2025-2026 Full Departmental Plan

The Honourable Sean Fraser, P.C., M.P.
Minister of Justice and Attorney General of Canada

Public Prosecution Service of Canada

160 Elgin Street, 12^th Floor
Ottawa, Ontario K1A 0H8

© His Majesty the King in Right of Canada (2025)

Cat. No. J76-6E-PDF
ISSN 2560-9343

On this page

• From the Director of Public Prosecutions and Deputy Attorney General of Canada
• Plans to deliver on core responsibility and internal services
  • Core responsibility 1: Prosecution Services
  • Internal services
• Planned spending and human resources
  • Spending
  • Funding
  • Future-oriented condensed statement of operations
  • Human resources
• Corporate information
• Supplementary information tables
• Federal tax expenditures
• Definitions

From the Director of Public Prosecutions and Deputy Attorney General of Canada

I am pleased to present the 2025-2026 Departmental Plan (DP) for the Public Prosecution Service of Canada (PPSC).

Looking back at 2024-25, the PPSC was able to make great progress on its priorities, while pursuing excellence in the prosecution of federal offences. During the upcoming year, we intend to continue to build on the progress made, while continuing to make decisions that improve our ability to translate our dedication and commitment to serving Canadians into prosecutions that are principled, equitable, and effective.

The PPSC’s mandate is unique, calling on staff throughout the country to make difficult decisions, oftentimes in challenging circumstances. As a result, it is essential for senior managers to put people first, fostering an inclusive, supportive, and collaborative workplace where colleagues support and respect each other, communicate with understanding, and work together to resolve challenges while considering everyone’s needs.

As the national prosecution service, the PPSC’s mandate must address, as a priority, national threat to Canadians health, safety, and security in a coordinated manner with justice system participants in the policing and regulatory investigation communities.

We will remain committed to prosecuting major drug trafficking, production, importation, and exportation, especially when there are interprovincial and international aspects. Prosecuting those who are responsible for clandestine drug laboratories and wholesale distribution help to directly address the supply of drugs, especially the drugs laced with fentanyl, that continue to cause catastrophic harms to health and can result in death. We will continue to seek sentences that are consistent with the principle of deterrence and denunciation against those who capitalize on the personal misery caused by the production and distribution of these drugs, especially the vulnerable and those with substance use disorders. In 2025-26, the PPSC will continue to include presenting evidence before the court about the evolving drug supply, particularly the rise of synthetic substances like the nitazene class of drugs and dangerous contaminants like xylazine and medetomidine.

At the same time, the PPSC will continue to consider alternatives to prosecution for those involved in illicit drug activities as a result of their substance use disorders. We will also continue our efforts to update prosecution directives and guidelines by considering the complex realities of Canadians, who come into contact with the criminal justice system by focusing on mitigating bias in decision-making to promote a fair and equitable justice process and supporting the diverse lived experiences of those who are victims of crime.

In 2024-25, the PPSC prosecuted those who used violence to further ideological goals. As the national prosecution service, the PPSC will continue to give priority to threats to national security, both domestically rooted and resulting from foreign interference.

Work is still underway to consider better tools for disclosure of evidence to accused persons. The objective is to support effective prosecutions and assist survivors of crimes in navigating the justice system by implementing appropriate information technology (IT) tools, robust file management systems, and enhanced information security measures.

The PPSC will continue to apply sound stewardship of our appropriations, including significant reduction in discretionary spending on travel and consultants. These ongoing initiatives will have no impact on public safety.

As part of our risk management strategy, we finalized the PPSC Organizational Risk Profile in early January 2025. In the coming year, we will focus on implementing steps to reduce these risks.

Once again, I want to extend my sincere gratitude to our dedicated employees whose unwavering commitment and efforts drive the success of the PPSC and enable us to achieve our priorities.

