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It is a pleasure to present the Performance Report for the Public Service Labour Relations Board (PSLRB) for the period ending March 31, 2011.
A quasi-judicial tribunal, the PSLRB administers the legislative framework within which labour relations are conducted in the federal public service under the Public Service Labour Relations Act and within the institutions of Parliament under the Parliamentary Employment and Staff Relations Act.
This year, the PSLRB’s caseload increased significantly. In fact, we received 58% more new cases compared to the previous year. Despite our caseload, I am pleased to report that we successfully delivered on our mandate and achieved our key priorities, particularly in the area of improving service delivery to our clients. The satisfaction of our clients was gauged through our Client Satisfaction Survey, which was undertaken in Fall 2010. Eighty percent of the survey respondents said that they were satisfied or very satisfied with the PSLRB’s services overall. Not only did the survey provide us with a snapshot of how well we are meeting the needs of our clients, it identified some key challenges for us moving forward.
This comprehensive feedback and suggestions from clients were supplemented by the deliberations of our Client Consultation Committee, which convened three times during the year.
As in previous years, we continued to seek ways to improve service delivery by implementing more streamlined, responsive and effective adjudication and mediation processes to help us better manage our growing caseload. As well, our Compensation Analysis and Research Services continued to prepare for the launch of their next compensation comparability study by developing the necessary tools and technology and by conducting comprehensive consultations with the parties.
I am proud of the PSLRB’s success this year, which ultimately contributes to a productive and efficient workplace that ensures the fluid delivery of valuable programs and services to Canadians.
The original version was signed by
Casper M. Bloom, Q.C., Ad. E.
CHAIRPERSON
The Public Service Labour Relations Board (PSLRB) is an independent quasi-judicial tribunal mandated by the Public Service Labour Relations Act (PSLRA) to administer the collective bargaining and grievance adjudication systems in the federal public service. It is also mandated by the Parliamentary Employment and Staff Relations Act (PESRA) to perform the same role for the institutions of Parliament.
The PSLRB is unique in that it is one of the few bodies of its type in Canada that combines both adjudication functions and responsibilities as an impartial third party in the collective bargaining process. Through its role in adjudicating grievances and complaints, mediating disputes, supporting the collective bargaining process, and performing compensation analysis and research, the PSLRB helps foster harmonious labour relations and good human resource management in the federal public service and Parliament. This ultimately contributes to a productive and efficient workplace that ensures the fluid delivery of valuable programs and services to Canadians.
The PSLRB was established on April 1, 2005, with the enactment of the PSLRA. It replaced the Public Service Staff Relations Board (PSSRB), which had existed since 1967, when collective bargaining was first introduced in the federal public service.
The PSLRB provides the following three main services:
As per section 44 of the PSLRA, the Chairperson is the PSLRB’s chief executive officer and has overall responsibility and accountability for the work of the PSRLB. The Executive Director is responsible for directing and supervising the day-to-day operations of the PSLRB. He reports to the Chairperson and is supported by five directors who are directly responsible and accountable for establishing priorities, managing the work and reporting on the performance of their specific units.
The General Counsel reports directly to the Chairperson, and under his direction, is accountable for the management, direction, and coordination of legal services and advice to the Chairperson, Vice-Chairpersons and other Board members, and all sections of the Board.
The Board comprises the Chairperson, three Vice-Chairpersons and full- and part-time Board members whom the Governor in Council may appoint for terms of no longer than five years and who may be reappointed. All Board members are responsible for administering the PSLRA, including making orders under it, and for deciding matters brought before the PSLRB.
The PSLRA covers about 252 000 federal public service employees, who are covered by several collective agreements, and applies to departments named in Schedule I to the Financial Administration Act, the other portions of the core public administration named in Schedule IV and the separate agencies named in Schedule V.
The PSLRB is also responsible for administering the PESRA and acts as the labour board and grievance system administrator for all employees of Parliament (the House of Commons, the Senate, the Library of Parliament, and the Office of the Conflict of Interest and Ethics Commissioner). As well, under an agreement with the Yukon government, the PSLRB administers the collective bargaining and grievance adjudication systems required by the Yukon Education Labour Relations Act and the Yukon Public Service Labour Relations Act. When performing those functions funded by the Yukon government, the PSLRB acts as the Yukon Teachers Labour Relations Board and the Yukon Public Service Labour Relations Board, respectively.
Furthermore, under section 396 of the Budget Implementation Act, 2009, the PSLRB is also responsible for dealing with existing pay equity complaints for the public service that were filed with the Canadian Human Rights Commission and with those that may arise under the Public Sector Equitable Compensation Act (PSECA). While the PSECA has yet to come into force, the PSLRB will need to invest significant efforts to prepare for the coming into force of that Act.
Priority | Type1 | Program Activity |
---|---|---|
Continue to improve service delivery | Ongoing | Adjudication, Mediation, and Compensation Analysis and Research |
Status2: Mostly met | ||
|
1Type is defined as follows: Previously committed to — committed to in the first or second fiscal year before the subject year of the report; Ongoing — committed to at least three fiscal years before the subject year of the report; and New — newly committed to in the reporting year of the DPR.
