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ARCHIVED - RPP 2007-2008
Courts Administration Service

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Detailed Analysis by Program Activities

The Service is committed to realizing the following strategic outcome:

The public has effective, timely and fair access, in either official language, to the litigation processes of the Federal Court of Appeal, the Federal Court, the Court Martial Appeal Court of Canada and the Tax Court of Canada.

The key initiatives identified hereafter which support our strategic outcome and organizational priorities are intended to ensure broader public access to the Courts, more efficient processing of cases and more effective support to the Courts we serve, while ensuring transparency and full accountability for the use of public funds.

The Service’s main priority is to continue to provide high levels of service to the public with due diligence pertaining to the use of public funds. To this end, we have developed preliminary performance indicators for each Program Activity. As the Service is moving toward the implementation of a new case management system, performance indicators will be further refined in conjunction with this system. The Service is highly committed to the priorities of government that call for increased accountability and transparency. Special attention is being paid to the documentation of results of the key initiatives described in this report and in the development and refinement of performance measures. Additionally, the Management Accountability Framework assessment has assisted the Service in pinpointing areas for improvement thereby strengthening our management practices.

Description of Program Activities in the Program Component

The Service has one business line, known as courts administration service. Its objective is to provide Canadians with the services needed to ensure accountability for the use of public money in support of the administration of the Federal Court of Appeal, the Federal Court, the Court Martial Appeal Court of Canada and the Tax Court of Canada, and, to facilitate public access to the Courts while safeguarding the principle of judicial independence. This business line is divided into three interrelated program activities: Registry Services, Judicial Services and Corporate Services.

  • Provide Registry Services - The Registry Services provide administrative support to the courts to ensure the proper and efficient operation of the litigation process.
  • These supports include processing documents filed by or issued to litigants, attending at court sittings, recording proceedings, providing information to litigants, maintaining custody of the records and information base required by the Courts and issuing legal instruments to enforce the Courts’ decisions;

  • Provide Judicial Services - This service line provides judicial support to the Justices, including but not limited to judicial assistants, ushers and other staff who provide direct support to the Justices in the discharge of their responsibilities.
  • These services also include the law clerks and the library services.

  • Provide Corporate Services - additional information can be found in Section IV – Other Items of Interest.

Two of our program activities – provide registry services and provide judicial services are designed to produce expected results that maximize our processes and information that support our services to the judiciary and the Canadian public. These expected results will provide a system of judicial service that is fair, transparent, and expeditious.

Program Activity Name: Registry Services

Financial Resources:
2007-2008 2008-2009 2009-2010
$ 39.7 M $ 37.6 M $ 37.6 M

Human Resources:
2007-2008 2008-2009 2009-2010
418 418 418

Program Activity Name: Judicial Services

Financial Resources:
2007-2008 2008-2009 2009-2010
$ 21.9 M $ 20.8 M $ 20.8 M

Human Resources:
2007-2008 2008-2009 2009-2010
231 231 231

Program Activities supporting Priority 1

Priority 1:

Modernization of our business processes and registry services operations.

Program Activity – Provide Registry Services

Key Initiatives

Electronic Services

Based on the successful implementation of the electronic filing pilot project for intellectual property cases, the e-filing functionality will be expanded to include other types of cases such as immigration, admiralty and Income Tax certificates. The Service is also developing a strategy for full deployment of digital recording equipment in its courtrooms. With the support of the Chief Justices, we should be in a position to purchase the hardware and software and implement the digital recording system in the courtrooms. Each of these initiatives is going forward with the full involvement of an IT Committee comprised of Judges of the Courts and IT professionals.

Technology and Re-engineering in Case Management

The integration of the current case management systems will continue to be a priority in 2007-2008. The user requirements of the new case management system have been identified through focus groups. Their work will serve as the foundation of the functional and system designs of the new system. Additional technical expertise will be sought at different stages of the project to ensure full compliance with TBS policy. A new case management system will provide the registries with the tools required to better serve the public as well as harmonizing internal processes. Other projects such as scanning of documents and remote access assist the internal users in their delivery of service.

Review and Re-engineering of Registry Services

We will continue to re-engineer processes and systems to maximize the use of technology and deliver efficient registry and court services to the public. Concurrently, we will continue to focus on cross-training of registry staff across Canada. As a result, all registry officers will be in a position to better serve clients with respect to all four courts. These measures will enhance the use of our resources and provide a common access point for the public.

Program Activity – Provide Judicial Services

Key Initiatives

Implementation of Outreach Activities

The Service will strive to ensure that the information it makes available to the public about the Courts it serves, whether via the Courts' Web sites or other communications tools, including the publication of judgments, is coordinated effectively. In addition, the Service, in conjunction with the Courts, will continue to use outreach activities, such as open houses, mock trials, symposia, Law Day, and Bench and Bar Committee with members of the Service sitting on the committees, to heighten public awareness of the Service, the Courts and judicial independence.