George Dolhai
Director of Public Prosecutions and
Deputy Attorney General of Canada

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services

• Core responsibility 1: Prosecution Services
• Internal services

Core responsibility 1: Prosecution Services

In this section

• Description
• Quality of life impacts
• Indicators, results and targets
• Plans to achieve results
• Key risks
• Planned resources to achieve results
• Related government priorities
• Program inventory
• Summary of changes to reporting framework since last year

Description

The PPSC prosecutes criminal and regulatory offences under federal law in an independent, impartial and fair manner. It also provides prosecutorial legal advice and assistance to law enforcement agencies or investigative bodies.

Quality of life impacts

The PPSC is a small federal agency with a specific mandate and one core responsibility: Federal Prosecutions. The PPSC’s mission is to serve the public interest and help make Canada a safe and just society. The PPSC is committed to continuing to improve public safety outcomes for Canadians and to contribute to the change necessary to reduce systemic discrimination and overrepresentation of certain groups of people in the criminal justice system, particularly Indigenous and Black Canadians. The PPSC’s employees play an important role in supporting the “Good Governance” and the “Society” domains of the Quality of Life Framework for Canada and, more specifically, the following four indicators:

• Access to fair and equal justice;
• Personal safety;
• Crime Severity Index; and
• Confidence in institutions.

The work of federal prosecutors contributes not only to upholding public trust in the equitable and fair administration of justice, but also to protecting the safety and security of all Canadians by addressing criminality and its corrosive impacts on society.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Prosecution Services. Details are presented by departmental result.

Table 1: Timely and comprehensive legal advice is provided to investigative agencies^{Footnote 1}

Additional information on the detailed results and performance information for the PPSC’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Prosecution Services in 2025-26.

• Public Prosecution Service of Canada Deskbook Review

The PPSC Deskbook sets out the guiding principles that all federal prosecutors, and persons acting as federal prosecutors, must follow, and contains the directives and guidelines for federal prosecutions. Prosecutors are expected to discharge their duties with fairness, objectivity and integrity. Their role is not to win convictions at any cost but to put before the court all available, relevant and admissible evidence necessary to enable the court to determine the guilt or innocence of the accused. In 2025-26, the PPSC’s National Prosecution Policy Committee will continue reviewing chapters within the Deskbook with an intersectional lens and recommend changes to any policy or practice that may contribute to discrimination, systemic racism, or overrepresentation within the criminal justice system. This emphasizes the PPSC’s strong recognition of the role it plays in the criminal justice system and the impact that its decisions have on Indigenous, Black, racialized and marginalized communities. In 2025-26 the focus of the review will be on chapters 3.20 (Judicial Referral Hearings), 5.5 (Domestic Violence), 5.6 (Victims of Crime), 6.4 (Mandatory Minimum Penalties under the Criminal Code), as well as a new chapter on Indigenous justice issues. Additionally, the revised Sentencing chapter, which is almost completed, will be published.

The PPSC has always placed a priority on ensuring that cases are prosecuted in a principled and timely manner, which includes building upon existing practices and policies relating to file management. Since the Jordan decision was issued, the PPSC formalized specific measures in the PPSC Deskbook by adding a guideline entitled: “Ensuring Timely Prosecutions.” The guideline outlines steps to be taken by PPSC prosecutors to anticipate time requirements and minimize delays in prosecutions.

• National Security

The PPSC’s mandate covers terrorism offences under the Criminal Code, offences under the Security Offences Act, the Security of Information Act, andthe Crimes Against Humanity and War Crimes Act. The organization is the sole legal advisor in that regard during the early investigative stages, and sole authority for initiating cases relating to the national security of Canada. In 2025-26, the PPSC will realign its prosecution priorities to accommodate a significant increase in national security investigations and strengthen its capacity to conduct terrorism offence prosecutions within strict deadlines. The organization will also continue to provide pre-charge advice and other assistance to the Royal Canadian Mounted Police (RCMP) and other police services across Canada.

