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ARCHIVED - RPP 2006-2007
Public Service Staffing Tribunal

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Analysis of Program Activities by Strategic Outcome

The Tribunal has a single strategic outcome:

Contribute to a competent, non-partisan and representative public service through impartial and timely disposition of disputes related to the internal staffing and lay-off processes in the government of Canada.

The results to be achieved in support of this strategic outcome are:

  • Tribunal decisions are sound and well reasoned
  • Complaints are processed in a timely manner
  • Timely results of ADR interventions
  • Access to Tribunal services and information

The Tribunal has one activity–Processing of complaints relating to the appointment, revocation and lay-off provisions under the Public Service Employment Act; and three sub-activities– Management of hearing processes, Mediation, and Corporate Services.

Financial Resources (in thousands of dollars)
2006-2007 2007-2008 1 2008-2009
1 Does not include the funding that will be requested by the Tribunal to pursue its mandate.
$5,244 - -

Human Resources
2006-2007 2007-2008 2008-2009
33 FTEs 33 FTEs 33 FTEs

Preliminary performance indicators for each of these results are identified in the chart below. The performance measurement framework of the Tribunal also includes performance indicators related to a Productive Workforce and Sound Management. The results and performance indicators will need to further be developed and refined during 2006-2007 and future years.

Preliminary performance measurement framework of the Tribunal

We describe below in greater detail the expected results, the performance objectives that the Tribunal is striving to achieve based on the performance measurement framework, and how the plans and priorities of the Tribunal discussed earlier support these performance objectives.

A. Management of hearing processes

The management of hearing processes will include case management, registry services, issuing decisions, translation of decisions, dissemination of decisions and case summaries, and scheduling and managing logistics with members. Legal and policy support will also be provided, as well as orientation and training to members.

Result: Tribunal decisions are sound and well reasoned

This result is the ongoing primary concern of the Tribunal. Key performance objectives include:

  • High quality of decisions. The Tribunal will need to be able to issue sound decisions that provide effective recourse and are of high quality. An important measure of quality will be the number of legal challenges of decisions that are submitted to the Federal Court and then dismissed.
  • Fair and transparent process. The Tribunal will need to ensure all parties are treated fairly, that all processes are fair and transparent, and that the Tribunal maintains its impartiality and independence. This indicator will be monitored by the number of challenges to the Federal Court, as well as by stakeholder feedback and complaints.

Result: Complaints are processed in a timely manner

A key challenge for the Tribunal will be to minimize the length of time to render decisions. Key performance indicators include:

  • Stakeholder satisfaction. The Tribunal intends to periodically conduct client satisfaction surveys and/or conduct evaluations after each training session in order to obtain client feedback. An important element of quality of service will be to provide a client centered service that is courteous, respectful, efficient and timely.
  • Elapsed time for processing complaints. The Tribunal will be establishing service standards for processing complaints and will monitor actual elapsed times in relation to these standards, with the goal of avoiding a backlog of complaints.

Result: Access to Tribunal services and information

This result applies to both the management of hearing processes as well as mediation. Key performance objectives include:

  • Maintain high level of responsiveness. For example, in acknowledging complaints or requests for mediation received from clients, responding to requests for information, or in scheduling training sessions.
  • Effective regulations and procedures. The effectiveness of Tribunal regulations, procedures, guidelines and guide in supporting the processing of cases and ADR interventions. This will be monitored through periodic consultations with stakeholders.
  • Quality of access to services and information. The Tribunal plans to use technology to the extent possible. Over time, this will mean using the web as a key tool to provide information to clients (e.g., decisions, training, forms, etc.), automating scheduling and other administrative matters with the parties, linking the web to the case management information system so that clients can look at their individual files, gradually moving to e-filing, and linking the case management system to the performance management system.
  • Quality and availability of technology. To ensure that the technology used by the Tribunal (software, systems, equipment and infrastructure) meets the requirements of the Tribunal and users. Users can be both internal (e.g., members, staff), and external (e.g. complainants, bargaining agents, delegated managers, human resources professional advisors, Public Service Commission, lawyers).

B. Mediation

The mediation at the Tribunal includes the mediation of complaints, mediation training, and other ADR processes.

Result: Timely results of ADR interventions

Key performance objectives include:

  • A high participation rate. The Tribunal will strive to increase the use of ADR mechanisms to help resolve complaints, both at the Tribunal as well as within federal departments and agencies. To help achieve this objective, the Tribunal plans to provide ADR training to departments and agencies as well as members of the Tribunal.
  • High success rate of parties in mediation. The Tribunal will strive for a high success rate in mediation whereby the parties are successful in reaching a mutually satisfactory resolution to the dispute.
  • Stakeholder satisfaction. The Tribunal intends to periodically conduct client satisfaction surveys and/or conduct evaluations after each mediation or training session in order to obtain client feedback.

C. Corporate Services

Corporate Services includes responsibility for human resources management, finance, administrative services, material management, information technology/information management, library services, audit/evaluation, security, and includes any shared service arrangements.

Result: Adaptable workforce

Key performance objectives include:

  • Healthy workplace. The Tribunal wishes to foster a work environment that puts a priority on teamwork, communications, and respect. It will do this by offering staff opportunities to provide input to decision-making, by fostering good internal communications, and by recognizing staff and members for taking initiative.
  • Adaptable workforce. The Tribunal will emphasize career development, continuous learning, and the creation of meaningful jobs. It will maintain generalist positions as much as possible, avoid too much specialization, look for people who are adaptable and multi-disciplinary, and provide staff with the opportunity to work on challenging projects. Jobs will be designed to enable the Tribunal to attract and retain qualified staff (e.g., interesting jobs, knowledge based, and high level job content).
  • Organizational learning. The Tribunal will provide employees and members with the appropriate tools and support needed, promote sharing of information and knowledge within the Tribunal, document policies, operating procedures and guidelines in order to help retain corporate knowledge, and put an organization-wide learning strategy and plan in place.

Result: Sound management

The Tribunal will ensure that its management practices are aligned with the Management Accountability Framework (MAF), and carry out periodic assessments of its management practices against the MAF.