Additional efforts will be geared toward the promotion of the law clerk program to ensure the Service is able to attract best candidates.

The Service is stepping up its efforts to consult and collaborate with partners. We have a number of important relationships with partner departments and agencies and others. In managing these relationships our attitude stresses a close involvement that reaches well beyond the transaction of business.

Expected Results Performance Indicators(*)
Efficient CAS processes that provide timely access for Canadians to the registry and are responsive to the judiciary
  • Average length of time for each step in the courts process by case complexity index
  • Average length of time for each business process within the registry by case complexity index
A sustainable system of services to the courts that make better use of technology, optimize resources and ensure value for money spent
  • Number and type of complaints from users regarding technology issues
  • Percentage of work time that courtroom space is not utilized
  • Cost per appeal and per case
Records and information management that ensures the highest quality of information to users
  • Rate of errors due to inaccurate or missing information
  • Percentage of work time the system is not accessible
  • Estimated cost savings for electronic records management
Increased awareness and understanding of CAS and Courts by all stakeholders
  • Number and type of inquiries
  • Number and type of complaints from the public and judiciary
  • Web site utilization statistics
  • Number of candidates applying for Law Clerkship Program

(*) These indicators will be further refined as we will move forward with the development of the Performance Management framework.

Program Activities supporting Priority 2

Priority 2:

Implementation of a comprehensive, dynamic and fully integrated work environment to support the delivery of our services to clients and the judiciary.

Program Activity – Provide Registry Services

Key Initiatives

Physical Consolidation and Harmonization of Staff in the NCR

Employees located in the Lorne Building in Ottawa provide registries services for the Federal Court of Appeal and for the Federal Court. For several years, numerous health and safety issues relating to this building have been raised. To provide an adequate and suitable work environment, relocation of these employees is necessary in the short term. Talks continue with PWGSC, to find a suitable location to accommodate employees located the Lorne Building.

Develop and Integrate a Performance Management Framework based on Values and Ethics

The Service will develop a comprehensive Performance Measurement Framework (PMF) that will set out clear performance expectations for the Service. The framework will help the Service select performance indicators, set benchmarks for performance, capture and analyze performance information and interpret findings and take corrective action. Targets will not be arbitrarily set, but will be based on client requirements and in conjunction with the development of the new Case Management System. The PMF will also integrate performance measures with the existing planning, budgeting and evaluation processes. Additionally, shared Public Service values and ethics will guide the development and implementation of the PMF since the Service is extremely sensitive to the need to act at all times in a manner that upholds the public trust.

Workforce Capacity and Succession Planning

The knowledge economy demands heavy investment in human capital. In preparation for the future, we are constantly looking at ways of attracting top quality new employees and keeping our most valued current employees. The planning of Human resources involves forecasting future needs of the workforce and satisfying these needs. Special efforts will be made over the planning period in relation to succession planning to clearly demonstrate progress in the following areas:

  • Developing core competencies
  • Developing/supporting middle managers; and
  • Formalizing the career continuum within Registry Operations.

Program Activity – Provide Judicial Services

Key Initiatives

Review of Judicial Services

As part of the integration process of the Service, studies will continue in 2007-2008 to develop an understanding of the various forms of judicial services which existed in the former registries of the Federal Court of Canada and the Tax Court of Canada. Services provided to judges, supernumerary judges, deputy judges, prothonotaries, umpires, and assessors continue to be examined and defined. The roles of judicial administrators, judicial assistants and the law clerks are also being studied in order to develop a greater understanding of the correlation of duties between these positions and the registry officers’ positions.

We will continue reviewing all services, such as library services, court usher services and chauffeur services provided to the judges and judicial officers of the Courts to determine how to consolidate them more effectively. This will ensure that judicial services are structured in such a way that appropriate resources are allocated according to requirements, while enhancing fiscal accountability and service delivery. This analysis is important, for without the proper type and level of timely support, judges and other judicial officers may find themselves performing some tasks that could be better delegated to qualified support staff.

Expected Results Performance Indicators *
The maintenance of effective and efficient services in support of the courts
  • Extent of fairness, accessibility, and transparency perceived by clients
  • Number and type of complaints from the public and judiciary
Better reporting on results and value for money to Canadians and Parliament
  • Cost savings from the reuse/recycling of equipment and furniture, and accommodation space not required and travel costs reduced due to co-location
  • Estimated cost-savings for electronic records management
  • Cost per case
  • Extent to which the performance measurement framework is followed
Improved employee well-being
  • Extent to which employees are satisfied and remain with CAS
Excellence and professionalism in our workforce
  • Extent to which the learning policy and plan is followed
  • Employees trained as percentage of total requiring training broken down by type of training
  • Average wait time for training
  • Employee satisfaction

(*) These indicators will be further refined as we will move forward with the development of the Performance Management framework.