• Drug Prosecutions underthe Controlled Drugs and Substances Act and the Cannabis Act

The PPSC is responsible for the prosecution of all offences in the Controlled Drugs and Substances Act (CDSA) and the Cannabis Act, except in the Provinces of Quebec and New Brunswick^{Footnote 10}. The PPSC continues to focus on two areas for drug prosecutions. First, to address large-scale manufacture and importation of controlled substances and its ties to organized crime. Second, to successfully prosecute large seizures of fentanyl, its analogues and other potent synthetic opioids that are part of Canada’s toxic drug supply, which is the cause of countless accidental overdose deaths, and obtaining proportionately high jail sentences for the distribution of these substances throughout the country.

The PPSC is responsible for adducing evidence before the court about the changing drug supply that includes new synthetic substances like the nitazene class of drugs and dangerous contaminants like xylazine and medetomidine. The PPSC will continue to give special attention to prosecution strategies related to opioid offences, including alternative measures to prosecution for eligible offenders suffering from a substance use disorder and obtaining meaningful jail sentences for offenders involved in commercial trafficking.

• Drug Treatment Courts

Drug Treatment Courts (DTCs) are vitally important in addressing the issues associated with substances within the criminal justice system. DTCs offer nonviolent offenders with problematic substance use the opportunity to complete a court-supervised drug treatment program as an alternative to incarceration or prosecution, depending on the circumstances of the offence. DTC programs generally involve judicial supervision, comprehensive substance abuse treatment, random and frequent drug testing, incentives and sanctions, clinical case management, and social services support. DTCs have been successful as a means of reducing criminal recidivism. The PPSC has expanded the eligibility for participation in a DTC. This change is intended to eliminate unnecessary barriers to entry that contribute to the discrimination and the overrepresentation of certain groups in the criminal justice system, as well as to enhance public safety across Canada. PPSC Headquarters will continue to consult with regional counsel and Federal-Provincial-Territorial (FPT) partners to assess whether further changes are needed to improve the processes for admissibility into a DTC. The number of DTCs continues to grow nationwide, with multiple new DTCs projected to open in various regions across the country.

• Indian Act Bylaw Prosecutions: The Manitoba Keewatinowi Okimakanak Inc. (MKO)Pilot Project

First Nations across the country are actively looking for mechanisms with which to enforce and prosecute their laws. Although the PPSC’s jurisdiction in this area is constrained by statute, the PPSC is working with other federal, provincial and First Nations partners to contribute, within the scope of its mandate and resources, to addressing gaps in the prosecution of First Nations laws.

In June 2023, the PPSC agreed to an implementation framework for an expanded Indian Act bylaw prosecution pilot project with MKO. The pilot project allows any of the 26 First Nations represented by MKO to sign further protocol agreements to have the PPSC prosecute violations of their Indian Act bylaws. On August 11, 2023, the first protocol agreement under the pilot project was signed. The protocol agreement provides the PPSC with jurisdiction to prosecute violations of the Manto Sipi Cree Nation’s recently enacted Intoxicants Bylaw. No additional protocol agreements have been signed under the pilot project to date, but more may be concluded in 2025.

• Tax Evasion Cases

As of 2023-24, the PPSC has received additional funds to ensure it is equipped to handle new investigations stemming from the expansion of the Canada Revenue Agency’s criminal investigation process. This will ensure that the PPSC can make the necessary investments in the right people, with the right skills and tools, to successfully address complex tax evasion cases.

The PPSC prosecutes offences under the statutes enforced by the Canada Revenue Agency (CRA), the Canada Border Service Agency (CBSA), and the Royal Canadian Mounted Police (RCMP), notably those dealing with tax evasion and contraband tobacco and cannabis. Specialized PPSC prosecutors provide advice during the investigative stage, conduct prosecutions, and provide training to investigators. CRA investigations focus on complex tax evasion schemes, including cross-border crime and offences committed by organized groups. Due to the necessity for the CRA to invest considerable time and resources in the training and onboarding of new investigators and the resolution of existing cases, the PPSC will not immediately observe the results of these additional resources. The CRA experienced its lowest number of files referred during the 2023-24 period, in part due to the impact of the pandemic. However, the number of files referred is expected to increase threefold in 2025-26.

