislative services to government departments and agencies; and
• a central agency responsible for supporting the Minister in advising Cabinet on all legal matters.

The Department of Justice has over 5,000 dedicated, full-time-equivalent employees. Approximately 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 Activity Architecture

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

• Strategic Outcome I: A fair, relevant and accessible justice system that reflects Canadian values; and
• Strategic Outcome II: A federal government supported by effective and responsive legal services.

The following graphic presentation of the Program Activity Architecture provides an overview of the programs for which the Department is responsible, and shows the linkages between strategic outcomes, program activities and sub-activities and how these support the Government of Canada.

Program Activity Architecture

Description

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

Government of Canada Outcome Areas:

• Social Affairs – A safe and secure Canada
• Government Affairs – Well-managed and efficient government operations

Strategic Outcomes:

• SO I – A fair, relevant and accessible justice system that reflects Canadian values; supports Government of Canada Outcome Area Social Affairs – A safe and secure Canada; and
• SO II – A federal government supported by effective and responsive legal services, supports Government Affairs – Well-managed and efficient government operations.

Program Activities:

• Program Activity A1 – Justice policies, laws and programs supports SO I;
• Program Activity A2 – Office of the Federal Ombudsman for Victims of Crime, supports SO I;
• Program Activity B1– Services to Government supports SO II; and
• Program Activity C1– Internal Services supports both SOI and SO II.

Sub-activities:

• Five sub-activities support Program Activity A1– Justice Policies, Laws and Programs:
  • A1.1 Criminal Justice;
  • A1.2 Family Justice;
  • A1.3 Access to Justice;
  • A1.4 Aboriginal Justice; and
  • A1.5 Private International and Public Law.
    
• Program Activity A2– Office of the Federal Ombudsman for Victims of Crime has no supporting Sub-activities.
• Six Sub-activities support Program Activity B1– Services to Government:
  • B1.1 Justice and Government-at-large Portfolio;
  • B1.2 Aboriginal Affairs Portfolio;
  • B1.3 Business and Regulatory Law Portfolio;
  • B1.4 Central Agencies Portfolio;
  • B1.5 Public Safety, Defence and Immigration Portfolio;
  • B1.6 Tax Law Services Portfolio.
    
• Three Sub-activities support Program Activity C1– Internal Services:
  • C1.1 Governance & Management Services
  • C1.2 Resource Management Services
  • C1.3 Asset Management Services

Organizational Priorities

The Department of Justice Canada established six organizational priorities for 2011-12, which are set out in the 2011-12 Report on Plans and Priorities. The progress made toward achieving these priorities is outlined below.

Priority	TypeFootnote 1	Strategic Outcome(s)
Development of law reform proposals to support the Government priority of better protecting Canadians	Ongoing	SO I – A fair, relevant and accessible justice system that reflects Canadian values
The Department developed and supported seven law reform proposals to reform and modernize the criminal justice and youth justice systems and to strengthen the legal framework. Bill C-2 enacted reforms to streamline large, complicated trials (mega-trials). Bill C-10 included reforms to combat serious drug offences, strengthen the penalties for sexual offences against children, ensure that conditional sentences are not available for serious crimes, and strengthen the youth criminal justice legislation. Bill S-7 proposed amendments to re-enact expired anti-terrorism provisions. Bill S-9 included proposals to create new nuclear terrorism offences. Bill C-26 proposed amendments to clarify and modernize the law governing citizen’s arrest for property offences, self-defence and defence of property. Bill C-36 proposed to make elder abuse an aggravating factor for sentencing. Bill C-32 proposed amendments to the Civil Marriage Act to provide an avenue for the dissolution of marriages of non-residents performed in Canada.

