Section 4 – Planning and Reporting

Table of Contents

• Chief Administrator's message
• Plans at a glance and operating context
• Planned results: what we want to achieve this year and beyond
  • Core Responsibility
    • Support services and facilities to federal administrative tribunals and its members
    • Internal Services
• Spending and human resources
  • Planned spending
  • Planned human resources
  • Estimates by vote
  • Future-Oriented Condensed Statement of Operations
• Additional information
  • Corporate information
    • Organizational profile
    • Raison d’être, mandate and role: who we are and what we do
    • Reporting framework
  • Supporting information on the Program Inventory
  • Supplementary information tables
  • Federal tax expenditures
  • Organizational contact information
• Appendix: definitions
• Endnotes

I am pleased to present the 2019-20 Departmental Plan for the Administrative Tribunals Support Service of Canada (ATSSC).

The year ahead marks an important milestone for the ATSSC, as the organization celebrates its fifth anniversary. This upcoming anniversary not only provides the ATSSC with an opportunity to look back on past accomplishments, but also to look forward to the future as we continue to build upon our success and the solid foundation we have established as an organization.

In 2019-20, the ATSSC will continue to demonstrate our shared commitment to providing the best possible service to the administrative tribunals that we support by championing a culture of service excellence, innovation and continuous improvement. The priorities and supporting activities outlined in our Departmental Plan will guide our efforts to optimize processes, enhance our capabilities and enable innovation to happen every day across our workplaces to better serve the tribunals and, ultimately, those requiring access to justice.

In particular, the ATSSC will focus on improving the digital capabilities of the tribunals we serve by establishing new—and improving existing—case management systems. We will continue to grow and sustain a healthy and respectful workplace that supports personal well-being, career development and continuous learning for our employees. We will also finalize our plans to consolidate and modernize our office space. Additionally, we will continue to assess and hone our service standards and delivery models to achieve even greater efficiencies in our business practices while preserving our commitment to excellence, through our Service Excellence Exercise.

Service excellence remains the hallmark of the ATSSC and maintaining that standard requires continuous improvement, innovation and the commitment, teamwork and expertise of every employee. With this continued dedication, I am confident that we will successfully advance our priorities in the year ahead.

I invite you to read this report to learn more about the ATSSC’s plans and priorities for 2019-20.

Marie-France Pelletier

Plans at a glance and operating context

Planned Results: what we want to achieve this year and beyond

Spending and human resources

Planned spending

Departmental spending trend graph

Departmental spending trend graph

The graph illustrates the Department’s spending trend over a six-year period starting in 2016-17 and ending in 2021-22. The graph is based on three years of actual spending and three years of planned spending.

In fiscal year 2016-17, the actual spending was $7.5 million coming from statutory spending and $52.7 million from voted spending. In 2017-18, actual spending was $8.1 million from statutory spending with $57.4 million in voted spending. In 2018-19, actual spending was $9.3 million from statutory spending with $61.2 million in voted spending.

In 2019-20, the planned spending is $9.7 million for statutory spending with $53.4 million in voted spending. For 2020-21, planned spending is $9.7 million for stautory spending with $54.4 million in voted spending. In 2021-22, the planned spending is $9.7 million for statutory spending with $54 million in voted spending.

Budgetary planning summary for Core Responsibilities and Internal Services (dollars)

Core Responsibilities and Internal Services	2016–17 Expenditures*	2017–18 Expenditures*	2018–19 Forecast spending	2019–20 Main Estimates	2019–20 Planned spending	2020–21 Planned spending	2021–22 Planned spending
Support services and facilities to federal administrative tribunals and its members	N/A	N/A	47,415,765	43,324,722	43,324,722	43,847,207	43,624,502
Subtotal	N/A	N/A	47,415,765	43,324,722	43,324,722	43,847,207	43,624,502
Internal Services	N/A	N/A	23,084,992	19,839,176	19,839,176	20,319,327	20,114,665
Total	N/A	N/A	70,500,757	63,163,898	63,163,898	64,166,534	63,739,167

*Departmental Results Framework Program-specific expenditures for 2016-17 and 2017-18 are not available as the previous Program Alignment Architecture structure was in effect at that time.