Key risks

In 2024-25, the department has taken valuable and meaningful steps to finalize its Organizational Risk Profile (ORP). The ORP addresses PPSC’s core corporate risks in relation to its strategic objectives and key responsibilities. It identifies six inherent and potential risks that could impact the organization’s ability to achieve its strategic outcomes and priorities. These risks cover key areas such as safety of staff, information technology, security of information, succession management, adapting to a changing legal landscape, and the risk of lack of data for decision making. The PPSC will continue to review and adjust the scope of each risk to ensure it reflects the current operational context and objectives, and to strengthen the risk exercise by including tools that assist with risk assessment.

As we move into 2025-26, we will continue to focus on implementing related mitigation strategies and monitoring progress on key risks. These efforts will be tracked and reported in the corresponding Departmental Results Report to ensure alignment with organizational objectives.

Planned resources to achieve results

Table 4: Planned resources to achieve results for Prosecution Services

Complete financial and human resources information for the PPSC’s program inventory is available on GC InfoBase.

Related government priorities

Gender-based analysis plus

The PPSC recognizes the importance of its role in the Canadian criminal justice system. The PPSC’s commitment to reconciliation, equity, diversity, inclusion, and accessibility is clearly reflected in its values and its organizational priorities. To support these commitments, the PPSC will continue to advance integration of GBA Plus considerations across all areas of its work.

In 2025-26, the GBA Plus Responsibility Centre will continue to develop new department-specific tools, and to offer guidance and advice to support integration of GBA Plus in decision-making and in the development and implementation of policies, guidelines, and initiatives. In addition, the GBA Plus Responsibility Centre and the Advancement Centre for Equity, Diversity, Inclusion, and Accessibility^{Footnote 11} (ACEDIA) will continue to work in collaboration to advance and promote various initiatives and key actions outlined in the GBA Plus Action Plan and the National EDIA Action Plan. Furthermore, in 2025-26, the PPSC’s National Prosecution Policy Committee will continue to work on the intersectional review of the PPSC Deskbook. This work will help ensure the PPSC’s guidelines are reflective of the evolution of societal norms and the changes in Canadian legislation and enable federal prosecutors to contribute to reducing systemic discrimination, and overrepresentation of historically marginalized groups within the criminal justice system.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

The PPSC is fully committed to making a meaningful contribution to advancing sustainable development in Canada. As directed by the Federal Sustainable Development Act, the PPSC is responsible for contributing to the three core Federal Sustainable Development goals.

Federal Sustainable Development Strategy (FSDS) goals:

• Goal 10: Advance Reconciliation with Indigenous Peoples and Take Action to Reduce Inequality;
• Goal 12: Reduce Waste and Transition to Zero-Emission Vehicles; and
• Goal 13: Take Action on Climate Change and its Impacts.

In addition to the three core FSDS goals, the PPSC will also play an important role in supporting Goal 16: Promote a fair and accessible justice system, enforce environmental laws, and manage impacts. As Canadian society continues to evolve, so should the directives that guide prosecutorial decisions. As such, the review of the PPSC Deskbook from an intersectional and reconciliatory perspective is a significant key action included in the Departmental Sustainable Development Strategy (DSDS). This review will ensure that guidelines that direct Crown prosecutors reflect present-day Canadian values and serve to prevent discrimination, systemic racism, or the overrepresentation of certain groups in the criminal justice system.

More information on PPSC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Program inventory

Prosecution Services is supported by the following programs:

• Federal Prosecutions

This program supports the protection of Canadian society against crime through the provision of legal advice to police and federal investigative agencies, and the prosecution of all cases under federal statutes under the jurisdiction of the Attorney General of Canada, including all prosecutions in the three territories. In addition, this program also includes the recovery of outstanding federal fines and involves the promotion of federal-provincial-territorial as well as international cooperation on criminal justice issues of mutual concern.

