Deputy Commissioner’s Message

I am pleased to present the Departmental Performance Report for the Office of the Commissioner for Federal Judicial Affairs Canada for the fiscal year ending March 31, 2016.

The Office of the Commissioner for Federal Judicial Affairs Canada was created in 1978 under the Judges Act to provide support and services to the federal judiciary and to promote judicial independence.  An independent and effective judiciary is fundamental and we pride ourselves on being responsive to the needs of our clientele.

During the past year, our office continued to provide high quality services to over 1,125 federally appointed judges, and to 965 pensioners and survivors in a range of areas including finance, compensation and benefits; language training; information management/information technology; and international cooperation initiatives.

We also continued to serve the Minister of Justice and candidates for judicial appointment in managing the judicial advisory committees process.

In closing I wish to commend the professionalism and commitment of the employees of our office in supporting the needs of the Canadian judiciary. We continually aim to improve our practices in order to be more efficient, and we stand ready to meet new challenges.

Marc A. Giroux
Deputy Commissioner

 

Results Highlights

 

What funds were used?

The department’s actual spending for 2015-16 was $543,426,832.

Who was involved?

The department’s actual full-time equivalents (FTEs) for 2015-16 were 63.

Results Highlights

ü Implementation of an electronic content management system (GCDOCS)

ü Support to the Judicial Compensation and Benefits Commission which convenes every four years (Quadrennial Commission)

ü Support to the judicial appointment process in appointing 49 judges

ü Support to members of the Canadian judiciary in successfully fulfilling their obligations under multi-year judicial reform projects in Ukraine and Jamaica

 

 

Section I: Organizational Overview

Organizational Profile

 

Appropriate Minister: The Honourable Jody Wilson-Raybould, P.C., Q.C., M.P.

Institutional Head: Marc A. Giroux, Deputy Commissioner

Ministerial Portfolio: Minister of Justice and Attorney General of Canada

Enabling Instrument(s): Judges Act(R.S.C., 1985, c. J-1)

Year of Incorporation / Commencement: 1978

Other:

Information about the Canadian Judicial Council, its mandate and programs are found at the Council’s website:  http://www.cjc-ccm.gc.ca

 

Organizational Context

 

Raison d’être

The Office of the Commissioner for Federal Judicial Affairs (FJA) provides services to the Canadian judiciary and promotes judicial independence. The Minister of Justice is responsible for this organization.

Responsibilities

Section 73 of the Judges Act establishes the office of the Commissioner for Federal Judicial Affairs.  Section 74 sets out the duties and functions of the Commissioner.

The Commissioner:

·         Administers Part I of the Judges Act , including the administration of salaries, allowances and annuities of judges of the Federal Court of Appeal, the Federal Court, the Tax Court of Canada and federally appointed judges of provincial and territorial superior courts;

·         Prepares budgetary submissions and provides administrative support and services to the Canadian Judicial Council;

·         Performs such other duties as the Minister of Justice may require in connection with any matters falling, by law, within the Minister’s responsibilities for the proper functioning of the judicial system in Canada. These include:  the operation of the Judicial Appointments Secretariat; support to the Supreme Court of Canada appointments process; publication of the Federal Courts Reports; the provision of language training to judges; the coordination of judicial international cooperation activities; and support to the Judicial Compensation and Benefits Commission.

Strategic Outcome and Program Alignment Architecture

  • Strategic Outcome: An independent and efficient federal judiciary
  • 1.1 Program: Payments pursuant to the Judges Act
  • 1.2 Program: Canadian Judicial Council
  • 1.3 Program: Federal Judicial Affairs
    • 1.3.1 Sub-Program: Services to Judges
    • 1.3.2 Sub-Program: Judges' Language Training
    • 1.3.3 Sub-Program: Federal Courts Reports
    • 1.3.4 Sub-Program: Judicial Appointments Secretariat
    • 1.3.5 Sub-Program: Judicial Compensation and Benefits Commission
  • Internal Services

 

 

Operating Environment and Risk Analysis

The Government has initiatives in place for pay modernization, consolidation of pay services, and pension modernization.  These initiatives include consideration of a proposal that FJA transfer pay and pension administration for judges to common service agencies.  Consideration of such a proposal must take into account FJA’s mandate and primary mission to protect the independence of the federal judiciary in order to maintain the confidence of Canadians in our judicial system.  FJA is therefore pursuing a range of initiatives to ensure the renewal of legacy systems and alignment with government-wide processes and systems, both in terms of services provided to judges as well as controls to ensure the proper application of policies and rules governing the payment of judges’ salaries, allowances, benefits and annuities.