The planned decrease in spending from 2018-19 to 2019-20 ($7.3 million) can mainly be attributed to the implementation of Space Optimization and Modernization projects – the majority of these activities will end by March 31, 2019; the one-time funding received in 2018-19 to conduct a safeguard inquiry; and other projects which took place during fiscal year 2018-19 such as the IM/IT Infrastructure Consolidation and the ongoing work related to case management solutions.

2019–20 Budgetary planned gross spending summary (dollars)

Core Responsibilities and Internal Services	2019–20 Planned gross spending	2019–20 Planned gross spending for specified purpose accounts	2019–20 Planned revenues netted against expenditures	2019–20 Planned net spending
Support services and facilities to federal administrative tribunals and its members	67,920,283	0	24,595,561	43,324,722
Subtotal	67,920,283	0	24,595,561	443,324,722
Internal Services	24,118,449	0	4,279,273	19,839,176
Total	92,038,732	0	28,874,834	63,163,898

The revenues result from the authority to make recoverable expenditures on behalf of the Canada Pension Plan and the Employment Insurance Operating Account.

Planned human resources

Human resources planning summary for Core Responsibilities and Internal Services (full-time equivalents)

Core Responsibilities and Internal Services	2016–17 Actual full-time equivalents*	2017–18 Actual full-time equivalents*	2018–19 Forecast full-time equivalents	2019–20 Planned full-time equivalents	2020–21 Planned full-time equivalents	2021–22 Planned full-time equivalents
Support services and facilities to federal administrative tribunals and its members	N/A	N/A	493	496	496	496
Subtotal	N/A	N/A	493	496	496	496
Internal Services	N/A	N/A	143	147	147	147
Total	N/A	N/A	636	643	643	643

* Departmental Results Framework Program-specific FTEs for 2016-17 and 2017-18 are not available as the previous Program Alignment Architecture structure was in effect at that time.

Requirements for full-time equivalents are projected to remain relatively stable for the next three years.

Estimates by vote

Information on the ATSSC’s organizational appropriations is available in the 2019–20 Main Estimates.^{Footnote ii}

Future-Oriented Condensed Statement of Operations

The Future-Oriented Condensed Statement of Operations provides a general overview of the ATSSC’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management. The forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expenditure basis; as a result, amounts may differ.

A more detailed Future-Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the ATSSC’s website.

Future-Oriented Condensed Statement of Operations for the year ending March 31, 2020 (dollars)

Financial information	2018–19 Forecast results	2019–20 Planned results	Difference (2019–20 Planned results minus 2018–19 Forecast results)
Total expenses	106,552,646	100,654,523	-5,898,123
Total revenues	26,268,683	26,143,769	-124,914
Net cost of operations before government funding and transfers	80,283,963	74,510,754	-5,773,209

The 2018-19 Forecast expenses include costs associated with the Space Optimization and Modernization project. As the majority of the activities related to this project will end by March 31, 2019, the variance between Planned and Forecasted expenses is mainly due to the reduction in recurring costs associated with this project. Additional Forecast expenses for 2018-19 include one-time funding received in 2018-19 to conduct a safeguard inquiry; and other projects which took place in 2018-19 such as the IM/IT infrastructure and the ongoing work related to case management solutions.

Additional information

Corporate information

Organizational profile

Appropriate minister[s]:

The Honourable David Lametti, P.C., M.P.
Minister of Justice and Attorney General of Canada

Institutional head:

Marie-France Pelletier, Chief Administrator

Ministerial portfolio:

Department of Justice

Enabling instrument[s]:

Administrative Tribunals Support Service of Canada Act^{Footnote iii}

Year of incorporation / Commencement:

2014

Raison d’être, mandate and role: who we are and what we do

“Raison d’être, mandate and role: who we are and what we do” is available on the ATSSC’s website.

Reporting framework

The ATSSC’s Departmental Results Framework and Program Inventory of record for 2019–20 are shown below.

ATSSC's Departmental Results Framework

The image represents the ATSSC's Departmental Results Framework which includes the following components. Core Responsibility: support services and facilities to federal administrative tribunals and its members. Departmental Result: Tribunal members receive the specialized support services they require to hear matters, to resolve files, or to render decisions. Departmental Result Indicator 1: Percentage of files examined where the preparatory information was deemed complete and provided within the timeframes established by Chairpersons. Departmental Result Indicator 2: Level of satisfaction of tribunal members with the quality of the specialized services offered by their assigned secretariats. Program Inventory - Program 1.1: Registry Services, Program 1.2 Legal Services, Program 1.3 Mandate and Member Services, Internal Services.