Priority	Type	Strategic Outcome(s)
Promoting initiatives to respond to the concerns of victims of crime and active participation in initiatives to support the Government priority of better protecting Canadians	Ongoing	SO I – A fair, relevant and accessible justice system that reflects Canadian values
The Department also provided funding through the Victims Fund to provincial and territorial governments and non-governmental organizations to support projects and services for victims. For example, funds were distributed to develop and enhance child advocacy centres, which reduce trauma for child victims or witnesses of crime by providing a child-friendly setting for children and their families to navigate the justice system, minimizing the number of interviews by law enforcement and Crown attorneys, and providing trauma counselling. Funding also supported the delivery of culturally appropriate services to Aboriginal women victims of crime. Justice officials participated in security and anti-terrorism initiatives, including the Global Counter-Terrorism Forum’s Working Group on Criminal Justice and the Rule of Law, the Contact Group on Piracy Off the Coast of Somalia, the Progress Report on the Air India Action Plan, and the National Counter-terrorism Strategy. Other initiatives focused on the development of oversight and follow-up mechanisms for international conventions. These initiatives provide opportunities to contribute to international policy development, modernize judicial tools to fight terrorism, and ensure that Canada’s justice system remains modern and relevant. The Department continued to play a key role in the work of the Canada-US Cross-Border Crime Forum, which focuses on resolving obstacles and impediments faced by law enforcement and justice officials who work on cross-border crime issues such as organized crime, counter-terrorism, smuggling, economic crime and other emerging threats.

Priority	Type	Strategic Outcome(s)
Direct and indirect support for implementation of all Government priorities	Ongoing	SO II – A federal government supported by effective and responsive legal services
The Department provided legal advice, litigation, and regulatory and legislative drafting services to the Government, client departments and agencies in support of the following key priorities: Economic Affairs Regulating financial institutions: The Department provided integrated legal advisory, litigation and legislative drafting services to clients respecting Parliament’s jurisdiction in the regulation of banking, to enhance the regulatory framework for financial institutions and make Canada’s financial sector more stable. The Department supported two budget implementation acts that included measures aimed at enhancing Canada’s regulatory framework for financial institutions. Regulatory framework of major resource projects: During 2011-12, the Department provided advice and support in the drafting of Bill C-38, the Jobs, Growth and Long-term Prosperity Act, which was introduced in Parliament in April 2012 by the Minister of Finance. Part 3 of Bill C-38 streamlines environmental assessments of major resource projects. Infrastructure project: The Department provided litigation services in support of the construction of the Detroit River International Crossing. The owner of the Ambassador Bridge has brought numerous proceedings in various courts and tribunals to prevent construction, including several proceedings against Canada. One of these was a judicial review application challenging the environmental assessment under the Canadian Environmental Assessment Act. That application and the subsequent appeal were both dismissed. Social Affairs Reforms to corrections and parole: The Department provided ongoing support to the reform of corrections and parole, including Part 3 of Bill C-10, which modifies the Corrections and Conditional Release Act in several ways with respect to public safety and victims’ rights, and to reforms to regulations made by the provinces under the Sex Offender Information Registration Act. Cyber security: The Department of Justice provided advice relating to a number of elements of the Cyber Security Strategy. Justice played a central role in providing advice with respect to the sharing of information between partners (provinces and territories, foreign allies, and industry) in relation to both the protection of government systems and critical infrastructure, and efforts to prevent and investigate cyber crime. International Affairs National security: The Department strengthened the Government’s ability to protect information pertaining to national defence, national security, and international relations by improving processes and systems relating to the use of this information in litigation, and by defending against civil actions where such information was an issue. International Trade: The Department of Justice, through the Trade Law Bureau (JLT), defended Canada’s interests in international trade and investment litigation. JLT brought forward a World Trade Organization case on behalf of Canada against South Korea’s ban on imports of Canadian beef, and successfully advocated for market access for Canadian agricultural products in the face of discriminatory US labelling requirements. The Department is engaged in defending elements of Ontario's renewable energy program against challenges from the European Union and Japan. International fight against crime: The Department continued to work in collaboration with treaty partners in the area of international assistance in criminal matters. It received and processed over 200 extradition requests, and provided support to the Minister of Justice to assist him in making 92 surrender decisions. Government Affairs Advancing tax initiatives: The Department provided legal services in respect of harmonized sales taxes and other tax-related initiatives, including tax-administration agreements with the provinces and territories and with Aboriginal governments.

