The Office of the Commissioner for Federal Judicial Affairs Canada’s 2024-25 Departmental results report

On this page:

• At a glance
• From the Commissioner
• Results – what we achieved
  • Core responsibility: Support to federally appointed judges
  • Internal services
• Spending and human resources
  • Spending
  • Funding
  • Financial statement highlights
  • Human resources
• Supplementary information tables
• Federal tax expenditures
• Corporate information
• Definitions

Copyright Information

© His Majesty the King in Right of Canada, as represented by the Minister of Justice and Attorney General of Canada, 2025

ISSN: 2561-2778

 

Results – what we achieved

Core responsibility and internal services

• Core responsibility : Support to federally appointed judges
• Internal services

Core responsibility: Support to federally appointed judges

In this section

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Resources required to achieve results
• Related government priorities
• Program inventory

Description

To provide services and support to the federally appointed judges in a manner which contributes to the independence of the judiciary and the confidence of Canadians in our judicial system.

Quality of life impacts

Domain: Good Governance

Indicators: Confidence in institutions, representation in senior leadership positions, access to fair and equal justice

Progress on results

This section details the department’s performance against its targets for each departmental result under Core responsibility: Support to federally appointed judges.

Table 1: Federally appointed judges are provided with centralized services in a timely and effective manner

Table 1 shows the target, the date to achieve the target and the actual result for each indicator under Federally appointed judges are provided with centralized services in a timely and effective manner in the last three fiscal years.

Departmental Result Indicator	Target	Date to achieve target	Actual Result
% of judges’ allowances processed within the 10-day service standard	90%	March 2025	2022–23: 43% 2023–24: 80% 2024–25: 85%

Table 2: The judicial appointments process is managed efficiently

Table 2 shows the target, the date to achieve the target and actual result for each indicator under the judicial appointments process is managed efficiently in the last three fiscal years.

Departmental Result Indicator	Target	Date to achieve target	Actual Results
% of candidate applications ready to be evaluated within 3 months of reception	Over 95%	March 2025	2022–23: Over 95% 2023–24: Over 95% 2024–25: Over 95%

Table 3: The judicial conduct review process is completed in a timely and effective manner

Table 3 shows the target, the date to achieve the target and actual result for each indicator under The judicial conduct review process is completed in a timely and effective manner in the last three fiscal years.

Departmental Result Indicator	Target	Date to achieve target	Actual Results
% of complaints reviewed within six months	80%	March 2025	2022–23: 94% 2023–24: N/A* 2024–25: N/A*

*Bill C-9, an Act to amend the Judges Act, received Royal Assent on June 22, 2023. The legislation replaced the process through which the conduct of federally appointed judges is reviewed. It also introduced new mandatory reporting requirements. In keeping with those requirements, statistics are reported annually based on the calendar year. The annual report can be found here.

Table 4: CJC ensures that federally appointed judges have access to relevant training and learning opportunities

Table 4 shows the target, the date to achieve the target and actual result for each indicator under CJC ensures that federally appointed judges have access to relevant training and learning opportunities in the last three fiscal years.

Departmental Result Indicator	Target	Date to achieve target	Actual Results
% of judges who reported to the CJC that their training and learning needs were met	90%	March 2025	2022–23: 90% 2023–24: 90% 2024–25: N/A*

*Judges submit their feedback directly to judicial education providers. The primary provider of national education programs for federally appointed judges, the National Judicial Institute, prepares an annual curriculum review, which is published on its website.

The Results section of the Infographic for FJA on GC Infobase page provides additional information on results and performance related to its program inventory.

 

Details on results

The following section describes the results for Support to federally appointed judges in 2024-25 compared with the planned results set out in FJA’s departmental plan for the year.

 

Federally appointed judges are provided with centralized services in a timely and effective manner

In 2024-25, FJA processed 23,053 judges allowance claims pursuant to the Judges Act. Of these, 85% (19,492 claims) were processed within the established 10-day service standard. Overall timeliness remained strong, with 92% (21,286 claims) processed within 11 business days and 99% (22,723 claims) within 13 business days. While performance under the 10-day service standard was slightly below the 90% target, the results reflect FJA’s continued commitment to accuracy, efficiency, and the effective administration of allowances, ensuring that nearly all claims are processed within a narrow timeframe.