Supporting information on the Program Inventory

Supporting information on planned expenditures, human resources, and results related to the ATSSC’s Program Inventory is available in the GC InfoBase.^{Footnote iv}

Supplementary information tables

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

• Departmental Sustainable Development Strategy
• 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.^{Footnote v} 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, research papers and gender-based analysis. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

Administrative Tribunals Support Service of Canada
90 Sparks Street, Suite 600
Ottawa, Ontario K1P 5B4
Canada
Telephone: 613-954-6350
Fax: 613-957-3170
Web: https://www.canada.ca/en/administrative-tribunals-support-service.html

Table of Contents

• Chief Administrator's message
• Results at a glance
• Raison d’être, mandate and role: who we are and what we do
  • Raison d’être
  • Mandate and role
• Operating context and key risks
  • Operating context
  • Key risks
• Results: what we achieved
  • Programs
    • Program 1.1: Tribunal Specialized and Expert Support Services
    • Program 1.2: Registry Services
    • Program 1.3: Payments to Tribunal Chairs and Members
    • Internal Services
• Analysis of trends in spending and human resources
  • Actual expenditures
  • Actual human resources
  • Expenditures by vote
  • Government of Canada spending and activities
  • Financial statements and financial statements highlights
    • Financial statements
    • Financial statements highlights
• Supplementary information
  • Corporate information
  • Supporting information on lower-level programs
  • Supplementary information tables
  • Federal tax expenditures
  • Organizational contact information
• Appendix: definitions
• Endnotes

Chief Administrator’s message

I am pleased to present the 2017-18 Departmental Results Report (DRR) for the Administrative Tribunals Support Service of Canada (ATSSC).

In 2017-18, the ATSSC remained dedicated to providing high-quality support services and facilities to the 11 federal administrative tribunals it serves while respecting their adjudicative and institutional independence, enabling them to focus on their important work.

Three overarching priorities―service excellence, service to tribunals, and modernizing operations―were central to our efforts in delivering results for Canada and Canadians.

Among our achievements, we initiated a Service Excellence Exercise (SEE) to help further augment our capacity to support the tribunals through a culture of service, innovation and continuous improvement while providing a healthy, respectful and supportive workplace for employees. We undertook initiatives to innovate and optimize business processes to ensure the delivery of high-quality services to the tribunals, including functional reviews of secretariat and internal services areas. Additionally, we advanced a case management solutions strategy that will help the tribunals manage their case files, and implemented policies and procedures to help the tribunals respond and adapt to new legislation.

The ATSSC also continued its focus on modernizing our operations. This included equipping employees with more efficient, collaborative and mobile work environments that also optimize our space footprint, and implementing measures to ensure sound approaches to financial management and career development.

I invite you to read this report for further details on the ATSSC’s results over the past year in carrying out our mandate as we continue to build an organization that is well positioned to meet the needs of the tribunals now and in the future.

Marie-France Pelletier

Results at a glance

In 2017-18, the Administrative Tribunals Support Service of Canada (ATSSC) provided ongoing support services and facilities to 11 federal administrative tribunals, while focusing on creating a culture of service, innovation, and continuous improvement. The following are highlights of the ATSSC’s achievements in its priority areas:

Service Excellence

• Initiated the Service Excellence Exercise (SEE) to develop new or refine existing service standards, enhance the work environment to ensure that employees are well-supported, and position the ATSSC for its next phase in building an organization that is driven by service excellence
• Launched the ATSSC Code of Conduct and the Values and Ethics Framework
• Established a Learning and Development Framework
• Established a corporate planning and reporting function to support strategic operational planning
• Developed the ATSSC’s first Departmental Results Framework and initiated the first Corporate Risk Profile

Services to Tribunals

• Supported Governor in Council (GIC) appointment processes and supported the development of training to onboard new members
• Developed policies and procedures in response to new legislation (e.g. changes to the Canada Labour Code)
• Remained below the 2% error rate for a third consecutive year on salary and other compensation payments for tribunal members
• Performed functional reviews in secretariats and internal services to optimize business processes

Modernizing Operations

• Formalized a Budget Management Framework
• Established an internal capacity to identify business requirements for future case management systems
• Developed and initiated Space Optimization and Modernization projects to decrease the ATSSC’s space footprint

Actual spending: $65,514,897

$23 million (or 35%) was spent on specialized support for tribunals including legal and mediation services; $9.6 million (or 14.7%) was spent on registry services to support processing tribunal documents and records; $11.7 million (or 17.9%) was spent on compensation services for members; and $21.2 million (or 32.4%) was spent on providing corporate services to tribunals and their secretariats.