2Status is defined as follows: Exceeded — More than 100 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year; Met All — 100 per cent of the expected level of performance was achieved; Mostly Met — 80 to 99 per cent of the expected level of performance was achieved; Somewhat Met — 60 to 79 per cent of the expected level of performance was achieved; and Not Met — Less than 60 per cent of the expected level of performance was achieved.
Priority | Type | Program Activity |
---|---|---|
Establish an equitable compensation capacity | New | Adjudication, Mediation, and Compensation Analysis and Research |
Status: Somewhat met | ||
|
Priority | Type | Program Activity |
---|---|---|
Prepare for legislative review | New | Adjudication, Mediation, and Compensation Analysis and Research |
Status: Met all | ||
|
Priority | Type | Program Activity |
---|---|---|
Improve the PSLRB’s IT/IM infrastructure | Previously committed to | Adjudication, Mediation, and Compensation Analysis and Research |
Status: Somewhat met | ||
|
The expansion of the PSLRB’s mandate as a result of recent legislative changes presents considerable challenges for the organization. Specifically, while the PSECA has yet to come into force, the PSLRB must establish the necessary capacity to administer the new equitable compensation regime once the regulations have been completed. To mitigate risk, the PSLRB has monitored the Treasury Board of Canada Secretariat’s pronouncements concerning the passage of the regulations. Any further work would be premature until the regulations have been implemented.
An ongoing risk for the PSLRB is the delays in appointing individuals to fill Board member vacancies. Without a full complement of members, the PSLRB’s ability to effectively handle its caseload is diminished, which ultimately affects the quality of service it provides. During the year, two new full-time and three part-time members were appointed, providing the PSLRB with a greater capacity to deal with its sizeable and increasingly complex caseload. Two full-time vacancies remained to be filled at year-end.
The PSLRB has experienced some delays in implementing an electronic case management system, which impacts the organization’s ability to provide certain performance data. Progress was made during the year. In Fall 2010, the PSLRB decided to change its strategic direction from seeking a highly customized system to a COTS product to meet its basic case management and hearing scheduling requirements. The PSLRB purchased a case management module that is part of its existing Records Management System and it plans to implement the COTS product in 2011-12.
Planned Spending | Total Authorities | Actual Spending |
---|---|---|
13,654 | 14,114 | 11,889 |
Planned | Actual | Difference |
---|---|---|
93 | 87 | 6 |
The PSLRB had planned 93 full-time equivalents (FTEs) for 2010-11, while it actually had 87. The difference of 6 FTE’s reflects vacancies in the complement of full-time Board members and in the CARS program, as well as staff turnover. As a result, positions had to be filled, which took several months and, therefore, resulted in staffing delays.
Performance Indicators | Targets | 2010-11 Performance |
---|---|---|
Percentage of clients who are satisfied with the PSLRB’s ability to improve labour relations in the federal public service and Parliament through impartial and open processes and the quality of assistance, reports and educational tools it provides. Source: 2010 Client Satisfaction Survey |
75% of clients satisfied with the PSLRB’s services | The extent to which clients are satisfied with the PSLRB’s services is provided in its Client Satisfaction Survey, the most recent of which was undertaken in Fall 2010. In general, most respondents (80%) said that they were satisfied or very satisfied with the PSLRB overall. Some of the indicators used in the survey included the quality of the assistance, reports and tools provided by the PSLRB, the timeliness and fairness with which clients’ cases were resolved, and the overall quality of the PSLRB’s website. |
($ thousands) Program Activity |
2009-10 Actual Spending |
2010-11 | Alignment to Government of Canada Outcome | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
Adjudication, Mediation and Compensation Analysis and Research | 9,380 | 9,711 | 9,711 | 10,076 | 8,313 | Government Affairs Outcome Area1 |
Total | 9,380 | 9,711 | 9,711 | 10,076 | 8,313 |
1 http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx
As a federal quasi-judicial tribunal operating in the area of labour relations, the strategic outcome and program activity of the PSLRB is aligned to the Government Affairs Outcome Area and to the smooth operation of the Government of Canada. The resources allocated to the PSLRB contribute to supporting a “public service that reflects excellence and leadership” as set out in that framework.
Program Activity | 2009-10 Actual Spending |
2010-11 | |||
---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
||
Internal Services | 3,487 | 3,943 | 3,943 | 4,038 | 3,576 |
In 2010-11, the PSLRB’s actual spending was $11.9 million. The PSLRB has adjusted its capacity to be better positioned to deliver on its priorities in the context of its expanded mandate. Nevertheless, as a result of vacancies in the complement of full-time Board members, the postponement of the PSLRB’s national compensation comparability study and the change in its strategic direction for its case management system, actual spending has decreased by 8% during the last three years.
For information on our organizational votes and/or statutory expenditures, please see the 2010-11 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available at http://www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html.