In 2017–18, CAS supported six main organizational priorities. The following summarizes performance for the fiscal year against these priorities.
Provide an enabling, modern and fully integrated information technology (IT) environment supportive of the requirements of a modern CRMS.
While seeking funding for a new CRMS remained a priority for CAS, it was decided in 2017–18 that efforts would be deferred in order to focus on securing funding to address longstanding financial shortages and associated impacts on program integrity. However, to move forward in preparing for the eventual implementation of a modern CRMS, a multi-branch team was established with subject matter experts to lead the development of business requirements to support a future funding proposal.
Implement sound approaches to enhance physical and IT security for members of the Courts, their users and employees.
Efforts were exerted last fiscal year to further improve the proactive security posture for the Courts and CAS. Building on work carried out in previous years, in 2017–18 CAS continued to make investments in physical security enhancements, court screening equipment and harmonize the delivery of security services at all locations across Canada. To better coordinate its services and response capability, a new Security Operations Centre was also established. CAS also maintained its ongoing collaboration with the law enforcement community, central agencies and other strategic partners to develop its response capabilities to ensure business continuity and protect the safety of the Courts and their users.
Implement a new translation service model to support the effective delivery of service.
The timely translation of court decisions continued to be a priority for CAS in 2017–18. During the fiscal year, new approaches, including new technologies were explored to refine CAS’s translation model to be more responsive to requirements. To address translation requirements, CAS secured an additional $2 million over two years (for 2017–18 and 2018–19) for translation services as announced in Budget 2017. While this enabled short-term improvements, CAS’s translation budget remains inadequate to fully address the large volume of decisions issues by the Courts that must be posted in a timely manner on the Courts’ websites. Work will progress in 2018–19 to develop a future funding request to allow for the timely posting of court decisions in both official languages.
Adopt and implement the required systems, tools and practices for the effective management, sharing and use of information and records to support program and service delivery.
Work progressed over the course of 2017-2018 to ensure proper alignment of information management with modern principles, practices and standards. This included undertaking necessary planned upgrades to fully address IT systems rust-out. As part of the organization’s approach to improve its information and records management, a pilot project for a new electronic document and records management system was conducted. Once fully-tested and implemented this new system will serve as a central repository to create, store and manage information resources of business value electronically. In an effort to better manage the volume of archival records, CAS continued to work with the Courts to clearly define what constitutes a “court record” to serve as a basis for future discussions on approaches to manage such records. As well, a protocol was reached with the FC whereby certain court records older than 15 years would be disposed. To meet storage demands for its large repository of archival records CAS optimized space at the court records facility to facilitate the storage of two more years’ worth of records.
Foster and implement a sustainable human resources model that will attract, develop, engage and retain a pool of diverse talent.
In moving forward with the implementation of the three-year integrated HR plan, CAS diligently advanced its Succession Planning Strategy to identify positions where there may be an associated risk should a vacancy arise. Significant progress was also made in completing the review of work descriptions to address the current backlog. A number of initiatives aimed at promoting employee workplace wellness were implemented in 2017–18 including those in support of mental health, harassment prevention, values and ethics and occupational health and safety.
Develop and implement a communication strategy that promotes effective approaches, tools, media and materials to support information sharing and engage employees.
In 2017–18 CAS invested in technology to improve the reach and effectiveness of internal communications to better engage employees. This included the launch of a new Intranet site, the roll-out of an email-based newsletter for members of the Courts and employees, and the finalization of a new Strategic Communications Plan that establishes a more progressive approach for internal communications activities, identifying and putting into practice new tools and client service standards.