Actual full-time equivalents: 604

For more information on the ATSSC’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

Raison d’être, mandate and role: who we are and what we do

Raison d’être

The Administrative Tribunals Support Service of Canada (ATSSC) is responsible for providing the support services and the facilities that are needed by each of the administrative tribunals it serves to enable them to exercise their powers and perform their duties and functions in accordance with their legislation and rules.

The Minister of Justice and Attorney General of Canada is responsible for this organization.

Mandate and role

The ATSSC was established with the coming into force on November 1, 2014, of the Administrative Tribunals Support Service of Canada Act. The ATSSC is responsible for providing support services and facilities to 11 federal administrative tribunals by way of a single, integrated organization.

These services include the specialized services required to support the mandate of each tribunal (e.g. registry, research and analysis, legal and other case- and mandate-specific work), as well as internal services (e.g. human resources, financial services, information management and technology, accommodation, security and communications).

The 11 tribunals are:

• Canada Agricultural Review Tribunal
• Canada Industrial Relations Board
• Canadian Cultural Property Export Review Board
• Canadian Human Rights Tribunal
• Canadian International Trade Tribunal
• Competition Tribunal
• Federal Public Sector Labour Relations and Employment Board
• Public Servants Disclosure Protection Tribunal Canada
• Social Security Tribunal of Canada
• Specific Claims Tribunal Canada
• Transportation Appeal Tribunal of Canada

For more general information about the department, see the “Supplementary information” section of this report.

Operating context and key risks

Operating context

The ATSSC supports 11 tribunals with different mandates, each operating under different statutes, regulations and rules. Each tribunal operates separately from other tribunals and maintains a specialized expertise in their respective fields. Given the diversity of operations and activities, and the depth of expertise of the tribunals, the ATSSC maintains and invests in developing its staff capacity and expertise so as to be positioned to respond to the varied and complex needs of the tribunals individually and overall. Central to the mandate of the ATSSC is to provide effective and efficient support services to tribunals while ensuring that they maintain their adjudicative independence.

The tribunals face a substantial, ongoing planning challenge in that much of their work and caseloads are driven by matters referred to them. These are in turn driven by external demands that are often affected by a changing landscape. The ATSSC must be in a state of readiness to ensure appropriate resources are realigned to address sporadic increases or decreases in tribunal workloads on an ongoing basis. The ATSSC must also continue to foster service consistency and predictability, while ensuring efficient and effective use of public resources for providing specialized and expert services, and internal services.

The ATSSC continues to work closely with the tribunals to support them in their efforts to continuously enhance their operations and improve access to justice.

Key risks

Results: what we achieved

Programs

1.1 Tribunal Specialized and Expert Support Services

Description

The Tribunal Specialized and Expert Support Services Program provides expert research, analysis, drafting support and advice as well as other support services including investigation and mediation to assist tribunals in the discharge of their statutory responsibilities. These services are provided by ATSSC employees such as legal counsel, sectoral experts, tribunal assistants and research personnel.

Results

In 2017-18, the ATSSC provided support to tribunals through each step in case management including research, analysis, mediation, informal resolution processes, legal and other technical advice and services.

Tribunals were supported in developing and updating member training. Frameworks were developed for onboarding newly appointed members and chairpersons to tribunals, including orientation sessions. Tribunal-specific training modules and curricula were provided to members. Organizational training programs were developed on matters pertaining to values, ethics, communications and security. Specialized training for expert support services focused on settlement conferences and decision writing, as well as impacts on policies and procedures related to legislative and regulatory changes.

A number of secretariat functional reviews were pursued in 2017-18 to optimize business processes and resources. They resulted in improvements to resource capacities and structures, procedural processes, and caseload management. This provided harmonization across processes including mediation, dispute resolution, and legal services.