Additional information related to the program inventory for Prosecution Services is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

The PPSC has not made any changes to its reporting framework.

Internal services

In this section

• Description
• Plans to achieve results
• Planned resources to achieve results
• Planning for contracts awarded to Indigenous businesses

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.

Corporate Services Branch

The Corporate Services Branch (CSB) includes most internal services that support the organization and its prosecution teams as well as two national programs. As with all federal government departments, these internal services play a critical role in ensuring effective governance, adherence to government policies, and fulfillment of administrative responsibilities.

In 2025-26, the CSB will continue its focus on enhancing governance structures and adopting a fully integrated approach to business and investment planning. Building on the implementation of the Information Technology governance framework in late 2024-25, the CSB will introduce and operationalize a Facilities Management and Accommodations and Security Services Projects Governance structures in 2025-26. These developments will enable the CSB to strategically align resources, optimize operations, and deliver on its mandate with greater efficiency and adaptability. Moreover, the CSB will advance its performance measurement framework as part of its continuous improvement efforts. This enhanced framework will equip senior management and decision-makers with robust, data-driven insights to support evidence-based decision-making, fostering sustained improvements in organizational performance and accountability.

Human Resources

In 2025-26, the Human Resources Directorate^{Footnote 12} (HRD), in consultation with the Advancement Centre for Equity, Diversity, Inclusion and Accessibility (ACEDIA) and PPSC’s National Councils of Employees (NCEs), will continue to develop and implement a comprehensive Talent Management and Succession Planning Framework. This will include fostering career conversations between employees and their managers to ensure alignment with the PPSC’s People Strategy, while strengthening recruitment, development, and succession planning across the organization. It will also continue to implement the PPSC’s Official Languages (OL) Action Plan, ensuring it remains aligned with the organization’s overarching vision. While updates to the plan are anticipated, the focus in 2025-26 will remain on demonstrating leadership, innovation and creativity in meeting official languages obligations, and contributing to initiatives that support strengthening the use of Indigenous languages. Additionally, the HRD will support initiatives aimed at increasing the representation of all equity groups within the organization’s workforce. This will be achieved through the PPSC's established diversity commitments focused on actively closing representation gaps across the regions and the department. In consultation with the ACEDIA, the HRD will continue to support the PPSC's participation in the Mosaic Leadership Development Program. This initiative reflects the organization's dedication to cultivating future leaders while promoting diversity and inclusivity within its leadership ranks.

The HRD will continue to offer support services to employees who are facing difficulties through the provision of the Employee Assistance Program and the Healthy Workplace Services, and make sure we support our employees from equity groups with services that are adapted to their lived experiences and needs. Additionally, it will keep offering various information sessions on these services. In collaboration with Health Canada, tailored services that meet the specific needs of equity group members will continue to be implemented. Analyzing this information will lead to initiatives aimed at ensuring that the PPSC remains inclusive, effective, and reflective of the diverse needs of all employees.

The redesign and redevelopment of the Federal Prosecutor Development Program (FPDP) began during the 2024-25 period and will follow a phased approach. In 2025-26, training materials will be updated, and competency assessments will be developed. Facilitators will receive training to equip them for effective program delivery. Program documentation will be streamlined and standardized to enhance consistency. Additionally, the first phase of training for LP-01 participants will be launched. In the coming years, the PPSC will continue to develop and implement additional training modules. In collaboration with the PPSC National Councils of Employees, the HRD will assess competencies to ensure they are comprehensively addressed and that the program remains responsive to emerging needs.

The PPSC’s Inuit Employment Plan was finalized and submitted to Pilimmaksaivik in September 2024. The plan outlines the department’s short, medium and long-term strategies to increase Inuit representation in the Nunavut Regional Office. For 2025-26, the department plans to adopt more inclusive Nunavut Inuit practices in public service delivery, improve hiring processes to support greater Inuit participation, and engage in targeted education and training programs to develop skills among Inuit individuals.

