ARCHIVED - Registry of the Specific Claims Tribunal of Canada - Report

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Section II: Analysis of Program Activities by Strategic Outcome

Strategic Outcome: Efficient administration of the Specific Claims Tribunal

Program Activity : Registry Services

Program Activity Descriptions

Facilitates timely access to the Specific Claims Tribunal through client service, quality of advice, efficient and timely processing of claims, and unbiased service delivery.

2010-11 Financial Resources ($ thousands)

Planned Spending	Total Authorities	Actual Spending
1,250	1,263	1,392

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
11	4.1	6.9

Expected Results	Performance Indicators	Targets	Performance Status
Facilitate timely access to the Tribunal across Canada through client service, quality of advice, efficient and timely processing, and unbiased service delivery.	A Registry that is staffed with qualified individuals capable of providing corporate and registry services in an efficient and effective manner.	Completion of Registry staffing processes. Completion of business continuity and succession plans. Delivery of developmental staff training. Creation of student work programs. Delivery of sufficient support for the development of Rules of practice and procedure. Administration of Registry within financial allocation.	Mostly met 7 staffing processes completed 5 job descriptions developed training plans developed and funded information technology back-up solution implemented staffing strategies identified in the Business and Human Resources Plan hired students through the Federal Student Work Experience Program, as done the year before operated within organization’s reference level again this fiscal year
	An electronic Registry that utilizes technology to introduce efficiencies and overcome logistical challenges associated with administering a national tribunal.	Operational electronic registry and case management system. Electronic filing through the Registry’s website. Electronic notification. Immediate access by Tribunal Members to Registry operations from their respective chambers across Canada. Efficient way to track claims and claim trends.	Mostly met acquired a records management system investigated options for a case management module and an electronic registry enhanced the Tribunal website
	Engagement and outreach enabling clients and the public to have sufficient information and input into Tribunal activities, practices and procedures.	Informed and engaged clients and public. Implementation of a communication plan. Engagement of stakeholders in support of developing rules of practice and procedure. Website information complete, accurate, and updated regularly. Attendance and participation in relevant tribunal administration and/or Aboriginal law conferences and meetings involving stakeholders and/or their counsel.	Met all created an advisory committee to provide feedback on the draft Rules of Procedure gave live interviews to journalists posted developments on the website to keep the public abreast of the developments of the rules of procedure. offered an electronic subscription for alerts when something new is posted on the website

Performance Summary and Analysis of Program Activity

In 2010–11 the Registry was active in building the infrastructure required to be ready once the Rules of Procedure were approved and First Nations could start filing claims. The lapse in resources this year is not expected to happen next year because the Tribunal officially opened its doors in June 2011. Claims will be filed and case management conferences will be scheduled throughout the country, as required.

Lessons Learned

Establishing operations for a new organization provides for great opportunities but also creates planning challenges. The requirements of the new Tribunal are not always clear as there is no basis to forecast the number of claims to be filed and the timing of those filings. Also, the drafting and approval process of the Rules of Procedure had a direct impact on other work of the Registry. Future amendments to the rules will benefit from the experience acquired through this first drafting project.

Program Activity : Internal Services

Program Activity Descriptions

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resource 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 an organization and not to those provided specifically to a program.

2010-11 Financial Resources ($ thousands)

Planned Spending	Total Authorities	Actual Spending
1,590	1,608	773

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
6.0	5.1	0.9

Performance Summary and Analysis of Program Activity

The small size of the organization combined with the fact that it has been in operation for less than three years caused challenges atypical of a large organizations. To maintain an optimum level of service, the Registry must contract out many services such as staffing, compensation and the maintenance of its technology and financial systems.

Lessons Learned

Staff turnover has been higher than expected for a small organization. The timing of hiring new staff should be aligned with Registry work in direct support of the processing of claims. Some employees felt unmotivated because they were eager to do the “real” Registry work of processing claims. A better alignment of the business requirements with the staffing processes will be more efficient financially and will help motivate new employees.

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