Priority	Type	Strategic Outcome(s)
Public Service Renewal	Ongoing	SO I – A fair, relevant and accessible justice system that reflects Canadian values SO II – A federal government supported by effective and responsive legal services
The Department took concrete steps to renew, develop, and sustain a representative work force to meet its current and future business needs. The Department focused on promoting employee development through various formal and informal mechanisms, including training in leadership and management development, legal education, general professional learning, and language training. Worth noting is the launch of the National Legal Orientation Program, which is intended to assist counsel in better understanding the practice of law at the Department of Justice. Justice continued to show leadership in the federal government with respect to diversity and employment equity. In the 2011-12 People Management Scorecard—a snapshot of departmental performance against a set of key people management indicators and measures—Justice ranked first overall in representativeness and promotions, and second for its commitment to diversity and to providing a respectful workplace. Among other things, Justice released a new Official Languages Policy and two related directives that reinforce the Department’s commitment to providing a workplace that respects employees’ language-of-work rights and reaffirm the importance of linguistic duality as a departmental value.

Priority	Type	Strategic Outcome (s)
Implementation of the Law Practice Model for the delivery of legal services across government	Ongoing	SO II – A federal government supported by effective and responsive legal services
The Law Practice Model was established in 2008-09 as a means to improve the management of resources devoted to the delivery of legal services to clients. The Model aimed to support managers in more closely monitoring and assigning work based on legal practitioner experience and competencies, and ensure that the Department’s legal work force is suited to client needs. Accordingly, the Department sought to revise its mix of senior (LA-2B and above), mid-level (LA-2A) and entry-level (LA-01) counsel and articling students to better correspond to the needs of the organization. To support the implementation of the Law Practice Model, the Department set staffing targets for the legal (LA) complement to be achieved by 2011-12. Over the three-year period, the Department altered the mix of counsel providing legal services to government and achieved the monetary efficiencies that were committed to as part of the Strategic Review. Specifically, as of March 31, 2012, the Department had successfully increased its entry-level complement from 14.6 percent of the legal work force in 2008-09 to 24.9 percent, just shy of the target of 25.5 percent. The Department successfully reduced the mid-level counsel complement from 53.7 percent of the legal work force in 2008-09 to 46.2 percent, exceeding the target of 47 percent. It also reduced its senior-level complement from 31.7 percent in 2008-09 to 28.9 percent, close to the target of 27.5 percent. The Department recruited 60 entry-level counsel and 78 articling students in support of the Law Practice Model, an initiative intended to provide the Department with the right mix of counsel to continue to deliver effective and efficient legal services.

Priority	Type	Strategic Outcome(s)
Sustainable development	Ongoing	SO I – A fair, relevant and accessible justice system that reflects Canadian values SO II – A federal government supported by effective and responsive legal services
In line with Justice’s Organizational Priority to become a model of environmental excellence, the Department successfully launched its Sustainable Development Strategy as set out in the 2011-12 Report on Plans and Priorities. The objectives contained in that strategy are designed to be realized within three years; as the period under review corresponds to Year 1, no new priority, target or timeline has been developed. For more detailed information, please refer to Sustainable Development – Greening Government Operations in Section II regarding the Department’s progress on sustainable development. In recognizing the need to better sustain its efforts toward shrinking its environmental footprint, Justice will work in the first months of the next fiscal year on improving internal reporting requirements and on clarifying the roles, responsibilities and accountabilities of its key functional leads.

Risk Analysis

The Department of Justice Canada continues to integrate risk management into its corporate planning and decision-making to minimize threats and capitalize on opportunities. The operating environment is regularly assessed to identify potential risks to the Department’s capacity to deliver legal services to government effectively and to fulfill its responsibilities for the stewardship of the Canadian legal framework. While many factors influence Justice’s work, the factors described below have represented sources of ongoing uncertainty and significant areas of risk for the Department.

Risks to Justice Policies, Laws and Programs

The fiscal environment continued to be a key factor in 2011-12. The Department continued to devote resources to high-priority initiatives through prudent business planning, budgeting and monitoring. The Department also recognized the importance of advance planning with respect to funding renewals. Beyond these strategies, the performance measures used to assess the Department’s policies and programs will be refined, which will serve to inform future planning and associated allocation of resources.

