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Given that the Tribunal is in its early stages, its first priority is to be ready to hear cases. This requires the establishment of a registry staffed with employees who have the skills and experience needed to build a quasi-judicial organization from the ground up, in a short period of time. Other priorities include the need for the Tribunal to inform interested persons, key stakeholders and Canadians about its mandate, procedures and processes, and to monitor issues arising from the application of the Act. These priorities and the activities that will be undertaken under each priority are described more fully below.
Plans and Priorities 2008-2009 |
Priorities |
1. Be ready to hear cases |
2. Inform interested persons, key stakeholders and Canadians |
3. Monitor issues arising from the application of the Act |
1. Be ready to hear cases
Ensuring that the Tribunal is ready when it receives its first case from the Commissioner will require action on several fronts. The Registry will be undertaking the following activities, on a priority basis, in its first year of operation.
The rules of procedure that will govern proceedings before the Tribunal will be developed in consultation with key stakeholders. Once these rules are in place, the Registry will establish processes for the effective management of cases.
The Registry will also develop an information management system that will enable staff to manage case workflow and to register, file, track and retrieve documents pertaining to cases.
People are an organization's most important strategic resource. Human resources planning will help the Registry identify the type of people it needs, how and where to find them, and how to retain them.
The Registry must ensure that it has access to the corporate services it needs to operate. It will explore options for the acquisition of these services from Public Works and Government Services Canada (PWGSC), the Public Service Commission and other tribunals or agencies. It will also work with PWGSC to find suitable office space. The need to establish robust, reliable and secure information technology systems will be of particular importance.
This involves the development of a framework that will ensure that the Registry puts in place sound management practices and effective mechanisms to measure progress. In its first year of operation, the Registry will develop a performance measurement framework and performance indicators. It will also begin to work on the other elements of the Management Accountability Framework required by the Treasury Board Secretariat.
2. Inform interested persons, key stakeholders and Canadians
The whole premise of the wrongdoing disclosure regime is that public servants will be more inclined to report possible wrongdoing because they are legally protected against reprisals. It is critical, in this context, that public servants be aware of the establishment of the new Tribunal and of its powers to order remedies and disciplinary actions. The following activities will be carried out by the Registry in 2008-2009.
Information about the Tribunal needs to be made available as quickly as possible. The creation and adoption of a strategic communications plan will guide the Registry in its short- and long-term communications efforts and ensure that it deploys its resources effectively and strategically.
The Registry will have, as one of its top priorities, the development of a Web site. It will also develop communications material, including a guide to assist parties involved in proceedings before the Tribunal.
3. Monitor issues arising from the application of the Act
The Canada Public Service Agency is required to conduct an independent review of the administration and operation of the Act in 2011, five years after the coming into force of the legislation. The review will assess the extent to which the procedures established under the Act have encouraged public servants to disclose wrongdoing and protected them from reprisals. The Tribunal will be actively involved in this review.
The Agency is in the process of developing a logic model that identifies the linkages between activities and outcomes. This document will provide a basis for the development of performance measures and evaluation strategies by all parties who have responsibilities under the Act. The Registry is working with the Agency to develop this logic model.
Plans and Priorities 2009-2010 |
Priorities |
1. Hear cases |
2. Inform interested persons, key stakeholders and Canadians |
3. Monitor issues arising from the application of the Act |
1. Hear cases
The Registry will develop a knowledge base and expand its expertise through research. Areas of research could include case law pertaining to reprisals, evidence, remedies, disciplinary action, and judicial reviews of the Commissioner's and the Tribunal's decisions. The Registry could also study the works of legal experts in the areas of wrongdoing and labour and employment law.
2. Inform interested persons, key stakeholders and Canadians
The Registry will continue to implement the strategic communications plan developed the previous year. It will also post decisions of the Tribunal on its Web site.
3. Monitoring issues arising from the application of the Act
Assess preliminary results
The Tribunal will assess initial results against the performance indicators established in its first year of operation. It will also monitor issues arising from the application of the Act raised by interested persons, key stakeholders and Canadians.
Plans and Priorities 2010-2011 |
Priorities |
1. Hear cases |
2. Monitor issues arising from the application of the Act |
3. Develop strategic plan post review of the Act |
1. Hear cases
The Registry will develop service standards to ensure that the hearing process is as efficient and effective as possible. These standards will be based on the Tribunal's performance in the previous two years, comparisons with similar organizations, and the evaluation of the Reprisal Hearings Program that it will be conducting the same year (see below).
2. Monitor issues arising from the application of the Act
In preparation for the five-year review of the Act, the Registry will examine issues and concerns pertaining to the Tribunal, the Registry and the hearing process with a view to determining what amendments, if any, it will recommend.
3. Develop strategic plan post review of the Act
The Registry will conduct an evaluation of its Reprisal Hearings Program. It will use the results of this evaluation and the five-year review of the Act to develop a three-year strategic plan that includes measures to improve the Program, if required.
Strategic Outcome: Remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals | |||||
Program Activity | Expected Results |
Planned Spending ($ thousands) | Alignment to Government of Canada Outcome Area | ||
---|---|---|---|---|---|
2008-09 | 2009-10 | 2010-11 | |||
Reprisal Hearings Program | Effective management of the Tribunal's hearing process | 1,860 | 1,860 | 1,860 | Government Affairs |
($ thousands) | 2008–09 |
---|---|
Accommodation provided by Public Works and Government Services Canada | 43.0 |
Contributions covering employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat | 49.0 |
Salary and associated expenditures of legal services provided by Justice Canada | 0.0 |
Total services received without charge | 92.0 |