 

The judicial appointments process is managed efficiently

The Office of the Commissioner for Federal Judicial Affairs administers 17 Judicial Advisory Committees across Canada. These committees are responsible for evaluating applications from candidates seeking appointment to the superior courts in Canada. During the fiscal year 2024-25:

• Members were appointed to re-establish 3 of the previously expired committees (members are appointed for a 3-year term);
• 331 new applications were received from candidates seeking judicial appointment;
• 514 applications (including residual applications from the prior year) were evaluated according to established assessment criteria for inclusion in the pool from which candidates may be selected for federal judicial appointment;
• 118 new judicial appointments were made, and 30 elevations;
• 4 Associate Judges were appointed (3 at the Federal Court, 1 at the Tax Court of Canada);
• 100% of candidate applications were processed and assigned to a Judicial Advisory Committee within 3 months of reception.

The Judicial Appointments Secretariat supported the Minister’s mandate letter commitments by fostering transparency and inclusivity in the judicial appointments process. This includes publishing annual diversity statistics on judicial applicants and appointees and providing guidance to Judicial Advisory Committees through the Guide for Committee Members and orientation sessions, both of which emphasize the importance of fostering a judiciary that reflects the diversity of Canadian society.

 

The judicial conduct review process is completed in a timely and effective manner

The Canadian Judicial Council (CJC) and its Secretariat continued their work to ensure that all complaints made to the CJC were consistently reviewed in a timely manner. While some matters may well take longer to process for reasons beyond the CJC’s control, statistics are provided below.

Bill C-9 received Royal Assent June 22, 2023, and brought major amendments to the judicial conduct review procedures including the manner in which the CJC reports on its work. The addition of section 160 to the Judges Act details the timing of CJC reports (based on a calendar year) as well as the composition of statistics to be reported.

The report covering the first complete calendar year of reporting under the new conduct regime can be found here. The CJC reported the following from January to December 2024:

• Complaints carried over from 2023 = 229
• Complaint files opened and sent to a screening officer for review in 2024 (includes requests for reconsideration) = 985
• Complaints dismissed by a screening officer = 955
• Complaints dismissed by a reviewing member = 110
• Complaints in respect of which any of the actions referred to in paragraphs 102(a) to (g) of the Judges Act were taken = 3
• Complaints referred by a review panel to a hearing panel = 0
• Complaints referred by a hearing panel to an appeal panel = 0
• Total complaint files closed in 2024 = 1068

The CJC continues to experience an increase in total complaints received. In addition to reviewing the need for additional resources to address the increased demand, the CJC maintains its efforts to refine its review procedures and supporting processes.

 

The CJC ensures that federally appointed judges have access to relevant training and learning opportunities

The CJC reports annually, based on the calendar year, on all courses and seminars offered to federally appointed judges. The report covering the period of January to December 2024 is available here.

 

Judges’ Language Training

In 2024-25, FJA continued to provide high-quality language training services to judges, supporting them in maintaining and improving proficiency in their second official language. FJA delivered more than 10,550 hours of individual training to 295 judges and coordinated five immersion sessions, which drew 261 participants. The curriculum was further updated to reflect Canada’s diversity, with new and revised modules developed on pronunciation, linguistic diversity, family law, and specialized legal topics. Communication with judges remained efficient and responsive, with enrolment processes, orientation, and instructional assignments consistently managed within days. Overall, JLT maintained high levels of client satisfaction while enhancing tools and resources to meet the evolving needs of the judiciary.

 

Federal Courts Reports

Pursuant to section 58 of the Federal Courts Act, FJA publishes the Federal Courts Reports, which include only those decisions, or portions thereof, deemed by the editor to be of sufficient significance or importance to warrant publication. These official reports of the Federal Court of Appeal and the Federal Court are issued in both official languages, presented in a side-by-side format to ensure accessibility and consistency.

During 2024-25, the Federal Courts Reports continued to provide timely access to key decisions of the Federal Court and Federal Court of Appeal. Volumes were published every 4 to 6 weeks, complemented by weekly website updates. Quality assurance remained a priority even in the face of staffing and translation challenges. In parallel, the team supported broader FJA priorities through document revision, translation, and process improvements, while also exploring the integration of AI tools to enhance efficiency in production.

 

International Cooperation

During the 2024-25 fiscal year, my Office continued its efforts in advancing core principles such as the Rule of law and judicial independence, and the international engagement of Canada’s federally appointed judges. FJA reinforced Canada’s reputation as a trusted partner in global judicial reform by delivering sustainable results under the Technical Assistance Partnership (TAP) and securing a second multi-year program, Equal Justice for All in Mongolia (EJAM).

