SECTION II - ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

Strategic Outcome

To protect and promote the independence and efficiency of the federal judiciary by providing a full line of administrative support services, as provided for under the Judges Act.

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.

Plans, priorities and commitments

The following key priorities were identified in the 2006-2007 Report on Plans and Priorities:

1. Develop organizational capacity;
2. Build a strong, integrated team;
3. Improve service delivery;
4. Enhance communications; and
5. Manage information.

Program, resources, and results linkages

Develop Organizational Capacity

FJA has developed a human resource 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 funding has been received to assist the Human Resources section in responding to pressing needs. Other sections are reviewing their succession planning requirements.

Build a Strong Integrated Team

FJA has met the requirements for the implementation of the Public Service Modernization Act. FJA has received its delegation of authority for staffing, consequently FJA has undertaken extensive development of its human resources staff and the role of the Human Resources Steering Committee has been revised accordingly. An Orientation kit for new employees has been developed. Staff have continued to benefit from ongoing training programs such as the Health and Safety Committee training.

Improve Service Delivery

Training of federally appointed judges is a major component of the client services provided. FJA offers a language training program to judges. Approximately 350 registrations of judges have been received for the different language training activities. Total expenditures for this training program amounted to $ 1,563,035.

The Judicial Counselling Program is an employee assistance program providing short term professional counselling in both French and English to all judges. This program is administered by FJA and provides assistance to all judges and their families. Since this is a confidential program, no information is available on individual usage. FJA has received a number of testimonials on the importance of this program from members of the judiciary. The total spending on this program amounted to $91,424 of which $65,000 was recovered through a cost-sharing agreement with provincial governments.

Enhance Communications

FJA has embarked on a structured communication strategy to keep staff informed of the changes necessitated by the Public Service Modernization Act. This strategy included the introduction of HR Bulletins, capsule summaries, Town Hall meetings as well as consultation 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. A survey of judges was conducted on the level of satisfaction with the JUDICOM services and the response rate of 47% was achieved with most responses confirming a high level of satisfaction with the services provided.

Manage Information

FJA has developed a Corporate Plan which identifies priorities and targets. Extensive work has been done in designing an implementation program for an Information Management program, RDIMS. FJA has completed the process of documenting all departmental practices and processes to determine where duplication exists and where efficiencies can be found.