Technology and the availability of services/information online will increasingly have an impact on the service expectations of Judges and FJA clients.  This will put increasing pressure on the way services are delivered by FJA, with an increased focus on technology and online web self-service capabilities.  The Government transition to greater standardization of corporate business processes and shared service delivery models is also resulting in increased pressure on FJA to update its processes and systems to be aligned with government-wide technologies and tools.  In doing so, FJA must continue to protect the independence of the federal judiciary necessary to maintain the confidence of Canadians in our judicial system.

Key Risks

Risk

Risk Response Strategy

Link to the Organization’s Program(s)

Maintaining a high level of support and services to judges in a manner that supports and promotes judicial independence in the context of government-wide centralization of common services and shared services.

The Judges Act establishes a regime of salaries, allowances and annuities unique to federally appointed judges and which is administered by the Office of the Commissioner for Federal Judicial Affairs. The ongoing government-wide initiative to centralize common services and shared services has resulted in consideration of a transfer from FJA to a common service agency of some of the administration of these core services. Discussions are ongoing with central agencies to explain the mandate of FJA and how this initiative may impact judicial independence as well as service levels to judges.

·         An independent and efficient federal judiciary

·         Payments pursuant to the Judges Act

Errors (e.g., payments, vacancies lists, procurement).

Challenges of administering the unique regime in the Judges Act include ensuring a correct interpretation of the Act and consistency and accuracy in a high volume of transactions environment. Current strategies to minimize risk are 100% verification of transactions, use of technology to assist in processing payments, staff training, and regular reviews of internal controls.

·         An independent and efficient federal judiciary

·         Payments pursuant to the Judges Act

·         Internal services

Termination of support of legacy system currently in use while long-term solution not developed.

Once pay and pension modernization are completed government-wide, Public Services and Procurement Canada (PSPC) will no longer be able to support the Judges Annuitant System.  PSPC earmarked funding for developmental costs towards a new system, and will continue to support FJA until a new solution is finalized.

·         An independent and efficient federal judiciary

·         Payments pursuant to the Judges Act

Security and privacy of personal and business information.

Maintaining the security and privacy of personal information of judges is a key risk given cyber threats to IT security.  Mitigation measures include assessing security threats and risks, developing and implementing recommendations to improve IT Security, developing an IT Security framework, preparing business continuity plans, developing and enforcing IM policies, and directing all Internet and e-mail traffic through the PSPC provided Secure Channel network.

·         Federal judicial affairs

·         Service to Judges

 

 

Organizational Priorities

Control framework
Description

Implement and maintain processes, controls and practices to ensure consistent and proper application of policies and financial administration activities.

 

Priority Type[1]   

New.                 

Key Supporting Initiatives

Planned  Initiatives

Start Date

End Date

Status

Link to the Organization’s Program(s)

·         Enhance existing financial control and monitoring mechanisms.

April 2015

 

June 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Implement policy on internal controls.

April 2015

 

June 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Establish a monitoring program for payments.

April 2015

 

June 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Monitor achievement of service standards.

April 2015

 

June 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

Progress Toward the Priority                    

In 2015-16 FJA implemented a number of changes aimed at improving the level and quality of service provided and ensuring alignment with Treasury Board of Canada policies and guidelines. Among these changes were updating of internal policies and procedures as they related to travel and hospitality, the use of government of Canada acquisition cards and travel cards as well as checklists to assist all staff in carrying out their roles and responsibilities in the area of financial management and stewardship. Training was provided to personnel as these changes were rolled out. This initiative promotes prudent stewardship of public funds.