In 2024-25, TAP concluded with Ecuador’s first phase, which fostered structured dialogue between Indigenous and state justice systems to strengthen coordination and mutual respect, and with Moldova, where judicial ethics frameworks, durable training tools, and cross-sector communication was enhanced. The next TAP cycle launched with Ecuador’s second phase, aimed at deepening Indigenous–state justice collaboration.

Through the Judicial Advisory Committee on International Engagement (JUDACIE) and its subcommittees, progress continued in identifying Canadian judicial centres of excellence and mapping areas of expertise for international cooperation. At the same time, the committee advanced the development of a dedicated extranet access to consolidate resources, tools, and opportunities for engagement.

 

Resources required to achieve results

Table 5: Snapshot of resources required for Support to federally appointed judges

Table 5 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$788,073,257	$803,471,660
Full-time equivalents	60.5	57.5

The Finances section of the Infographic for FJA on GC Infobase page and the People section of the Infographic for FJA on GC Infobase page provide complete financial and human resources information related to its program inventory.

 

Related government-wide priorities

This section highlights government priorities that are being addressed through this core responsibility.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

Information on FJA’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

 

Program inventory

Support to federally appointed judges is supported by the following programs:

• Payments pursuant to the Judges Act
• Office of the Commissioner for Federal Judicial Affairs
• Canadian Judicial Council

Additional information related to the program inventory for Support to federally appointed judges is available on the Results page on GC InfoBase.

 

Internal services

In this section

• Description
• Progress on results
• Resources required to achieve results
• Contracts awarded to Indigenous business

Description

Internal services refer to the activities and resources that support a department in its work to meet its corporate obligations and deliver its programs. The 10 categories of internal services are:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management
• Financial Management
• Information Management
• Information Technology
• Real Property
• Materiel
• Acquisitions

 

Progress on results

This section presents details on how the department performed to achieve results and meet targets for internal services.

In 2024-25, FJA successfully adapted to the updated Government of Canada hybrid work model, with employees working on-site a minimum of three days per week and executives four days per week. To modernize processes and reduce reliance on paper, Self-ID and Conflict of Interest forms were converted into fillable PDFs, and classification documents were uploaded to the Treasury Board’s Position and Classification Information System, with paper files scanned for electronic access. The cyclical staffing assessment report submitted to the Public Service Commission identified no concerns, confirming the soundness of staffing practices.

FJA continued to provide compensation, pension, and benefits services to federally appointed judges, retired judges, and their survivors. Retired judges and survivors successfully transitioned to Canada Life for dental benefits, while communication during the Canada Post strike was maintained through alternate channels. Registration for the new MyGCPay External platform expanded to 399 individuals, contributing to a 20% reduction in printing and postage costs.

Internally, upgrades to the Phoenix pay system and MyGCHR were completed without disruption, and employees were encouraged to use self-serve functions for pay and overtime processing. All employees completed training on cyber security and values and ethics, and second language training opportunities were maintained. The 2024 Public Service Employee Survey demonstrated strong engagement, with a 62.5% response rate compared to 50.5% across the public service, and results well above the public service average, as 92% of employees reported being satisfied with FJA and would recommend it as a great place to work.

As with all GC departments, the journey to the Cloud capability continued, focusing on securing the platforms on which several business functions, including e-learning and virtual committee meetings, are being hosted. Priority was placed on transitioning from the current server based (JUDICOM) to a cloud-based platform (JUDICLOUD) providing a higher level of agility to the judicial community to access/work from any mobile platform/devices and the roll-out was finalized at the end of March 2025. The risks associated with information classification continued to be addressed. In alignment with these activities, we continued to review and update our information management policy suite including the retention and disposition. During the 2024-25 fiscal year FJA IT personnel continued in various aspects to assess, analyze, and prioritize the need to upgrade and modernize our aging infrastructure (including in-house systems) with an aim to realize increased efficiencies and flexibility in reporting requirements and overall, how we do business – including increasing our personnel complement to advance these initiatives. Additionally, we supported the government-wide commitment to green initiatives through the disposal of 100% of obsolete equipment identified in 2024-25 through environmentally responsible practices, contributing to the department’s ongoing effort to minimize its environmental impact and promote sustainability.