At the same time, the complexity and variability of the policy process, including the multi-tiered nature of the Canadian justice system, continued to create both challenges and opportunities. In response, the Department further implemented the Policy Sector’s Transformation Initiative to strengthen management and organizational capacity for change. This included activities focused on adapting the work force to the more demanding policy environment (e.g., professional development, knowledge management initiatives and succession planning). In addition, through ongoing research, consultation and policy analysis, Justice continued to identify emerging trends and issues as well as best practices in policy development across government. A notable example is the creation of a Common Policy Considerations Checklist (which is updated annually). This comprehensive tool for employees involved in policy and program development makes it easier to consider a range of factors that are important in policy development in the federal government. This tool supports integrated analysis and decision making—essential underpinnings of good public policy, sustainable development and assessment of pertinent risks.

While the current fiscal environment is an acknowledged factor in partner and stakeholder relations, Justice has continued to work with provincial and territorial governments, delivery partners and funding recipients through an ongoing dialogue based on mutual respect, common values and shared interests. For example, in 2011-12, the Department developed a new stakeholder engagement framework to help enable them to be involved in the design and delivery of grants and contribution programs. The Department also continued to collaborate through a number of federal-provincial and stakeholder coordination forums with particular emphasis on setting priorities for policy and program objectives.

Risks to Services to Government

Since the Department’s funding for legal services is based largely on cost recovery from client organizations, risk is created as federal departments and agencies seek to contain costs in an environment of fiscal restraint. Financial risk can occur as Justice carries the salary and operating liability of maintaining its delivery capacity. Beyond financial implications, the Department’s capacity to meet future client demands could also be negatively impacted. To mitigate this risk, the cost-recovery and forecasting processes were improved. The Department also continued to work with clients to help them manage their legal risks effectively and find sound ways of lowering their demand for legal services. This included working in collaboration with the Interdepartmental Advisory Committee on Legal Risk Management to develop reference material for federal managers, which will enhance their understanding of the triggers and costs associated with litigation.

The Department’s ability to meet client demands is also greatly dependent upon supporting the ongoing professional development of legal staff. The Department’s Legal Education Program has been designed to enhance lawyers’ knowledge and understanding of new developments in a variety of areas related to the practice of federal law. This program and other accredited activities offered by Justice also assist legal staff in meeting mandatory continuing professional development obligations required by various law societies and the Chambre des notaires du Québec.

An additional challenge for legal service delivery stems from rapid changes in law practice management—particularly the sheer growth in the speed and volume of information that is crucial to the effective management of legal files. To mitigate this risk, the Department continued to develop and enhance tools, systems, processes and skills to support effective case management, knowledge management, legal risk management, dispute resolution and quality assurance of legal services. For instance, in 2011-12, a new legal knowledge portal was launched, consolidating a number of formerly separate legal knowledge systems and thereby making legal research more efficient. Mitigation of this risk has also involved business alignment and prioritization of information management and information technologies, and ensuring integration between legal case management and financial systems as well as information management systems.

Finally, with increasing demands for specialized and complex legal services, the Department has also had to manage risk pertaining to the capacity of its corporate functions to adequately support the delivery of legal services. In 2011-12, Justice continued to monitor and assess corporate capacity to ensure a balance of corporate resources across the Department. Justice also managed the transition of infrastructure support functions to Shared Services Canada through a close partnering arrangement.

Summary of Performance

2011–12 Financial Resources ($ millions)

Planned Spending	Total AuthoritiesTable note *	Actual SpendingTable note *
772.2	1,106.8	1,054.2

Note: Planned Spending for 2011-12 excludes Net Vote Authority of $290M, which allows the Department to spend revenues generated from the provision of legal services and internal support services to other government departments and agencies. As per the Treasury Board Guide on Financial Arrangements and Funding Options, the Department is permitted to collect and re-spend up to 125 percent (i.e., $362.5M) of the Net Vote Authority authorized by Parliament in Main Estimates. Total Authorities includes actual Net Vote Authority spending of $309.1M in 2011-12.