Administrative Services Division

In 2025-26, the Administrative Services Division^{Footnote 13} (ASD), through its Information Management team, will review the retention and disposition schedules to ensure that the PPSC only retains information that is relevant to its legal cases. In addition, processes will be developed to assist legal staff in managing digital information. The ASD will also implement a new tool for the secure transfer of documents with the aim of providing effective tools for PPSC employees.

During 2025-26, the PPSC will actively continue to work on identifying a product that can be used by the department to replace its legacy internal legal case management system.

National Fine Recovery Program

The National Fine Recovery Program^{Footnote 14} (NFRP) plays an important role in preserving the integrity of the sentences ordered by the courts and contributes to the administration of justice. In 2025-26, the NFRP will engage in advanced civil litigation on complex files and continue its efforts to implement fine recovery processes in the territories. It will also implement a new formal Fine Recovery Policy Framework to enhance its administrative support structure and ensure alignment with its mandate. Additionally, the NFRP will finalize the development and implementation of the new fine management software to improve efficiency of recovery operations.

Agent Affairs Program and National Agent Project

In 2024, the PPSC launched the National Agents Project (NAP) with the objective of enhancing efficiency in managing agent expenditures and ensuring compliance with Sections 32 and 34 of the Financial Administration Act (FAA). In the first half of 2025-26, the NAP will have completed a pilot of improved processes involving all offices playing a role in the management of agents, i.e., the Agent Affairs Program (AAP) within the Corporate Services Branch, the regional offices and the Finance and Acquisitions Directorate. Senior Management will review and, as applicable and where appropriate, approve the NAP’s resulting recommendations. These will then be introduced, in a measured manner, nationally during the second half of the fiscal year, with the support of the AAP. The implementation efforts may last into the next fiscal year.

Equity, Diversity, Inclusion and Accessibility

The ACEDIA will continue to play a key role in influencing and accelerating the growth and development of a richly diverse PPSC workplace and an equitable, inclusive and accessible culture. In doing so, the ACEDIA will continue supporting the PPSC’s efforts to better understand the different realities of persons going through the criminal justice systems in order to maintain actions to address overrepresentation of Indigenous, Black, racialized people, persons with a disability or members of the 2SLGBTQIA + communities. In 2025-26, the ACEDIA will continue to support the implementation of a more focused and transparent approach to inclusive and diverse hiring. Additionally, it will create an integrated framework to support the PPSC in its EDIA maturity growth in collaboration with the National Council of Employees (NCEs) and different internal stakeholders and leaders, identifying trainings for managers, supervisors and key corporate stakeholders in cultural competencies and in bias mitigation. The ACEDIA will continue to support the review of human resources practices to remove systemic bias, guided by NCEs insights and intersectional Public Service Employee Survey^{Footnote 15} data analysis.

The implementation of the Accessibility Support Centre (ASC) has enabled the PPSC to deliver a more comprehensive, relational, holistic, and human-centred service to employees living with a disability, an injury or an illness, and their managers. In 2025-26, the ASC will work on reducing turnaround times for the provision of accommodations for persons with a disability, an injury or an illness, train supervisors and managers on their duty to accommodate, find new ways of systematically integrating accessibility in all decision planning processes and policies, and continue to implement the PPSC Accessibility plan and GC Workplace Accessibility Passport.

Communications

The PPSC will continue to modernize its Access to Information and Privacy (ATIP) correspondence templates, as well as its recruitment and NFRP letter templates, by incorporating plain language, improving clarity and utilizing web links to make information clear and accessible to all Canadians. This will be streamlined with the Web Accessibility 2040 project’s commitment to update or replace all new content with plain language. It also plans to complete its Access to Information and Privacy (ATIP) renewal project in 2025-26, with the goal of transitioning to a modern, efficient ATIP case management and redaction system. The PPSC will complete all testing and security checks for the system and begin using the software to respond to new requests for information from the public.

