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PSLRB Report on Plans and Priorities (RPP) - 2013-14

2013-14
Report on Plans and Priorities



Public Service Labour Relations Board






The Honourable James Moore, P.C., M.P.
Minister of Canadian Heritage and Official Languages



Table of Contents

Chairperson's Message

Section I: Organizational Overview

Section II: Analysis of Program by Strategic Outcome

Section III: Supplementary Information

Section IV: Other Items of Interest

Endnotes


Chairperson's Message

David Paul Olsen, Acting Chairperson

As Acting Chairperson of the Public Service Labour Relations Board (PSLRB), I am pleased to present our Report on Plans and Priorities for 2013-14.

The PSLRB has a sound track record of efficiently managing a high-volume, complex caseload, closing an average of 1500 cases a year. The gains that we have made in this area can in part be attributed to our recent shift to a more proactive and analytical approach to caseload management.

While the number of cases we receive from year to year is dependent upon our clients’ needs, the increase in both the volume and the complexity of our caseload is expected to continue. To meet this demand, a key priority for us again this year is to seek innovative ways to further enhance our efficiency and effectiveness.

Some of the initiatives that will enable us to achieve this goal include using more front-end analytics (e.g., examining cases early in the process in an effort to prioritize and expedite matters), using innovative case management tools, continuing to hold more pre-hearing conferences so that procedural matters and the way in which hearings can proceed more efficiently can be discussed, and implementing solutions to reduce the parties’ requests for last-minute hearing postponements, which is unproductive and costly for the PSLRB.

To address specific high-volume cases, we will also focus on more directive case management, monitor cases more closely and use screening practices that enable similar cases to be dealt with as a group. We will also create special working groups to address the specific needs of certain parties, encourage more accelerated adjudication processes and continue to leverage our Client Consultation Committee, which has equal representation from bargaining agents and employers. Through that committee, we will seek our clients’ views on our processes, practices and policies as they relate to adjudication and mediation.

During the coming year, our Dispute Resolution Services will attend to the parties’ needs for mediating collective bargaining disputes that may affect groups that remain without a federal public service collective agreement.

Another priority that will contribute to our effective management of our caseload and fulfill our legislated responsibilities will be the implementation of a case management system that will enable us to better analyze, track and monitor our caseload and thus improve our overall efficiency.

We will also continue to enhance our information management (IM) framework to ensure we efficiently retrieve, manage and dispose of our information assets, which is critical, given our mandate. Some initiatives will involve launching an updated records management system, creating an IM Centre of Expertise and providing employees with the necessary tools and support they need to effectively manage their information.

A final priority is to continue to develop and sustain our capacity to conduct compensation analysis and research services so that we can conduct surveys and fulfill our role in supporting the collective bargaining and compensation determination processes in the federal public service. This will ensure that the parties to collective bargaining have access to comprehensive and comparative data that will ultimately contribute to an efficient, effective workplace.

As well, throughout 2013-14 and beyond, the PSLRB will remain committed to identifying financial and operational efficiencies to ensure that we can reinvest in initiatives that directly support our strategic priorities.

Looking forward to the year ahead, we will work hard to fulfill our responsibilities and tackle the challenges before us. I am confident that the professionalism, loyalty and integrity with which my colleagues and employees conduct their daily business will ensure our clients receive impartial, timely, respectful and efficient service.

The original version was signed by

David Paul Olsen
Acting Chairperson


Section I: Organizational Overview

Raison d’être

The Public Service Labour Relations Board (PSLRB) is an independent quasi-judicial tribunal mandated by the Public Service Labour Relations Act (PSLRA) to administer the collective bargaining and grievance adjudication systems in the federal public service. It is also mandated by the Parliamentary Employment and Staff Relations Act (PESRA) to perform the same role for the institutions of Parliament.

The PSLRB is unique in that it is one of the few bodies of its type in Canada that combine both adjudication functions and responsibilities as an impartial third party in the collective bargaining process. By resolving labour relations issues in an impartial manner, the PSLRB contributes to a productive and efficient workplace that ultimately benefits Canadians through the smooth delivery of government programs and services.

Responsibilities

The PSLRB came into being on April 1, 2005, with the enactment of the PSLRA, replacing the Public Service Staff Relations Board, which had existed since 1967, when collective bargaining was first introduced in the federal public service.

The PSLRB’s three main services are as follows:

The PSLRB Executive Committee comprises the Chairperson, up to three Vice-Chairpersons, the Executive Director, the General Counsel and six directors. The Committee provides strategic direction and oversight for the priorities and projects established in the PSLRB’s annual strategic plan.

As per section 44 of the PSLRA, the Chairperson is the PSLRB’s chief executive officer and has overall responsibility and accountability for managing the work of the PSLRB.

The Executive Director is responsible for providing the direction for, and the supervision of, the daily operations of the PSLRB. Reporting to the Chairperson, he is supported by six directors, who have direct responsibility and accountability for establishing priorities, managing the work and reporting on the performance of their specific units. The General Counsel also reports to the Chairperson and is responsible for providing legal advice and support to the Chairperson, the Board members and the organization.