The ATSSC continued to support tribunals in revising or establishing new rules, policies and procedures, particularly in conjunction with impacts from new legislation. Project charters, decision templates, and procedures for mediation activities were also developed to facilitate the integration and modernization of practices.

* The target and actual results are not available for this reporting period. Revised performance indicators and targets for delivery of its support services are effective as of 2018-19 and will be reported on through the 2018-19 Departmental Results Report.

1.2 Registry Services

Description

The Registry Services Program provides registry services in support of tribunals. The program works closely with tribunal chairs and members to ensure that matters before a tribunal can be heard and disposed of in a timely and efficient manner and within statutory obligations. Services provided include: processing tribunal documents; maintaining and safeguarding tribunal records; providing information to the public regarding tribunal procedures; assisting in the scheduling and conduct of tribunal hearings and assisting in communicating tribunal decisions to the parties and the public. Within the direction, legislative requirements and quasi-judicial principles of the tribunals they support, the Registry Services Program is also responsible for developing and monitoring many service standards, assessing the performance of registry functions and implementing required improvements.

Results

In 2017-18, the ATSSC continued to support training and professional development for registry services through continuous learning opportunities, open houses, and information sessions. Registry staff participated in cross-training, job shadowing, and mentoring to enhance their knowledge for future opportunities. Such activities also facilitated horizontal staffing processes to provide shared resources among secretariats, where needed. These opportunities promoted best practices as integral parts of ATSSC operations while ensuring effective use of resources.

* The target and actual results are not available for this reporting period. Revised performance indicators and targets for delivery of its support services are effective as of 2018-19 and will be reported on through the 2018-19 Departmental Results Report.

1.3 Payments to Tribunal Chairs and Members

Description

The program administers appropriations with respect to tribunal chairs’ and members’ salaries and other compensation pursuant to the terms of tribunals’ enabling legislation and Governor-in-Council appointments.

Results

In 2017-18, the ATSSC achieved its best result in making timely and accurate payments to tribunal chairpersons and members. A total of only 11 errors were reported in pay transactions for both part-time and full-time members, which equated to a 0.16% error rate.

Tribunal members continued to be supported by the ATSSC through travel management services. A functional review of travel services found that customer client engagement was regularly pursued and travel reimbursements were done quickly. The ATSSC implemented recommendations aimed to improve the coordination of travel reimbursements and the delivery of service to tribunals.

The ATSSC continued to support tribunals with Governor in Council (GIC) appointment processes for tribunal members. A Member Services function was also established to provide ongoing tribunal support and assistance with selection processes and qualification of members.

Information on the ATSSC’s lower-level programs is available in the GC InfoBase.^{Footnote i}

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refer to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Results

The ATSSC established a corporate planning and reporting function in 2017 to support organization-wide planning and reporting activities. Through it, the ATSSC’s Departmental Results Framework was developed and finalized. Organizational engagement was also undertaken for its implementation in 2018-19. Additional activities included the development of ATSSC’s first Corporate Risk Profile, the development of an environmental scanning approach, and work on advancing an integrated planning framework across the organization. An internal advisory group was also established to strengthen and coordinate planning and reporting activities within the ATSSC.

The ATSSC implemented opportunities to innovate and modernize business practices and maximize efficiencies across business lines and functions. A budget management framework was formalized to support a consistent and sound approach to financial management – addressing budget requests through business intake and prioritization processes and embedding them into senior management governance considerations. Under the Service Excellence Exercise (SEE) that was initiated in 2017-18, the organization will conduct service reviews to document workflow processes, operational processes and procedures to ensure that the ATSSC continues to offer effective and efficient services to the tribunals and to Canadians. The service reviews will allow the ATSSC to develop new or refine existing service standards while also undertaking a financial costing exercise to confirm the costs associated with the ATSSC’s work.

To complement the data received through the public service surveys, the ATSSC implemented focus group discussions with employees to better understand workplace issues and engage employees in shaping a healthy, respectful and supportive workplace. A Learning and Development Framework was developed to support career development and encourage training to support the well-being of employees. Multiple learning events were held ranging from mental health awareness training to client service training. The ATSSC created a Code of Conduct for employees to provide a framework for a safe, healthy, and respectful workplace; while identifying and addressing ethical risks and potential conflicts of interest.

