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Section II: Analysis of Program Activities by Strategic Outcome
In carrying out its mandate, the organization is aiming for the following strategic outcome:
Remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals.
Program Activity by Strategic Outcome
| 2008-09 Financial Resources($ thousands) | 2008-09 Human Resources (FTEs) | ||||
|---|---|---|---|---|---|
| Planned Spending | Total Authorities | Actual Spending | Planned | Actual | Difference |
| $1,833 | $1,785 | $836 | 10 | 7.5 | 2.5 |
| Expected Results | Performance Indicators | Targets | Performance Status | Performance Summary |
|---|---|---|---|---|
| Effective management of the Tribunal's proceedings | Number of decisions and/or orders issued within 250 calendar days from the start of a proceeding | 90% of proceedings are completed within 250 calendar days | The objectives could not be evaluated during the reference period | Given that no cases have been referred to the Tribunal, it is currently impossible to evaluate the management of proceedings and the resulting performance indicators. |
| Degree to which the evidence and written communication filed are shared with all parties | Fewer than 10% of adjournments are granted by the Tribunal because of deficiencies in the disclosure of evidence and written communication | |||
| The extent to which the parties have the information needed to exercise their rights | The procedural guide is distributed to all parties within five days after the commencement of the proceeding |
Benefits for Canadians
Canadians have a right to expect that public sector employees behave ethically and in accordance with their legal obligations. The public service must therefore foster an environment in which employees can honestly and openly raise concerns without fear or threat of reprisals.
The Tribunal is one component of the regime designed to encourage public servants to disclose wrongdoing. The Tribunal's success, and that of the other parties, will help create an environment in which employees can openly raise concerns without fear of reprisal. It will also contribute to the development of a culture within the public service that espouses the highest standards of ethical conduct.
Performance Analysis
The Tribunal pursues one strategic outcome: remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals. Just one program activity contributes to this strategic outcome: the Reprisal Hearings Program. Three performance indicators have been identified to measure the achievement of the strategic outcome: the number of decisions and/or orders issued within 250 calendar days from the start of a proceeding, the degree to which the evidence and the written communication filed are shared with all parties and the extent to which the parties have the information needed to exercise their rights. Given that no cases have been referred to the Tribunal, it is currently impossible to measure whether the established targets have been achieved.
Lessons Learned
The Tribunal is a new organization that is in its infancy and no cases have been referred to it yet. It is therefore unable to draw any lessons from its program activity (the Reprisal Hearings Program).
