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SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

2.1 Strategic Outcome : An Independent and Efficient Federal Judiciary

2.2 Program Activity by Strategic Outcome

The following section describes the program activities of the Office of the Commissioner for Federal Judicial Affairs Canada and identifies the expected results, performance indicators, targets, performance status and performance summary for each of them.

This section will contain a discussion of results of the following Program Activities:

 

2.2.1 Program Activity: Payments pursuant to the Judges Act

 

Program Activity: Payments pursuant to the Judges Act
2010-11 Financial Resources
($ millions)
2010-11 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference
$436 839 $443 169 $443 169 0 0 0
Expected Results Performance
Indicators
Targets Performance Status Performance
Summary
Accurate and timely processing and validation of claims received for expenses in compliance with the Judges Act and internal guidelines governing financial management.

Percentage of expense claims processed and validated for entry into tracking system.

Percentage of expense claims processed within service standard.

100% of expense claims compliant with Judges Act and departmental policies and guidelines.90% of claims processed within service standard.

Met All

Exceeded

100% of all claims received were audited to ensure compliance to departmental policies and guidelines.

95.6% of claims were processed within the service standard.

Comprehensive, up-to-date and validated files are kept on all judges and their survivors.

Level of judges' satisfaction with services.

80% of judges satisfied with services.

Met All The Client Satisfaction Survey indicated that only 2% of respondents were dissatisfied with the completeness and accuracy of files compared to 77% that were satisfied.
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. Mostly Met 82% of Client Satisfaction Survey respondents regarded FJA’s response to questions and requests as timely compared to 1% that were not satisfied (16% had no opinion)

Performance Analysis:

Compared to the previous fiscal year in 2010-11 there was a 2.3% increase in the number of judges and a 1.1% increase in the number of pensioners in receipt of a pension pursuant to the Judges Act. Notwithstanding the increased workload volume, all judges and pensioners received timely reimbursement of their salaries, allowances and annuities, in accordance with the Act. Results of the Client Satisfaction Survey indicated that judges are generally very satisfied with FJA services as satisfaction scores for each service were in the 80 % or higher range. In support of FJA’s strategic outcome, achieving high performance in this program activity ensures that the judiciary can continue to perform their professional duties efficiently and effectively, and without delay. The independence of the judiciary is ensured through the efficient independent delivery of compensation and benefits by FJA.

 

Lessons Learned:

The survey findings reinforced the importance of FJA continuing to sustain its strong service culture by maintaining current service levels and quality of service. Three areas crucial to achieving continuous improvement were: identifying points of contact, streamlining processes and timeliness of responses.

 

2.2.2 Program Activity: Canadian Judicial Council

 

Program Activity: Canadian Judicial Council
2010-11 Financial Resources
($ millions)
2010-11 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference
$1 698 $1 792 $1 673 11 10 1
Expected
Results
Performance
Indicators
Targets Performance Status Performance
Summary

Effective functioning of Canadian Judicial Council committees.

Satisfaction with the administration and support of committees.

Number of Committee Chairpersons satisfied with secretariat support.

Met All

 

 

 

 


The chairpersons reported being satisfied with CJC services.

Performance Analysis:

The Council is composed of the 39 Chief Justices and Associate Chief Justices of Canada’s superior courts. As part of its mandate to support the Canadian judiciary, the Office of the Commissioner for Federal Judicial Affairs provides administrative support services to the office of the Canadian Judicial Council. Its mandate is to promote efficiency, uniformity and accountability, and to improve the quality of judicial services in all superior courts of Canada. The Council is also responsible for reviewing complaints against the conduct of federally appointed judges.

During the course of the fiscal year, 60 meetings of Committees and their subcommittees were held. The Chairpersons of the Committees reported being satisfied with services provided by the CJC secretariat.

Lessons Learned:

Priority setting by CJC members is essential to ensuring CJC delivers on plans and the general expectations of members. In this respect the analysis of staff time dedicated to supporting the Council is crucial to the work planning process.

 

2.2.3 Program Activity: Office of the Commissioner for Federal Judicial Affairs Canada

 

Program Activity: Federal Judicial Affairs
2010-11 Financial Resources
($ millions)
2010-11 Human Resources
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference
$7 970 $8 482 $7 874 54 49 5
Expected
Results
Performance
Indicators
Targets Performance Status Performance
Summary
1. Timely and accurate administration of the Order-in-Council process.

Percentage of Order-in-Council submissions prepared within service standards.

90% of submissions prepared within service standard.

Exceeded

100% of all Order-in-Council submissions were prepared within the service standard.
2. Fair and expeditious administration 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. Exceeded 99.3% of applications received were reviewed and verified within a three-month period.
3. Access to a trusted and reliable email and collaboration tool.

Percentage of time core system available to users.

Percentage of judges satisfied with system.

Core systems available 98% of time on an annual basis.

75% of judges satisfied with system.

Met All

 

Met All

JUDICOM System availability was 99.36%.

76% of judges were satisfied or very satisfied with the JUDICOM system according to the Client Satisfaction Survey.

4. 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. Met All

96% of judges feel that the language training received in the immersion session was useful.

Overall, almost nine out of ten judges who have taken language training said they were satisfied with the service provided.

