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Section II: Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Fair and impartial resolution of disputes related to internal appointments and lay-offs in the Government of Canada

Performance Indicator

Percentage of complaints referred to judicial review on the grounds that the Tribunal failed to observe a principle of natural justice, procedural fairness or other procedure

Target

3%

Program Activity by Strategic Outcome

Program Activity: Adjudication and mediation of complaints filed under the Public Service Employment Act
Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12 2012–2013 2013–14
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
27 3,891 27 3,891 27 3,891

Program Activity Expected Results Performance Indicators Targets
Tribunal decisions are timely, sound and well reasoned
  • Percentage of decisions where reasons are issued within four months of the hearing
80%
  • Percentage of Tribunal decisions upheld on judicial review
95%
Optimal utilization of Tribunal's dispute resolution services by parties
  • Percentage of mediations resulting in withdrawal of complaint
70%

Program Activity: Internal Services
Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12 2012–2013 2013–14
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
10 1,591 10 1,591 10 1,591

Planning Highlights

The Tribunal has identified the following operational priorities for the coming three years:

  1. Timely issuance of decisions – Eighty per cent of Reasons for Decision issued within four months of the hearing

    Due to a reduced number of members in 2009–2010 the Tribunal is still working towards its goal of rendering 80 per cent of its Reasons for Decision within four months of the hearing. In 2011–2012, with a full complement of members, the Tribunal intends to further reduce the time it takes to render a decision after a hearing by:
    • Leveraging information from the case management system to monitor the time for issuing decisions and perform a gap analysis; adjusting internal procedures for issuing decisions on an ongoing basis to ensure the best use of resources; ensuring knowledge transfer for Tribunal members and legal counsel; ensure all employees are aware and understand the objective in the strategic plan and how they contribute to its achievement.
    • Continuing to offer innovative, informal resolution of complaints such as mediations held via the telephone or videoconferencing and settlement conferences, completed in person, via telephone or videoconferencing. A resolution by the parties is usually timely and cost efficient as there is no requirement for Reasons for Decision and results in additional time for members to write their decisions.

  2. Efficient and simplified processes

    In order to identify and achieve efficiencies, the Tribunal will continue to review its internal processes and update as necessary.

    In the coming year, it is expected that the two pilot projects will be integrated in the Tribunal's normal business process. Settlement conferences, which can also be conducted via the telephone or videoconference, offer parties an additional opportunity to resolve a complaint informally.

    The Tribunal's experience to date with mediations via the telephone or videoconference has generally been positive. As part of the pilot project, 25 per cent of mediations were completed over the phone or via videoconference with results comparable to those of mediations done in person. Following an analysis of all results, the Tribunal will determine what percentage of mediations will be completed in person or via other means.

    By adding settlement conferences to its toolkit and by conducting phone or videoconference mediations, the Tribunal has aligned itself with the Government of Canada's new Directive on the Management of Expenditures on Travel, Hospitality and Conferences wherein departments are asked to maximize effectiveness in meeting their organizational mandate while minimizing costs and getting value for money.

    Technology and web 2.0 tools will continue to be leveraged to facilitate the Tribunal's operations. Enhancements to the Tribunal's information available on the internet, in compliance with the Common Look and Feel Guidelines 2.0, will be implemented such as a more responsive Hearing Schedule and most frequently used forms fillable on-line.

    As well, the Tribunal has completed a needs analysis of its case management system. The Tribunal expects to take part in a multi-departmental pilot project in the coming year. An enhanced case management system would provide management, staff and members with quality data and lead to better decision making and planning.

    Based on consultation with its main stakeholders, the Tribunal will continue to be innovative and develop new tools (e.g. a tool-kit for unrepresented complainants) or revise existing ones (e.g. the Procedural Guide) in order provide value added information to our clients regarding the complaint process.

The following management priority has been established by the Tribunal:

  1. A workplace where people feel valued and know the importance of their contribution

    To achieve this objective, the Tribunal plans to continue to ensure appropriate and timely communications; provide learning opportunities across all sectors; ensure all employees and members have a sound knowledge of the Tribunal's mandate and role within the Government of Canada; and engage employees and members in updating the Tribunal's values statement.

Benefits for Canadians

Through the fair and impartial resolution of complaints filed under the PSEA, Canadians continue to benefit from a public service that is characterized by fair, transparent employment practices, based on merit. Through the use of technology and innovation, the Tribunal further optimises the use of its resources and that of client departments demonstrating sound stewardship on behalf of Canadians.