2011–12 Human Resources (Full-Time Equivalents [FTEs])

Planned	Actual	Difference
5,272	5,032	240

Summary of Performance Tables

Progress Toward Strategic Outcomes

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

Performance Indicators	Targets	2011-12 Performance
Public confidence in the justice system	Level of public confidence in the justice system remains stable or improves	In 2011, the levels of public confidence in the justice system remained relatively stable compared to 2009 levels: Public confidence level in the adult criminal justice system in 2011: 50.5% (+3.77%) Public confidence level in the youth criminal justice system in 2011: 39.7% (-1.45%)Footnote 2
Canada’s international ranking on whether or not justice is "fairly administered"	Canada’s high relative international ranking on justice issues is maintained or improved	Canada’s ranking improved to sixth out of 59 countries (up from ninth in 2010-11 and tenth in 2009-10).Footnote 3
Number of bills tabled in Parliament by the Minister of Justice	Not applicableFootnote 4	The Department fully supported the Minister’s legislative agenda. The Minister of Justice tabled seven bills.Footnote 5

Performance Summary, Excluding Internal Services

Program Activity	2010-11 Actual Spending	2011-12 ($ millions)				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total AuthoritiesTable note *	Actual SpendingTable note *
A1 Justice Policies, Laws and Programs	428.1	432.0	432.0	441.6	426.7	A Safe and Secure Canada
A2 Office of the Federal Ombudsman for Victims of Crime	1.3	0.0Table note **	0.0Table note **	1.2	1.2	A Safe and Secure Canada
Total	429.4	432.0	432.0	442.8	427.9

Strategic Outcome II: A federal government that is supported by effective and responsive legal services

Performance Indicators	Targets	2011–12 Performance
Client feedback on the quality of legal advisory, litigation, legislative and regulatory drafting services	Attain mean score of 8.0/10 for each of legal advisory, litigation, legislative and regulatory drafting services	Legal advisory services: 8.4/10 Litigation services: 8.3/10 Legislative drafting services: 8.5/10 Regulatory drafting services: 8.5/10
Client feedback on Department of Justice performance against service standards for the delivery of legal services	Attain mean score of 8.0/10 on each item for which client feedback is obtained	The mean ratings ranged from 7.3 to 9.3, depending upon the specific service standard.Footnote 6

Performance Summary, Excluding Internal Services

Program Activity	2010-11 Actual Spending	2011-12 ($ millions)				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total AuthoritiesTable note *	Actual SpendingTable note *
B1 Services to Government	455.5	197.2	203.8	472.0	441.6	Well-managed and efficient government operations
Total	455.5	197.2	203.8	472.0	441.6

Note: For Program Activity B1, Main Estimates and Planned Spending exclude Net Vote Authority, which allows the Department to spend revenues from the provision of legal services to other government departments and agencies. Net Vote Authorities associated with services to government program activity totalled $270.0M in 2011-12.

Performance Summary for Internal Services

Program Activity	2010-11 Actual Spending	2011-12 ($ millions)
		Main Estimates	Planned Spending	Total AuthoritiesTable note *	Actual SpendingTable note *
C1 Internal Services	164.7	108.3	136.4	192.0	184.7

Note: Main Estimates and Planned Spending exclude Net Vote Authority, which allows the Department to spend revenues from the provision of legal services and internal support services to other government departments and agencies. Net Vote Authorities associated with the Internal Services program activity increased to $39.1M in 2011-12 from $27.1M in 2010-11. The 2011-12 increase in Actual Spending is primarily the result of an increase in Treasury Board Secretariat Central Votes to cover the one-time severance payouts for Public Service Alliance of Canada members, which were centrally managed.

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 Department of Justice Canada ensures that consideration of these outcomes is an integral part of its decision-making processes. Justice contributes to Theme 4 of the FSDS – Shrinking the Environmental Footprint – Beginning with Government – as denoted by the visual identifier and associated program activity below:

Program Activity C1: Internal Services

During 2011-12, the Department considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.

For further information on Justice activities in support of sustainable development, please visit the departmental website. For complete information on the FSDS, please visit the Environment Canada website.

Expenditure Profile

As shown in the table below, the Department’s 2011-12 Main Estimates totalled $737.5 million and its Total Authorities amounted to $1,106.8 million. The Total Authorities include funding received through Supplementary Estimates processes and Treasury Board Secretariat Central Votes in the amount of $64.6 million. They also include actual Net Voting Authority spending of $309.1 million, which allows the Department to spend revenues generated from the provision of legal services and internal support services to other government departments and agencies.