In 2025-26, the PPSC plans to update its privacy policies. The Treasury Board of Canada Secretariat released new rules for the PPSC and other organizations that will improve how the Government of Canada protects the privacy of its people in a world of new and rapidly changing technology.

In addition, the PPSC will conduct department-wide training for all employees on their obligations under the Access to Information Act, Privacy Act, and related Treasury Board policy instruments, in accordance with the Treasury Board Secretariat new directives.

Finance and Acquisitions

In 2025-26, the Finance and Acquisitions Directorate^{Footnote 16} (FAD) will continue to provide its employees with the tools and training to build capacity and increase the development of its workforce to support service excellence. FAD will increase awareness and understanding of individual accountability by developing new processes to improve efficiencies and ensure financial data integrity. FAD will promote collaboration and the sharing of best practices by leveraging teams, working groups, advisors within our organization by providing expertise, guidance to facilitate transition to change and empower a culture of trust and success.

Audit and Evaluation

In 2025-26, the Internal Audit and Evaluation Directorate^{Footnote 17} will continue the audits stated in the annual Risk-based Audit Plan and monitor the implementation of outstanding management actions plans.

Planned resources to achieve results

Table 5: Planned resources to achieve results for internal services this year

Complete financial and human resources information for the PPSC’s program inventory is available on GC InfoBase.

Planning for contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024-25.

The PPSC supports the Government of Canada’s commitment by aiming to award a minimum of 5% of the total value of its contracts to Indigenous-led businesses. Since 2022-23, the PPSC developed an Indigenous procurement planning exercise across the organization. The department leverages existing provisions available in the federal government’s Procurement Strategy for Indigenous Business (PSIB) to seize opportunities through its procurement process.

Since implementation, the PPSC has shown a growing and strong commitment to supporting Indigenous businesses through various procurement strategies, such as:

• Procurement Planning: Identifying opportunities specifically for Indigenous businesses;
• Conditional or Voluntary Set-Asides: Applying these when practical in procurement solicitations;
• Large IT and Office Furniture Procurement: Setting these aside for Indigenous businesses;
• Education and Promotion: Continuing to educate, provide tools, and promote contracts being awarded to Indigenous businesses.

This approach aims to create more opportunities and support the growth of Indigenous businesses.

The PPSC’s methodology does not include the cost of legal agents, which are required to support the mandate of the Director of Public Prosecutions, in accordance with the Director of Public Prosecutions Act.

Table 6: Percentage of contracts planned and awarded to Indigenous businesses

Planned spending and human resources

This section provides an overview of PPSC’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.

In this section

• Spending
• Funding
• Future-oriented condensed statement of operations
• Human resources

Spending

This section presents an overview of the department’s planned expenditures from 2022-23 to 2027-28.

Analysis of planned spending by core responsibility

The PPSC's planned spending reflects the amounts approved by Parliament to support the department's core responsibility. This includes funding received for the collective agreements signed in 2024-25.

Budgetary performance summary

Table 7 Three-year spending summary for core responsibilities and internal services (dollars)

Analysis of the past three years of spending

The total actual expenditures net increase from 2022-23 to 2023-24 is mainly due to an increase in funding received to assist in fighting tax evasion in a complex global and digital environment, the ratification of collective agreements, and the payment of contingent liability.

The Actual expenditures are forecasted to increase in 2024-25 mainly due to the ratification of collective of Law Practitioner and Law Management agreements.

More financial information from previous years is available on the Finances section of GC Infobase.

Table 8 Planned three-year spending on core responsibilities and internal services (dollars)

Analysis of the next three years of spending

The PPSC's planned spending reflects the amounts approved by Parliament to support the department's core responsibility. This includes funding received for the collective agreements signed in 2024-25.