 

Resources required to achieve results

Table 6: Resources required to achieve results for internal services this year

Table 6 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$726,800	$726,800
Full-time equivalents	5.5	5.5

The Finances section of the Infographic for FJA on GC Infobase and the People section of the Infographic for FJA on GC Infobase provide complete financial and human resources information related to its program inventory.

 

Contracts awarded to Indigenous businesses

Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.

FJA’s results for 2024-25:

Table 7: Total value of contracts awarded to Indigenous businesses¹

As shown in Table 7, FJA awarded 8.7% of the total value of all contracts to Indigenous businesses for the fiscal year.

Contracting performance indicators	2024-25 Results
Total value of contracts awarded to Indigenous businesses² (A)	$160,556
Total value of contracts awarded to Indigenous and non‑Indigenous businesses (B)	$3,337,392
Value of exceptions approved by deputy head (C)	$1,497,866
Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100]	8.7%
In 2024-25, FJA awarded 8.7% of its total contract value to Indigenous businesses, surpassing the Government of Canada’s 5% target. This was achieved by prioritizing Indigenous suppliers, particularly in the IT sector for hardware, software, and related support services, and by leveraging existing standing offers and supply arrangements for commodities such as office furniture and supplies. Deputy head-approved exceptions were required in cases where contracts involved regulated or mandatory commodities with no Indigenous suppliers, or where only a single supplier could meet highly specialized or client-specific requirements. FJA continued to strengthen procurement practices by integrating Indigenous participation into routine processes and using the Indigenous Business Directory to identify potential suppliers. Internal reporting and planning tools were enhanced to monitor progress and identify opportunities, while procurement personnel continued training on federal Indigenous procurement requirements. These measures supported the department in exceeding the 5% target and will guide ongoing efforts to sustain compliance. ¹“Contract” is a binding agreement for the procurement of a good, service, or construction and does not include real property leases. It includes contract amendments and contracts entered into by means of acquisition cards of more than $10,000.00. ²For the purposes of the minimum 5% target, the data in this table reflects how Indigenous Services Canada (ISC) defines “Indigenous business” as either: owned and operated by Elders, band and tribal councils registered in the Indigenous Business Directory registered on a modern treaty beneficiary business list.

In its 2025-26 Departmental Plan, FJA estimated that it would award 4.4% of the total value of its contracts to Indigenous businesses by the end of 2024-25.

 

Spending and human resources 

In this section

• Spending
• Funding
• Financial statement highlights
• Human resources

Spending

This section presents an overview of the department's actual and planned expenditures from 2022-23 to 2027-28.

Refocusing Government Spending

In Budget 2023, the government committed to reducing spending by $14.1 billion over five years, starting in 2023-24, and by $4.1 billion annually after that. While not officially part of this spending reduction exercise, to respect the spirit of this exercise, FJA undertook the following measures in 2024-25:

• Encouraged the use of virtual platforms for meetings to reduce travel when and where possible.
• Increased the use of digital tools to reduce paper and printing costs.

Budgetary performance summary

Table 8: Actual three-year spending on core responsibility and internal services (dollars)

Table 8 shows the money that FJA spent in each of the past three years on its core responsibility and on internal services.

Core responsibility and internal services	2024–25 Main Estimates	2024–25 total authorities available for use	Actual spending over three years (authorities used)
Support to federally appointed judges	$788,073,257	$804,027,110	2022–23: $711,434,952 2023–24: $751,993,164 2024–25: $803,471,660
Subtotal	$788,073,257	$804,027,110	2022–23: $711,434,952 2023–24: $751,993,164 2024–25: $803,471,660
Internal services	$726,800	$726,800	2022–23: $726,800 2023–24: $726,800 2024–25: $726,800
Total	$788,800,057	$804,753,910	2022–23: $712,161,752 2023–24: $752,719,964 2024–25: $804,198,460

Analysis of the past three years of spending

The actual spending for the department increases over each reporting period largely as a result of statutory provisions in the Judges Act as they relate to the annual increase in the salaries of federally appointed judges as a function of the industrial aggregate index applied on April 1 of each year and the increase in pension payments to retired judges and survivors as a function of the annual indexation applied on January 1 of each year.

The Finances section of the Infographic for FJA on GC Infobase offers more financial information from previous years.

