ARCHIVED - Office of the Commissioner for Federal Judicial Affairs

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SECTION II - ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

Strategic Outcome

An independent and efficient federal judiciary.

Expected Results:

Intermediate Outcomes

• To remain a major pillar of the Canadian judiciary by providing top quality, reliable and comprehensive services;
• To maintain, and enhance where possible, FJA partnerships with judicial organizations both within Canada and outside Canada; and
• To constantly improve and tailor FJA systems and procedures, and use the best proven technology available to meet the needs of clients.

Immediate Outcomes

• To improve the ability of FJA to respond to the needs of the members of the judiciary which will allow the judges to continue to play a vital role in protecting citizens' rights and ensuring governments adhere to the rules of law and justice.

Program Activities

Payments pursuant to the Judges Act

• This program activity provides for payment of salaries, allowances and annuities to judges and their survivors as authorized by the Judges Act.

Canadian Judicial Council

• This program activity provides for the administration of the Canadian Judicial Council as authorized by the Judges Act. The Council, made up of the 39 Chief Justices and Associate Chief Justices of Canada's superior Courts, acts independently in the pursuit of its mandate, which is to foster a better administration of justice in Canada. The Office of the Council is managed by an Executive Director and General Counsel who reports functionally to the Chief Justice of Canada and administratively to the Commissioner.

Federal Judicial Affairs

• This program activity provides the federal judiciary with guidance and advice on the interpretation of Part I of the Judges Act; provides the Minister with a continually updated list of recommended candidates for appointment to the judiciary as well as providing support to the judiciary in the areas of finance, personnel, administration, training, editing and information management. The delivery of services to our International partners is also a component of this program activity.
• The following key priorities were identified in the 2007-2008 Report on Plans and Priorities:
  1. Client Services;
  2. Corporate Planning and Reporting;
  3. Communications;
  4. Information/Management Systems; and
  5. Security.

Program, resources, and results linkages

Client Services

• Language training of federally appointed judges is a major component of the client services provided. Approximately 350 registrations of judges have been received for the different language training activities. Total expenditures for this training program amounted to $ 1,359,797.
• The Finance and Administration Division, as part of its services to judges, provides for the reimbursement of claims received from judges under the various provisions of the Judges Act. This division processed in excess of 19,000 claims for reimbursement, as well a providing finance and administrative support for the ongoing operations of the department and the total spending for this division amounted to $1,106,489.
• The Compensation, Benefits and Human Resources Division, as part of its services to judges, provides for the timely payment of salaries to judges as well as the timely payment of annuities to retired judges and their survivors as well as the support for the ongoing operations of the department. These monthly payments are issued to the 1,066 judges and the 776 pensioners and survivors. There were 68 new appointments to the judiciary and 49 new pensioners added to the roster this fiscal year and the total spending for this division amounted to $ 811,183.

Corporate Planning

• FJA has developed a Corporate Plan which identifies priorities, targets and integrates Human Resource requirements for all priorities.
• FJA has a human resources plan to assist with meeting the current and long-term requirements of the department. A review of job descriptions has commenced. Succession planning issues have been identified and all sections are reviewing their succession planning requirements.

Communications

• FJA has a structured communication strategy to keep staff informed of the changes (necessitated by the Public Service Modernization Act). This strategy includes HR Bulletins, capsule summaries, Town Hall meetings as well as consultations with bargaining units. The current in-house communications tool is being revised to provide a more useful avenue for communications to staff. The ongoing communication with judges is facilitated by the communication tool JUDICOM which is administered and provided by our office to all federally appointed judges who wish to use the system. An employee orientation program has been developed for new employees of the department.

Information/Management Systems

• FJA has completed the process of documenting all departmental practices and processes to determine where duplication exists and where efficiencies can be found. A review of the departmental legacy systems has been started, the objective of which is to update the systems to ensure compliance with new operating standards and to ensure user requirements are met.

Security

• Security policies have been drafted and translated. Physical security measures are in place. The contracting process has been revised to ensure all contractors meet the security requirements of the department.

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