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Section II - Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Wrongdoing in the federal public sector is detected, resolved and reported, while public servants are protected from reprisal, resulting in a greater integrity in the workplace.

Program Activity: Disclosure and Reprisal Management

Human Resources (FTEs) and Planned Spending ($ thousands)
2011-12		2012-13		2013-14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
29	4,632	29	3,432	29	3,432

Program Activity Expected Results	Performance Indicators	Targets
Increased confidence in Canadian federal public institutions	Inquiries and investigations are conducted efficiently and in accordance with the PSDPA	Review of current practices and establishment / refinement of all processes and procedures
	Public servants and Canadians are aware of the role and mandate of the Office	Reach out to all federal public servants Reach out to the general public
	Recognition of disclosure as a pro-social behaviour	Develop tools and best practices Implement the Outreach/Prevention Strategy

Disclosure and Reprisal Management involves providing advice to federal public sector employees and members of the public who are considering making a disclosure, and to receive, investigate and report on disclosures of possible wrongdoing. In addition, the program activity involves exercising exclusive jurisdiction over the review, conciliation and settlement of complaints of reprisal, including making applications to the Public Servants Disclosure Protection Tribunal to determine if reprisals have taken place and to order appropriate remedial and disciplinary action.

The program activity also includes initiatives for outreach and education about wrongdoing in the workplace. Discussions and comparative analysis are also conducted with other jurisdictions and leading experts in order to develop leading-edge thinking on disclosure regimes, and share best practices and lessons learned.

Although it is not possible to accurately forecast the volume of enquiries, caseload and average processing times for a given year, the Office reports actual volume information in its Annual Report. A total of 56 disclosures and 16 complaints of reprisal were received by the Office during 2009-10, as reported in the latest Annual Report. During 2011-12, the Office will finalize and implement improved performance indicators and targets that better reflect the contribution of its program activities to federal government.

Planning Highlights

In order to achieve the expected results of the Disclosure and Reprisal Management program activity, and to maintain focus on the operational priorities outlined in Section I, the Office proposes to undertake the following initiatives, which are listed in relation to each of the operational priorities outlined in Section I:

Third party review all past closed case files

• Conclude third party review of all past closed case
• Take necessary action to address any deficiencies that may be identified
• Inform stakeholders of the results of the file review and action to be taken

Provide an efficient, safe and confidential disclosure mechanism, and protect against reprisals relating to disclosures and participation in investigations

• Monitor the effectiveness of established procedures to address investigation practices and to formalize investigation techniques
• Adapt training to meet the specific needs of this Office for investigations under the PSDPA
• Establish an informed training and mentoring program to aid in succession planning
• Increase rigour for quality control and consistency of file management including more complete documentation in relation to decision making
• Assess business requirements for a new case management system, and develop and implement solution to support work volume increases
• Develop procedures for case reporting to Parliament

Develop a performance measurement framework

• Finalize and implement the performance measurement framework
• Clearly identify case management standards (i.e. timeframes, file completeness)
• Develop performance standards by analyzing time spent on past cases at each stage of the disclosure or reprisal process, based on complexity of cases
• Establish time management framework for each stage of file management processing

Increase external outreach activities throughout the federal public sector using multiple communication channels

• Promote awareness and understanding of the Office and the mandate through outreach visits and presentations in various federal public sector organizations
• Increase liaison activities with Senior Officers to raise awareness of our role, to strengthen relationships and to facilitate the sharing of best practices
• Liaise with organizations (i.e. the Canada School of the Public Service, academic institutions and the media) to ensure that information on the Office and the PSDPA is accurate and appropriate
• Reach out to targeted professional organizations through attendance at conferences using kiosk, customized information sessions, and articles in journals / newsletters
• Hold a second practical workshop on administrative investigations for departmental Senior Officers and other stakeholders to ensure that best practices in handling disclosures are identified, supported and shared

Benefits for Canadians

The Disclosure and Reprisal Management program activity aims to enhance confidence in federal public institutions and in those who serve Canadians. It helps to build effective and credible organizations where public servants and citizens can, in good faith and confidence, raise their concerns about wrongdoing. It assists federal government organizations in preventing wrongdoing in the federal public service workplace and in promoting integrity. It also contributes to increasing Canada's reputation as a leader in terms of disclosure regimes. It is in the public interest to maintain and enhance public confidence in the integrity of public servants.

Program Activity: Internal Services

Human Resources (FTEs) and Planned Spending ($ thousands)
2011-12		2012-13		2013-14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
10	2,236	10	2,236	10	2,236

Program Activity Expected Results	Performance Indicators	Targets
Support to program needs and corporate obligations	The Office is in the process of updating its performance management framework.

 

Planning Highlights

In order to achieve the expected results of the Internal Services program activity, and maintain focus on the management priorities outlined in Section I, the Office proposes to undertake the following initiatives, which are listed in relation to each of the management priorities outlined in Section I:

Ensure appropriate operational capacity to facilitate workflow and sound decision-making

• Develop a standing offer list to access external experts on a timely basis to support the disclosure and reprisal management function
• Finalize and implement succession planning as part of the integrated human resource plan

Provide employees with the right support to strengthen the organization

• Launch the new organizational Code of Conduct promoting a healthy work environment taking into account the organization's mandate, risks, and the Office's core values
• Develop and implement information management framework procedures and practices in accordance with government standards and best practices to strengthen documentation and support the preservation of corporate memory
• Provide tools to facilitate operations and improve work efficiency (i.e. information technology tools for investigators)
• Provide access to informal conflict management services for employees, including training on conflict resolution
• Develop an intranet site to facilitate the dissemination and communication of information, policies and available resources to employees

Benefits for Canadians

The Internal Services program activity contributes to the effectiveness and efficiency of program operations, the appropriate management of resources, the safeguarding of public assets, the reporting of reliable and timely information, and the compliance of activities with applicable legislation, regulation, policies and delegated authorities. It also contributes to the promotion of public service values and the creation of a healthy work environment.

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