5. Timely, accurate and bilingual publishing of selected Federal Courts decisions. Percentage of selected cases published within 10 months of the issuance of the decision. 90% of selected cases are published within 10 months of the date of issuance of the decision. Mostly Met Users are satisfied that their needs are being met (see Final Report: Federal Courts Reports Client Satisfaction Survey). Decisions published in the Reports are accurate (only 3 erratums were published in 2010-2011) and undergo a thorough editorial process. 15.83 months was the average delay between the date of issuance of a decision and its publication in the Reports. However, 9.1 months was the average delay once the translation was received. Furthermore, the average delay for decisions being published as digests was 5.81 months (compared to 8 months last year). The Reports also met its objective of publishing 5% of all decisions rendered, and issued 13 Parts (compared to 10 Parts in 2008-2009 and in 2009-2010).

Performance Analysis

Federal Judicial Affairs is a multi-faceted program activity benefiting those participating in the judicial appointments process, as well as federally appointed judges, the legal community and the general public through the publication of the Federal Courts Reports. In 2010-11 FJA either exceeded, met all or mostly met performance targets for the expected results of this program activity.  

First, FJA’s achievement of a high standard for the timely and accurate administration of the order-in-council process and the judicial appointments process contributed to an independent judiciary because it ensured all candidates for judicial office were treated fairly and equitably in the process.  

Second, FJA also provides timely and effective information technology collaboration tools and language training. Federally appointed judges were able to collaborate effectively, sharing information through JUDICOM, the information technology platform maintained by FJA. JUDICOM exceeded standards for system availability, and also exceeded the satisfaction target of 75%.  

Thirdly, the ability of judges to function in both official languages was enhanced through FJA’s efforts to ensure language services were easily accessible. As indicated above, nine out of ten judges who have taken language training say they are satisfied with the service provided.

Finally, important decisions of the Federal Court and the Federal Court of Appeal were made readily available to federally appointed judges, the legal community and the general public in a timely and accurate fashion through the publication of the Federal Courts Reports.

 

Lessons Learned:

FJA strives to respond to the service needs of the judiciary by continuously assessing its performance and being very responsive to lessons learned. FJA employs three approaches for identifying opportunities to enhance service delivery.

The first is the Client Satisfaction Survey of judges originally conducted in 2008 with a follow up completed in 2011. This assessed the perceptions of judges regarding the achievement of the strategic outcome of FJA to support and promote judicial independence through services to federally appointed judges. The survey also collected performance assessments on each FJA program activity. FJA learned it can continuously enhance service by achieving: a) greater efficiencies through minimizing the number of steps in the process of providing service to judges; b) increased timelines in obtaining service; and c) a central and consistent point of contact for judges to obtain service.

In addition, a client satisfaction survey was conducted to determine how to improve both the print and electronic formats of the Federal Courts Reports so as to best meet the needs of its users. FJA learned, among other things, that users are satisfied that the Reports are meeting their expectations and needs. Not surprisingly, the findings also indicate that the online version of the Reports is accessed more frequently than the hard copy and that judgments are consulted more frequently than digests.

The second methodology is related to the management and continuous improvement of an internal process for service delivery to judges. FJA has an ongoing initiative underway to improve service delivery, such as the service inventory project and workflow analysis of each FJA program activity conducted in the last fiscal year. This was supported by diagnostics using performance measurement data that identified where efficiency of processes, timeliness of service and quality of customer contact could be improved.

Thirdly, FJA is refining and implementing its performance measurement system. FJA has learned that priority setting on the investment of staff and budget is an important factor of success in delivering consistent service quality according to standard. Management actively monitors the efficiency of each program activity against targets or standards. Improvements or corrective measures will be identified and implemented.

Finally, as a result of the Management Accountability Framework (MAF) review conducted in 2008, FJA has made steps toward addressing the weaknesses identified in the areas of Information Management and Security. An Information Management Strategy has been developed with a target implementation of three years. Security Awareness Week activities were undertaken with the objective of providing training to staff and to raise security awareness within the organization.

As was noted in the previous MAF assessment, FJA received an acceptable or strong rating in the majority of areas of management, particularly corporate management and governance. Most importantly, Client Service was rated ’strong’ which reflected the strong service orientation of FJA and the attention management pays to ensuring high performance.

2.2.4 Program Activity: Internal Services

 

Program Activity: Internal Services
2010-11 Financial Resources
($ millions)
2010-11 Human Resourses
(FTEs)
Planned
Spending
Total
Authorities
Actual
Spending
Planned Actual Difference
$870 $956 $870 8 8 0
Expected
Results
Performance
Indicators
Targets Performance Status Performance
Summary
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%.

Mostly Met

Actual departmental lapse was 5.6%.
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.

Met All 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.

Met All

79% of departmental staff would recommend FJA as a good place to work.

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. Met All

Core systems were available 99.97% of the time.

Performance Analysis

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.

In the last fiscal year FJA maintained key its IT systems. Our internet Web site achieved Common Look and Feel (CLFv2) compliance. The main internal operational systems, Human Resource Information System (HRIS) and financial system (Freebalance) and the e-mail and collaboration environment for the judges were maintained and remained functional more than 90% of the time.