We continue to perform 100% verification of payments and monitor the stated turn-around rate for processing payments and take action as required to maintain.

1Type is defined as follows previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.

 
Succession planning and human resource management
Description

Provide knowledge transfer for key positions in the organization where departures are anticipated in the next 2-3 years.

 

Priority Type  

Previously committed to.

Key Supporting Initiatives

Planned  Initiatives

Start Date

End Date

Status

Link to the Organization’s Program(s)

·         Identify key positions.

April 2015

March 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Design structure that facilitates succession planning and development of staff and ongoing service delivery. 

April 2015

March 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Document processes and procedures related to the activities of these positions.

April 2015

March 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Develop staffing strategy for each position.

April 2015

March 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Prepare development/learning program for new staff to acquire skills and transfer knowledge from existing incumbents. 

April 2015

March 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Provide long term mentoring and coaching support.

April 2015

March 2017

On track

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

Progress Toward the Priority                    

Given its small size, FJA has a small group of expert managers and key staff. The departure or retirement of senior managers and key staff can create a major risk for the organization given the specialized knowledge required to deliver FJA services and programs.

FJA identified key positions at risk. FJA continued to document processes and procedures related to the activities of these positions. The next step is to review competencies required of each position, to develop staffing/recruitment strategies for each position, and prepare development/learning programs for new staff to acquire skills and transfer knowledge from existing incumbents.
 
Information management
Description

The management, retention and findability of FJA information used in support of the delivery of services to the Canadian judiciary.

 

Priority Type  

Previously committed to.

 

Key Supporting Initiatives

Planned  Initiatives

Start Date

End Date

Status

Link to the Organization’s Program(s)

·         Finalize the implementation of an electronic content management tool which supports the updated file structure, retention periods, and security requirements for all Information Resources of Business Value.

January 2015

June 2016

Completed

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

·         Develop an Information Management Framework.

January 2016

June 2016

Completed

Program 1.3: Office of the Commissioner for Federal Judicial Affairs

Progress Toward the Priority                    

FJA has completed the documentation of the Office’s Information Resources of Business Value, the implementation of an electronic content management system (GCDOCS), and the development of an Information Management Framework which identifies IM-related governance, policies, and procedures which are to be adhered to by all members of the Office. FJA is now focusing on continuous improvement initiatives such as on-going clean-up of physical and electronic records and decommissioning on legacy electronic information repositories.
 
Modernization of FJA processes and tools
Description

Streamline and modernize FJA business practices, processes and technologies as part of an overall modernization plan spanning the next three years and beyond.

 

Priority Type  

New.

 

Key Supporting Initiatives

Planned  Initiatives

Start Date

End Date

Status

Link to the Organization’s Program(s)

·         Modernize both the JUDICOM system (used by judges for secure collaboration and communication) as well as internal web applications that support FJA corporate services and programs.

January 2016

 

March 2017

On-track

Sub-Program 1.3.1: Services to Judges

·         Continue to streamline the publication process and achieve efficiencies.

April 2014

March 2017

On-track

Sub-Program 1.3.1: Services to Judges

Progress Toward the Priority                            

FJA has implemented a modern web-based solution to replace the legacy Judicom system and is in the process of on-boarding users. Development of a new web-based application to replace the existing internal system that supports FJA corporate services and programs is well under way.

The Federal Courts Reports section continued to improve its publication delays, ensuring timely access to decisions published in the official Reports. Indeed, compared to 2014–2015, the average time it took to publish the print version of the Reports went down by nearly 35%, and the time it took to post new decisions to the Web site went down by nearly 50%. Progress was also made this year by the further development of macros to automate the preparation of tables appearing in the Reports. In the coming year, the implementation of an electronic document management system (GC DOCS) will contribute to the streamlining of the publication process by, among other things, facilitating version control and the sharing of documents. Greater use of hyperlinks for decisions cited in the online version of the Reports will be made. Formatting issues with older decisions published online will be addressed. And the section will start to self-publish its decisions to the Web, providing it with the ability to continuously improve the online publication by making changes on an as needed basis.

 

For more information on organizational priorities, see the Minister’s mandate letter.