Recommendations stemming from a functional review of the Travel Hospitality Conference and Events Expenditures (THCEE) were implemented. Through this review, a THCEE Framework was established to improve communications, tools, and services offered to travellers within the ATSSC including the development of standards for event management and other operational activities.

A functional review of procurement services was conducted to develop strategies, improve processes, and build a service delivery business model for procurement operations that supports cost-effective and efficient delivery of procurements functions. As the review was completed at year-end; recommendations will be addressed in 2018-19. A Procurement Review Board was also established to provide oversight and challenge high risk and/or high dollar procurement initiatives.

The 2017-18 fiscal year saw further refinement to key pieces of security-related infrastructure, including the implementation of building emergency and evacuation plans, personnel security guidelines, launch of an employee emergency information line and the development of a business impact analysis report.

The ATSSC established an internal capacity to identify business requirements for future case management systems as part of its plan for case management solutions.

GCdocs was implemented across internal services to effectively manage digital information resources. An Intranet Advisory Group was formed, comprised of members from internal service areas and tribunal secretariats, to provide advice and make recommendations to enhance the ATSSC’s intranet.

The Space Optimization and Modernization projects outlined a plan to provide efficient and modernized office spaces for ATSSC employees and the tribunals they serve while reducing the ATSSC’s overall footprint from seven to four occupancy spaces – a reduction of 3,131 square metres nationally. Emergency Management infrastructure also progressed with the development of building emergency and evacuation plans and the implementation of an employee emergency information line.

Analysis of trends in spending and human resources

Actual expenditures

Departmental spending trend graph

The graph illustrates the Department’s spending trend over a six-year period starting in 2015-16 and ending in 2020-201 In fiscal year 2015-16, the actual statutory spending was 8,642,950 dollars; in 2016-17, 7,475,864 dollars; and in 2017-18, 8,072,465 dollars. In 2018-19, the planned statutory spending is 9,687,430 dollars; in 2019-20, 9,511,153 dollars; and in 2020-21, 9,511,153 dollars. In fiscal year 2015-16, the actual voted spending was 48,209,042 dollars; in 2016-17, 52,686,143 dollars and in 2017-18, 57,442,432 dollars. In 2018-19, the planned voted spending is 55,556,354 dollars; in 2019-20, 52,741,657 dollars and in 2020-21, 53,744,716 dollars. There are no programs anticipated to sunset.

*Planned Spending for 2018-19 and 2019-20 is not available under the PAA structure due to the transition to the DRF structure, as outlined in the 2018-19 Departmental Plan.

**Note that actual spending figures correspond to budgetary expenditures net of respendable revenues.

In 2017-18, the ATSSC spent a total of $65,514,897 to carry out its programs, achieve expected results and undertake several initiatives to continue the progress towards meeting its strategic objectives.

The increase in spending from 2016-17 to 2017-18 ($5.3 million) can be attributed to the implementation of Space Optimization and Modernization projects. These projects aim to support Public Services and Procurement Canada’s National Accommodation Strategy and are intended to reduce the ATSSC’s National Capital Region locations from seven to four and occupancy space by 3,131 square metres nationally. This will result in an estimated ongoing annual savings of $1.3 million.

The increase can also be attributed to the staffing of key positions resulting from a significant increase in caseload, additional support for a new labour relations regime within the Royal Canadian Mounted Police, increase in salary costs due to collective bargaining retroactive payments, and other projects such as the IM/IT Infrastructure Consolidation, the implementation of GCdocs, and the ongoing work related to case management solutions.

Actual human resources

*Planned FTEs for 2018-19 and 2019-20 are not available under the PAA structure due to the transition to the DRF structure, as outlined in the 2018-19 Departmental Plan.

Full-time equivalents (FTE) have remained stable over the past three years, including 2017-18. The decrease from previously reported 2017-18 Planned FTEs (704) in the 2016-17 DRR compared to 2017-18 Actual FTEs (604) is mainly attributable to the anticipated GIC appointments and their supporting staff that did not materialize as expected; as well as the staffing of additional Internal Services positions as a result of the transition of services from ESDC to the ATSSC that were lower than initially planned.

