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ARCHIVED - Canadian Forces Grievance Board - Report
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Section II – Analysis of Program Activities by Strategic Outcome
Strategic Outcome - Findings and Recommendations of the Canadian Forces Grievance Board are implemented and lead to improvements in the conditions of service for members of the Canadian Forces.
The Board conducts objective and transparent reviews of grievances with due respect to fairness and equity for each member of the CF, regardless of rank or position. It ensures that the rights of military personnel are considered fairly throughout the process and is committed that its Board Members act in the best interest of the parties concerned. The findings and recommendations issued by the Board are based in fact and law and may establish precedents that can facilitate needed change within the CF. Complaints can be indicators of broad or systemic issues that may offer useful information to prevent problems or to improve policies or procedures. The Board's Logic Model, at Figure 7, illustrates how each of the items contributes to the fulfillment of the Board's mission and the achievement of its strategic outcome.
Figure 7
(click on image to enlarge)
Program Activities by Strategic Outcome
| Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
|---|---|---|---|---|
| Fair, impartial and transparent Findings and Recommendations. | % of survey responses from grievors satisfied with the fairness, impartiality and transparency of the Board's Findings and Recommendations | 75% in agreement | Mostly met | 79.6% agreed or strongly agreed that they were provided with appropriate disclosure of information and 68.4% agreed or strongly agreed that their grievance had been reviewed in a fair and unbiased manner. |
| Findings and Recommendations delivered expeditiously. | % of CFGB's grievance process timeline standards met | Established standards are being met 75% of the time | Mostly met | To date of the 2009 cases received 90% were completed out of which 62.7% were completed within the 6 months standard. |
| Closure rate of disposition of cases over a 3 year average | 1:1 closure rate | Exceeded | 1.23 |
Performance Analysis:
Feedback from Grievors
In 2005 the Board implemented a mail survey which was designed to seek anonymous feedback from grievors. The information gathered is evaluated on an ongoing basis so the Board can assess the feedback and take appropriate action as required.
For the five-year period covered by the program evaluation conducted in 2009-10, 16% of the grievors responded to the survey. The survey found that respondents were generally satisfied with the Board's procedures and analysis, as 79.6% agreed or strongly agreed that the CFGB disclosure process was fair. Similarly they are satisfied with equity and transparency, as 68.4% agreed or strongly agreed that their grievance had been reviewed in a fair and unbiased manner. Less than half (49.5%) agreed that their grievance was handled in a timely manner; however, it would appear the majority of respondents referred to the timeliness of the entire grievance process and not the Board's review.
A Timely Review
The Board established an average productivity standard of six months to complete the review of a grievance. Refinements implemented during the last year have further streamlined processes and increased efficiency, bringing the average time to complete a case down to 5.5 months for cases received in 2009 and completed as of the end of June 2010. With more than 90% of those 2009 cases completed, results have surpassed expectation.
| Elapsed completion time |
Year Referred to CFGB | ||
|---|---|---|---|
| 2007 | 2008 | 2009 | |
| Less than 6 months | 21.5% | 38.5% | 62.7% |
| 6 months to 1 year | 54.0% | 29.2% | 34.9% |
| More than 1 year | 24.5% | 32.3% | 2.4% |
| Total Completed | 98*% | 100% | 90*% |
Notes*: The only remaining case for 2007 is held in abeyance at the grievor's request. Not all cases received in 2009 have been completed to date. These statistics will be adjusted in future reports to include the balance of the cases received in 2009.
1:1 closure rate
The number of completed versus received cases over a 3 year period resulted in a 1.23 average closure rate. The increased efficiency is better than expected, considering that 75% of the cases received in 2009 were categorized as complex and dealt with multiple issues. The improved timeliness has also resulted in a significant decrease in the inventory of grievances where most of the remaining cases older than one year are either in abeyance or pending the receipt of supplementary information.
Lessons Learned
The CFGB constantly monitors its processes and structure to ensure file review is both timely and rigorous. The merging of the operations directorate and the legal section increased group cohesion and improved efficiency. As well, following last year's introduction of a case conference at an earlier stage in the process, the Board decided to include the assigned Board member with the assigned team leader, grievance officer and legal counsel. This has allowed for the identification of key issues and concerns at the beginning of the review process thereby saving significant time.
A number of factors have an impact upon the time it takes to produce F&Rs. These include the number of cases received by the Board and their complexity. The Board has no control over these factors and can only ensure that appropriate internal mechanisms are in place for producing F&Rs within a reasonable time frame.
Benefits for Canadians
The effectiveness of the administration of the affairs of the CF is enhanced by the CFGB external review of military grievances in accordance with the government values of equity, transparency & fairness. The Board is committed to maximizing its contribution to the military grievance process and, thereby, the well-being and morale of CF members.
"The Board is key to the Canadian Forces complaint resolution system... The expectation of a fair treatment in respect of a complaint is an underlying part of morale and Esprit de Corps... Thank you for serving the men and women who serve in Canada and abroad."
The Chief of the Defence Staff, General Walter Natynczyk, during a visit to the Canadian Forces Grievance Board offices in September 2009.
Internal services support a common government-wide approach to planning, designing, budgeting, reporting and communicating.
Performance Analysis
Strengthening the Board's governance and corporate management
To strengthen internal information management, the Board put in place an Information Management Working Group which provides overall direction and leadership to the various sectors when dealing with practical issues associated with Information Management (IM).
The Board developed the CFGB Security Handbook, which provides guidelines on the classification of documents and the storage, transmittal and transportation of documentation to ensure that the integrity and completeness of information within the organization is not compromised or lost and to ensure the highest possible security standards.
As well, to increase employee awareness, the CFGB Security Handbook further delineates the roles and responsibilities of each employee on all other aspects of IT Security.
The Board also commenced a comprehensive review and update of its Business Continuity and Resumption Plan, to guide activities should a crisis disrupt normal work routines, this review will be completed in 2010-11. Also, as a result of its risk analysis, the Board started scanning the hard copy of the case files to ensure that no information is lost and to provide part-time Board members with quicker remote access to the case file.
Public Service Renewal Action Plan
In support of the priorities established in the Public Service Renewal Action Plan, the Board included employment equity goals and objectives in all corporate planning documents.
The Board continued to improve on its integrated business and human resources plans, through expansion of the identification of risk and risk mitigation strategies to address challenges and gaps in its human resources capacity.
Lessons Learned
Enhancements to the Board's information management planning activities not only support the objectives of information management policies, but facilitate managing information in support of decision making, and ensure compliance with the Policy on information Management and knowledge management.
An integrated planning process supports decision-making and the achievement of corporate objectives, through the alignment of the Board's resources with its priorities.
Benefits to Canadians
Internal services establish the framework to ensure the Board is well managed, to promote management excellence and to ensure the sound stewardship of resources. Efficient and effective internal services are essential to meet management and financial performance expectations.
