Office of the Commissioner for Federal Judicial Affairs Canada - Report
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SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
2.1 Strategic Outcome
An independent and efficient federal judiciary.
| Performance Indicators | Targets |
|---|---|
Compliance with service standards |
90% compliance with established service standards. |
Judges’ view on the contribution of the Office to judicial |
90% of judges are satisfied with the administration of the |
The following section describes the program activities of the Office of the Commissioner for Federal Judicial Affairs and identifies the expected results, performance indicators and targets for each of them. This section also explains how the department plans on meeting the expected results and presents the financial and non-financial resources that will be dedicated to each program.
This section contains a discussion of plans surrounding the following Programs:
- Payments pursuant to the Judges Act
- Canadian Judicial Council
- Federal Judicial Affairs
- Internal Services
2.2 Program: Payments Pursuant to the Judges Act
Payments pursuant to the Judges Act 2013-16 - Financial Resources ($ millions)
| Total Budgetary Expenditures (Main Estimates) 2013-14 |
Planned Spending 2013-2014 |
Planned Spending 2014-2015 |
Planned Spending 2015-2016 |
|---|---|---|---|
| $487,534,826 | $487,534,826 | $500,885,033 | $514,430,443 |
Payments pursuant to the Judges Act 2013-16 - Human Resources (Full-Time Equivalents-FTE)
| 2013-14 | 2014-15 | 2015-16 |
|---|---|---|
| 0 | 0 | 0 |
| Program Expected Results | Performance Indicators | Targets |
|---|---|---|
| Accurate and timely processing and validation of claims received for reimbursement of expenses in compliance with the Judges Act and internal guidelines governing financial management. |
Percentage of expense claims Percentage of expense claims |
100% of expense claims compliant 90% of claims processed within |
| Comprehensive, up-to-date and validated files are kept on all judges and their survivors. |
Percentage of judges satisfied with |
80% of judges satisfied with |
| Efficient and effective administration of judges’ compensation and benefits programs and processes. |
Percentage of compensation and benefits claims processed within service standard. |
90% of compensation and benefits claims processed within service standard. |
This program activity provides for the payments of salaries, allowances and annuities to federally appointed judges, and their survivors, in the superior courts and courts of appeal in Canada.
The number of judges is not included in the FTE count for the Office of the Commissioner for Federal Judicial Affairs. The number of judicial positions is identified in the Judges Act. As of January 1, 2013 there were 1,108 federally appointed judges in Canada and there were 870 retired judges and survivors receiving an annuity pursuant to the Judges Act.
2.3 Planning Highlights
In order to achieve the expected results, the department will dedicate the required resources to ensure that federally appointed judges are provided with a high level of service. Client satisfaction surveys are conducted regularly to assist the department in determining and benchmarking the current level of satisfaction of the judges.
2.4 Program: Canadian Judicial Council
Canadian Judicial Council 2013-16 - Financial Resources
| Total Budgetary Expenditures (Main Estimates) 2013-14 |
Planned Spending 2013-2014 |
Planned Spending 2014-2015 |
Planned Spending 2015-2016 |
|---|---|---|---|
| $1,672,727 | $1,672,727 | $1,668,410 | $1,668,410 |
Canadian Judicial Council 2013-16 - Human Resources (Full-Time Equivalents-FTE)
| 2013-14 | 2014-15 | 2015-16 |
|---|---|---|
| 10 | 10 | 10 |
| Program Expected Results | Performance Indicators | Targets |
|---|---|---|
| Effective functioning of Canadian Judicial Council committees. |
CJC members satisfied with the administration and support of their committees. |
With ongoing dialogue with Committee Chairs, Council office will ensure satisfaction to secretariat support. |
Provide integrated support (administrative, secretariat, policy and legal research and advice) to the Council in support of its statutory mandate to foster the better administration of justice in Canada and serve as the body that oversees judicial conduct.
The role of the Canadian Judicial Council office is to support the Council, its committees and its members in their carrying out of the Council’s mandate. Such support includes providing ongoing advice, ensuring the implementation of decisions taken, and managing administrative and executory functions as necessary for the efficient and effective execution of the mandate.
2.5 Planning Highlights
The Council office has 10 employees to manage and execute the mandate of the CJC, its annual meetings, and the work of Council committees.
