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ARCHIVED - Registry of the Competition Tribunal - Report
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Section II: Analysis of Program Activities by Strategic Outcome
Strategic Outcome - Open, fair, transparent and expeditious hearings related to the Tribunal's jurisdiction.
Performance/Priority Status Legend
Mostly met: 80 to 99 per cent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result or priority identified in the corresponding RPP was achieved during the fiscal year.
Program Activity 1: Process Cases
Program Activity Descriptions
The Registry of the Competition Tribunal provides all administrative support required for the proper conduct of the Competition Tribunal's business and for the Tribunal to hold hearings anywhere in Canada.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| $1,550 | $1,648 | $838 |
| Planned | Actual | Difference |
|---|---|---|
| 10 FTEs | 5.7 FTEs | 4.3 FTEs |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Timely registry services that provide the public efficient access to case records and decisions. | Percentage of case documents and decisions posted on website within 48 hours of filing. | 90% of case documents and decisions posted on the website within 48 hours of filing. | Met all – All documents (100%) were posted within 24 hours of filing unless a confirmation that the documents did not contain confidential information was not provided. |
| Documents are processed according to timeframes established in the Rules of Procedure. | Documents processed within established timeframes. | 100% of case documents processed within established timeframes. | Met all – All documents (100%) were posted within 24 hours of filing unless a confirmation that the documents did not contain confidential information was not provided. |
| Efficient access to electronic hearings of applications. | Percentage increase in use of electronic hearings. | 25% increase in the use of the electronic hearing system. | Mostly Met – The Chairperson issued a notice to the legal profession advising them that effective January 2012, all hearings must proceed electronically. The hearings held before the Tribunal in 2010-11 were a continuation of paper cases started in the previous year. |
Performance Summary and Analysis of Program Activity
The Registry of the Competition Tribunal does not have control over the number of proceedings filed. It can only react to the number of applications filed by the parties. There was a decrease in the number of filings in 2010-11 compared with 2009-10. This is mainly due to the lower number of consent agreements filed at the Tribunal. Three proceedings were ongoing at the end of this fiscal year; scheduling orders were issued for them in the early part of 2011-12.
| 2010-11 | 2009-10 | |
|---|---|---|
| Number of proceedings filed | 10 | 19 |
| scope=="row"Number of proceedings completed | 8 | 19 |
| Number of proceedings filed from previous year and still ongoing | 3 | 1 |
| Number of decisions rendered | 14 | 19 |
Lessons Learned
The number of documents filed through the Registry's website e-filing system was not increasing. The parties preferred to communicate with the Registry by regular email when security and size of documents limitations permit. The email system is preferred as it is simpler to use and they are more at ease with it. Based on these observations we developed an enhanced e-filing system to operate very much like an email system. The parties have very few information to enter and the new technology is compatible with all recent operating systems. The new system will also provide the functionality to Registry staff to send documents to the parties through the government of Canada secure channel. This will provide a more efficient way to serve documents to the parties and will motivate the parties to use the Registry's e-filing system versus their email system. Strategic Outcome
Strategic Outcome - Open, fair, transparent and expeditious hearings related to the Tribunal's jurisdiction.
Program Activity 2: 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 Resources Management; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Material Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services included only those activities and resource that apply across an organization and not to those provided specifically to a program.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| $516 | $516 | $688 |
| Planned | Actual | Difference |
|---|---|---|
| 4 FTEs | 3.2 FTEs | 0.8 FTEs |
Performance Summary and Analysis of Program Activity
Employee turnover was lower than last year, providing better continuity and enabling the organization to update some of its policies and procedures, as well as allowing the allocation of more resources toward employee development. Learning plans were developed for every employee and financial resources were committed to support the developmental objectives of all staff.
The electronic filing system had to be enhanced to reflect the changes to the secure channel's infrastructure implemented by Public Works and Government Services Canada. The Registry took this opportunity to enhance the functionalities of its electronic filing system with a view to making the system more user friendly while meeting the requirements of Treasury Board's directive on the Management of Information Technology Systems.
Lessons Learned
Making technology available and reliable does not mean all users are going to embrace it. Further training of internal users is required to integrate the benefits of technology in the day to day provision of services to Tribunal members and parties.
The sharing of resources between organizations provides developmental opportunities and increased possibilities of advancement to the staff. Some employees fully support the initiative while others are more attached to their home organization and have difficulty appreciating how this can benefit them. More emphasis on the medium and long term advantages of such assignments will have to be communicated to obtain stronger buy-in from all participants.