 

Table 9: Planned three-year spending on core responsibility and internal services (dollars)

Table 9 shows FJA’s planned spending for each of the next three years on its core responsibility and on internal services.

Core responsibility and internal services	2025–26 planned spending	2026–27 planned spending	2027–28 planned spending
Support to federally appointed judges	$845,265,856	$885,918,210	$928,634,468
Subtotal	$845,265,856	$885,918,210	$928,634,468
Internal services	$1,691,888	$1,691,888	$1,691,888
Total	$846,957,744	$887,610,098	$930,326,356

Analysis of the next three years of spending

The planned spending for the department increases over each reporting period largely as a result of statutory provisions in the Judges Act as they relate to the annual increase in the salaries of federally appointed judges as a function of the industrial aggregate index applied on April 1 of each year and the increase in pension payments to retired judges and their survivors as a function of the annual indexation applied on January 1 of each year. As well, the departmental approach to determine whether planned spending is classified under FJA’s core responsibility versus internal services was reviewed and adjusted as part of the 2025-26 Departmental Plan, resulting in an increase in planned internal services in comparison to prior years.

The Finances section of the Infographic for FJA on GC Infobase offers more detailed financial information related to future years.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibility and for internal services. Consult the Government of Canada budgets and expenditures for further information on funding authorities.

Graph 1: Approved funding (statutory and voted) over a six-year period

Graph 1 summarizes the department's approved voted and statutory funding from 2022-23 to 2027-28.

Text version of graph 1

Graph 1 includes the following information in a bar graph:

Fiscal year	Statutory	Voted	Total
2022-23	$698,221,399	$13,940,353	$712,161,752
2023-24	$739,461,284	$13,258,680	$752,719,964
2024-25	$789,739,126	$14,459,334	$804,198,460
2025-26	$832,916,760	$14,040,984	$846,957,744
2026-27	$873,565,942	$14,044,156	$887,610,098
2027-28	$916,282,200	$14,044,156	$930,326,356

Analysis of statutory and voted funding over a six-year period

Spending for the department increases over each reporting period largely as a result of statutory provisions in the Judges Act as they relate to the annual increase in the salaries of federally appointed judges as a function of the industrial aggregate index applied on April 1 of each year and the increase in pension payments to retired judges and their survivors as a function of the annual indexation applied on January 1 of each year.

Consult the Public Accounts of Canada for further information on FJA’s departmental voted and statutory expenditures.

Financial statement highlights

FJA’s Financial Statements (unaudited) for the Year Ended March 31, 2025.

Table 10: Condensed Statement of Operations (unaudited) for the year ended March 31, 2025 (dollars)

Table 10 summarizes the expenses and revenues for 2024-25, which net to the cost of operations before government funding and transfers.

Financial information	2024–25 actual results	2024–25 planned results	Difference (actual results minus planned)
Total expenses	$806,028,288	$790,147,000	$15,881,288
Total revenues	$21,697,411	$20,459,000	$1,238,411
Net cost of operations before government funding and transfers	$784,330,877	$769,688,000	$14,642,877

Analysis of expenses and revenues for 2024-25

The department’s expenditures increased compared to that planned, primarily as a result of statutory provisions in the Judges Act as they relate to the annual increase in the salaries of federally appointed judges as a function of the industrial aggregate index applied on April 1 of each year and the increase in pension payments to retired judges and their survivors as a function of the annual indexation applied on January 1 of each year.

The 2024–25 planned results information is provided in FJA’s Future-Oriented Statement of Operations and Notes 2024–25.

Table 11: Condensed Statement of Operations (unaudited) for 2023-24 and 2024-25 (dollars)

Table 11 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.

Financial information	2024–25 actual results	2023–24 actual results	Difference (2024-25 minus 2023-24)
Total expenses	$806,028,288	$754,226,819	$51,801,469
Total revenues	$21,697,411	$20,216,956	$1,480,455
Net cost of operations before government funding and transfers	$784,330,877	$734,009,863	$50,321,014

Analysis of differences in expenses and revenues between 2023-24 and 2024-25

The department’s expenditures increased compared to the previous fiscal year, primarily as a result of statutory provisions in the Judges Act as they relate to the annual increase in the salaries of federally appointed judges as a function of the industrial aggregate index applied on April 1 of each year and the increase in pension payments to retired judges and their survivors as a function of the annual indexation applied on January 1 of each year.