Departmental Financial Trends

Description

The Department of Justice Financial Trends bar graph shows on the x-axis, from left to right, fiscal years 2009-10, 2010-2011, and 2011-12. The y-axis displays spending amounts in millions of dollars from 0 to 1200. The graph consists of a group of four vertical bars per fiscal year, which represent the main estimates, the planned spending, the total authorities (authorized spending) and actual spending for that year in millions of dollars. The graph shows that there has been a steady increase in planned, authorized and actual spending.

The main estimates range from 689.4 million dollars in 2009-10, to 712.3 million dollars in 2010-11, and to 737.5 million dollars in 2011-12.

Planned spending was 924 million in 2009-10, 984.2 million in 2010-11, and 1062.2 million in 2011-12.

Total authorities were 1065.2 million in 2009-10, 1090.4 million in 2010-11 and 1106.8 million in 2011-12.

In 2009-10, total spending was 1027.9 million dollars and in 2010-11, 1049.7 million dollars. In 2011-12, total spending was 1054.2 million dollars.

2011-12 Departmental Spending Trend ($ millions)	2009-10	2010-11	2011-12
Main Estimates	689.4	712.3	737.5
Planned Spending	924.5	984.2	1,062.2
Total Authorities	1,065.2	1,090.4	1,106.8
Actual Spending	1,027.9	1,049.7	1,054.2

Departmental spending has increased over the last three years by 2.6 percent, for a net increase of $26.2 million, with totals of $1,027.9 million in 2009-10, $1,049.7 million in 2010-11, and $1,054.2 million in 2011-12. The increase is due primarily to increasing demand for legal services from other government departments and agencies and the one-time severance payouts for Public Service Alliance of Canada members in 2011-12, as well as the implementation of the arbitral award for lawyers, including the retroactive compensation payment in 2010-11.

The 2011-12 increase in Total Authorities is primarily related to an increase in Treasury Board Secretariat Central Votes to cover the one-time severance payouts for Public Service Alliance of Canada members and the increase in the Operating Budget Carry Forward ($17.8 million); this was partially offset by a transfer to Shared Services Canada ($9.93 million) in support of the Government’s commitment to centralize information technology services.

Furthermore, as the Department continues to deal with an increasing demand for legal services, the profile of its Total Authorities has changed in recent years. The 2011-12 Total Authorities of $1,106.8 million include $797.7 million of A-Base and $309.1 million of Net Voting Authority (NVA). As the graph below demonstrates, the A-Base and NVA significantly changed from 2009-10 to 2011-12. The trend shows a decrease of 4.6 percent in A-Base and an increase of 34.8 percent in NVA over the three-year period. While the Department’s A-Base resources related to the costs of legal services were reduced as Justice underwent its Strategic Review in 2008, the NVA has grown largely due to the increase in demand for legal services and the increase in the salary cost related to the implementation of collective agreements, notably that of counsel.

A-Base and Net Voting Authority Trend

Description

The Department of Justice Base and Net Voting Authority Trend bar graph shows on the x-axis, from left to right, fiscal years 2009-10, 2010-2011, and 2011-12. The y-axis displays amounts in millions of dollars from 0 to 1000. The graph consists of a group of two vertical bars per fiscal year, which represent the Net Voting Authority and A-Base Voting Authority for that year in millions of dollars. The graph shows that there has been a continued increase in Net Voting Authority, as well as a continued decrease in A-Base Authority, over the three years displayed.

The Net Voting Authorities range from 229.4 million dollars in 2009-10, to 288.2 million dollars in 2010-11, and to 309.1 million dollars in 2011-12.

The A-Base Authorities range from 835.8 million dollars in 2009-10, to 800.4 million in 2010-11, and to 797.7 million in 2011-12.

Estimates by Vote

For information on the Department of Justice’s organizational votes and/or statutory expenditures, please see the Public Accounts of Canada 2012 (Volume II). An electronic version of the Public Accounts 2012 is available on Public Works and Government Services Canada’s website.

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