Full- and part-time Board members are responsible for administering the PSLRA by conducting hearings across Canada and by rendering decisions at those hearings. Appointed by the Governor in Council for terms of no longer than five years, they may be reappointed.

The PSLRA covers over 244,000 federal public service employees and applies to departments named in Schedule I to the Financial Administration Act, the other portions of the core public administration named in Schedule IV and the separate agencies named in Schedule V.

The PSLRB is also responsible for administering the PESRA and acts as the labour board and grievance system administrator for all employees of Parliament (the House of Commons, the Senate, the Library of Parliament, the Office of the Conflict of Interest and Ethics Commissioner, and the Office of the Senate Ethics Officer). As well, under an agreement with the Yukon government, the PSLRB also administers the collective bargaining and grievance adjudication systems required by the Yukon Education Labour Relations Act and the Yukon Public Service Labour Relations Act. When performing those functions, the PSLRB acts as the Yukon Teachers Labour Relations Board and the Yukon Public Service Labour Relations Board, respectively.

As well, the mandate of the PSLRB has been further expanded as a result of transitional provisions under section 396 of the Budget Implementation Act, 2009. Specifically, the PSLRB is responsible for dealing with existing pay equity complaints for the public service that were, and could be, filed with the Canadian Human Rights Commission and with those that may arise in the future under the Public Sector Equitable Compensation Act (PSECA). While the PSECA has yet to come into force, the PSLRB will need to invest significant efforts and resources to prepare for the coming into force of that Act.

Strategic Outcome and Program Alignment Architecture

The PSLRB has one strategic outcome: the resolution of labour relations issues in the federal public service and in Parliament in an impartial manner, and one program: adjudication, mediation, and compensation analysis and research. This contributes to a productive and efficient workplace that ultimately benefits Canadians through the smooth delivery of government programs and services.

Program Alignment Architecture Diagram

[text version]

Organizational Priorities


Priority Type Strategic Outcome and/or Program
Continue to improve service delivery
  • Continue to implement more streamlined, responsive and effective adjudication and mediation processes through more proactive case management and in-depth case analysis
Ongoing The PSLRB has one strategic outcome: the resolution of labour relations issues in the federal public service and in Parliament in an impartial manner as mandated by the PSLRA and the PESRA, and one program with three distinct services: adjudication, mediation, and compensation analysis and research.*
Description
Why is this a priority?
Will contribute to a productive, efficient workplace that is free from service disruptions and that ultimately delivers programs and services to Canadians that provide economic, social and cultural benefits.

Plans for meeting the priority
As in previous years, the PSLRB will continue to make its adjudication processes more efficient in consultation with the parties (e.g., bargaining agents and employers) and through its Client Consultation Committee. The organization will focus on innovative ways to more proactively plan and manage its caseload and the hearing process through measures such as using more front-end analytics (i.e., examine cases early in the process in an effort to prioritize and expedite matters) and case management tools, as well as holding more pre-hearing conferences and implementing solutions to reduce last-minute hearing postponement requests, which are unproductive and costly for the PSLRB.

In the area of mediation, the PSLRB will once again hold consultations with the parties and discuss options for accelerating the processing of mediation cases to enhance efficiency and effectiveness. Where feasible, Dispute Resolution Services will group similar cases for mediation and prepare participants well in advance of the meetings through pre-mediations.

Priority Type Strategic Outcome and/or Program
Continue to improve the PSLRB’s Information Technology/Information Management Infrastructure
  • Implement a case management system
  • Continue to develop and enhance the PSLRB's Information management (IM) framework
Ongoing *As previously noted.
Description
Why is this a priority?
Implementing a new case management system with enhanced performance measurement and reporting capabilities will ensure the PSLRB more effectively and efficiently manages its sizeable and increasingly complex caseload and that it fulfills its responsibilities under the PSLRA, the PESRA and other legislated mandates. This will in turn contribute to a productive and efficient workplace and, therefore, the smooth delivery of government programs and services to Canadians.

Continuing to enhance the PSLRB’s IM framework will enable the organization to efficiently manage, retrieve and dispose of information, which will contribute to its ability to meet its mandated responsibilities.

Plans for meeting the priority
Developing and implementing a case management system in 2013 remains a priority for the PSLRB. Moving forward, the PSLRB will focus on developing the system’s analytical capabilities in an effort to improve the efficiency and effectiveness of the hearing process and better manage its sizeable caseload.

Given the PSLRB’s mandate and its commitment to more efficiently manage, store and retain its information assets, the organization will continue to implement its IM strategy and action plan throughout 2013-14. Specifically, the PSLRB plans to launch its updated records management system (i.e., Documentum) in early 2013 to ensure it more effectively captures critical business information.

Priority Type Strategic Outcome and/or Program
Continue to develop and sustain the capacity to conduct compensation analysis and research services Ongoing *As previously noted.
Description
Why is this a priority?
Developing this capacity will enable the PSLRB’s Compensation Analysis and Research Services to conduct surveys and support the collective bargaining and compensation determination processes in the federal public service. Making sure that the parties to collective bargaining have access to comprehensive and comparative data can significantly contribute to an efficient, effective workplace.

