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2003-2004 Estimates
Report on Plans and Priorities
Approved
_________________________
Minister
TABLE OF CONTENTS
Section I: Chairperson's Message
Section II: Raison d'Être
Section III: Planning Overview
Section IV: Plans and Priorities
Section V: Organization
Annex A: Net Cost of program for the Estimates Year
Annex B: Other Information
SECTION I: CHAIRPERSON'S MESSAGE
I would like to state at the outset that the primary objective of the Board
over the period covered by this report remains the effective administration of
the collective bargaining and grievance adjudication systems in the federal
public service.
However, by the time this Report on Plans and Priorities is tabled, the Task
Force on Modernizing Human Resources Management's proposals for renewed
labour relations within the Public Service of Canada will likely have been
released. Such a milestone will give us the ideal opportunity to seek ways to
rejuvenate the processes of both collective bargaining and adjudication.
I am hopeful that the new legislative regime will emphasize the need for a
more structured and innovative dispute resolution process, as I believe that the
implementation of such a process is critical to improved relations between
employees and employers.
We at the Board believe that it is critical for good labour relations to
develop and promote a mindset of dispute resolution. We currently offer our
clients an introductory course on mediation. But the Board must do more to meet
the challenge. A more elaborate training program on dispute resolution would
facilitate the ongoing transfer of knowledge and competencies to clients. Our
training enables employee and employer representatives to use the dispute
resolution process at the local level earlier on, before a situation escalates,
possibly beyond repair.
The Board remains committed in its desire to foster better relations in the
Public Service, built on trust and respect. We will therefore continue to
cooperate and consult with employers and bargaining agents to ensure that their
needs are understood and met. Of course, new legislation will require new
regulations. To facilitate the transition, we intend to initiate a consultation
process with our clients concerning the new regulations.
This is a critical moment for labour relations in general and for the Board
in particular. With the right resources, we can build a stronger, more effective
and more transparent system that will serve the needs of federal public servants
for years to come.
Yvon Tarte
Chairperson
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MANAGEMENT REPRESENTATION STATEMENT
I submit, for tabling in Parliament, the 2003-2004 Report on Plans and
Priorities (RPP) for the Public Service Staff Relations Board.
This document has been prepared based on the reporting principles and
disclosure requirements contained in the Guide to the Preparation of
the 2003-2004 Report on Plans and Priorities.
- It accurately portrays the Board's plans and priorities.
- The planned spending information in this document is consistent
with the directions provided in the Minister of Finance's Budget and
by the Treasury Board Secretariat.
- It is comprehensive and accurate.
- It is based on sound underlying departmental information and
management systems.
The reporting structure on which this document is based has been
approved by Treasury Board Ministers and is the basis for accountability
for the results achieved with the resources and authorities provided.
______________________________________
Yvon Tarte
Chairperson
Date: February 2003
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SECTION II: RAISON D'ÊTRE
Our mission is to promote and support harmonious employer-employee relations
in the federal Public and Parliamentary Service, hence enabling the government
to provide its services to Canadians with a minimum of disruption.
We shall:
- Conduct hearings in accordance with the law and render timely decisions
- Assist the parties, where possible, to resolve their differences on their
own
- Ensure that all processes are impartial and open
- Consult with the parties to facilitate and improve the Board's processes
- Educate and inform clients and the public on the Board's role, services
and jurisprudence Promote a work environment that fosters the development of
a knowledgeable and co-operative staff
- Ensure efficient and effective use of our resources
SECTION III: PLANNING OVERVIEW
The Board is funded through operating expenditures. Since the essential
functions performed by the Board are non-discretionary in nature and must be
provided at the request of the parties, this funding mechanism has been
effective up to now. However, as we foresee the implementation at the Board of a
more elaborate training program on dispute resolution techniques, the Board is
in the process of asking authorization from Treasury Board to establish a net
voting authority that would enable the Board to recover direct costs related to
training from clients. The funds recovered from clients would then be reinvested
in the training program.
Ultimately, the planning context and strategic direction of the Board will be
guided by the labour relations concerns of public servants normally expressed
through their bargaining agents, as well as the concerns of public service
employers in managing the public service and implementing the program approved
by the government of the day.
The legislative changes that the Task Force on Modernizing Human Resources
Management intends to propose will undoubtedly have an impact on the
strategic direction of the Board and labour relations. Additional funding from
the Treasury Board will be required to fulfill any new role assigned to the
Board.
The Board continues to be faced with issues arising from the creation of
special agencies as separate employers. The restructuring of bargaining units,
the conduct of representation votes and the determination of managerial and
confidential exclusions add to the Board's workload.
The implementation of a classification reform will have a significant impact
on bargaining and could result in increased requests for the Board's assistance
and intervention.
SECTION IV: PLANS AND PRIORITIES
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Strategic Outcome
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Priorities
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| Maintain an environment that fosters
harmonious labour relations in the federal Public Service workplace,
thereby minimizing the possibility of labour unrest which could result
in the disruption of the implementation of government programs |
Implement and administer new legislation.
Revise regulations in accordance with new legislation.
Implement a more elaborate training program on dispute resolution
processes.
Produce an educational training video on expedited and formal
adjudication processes.
Implement a modern management framework.