Table 12: Condensed Statement of Financial Position (unaudited) as at March 31, 2025 (dollars)

Table 12 provides a brief snapshot of the amounts the department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.

Financial information	Actual fiscal year (2024–25)	Previous fiscal year (2023–24)	Difference (2024–25 minus 2023–24)
Total net liabilities	$333,638,537	$314,070,477	$19,568,060
Total net financial assets	$6,530,212	$5,959,555	$570,657
Departmental net debt	$327,108,325	$308,110,922	$18,997,403
Total non-financial assets	$213,941	$264,760	$(50,819)
Departmental net financial position	$(326,894,384)	$(307,846,162)	$(19,048,222)

Analysis of department’s liabilities and assets since last fiscal year

The department’s liabilities increased compared to the previous fiscal year, primarily due to actuarial adjustments associated with the pension plan for federally appointed judges.

 

Human resources

This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.

Table 13: Actual human resources for core responsibilities and internal services

Table 13 shows a summary in full-time equivalents of human resources for FJA’s core responsibilities and for its internal services for the previous three fiscal years.

Core responsibility and internal services	2022–23 actual full-time equivalents	2023–24 actual full-time equivalents	2024–25 actual full-time equivalents
Support to federally appointed judges	56.5	59.5	57.5
Subtotal	56.5	59.5	57.5
Internal services	5.5	5.5	5.5
Total	62	65	63

Analysis of human resources over the last three years

There have been no significant changes in human resources over the last three fiscal years.

Table 14: Human resources planning summary for core responsibility and internal services

Table 14 shows the planned full-time equivalents for FJA’s core responsibility and for its internal services for the next three years. Human resources for the current fiscal year are forecast based on year to date.

Core responsibility and internal services	2025–26 planned full-time equivalents	2026–27 planned full-time equivalents	2027–28 planned full-time equivalents
Support to federally appointed judges	57.5	57.5	57.5
Subtotal	57.5	57.5	57.5
Internal services	9.5	9.5	9.5
Total	67	67	67

Analysis of human resources for the next three years

The departmental approach to determine whether full-time equivalents are classified under FJA’s core responsibility versus internal services was adjusted as part of the 2025-26 Departmental Plan, resulting in a slight change in comparison to prior years. Overall, no significant change in total departmental human resources is expected over the next three fiscal years.

 

Supplementary information tables

The following supplementary information tables are available on FJA’s website:

• Gender‑based Analysis Plus

 

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

 

Corporate information

Departmental profile

Appropriate minister: The Honourable Sean Fraser, P.C., M.P.

Institutional head: Marc A. Giroux, Commissioner

Ministerial portfolio: Minister of Justice and Attorney General of Canada and Minister responsible for the Atlantic Canada Opportunities Agency

Enabling instrument(s): Judges Act (R.S.C., 1985, c. J-1)

Year of incorporation / commencement: 1978

Other: Information about the Canadian Judicial Council, its mandate and programs are found at the Council’s website: https://cjc-ccm.ca/en

Departmental contact information

Mailing address:

Office of the Commissioner for Federal Judicial Affairs Canada

99 Metcalfe Street, 8th floor

Ottawa, Ontario

K1A 1E3

Telephone: 613-995-5140 or 1-877-583-4266 (toll free)

Fax: 613-995-5615

Email: info@cmf-fja.gc.ca

Website(s): https://www.fja.gc.ca, https://cjc-ccm.ca/en

 

Definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.

Departmental Plan (plan ministériel)

A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.

departmental priority (priorité)

A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.

departmental result (résultat ministériel)

A high-level outcome related to the core responsibilities of a department.

departmental result indicator (indicateur de résultat ministériel)

A quantitative or qualitative measure that assesses progress toward a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

Full-time equivalent (équivalent temps plein)

Measures the person years in a departmental budget.  An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.

Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

government priorities (priorités pangouvernementales)

For the purpose of the 2024–25 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.

horizontal initiative (initiative horizontale)

A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.

Indigenous business (entreprise autochtones)

For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada’s criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.

non‑budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.

plan (plan)

The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

A listing that identifies all the department’s programs and the resources that contribute to delivering on the department’s core responsibilities and achieving its results.

result (résultat)

An outcome or output related to the activities of a department, policy, program or initiative.

statutory expenditures (dépenses législatives)

Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.

target (cible)

A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.

voted expenditures (dépenses votées)

Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.