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Table 9: Budgetary gross and net planned spending summary (dollars)

Analysis of budgetary gross and net planned spending summary

The 2025-26 planned revenues of $22.7 million represents the vote-netted authority for the PPSC which enables the department to re-spend the revenues received for providing services to other government departments and agencies.

Information on the alignment of PPSC’s spending with Government of Canada’s spending and activities is available on GC InfoBase.

Funding

This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 1: Approved funding (statutory and voted) over a six-year period

Graph 1 summarizes the department’s approved voted and statutory funding from 2022-23 to 2027-28.

Graph 1: Approved funding - Table

Graph 1: Approved funding - Table

Fiscal year	Total	Voted	Statutory
2022-23	229,089,541	209,240,605	19,848,936
2023-24	235,550,829	213,709,696	21,841,133
2024-25	253,138,251	233,006,403	20,131,848
2025-26	227,301,597	202,769,596	24,532,001
2026-27	227,627,092	203,051,899	24,575,193
2027-28	227,865,039	203,259,399	24,605,640

Analysis of statutory and voted funding over a six-year period

1. Funding for 2022-23 and 2023-24 represents the approved funding for the respective fiscal years, as reported in the Public Accounts.
2. Funding for 2024-25 reflects projected funding to the end of the fiscal year. The significant increase is mainly due to the ratification of collective Law Practitioner and Law Management agreements.
3. Planned funding for 2025-26, 2026-27, and 2027-28 reflects funds already brought into the department's reference levels, as well as amounts to be authorized through the Estimates process as presented in the Department's Annual Reference Level Update.

For further information on PPSC’s departmental appropriations, consult the 2025-26 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of PPSC’s operations for 2024-25 to 2025-26.

Table 10 Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)

Analysis of forecasted and planned results

The total planned revenues will be higher in 2025-26 due to an anticipated increase in time spent on prosecution services, resulting in a projected decrease in net cost of operations.

The total planned expenses are projected to be lower in 2025-26 due to reduced costs in collective agreement expenditures in 2025-26.

A more detailed Future-Oriented Statement of Operations and associated Notes for 2025-26, including a reconciliation of the net cost of operations with the requested authorities, is available on PPSC’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.

Table 11: Actual human resources for core responsibilities and internal services

Analysis of human resources over the last three years

The increase in 2023-24 and 2024-25 full-time equivalents is to assist the Canada Revenue Agency in fighting tax evasion in a complex global and digital environment and the opening of a new office in Surrey, British Columbia.

Table 12: Human resources planning summary for core responsibilities and internal services

Analysis of human resources for the next three years

PPSC does not anticipate any increase in full-time equivalent from 2025-26 to 2027-28.

Corporate information

Departmental profile

Appropriate minister(s)

The Honourable Sean Fraser

Institutional head

George Dolhai,
Director of Public Prosecutions and Deputy Attorney General of Canada

Ministerial portfolio

Justice

Enabling instrument(s)

Director of Public Prosecutions Act

Year of incorporation/commencement

2006

Departmental contact information

Mailing address

Public Prosecution Service of Canada
160 Elgin Street, 12^th Floor
Ottawa, Ontario K1A 0H8

Telephone

613-957-7772
1-877-505-7772

Fax

613-954-2958

Email

info@ppsc.gc.ca

Website(s)

PPSC’s website

Supplementary information tables

The following supplementary information tables are available on PPSC’s website:

• Gender-based analysis plus

Information on PPSC’s departmental sustainable development strategy can be found on PPSC’s website.

Federal tax expenditures

PPSC’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)

A quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

fulltime equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person year charge against a departmental budget. For a particular position, the fulltime equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)

For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent speech from the Throne.

horizontal initiative (initiative horizontale)

An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business (enterprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, an organization that meets the definition and Arequirements as defined by the Indigenous Business Directory.

non-budgetary expenditures (dépenses non budgétaires)

Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government’s financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.

plan (plan)

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.

Date modified:

2025-06-17