Expenditures by vote

For information on the ATSSC’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2017–2018.^{Footnote ii}

Government of Canada spending and activities

Information on the alignment of the ATSSC’s spending with the Government of Canada’s spending and activities is available in the GC InfoBase.^{Footnote i}

Financial statements and financial statements highlights

Financial statements

The ATSSC’s financial statements (unaudited) for the year ended March 31, 2018, are available on the ATSSC’s website.

Financial statements highlights

The increase in expenses between 2017-18 Actual, 2017-18 Planned, and 2016-17 Actual results is mainly driven by new funding allocated to the ATSSC for increased caseload and the Space Optimization and Modernization projects.

The increase in revenues is related to the increase in expenses, as the ATSSC is partially funded by a cost recovery mechanism for the operation of the SST (Social Security Tribunal of Canada). As the expenses of this tribunal increase, the revenues the ATSSC is able to recover increases proportionately.

Note: Any minor numerical differences are due to rounding.

The net liabilities include internal and external accounts payable, vacation pay and compensatory leave and employee future benefits. The increase in net liabilities is mainly due to an increase in account payables at year end related to the Space Optimization and Modernization projects and the overall increase in expenses.

The net financial assets are composed of amounts due from the Consolidated Revenue Fund and the accounts receivable. The increase in net financial assets is caused by an increase in account receivables related to an increase in revenues.

The increase in non-financial assets is mainly due to the purchase or development of multiple capital assets during the year, such as for the Space Optimization and Modernization project and the Case Management System for the Federal Public Sector Labour Relations and Employment Board.

Supplementary information

Corporate information

Organizational profile

Appropriate minister:

The Honourable Jody Wilson-Raybould, Q.C., P.C., M.P.
Minister of Justice and Attorney General of Canada

Institutional head:

Marie-France Pelletier, Chief Administrator

Ministerial portfolio:

Department of Justice

Enabling Instrument:

Administrative Tribunals Support Service of Canada Act^{Footnote iii}

Year of Incorporation/Commencement:

2014

Reporting framework

The ATSSC’s Strategic Outcome and Program Alignment Architecture of record for 2017–18 are shown below.

1. Strategic Outcome: Efficient and effective services which support tribunal chairs and members in exercising their statutory responsibilities and ensure that their independence is protected in a manner which promotes Canadians’ confidence in the federal tribunal system.

• 1.1 Program: Tribunal Specialized and Expert Support Services
• 1.2 Program: Registry Services
• 1.3 Program: Payments to Tribunal Chairs and Members
• Internal Services

Supporting information on lower-level programs

Supporting information on lower level programs is available on the GC InfoBase.^{Footnote i}

Supplementary information tables

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

• Departmental Sustainable Development Strategy
• Fees

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^{Footnote iv}. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

Administrative Tribunals Support Service of Canada
90 Sparks Street, Suite 600
Ottawa, Ontario K1P 5B4
Canada
Telephone: 613-954-6350
Fax: 613-957-3170
Web: https://www.canada.ca/en/administrative-tribunals-support-service.html

Appendix: 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, organizations or individuals; and payments to Crown corporations.

Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a three year period. Departmental Plans are tabled in Parliament each spring.

Departmental Results Report (rapport sur les résultats ministériels)
A report on an appropriated department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

evaluation (évaluation)
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.

experimentation (expérimentation)
Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.

full time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical approach used to assess how diverse groups of women, men and gender-diverse people may experience policies, programs and initiatives. The “plus” in GBA+ acknowledges that the gender-based analysis goes beyond biological (sex) and socio-cultural (gender) differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability. Examples of GBA+ processes include using data disaggregated by sex, gender and other intersecting identity factors in performance analysis, and identifying any impacts of the program on diverse groups of people, with a view to adjusting these initiatives to make them more inclusive.

government-wide priorities (priorités pangouvernementales)
For the purpose of the 2017–18 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.

horizontal initiative (initiative horizontale)
An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.

Management, Resources and Results Structure (structure de gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.

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

performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.

plan (plan)
The articulation of strategic choices, which provides information on how an organization 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 up to the expected result.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates. A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

priority (priorité)
A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s) or Departmental Results.

program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.

Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.

result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

Strategic Outcome (résultat stratégique)
A long term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

sunset program (programme temporisé)
A time limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.

target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.