Continue to update the Board's website in accordance with GOL
criteria.
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The first two priorities identified in the above table are totally dependent
on the results of the Task Force on Modernizing Human Resources Management's
report. Once the proposed legislative changes are made public, the Board will
realign its resources accordingly.
As part of its communications strategy, the Board plans to produce a second
video that will explain the expedited and formal adjudication processes. The
production of this video will only be made possible if the Board's request to
recover direct costs related to training from clients is approved by Treasury
Board.
In addition to delivering its essential functions, the Board will continue to
participate actively in government-wide initiatives. The Board expects to
finalize the development of its modern management action plan early in
2003-2004; in the meantime, initiatives to integrate modern comptrollership as a
key element of the Board's management improvement agenda are already underway.
Furthermore, we continue to update the Board's website in accordance with the
Government On-Line initiative.
SECTION V: ORGANIZATION
5.1 Business Line
The Public Service Staff Relations Board has one business line: public
service staff relations.
5.2 Accountability
Public Service Staff Relations Board
(PSSRB)
* The number of Board members is determined by the Governor in Council.
Members may be appointed on a full-time or part-time basis.
** The Board has no direct involvement in the operations of the National Joint
Council.
The Board is responsible to Parliament through such Minister of the Crown,
other than a member of the Treasury Board, as the Governor in Council may
designate. During virtually all of the years since the Board's inception, the
designated Minister has been the President of the Queen's Privy Council for
Canada. The Minister's responsibility under the Act is to lay the Board's annual
report before Parliament each year and to sign such documents as are required
pursuant to the Financial Administration Act. The Minister is also the line of
communication with the Governor in Council for purposes of appointments to the
Board.
5.3 Departmental Planned Spending
| ($ millions) |
Forecast Spending 2002-2003* |
Planned Spending 2003-2004 |
Planned Spending 2004-2005 |
Planned Spending 2005-2006 |
| Budgetary Main Estimates |
5.9 |
6.6 |
6.2 |
6.2 |
| Plus: |
|
|
|
|
| Adjustments ** |
1.1 |
0.0 |
0.0 |
0.0 |
| Cost of services received without charge |
1.7 |
1.7 |
1.7 |
1.7 |
| Net Cost of Program |
8.7 |
8.3 |
7.9 |
7.9 |
| Full time Equivalents |
55 |
55 |
55 |
55 |
* Reflects the best forecast of total planned spending to the end of the
fiscal year.
** Adjustments represent approvals obtained since the Main Estimates and include
those obtained through Supplementary Estimates.
The planned spending for 2003-2004 includes an amount of $469,000 for the Human
Resources Modernization initiative. This amount will not be available in future
years.
ANNEX A: NET COST OF PROGRAM FOR THE ESTIMATES YEAR
| ($ millions) |
Public Service Staff Relations |
| Net Planned spending (Gross Budgetary and Non-budgetary Main
Estimates) |
6.6 |
| Plus |
|
| Services received without charge |
|
| Accommodation provided by Public Works and Government Services Canada
(PWGSC) |
1.4 |
| Contributions covering employer's share of employeesí insurance
premiums and expenditures paid by Treasury Board Secretariat |
0.3 |
| 2003-2004 Net Program Cost |
8.3 |
ANNEX B: OTHER INFORMATION
Listing of Statutes and Regulations Administered by
the Public Service Staff Relations Board
- Public Service Staff Relations Act, R.S.C. 1985, c. P-35
- P.S.S.R.B. Regulations and Rules of Procedure, 1993
- Parliamentary Employment and Staff Relations Act, R.S.C. 1985 (2d
Supp.), c. 33
- P.E.S.R.A. Regulations and Rules of Procedure
- Certain provisions of Part II of the Canada Labour Code, R.S.C.
1985, c. L-2
- Yukon's Education Staff Relations Act, S.Y. 2001, c. 14
- Yukon Teachers Staff Relations Board Regulations and Rules of Procedure
- Yukon Public Service Staff Relations Act, R.S.Y. 1986, c. 142
- Regulations and Rules of Procedure of the Yukon Public Service Staff
Relations Board
Listing of Statutory and Departmental Reports
- Public Service Staff Relations Board Annual Report
- Public Service Staff Relations Board Performance Report
- Parliamentary Employment and Staff Relations Act Annual Report
- Yukon Public Service Staff Relations Board Annual Report
- Yukon Teachers Staff Relations Board Annual Report
- Access to Information Act Annual Report
- Privacy Act Annual Report
- Annual Management Report on Official Languages
- PSSRB Summaries of Decisions (a summary of decisions of the Public Service
Staff Relations Board issued twice yearly)
Contacts for Further Information
Public Service Staff Relations Board
C.D. Howe Building
240 Sparks Street
West Tower, 6th Floor
P.O. Box 1525, Station B
Ottawa, Canada
K1P 5V2
Tel: 990-1800
General: Fax: 990-1849
Operations Services: Fax: 990-3927
Dispute Resolution Services: Fax: 990-6685
Web Site: http://www.pssrb-crtfp.gc.ca
E-mail Address:
Internet: Mail.courrier@pssrb-crtfp.gc.ca
X-400: /c=ca/a=govmt.canada/p=gc+pssrb.crtfp/s=courrier/g=mail
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