2.6 Program: Federal Judicial Affairs
Federal Judicial Affairs 2013-16 - Financial Resources
| Total Budgetary Expenditures (Main Estimates) 2013-14 |
Planned Spending 2013-2014 |
Planned Spending 2014-2015 |
Planned Spending 2015-2016 |
|---|---|---|---|
| $7,613,383 | $7,613,383 | $7,623,494 | $7,623,494 |
Federal Judicial Affairs 2013-16 - Human Resources (Full-Time Equivalents-FTE)
| 2013-14 | 2014-15 | 2015-16 |
|---|---|---|
| 48 | 48 | 48 |
| Program Expected Results | Performance Indicators | Targets |
|---|---|---|
| 1. Timely and accurate administration of the Order-in -Council process. |
Percentage of Order-in-Councils submissions prepared within service standards. |
90% of submissions prepared within service standard. |
| 2. Access to a trusted and reliable email and collaboration tool. |
Percentage of time core system Percentage of judges satisfied with |
Core systems available 98% of 75% of judges satisfied with |
| 3. Federally appointed judges have access to timely, high -quality, and cost effective language training services. |
Waiting time for judges to access training services. |
90% of judges have access to language assessment and training services within service standard. |
| 4. Timely, accurate and bilingual publishing of the official reports of the Federal Court of Appeal and of the Federal Court. |
Percentage of selected cases Number of Parts published per Number of errata published per Percentage of decisions rendered Inclusion of quality value-added |
75% of selected cases are published 12 Parts published per year. No more than 5 erratas published 5% of decisions rendered are Canadians continue to have access |
| 5. Fair and expeditious administratio n of the Judicial Appointments process. |
Percentage of applications screened and referred to Advisory Committees in a timely manner. |
95% of applications reviewed and verified within service standard. |
These FTE’s represent employees of the department who are responsible for the day-to-day operations of the department and to provide administrative services to federally appointed judges including language training, publishing of the Federal Courts Reports (a service that also benefits Canadians by promoting access to law), and services to the Minister of Justice through the Judicial Appointments Secretariat. They also provide support to the judiciary in the areas of finance, human resources, administration and information management.
2.7 Planning Highlights
In order to achieve the expected results, a review of the existing Information Management systems will be undertaken with the objective of determining the best way to update the existing systems so that they are using current technologies.
During the course of the planning year, the Judicial Appointments Secretariat is expecting that new committee members for 8 advisory committees will be appointed. Training of these new members will be provided by FJA at the commencement of their term of appointment. Regular meetings with all 17 advisory committees will be held to provide the Minister of Justice with a pool of qualified candidates for judicial appointments in Canada.
In light of its particular expertise, the Federal Courts Reports group has been asked by the Court Martial Appeal Court to assist with publication of their decisions. FJA has entered into a Memorandum of Understanding to do that, and work has started and is expected to continue throughout the planning year. Also, the Federal Courts Reports group continues to move forward on other fronts to make the best use of new technologies to keep up with the changing demands of the legal and judicial communities and the general public. Finally, the Federal Courts Reports group will have to deal with changes at Publishing and Depository Services (PWGSC), which will no longer be producing, printing or warehousing hard copies of publications starting in 2014.
The Minister of Justice has responded to the report issued by the Judicial Compensation and Benefits Commission. The legislation needed to effect the recommendations accepted by the Minister has been passed by Parliament. Changes to judicial compensation and benefits may have an impact on the types of services provided by this office and the level of resources required.
2.8 Program: Internal Services
Internal Services 2013-16 - Financial Resources
| Total Budgetary Expenditures (Main Estimates) 2013-14 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
Planned Spending 2015-16 |
|---|---|---|---|
| $854,278 | $854,278 | $865,704 | $865,704 |
Internal Services 2013-16 - Human Resources (Full-Time Equivalents-FTE)
| 2013-14 | 2014-15 | 2015-16 |
|---|---|---|
| 8 | 8 | 8 |
| Program Expected Results | Performance Indicators | Targets |
|---|---|---|
| 1. Resources are allocated and expended in a cost effective manner in accordance with the department’s Strategic Plan. |
Departmental lapse of resources. | Annual budgetary lapse under 5%. |
| 2. Department successfully attracts and retains the right people at the right time to meet its current and future business needs. |
Percentage of staff and management satisfied with Human Resource Services. |
80% of staff and management are satisfied with the Human Resource Services. |
| 3. A model workplace. | Percentage of staff satisfied with the organization. |
80% of staff are satisfied with the organization. |
| 4. Information technology tools are available to meet departmental needs. |
Percentage of time the systems are available to users. |
Core systems available 98% of the time on an annual basis. |
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of the organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Material Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across the organization and not to those provided specifically to a program.
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