SECTION IV – OTHER ITEMS OF INTEREST

Description of Program Activity - Corporate Services

Significant Financial Issues for 2007-2008

The most important financial issue that will need to be resolved in 2007-2008 surrounds securing ongoing program integrity funding for 2008/09 and future years. This relates to unfunded salary and travel expenses of prothonotaries, new Deputy Judges’ expenses, including their fees and travel expenses, ongoing lengthy trials (e.g., aboriginal) and certain new key positions that were required as a result of the Service’s merger in 2003. CAS was able to secure temporary funding for 2006/07 and 2007/08 for the aforementioned expenses, but requires a permanent solution to this ongoing issue for the future stability of the Service.

Finally, the Expenditure Review Committee instituted mandatory cuts on all government departments and agencies. The Service will be expected to continue to save $0.29M in 2007-2008 (the same amount identified for 2006/07) through procurement savings. The cuts attributed do not necessarily represent the actual amount of savings that can be generated by the Service. Negotiations between the Service and PWGSC to validate the amount of savings are ongoing.

People Capacity

In line with the Public Service Modernization Act (PSMA), managers will be required to develop human resources plans in line with their business plans, to determine their current and future needs. These will take into consideration the organization’s employment equity and diversity, as well as official languages needs. Furthermore, the Human Resources Services Branch will continue to develop new staffing policies, guidelines, processes and tools to assist managers who will be receiving staffing sub-delegation. Further improvements on the human resources management practices will be implemented as a result of an Human Resources audit that was conducted in 2006-07.

Also, a working group, made up of managers and employees, has been established to work on succession planning. This is the driving force for the development of a developmental/leadership program for the organization. In the context of the implementation of the succession plan work will begin on the development of organizational competencies which will in turn support individual learning plans and performance evaluation.

Records Management

Since the mid-1990s, the number of cases filed has steadily increased. This growth has resulted in greater demand for space to store court records as required in the Federal Courts Act and the Tax Court of Canada Act.

The Records Management Committee is currently reviewing the requirements for managing the records of the Service, as well as court records. This Committee will be making recommendations to the Acting Chief Administrator in relation to the retention and treatment of administrative and operational records. It will also be making recommendations to the Chief Justices pertaining to the retention of court records. Its work should lead to significant reductions in the amount of records that are kept in storage by the Service.

The Committee will also be working jointly with the Real Property Services and other stakeholders to explore strategies such as digital imaging/archiving and e retrieval services to provide a business solution to its records storage and retrieval needs and facilitate the compliance of its statutory requirements to preserve the records of the Courts.

Government On-Line

Canada’s Government on-Line initiative has met its objectives. Canadians are now provided with a more accessible government, where information and services are organized according to their needs and are available 24/7 around the world, and in the official language of their choice. The Service has contributed to meeting these objectives by:

• Applying emerging technologies to current on-line services such as Proactive Disclosures and Docket Queries to ensure more efficient, responsive and accurate data.
• Streamlining internal workflow processes to accelerate the timeliness and availability of on-line services.
• Providing better accessibility to Court information by redesigning the navigational structure of the Federal Court internet site. One example would be the addition of Audience Views - each with their own distinct audience-related content. These were added to aide interest groups such as law students, immigrants, media and counsel in finding subject related content.
• Providing procedural self-help information such as an Immigration and Refugee Practice Guide and a Guide to information about Registry services to assist self represented litigants.

Other improvements in 2007-08 and 2008-09, such as the application of new Treasury Board Common Look and Feel Standards 2.0 (CLF 2.0) to the Service’s existing internet site will ensure we meet the government’s objective of providing a consistent and predictable presentation of government services and content while facilitating effective on-line interaction. A new case management system integrating the Service’s two existing operational systems will incorporate the best practices of the two former organizations and provide improved on-line services to the public.

Improved Strategic Management

In line with the government objective of strengthening public sector management, the Service will develop sound strategic management practices to enhance the overall performance of the organization. The results of the MAF assessment will serve as the basis for improving the Service results and performance.

The following initiatives will be implemented over the planning period:

• developing an integrated business and human resources planning framework;
• developing a Performance Management Framework.

Management practices and procedures at the Service will continue to be strengthened during this consolidation period. Our restructuring exercise is focused on accountability and responsibility for the cost-effective use of resources approved by Parliament to support the Service, while continuing to safeguard judicial independence. The Service will review improvements in accountability reporting against service and performance standards relating to the effective use of resources. As indicated, a review of our Program Activity Architecture will allow the Service to better align its performance indicators. It should noted as well, the Office of the Auditor General will finalize and release its findings in fall of 2007 which will guide the Service in prioritizing further improvements in its management practices.

Security Services

The Service continues its efforts to improve the security of judges, prothonotaries, staff and members of the public using its facilities. The development of internal policies and procedures has been prioritized. Working groups comprised of judges and staff have worked together to develop several comprehensive policies and procedures while trying to minimize the inconveniences imposed to our users through the implementation of certain security measures. In addition, the Service has developed a program aimed at heightening security awareness throughout the organization.

In 2007-08, the Service will continue to work on its Business Continuity Plan to ensure the continued availability of essential services, programs and operations, in the event of interruptions caused by unforeseen events such as extended power failures, severe weather conditions, etc. Furthermore, should a major civil emergency occur, the Federal Court will be capable of continuing to provide essential services to the government through the application of the Government of Canada Business Continuity Plan developed in cooperation with the Continuity of Constitutional Government Steering Committee (CCGSC). The CCGSC is headed by representatives of the Office of Public Safety and Emergency Preparedness Canada. A representative from the Service sits on the CCGSC ensuring the Courts requirements are met.

Facilities Management

The Service will continue to review its accommodation portfolio across Canada and at Headquarters with a focus on space optimization projects. Notably, the Service will monitor closely the situation in the National Capital Region in order to find an adequate alternative to house employees located at the Lorne Building (90 Elgin Street, Ottawa). In addition, the Service will lend its expertise and input in the development of the new Public Works and Government Services Canada (PWGSC) Judicial/Quasi-judicial Fit-up Standards. Revised courts standards will also be developed in cooperation with PWGSC based on current trends and needs to reduce overall government real estate costs.

Appendix I: Other Information

Contacts for Further Information

Further information on the strategic planning portion of this document can be obtained by contacting:

Robert Fortin
Executive Director
Courts Administration Service
Ottawa, Ontario
K1A 0H9

Robert.Fortin@cas-satj.gc.ca

Further information on the financial portion of this document can be obtained by contacting:

Paul Waksberg
Director, Planning, Budgeting and Analysis
Courts Administration Service
Ottawa, Ontario
K1A 0H9

Paul.Waksberg@cas-satj.gc.ca

Offices of the Courts Administration Service

NATIONAL CAPITAL REGION OFFICES