Plans for meeting the priority
Following the launch of the first phase of its national comparative study of total compensation in 2012-13, which included the implementation of a user-friendly online secure data collection program for respondents, in 2013-14, the Compensation Analysis and Research Services unit will focus its efforts on analyzing and disseminating the information obtained from the study, and it will prepare for the second wave of data collection. As part of the organization’s strategy to identify operational efficiencies and realize substantial savings, the unit will also focus on developing in-house expertise, rather than relying on external support, and it will undertake pilot data-collection activities, including job matching (by telephone/teleconference), rather than face-to-face interviews. The costs associated with collecting data onsite (i.e., travel costs), and with using external resources exclusively to conduct fieldwork, would represent the majority of the Compensation Analysis and Research Services budget. That approach has presented challenges for the unit in maintaining the required level of expertise over time and in exerting control over a fundamental aspect of data collection (the job-matching process), which ultimately impacts the quality and relevance of the total compensation data collected.


Risk Analysis

Case Management

The PSLRB continues to actively work on improving its caseload management processes with its clients, many of whom are facing similar pressures. To mitigate risk, the PSLRB will continue to seek innovative solutions that will not have a negative impact on the parties’ resources. The Client Consultation Committee will be a key forum for generating and vetting new ideas and obtaining buy-in to implement initiatives that will improve the efficiency of the PSLRB’s caseload management.

Case Management System

Given the PSLRB’s mandate and its sizeable and increasingly complex caseload, any delay in implementing the new case management system would significantly affect the organization’s ability to streamline its adjudication process and more efficiently analyze and process its case files, which, as indicated earlier in this report, is a key priority. It would also impact the PSLRB’s capacity to provide certain performance data and to effectively access, manage and retain information. As well, a delay would contribute to stalling the organization’s migration to a sustainable technology platform — a critical capability in today’s dynamic information technology environment.

The PSLRB will work to ensure that this risk factor remains relatively minimal. Following the planned launch of the case management system in 2013, the PSLRB will focus on identifying the necessary requirements to ensure the system will provide enhanced tools to assist with analysis, file tracking, caseload monitoring and statistical reporting capabilities that will result in greater overall efficiency.

Compensation Analysis and Research Services

As the PSLRB has reported in previous reports on plans and priorities, the expansion of its mandate in recent years as a result of legislative changes, particularly with respect to its Compensation Analysis and Research Services unit, presents ongoing challenges for the organization.

The preparatory work for launching the national study identified significant gaps in the work being carried out by external resources in previous studies. In trying to fill those gaps, it became clear that there is a high level of merit in developing sufficient in-house expertise to ensure that the job-matching process is rigorously applied and that study officers are able to relate well to representatives in organizations to help elicit respondent participation. This will involve a thorough understanding of all aspects of the collection, analysis and dissemination of total compensation data.

Developing a strong client relationship will be crucial to securing the sharing and updating of study data. For Compensation Analysis and Research Services employees, having the opportunity to fully understand and be involved in all aspects of the process will provide greater learning and development opportunities, which will result in a more skilled and efficient workforce and will ensure that the PSLRB more efficiently fulfills its mandated responsibilities.

Board Members

For several years, the PSLRB has reported that an ongoing challenge for the organization is having an appropriate complement of full-time Board members, appointed by the Governor in Council, to enable the PSLRB to effectively manage its sizeable and increasingly complex caseload.

The PSLRB currently enjoys a full complement of full-time Board members, with the exception of the Chairperson, whose term expired on January 2, 2013. As such, a key priority for the coming year will be to work proactively with the Minister’s office to ensure that position is filled as quickly as possible, in addition to filling part-time Board member vacancies in key areas of the country, the latter of whom play a highly valuable role in helping the PSLRB hear cases.

Planning Summary

Financial Resources (Planned Spending — $ thousands)

Total Budgetary Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
13,774 13,774 13,796 13,796

Human Resources (Full-time Equivalents — FTEs)

2013-14 2014-15 2015-16
93 93 93

Planning Summary Table

Strategic Outcome Program Actual Spending 2010-11 Actual Spending 2011-12 Forecast Spending 2012-13 Planned Spending Alignment to Government of Canada Outcomes
2013-14 2014-15 2015-16
Resolution of labour relations issues in the federal public service and in Parliament in an impartial manner Adjudication, mediation, and compensation analysis and research 8,313 9,369 9,768 9,913 9,929 9,929 As a quasi-judicial tribunal operating in the area of labour relations, the strategic outcome and program of the PSLRB are aligned with the Government of Canada’s Well-managed and Efficient Government Operations Outcome Area1. The resources allocated to the PSLRB contribute to supporting well-managed and efficient government operations.

Planning Summary Table for Internal Services ($ thousands)

Program Actual Spending 2010-11 Actual Spending 2011-12 Forecast Spending 2012-13 Planned Spending
2013-14 2014-15 2015-16
Internal Services 3,576 4,078 4,216 3,861 3,867 3,867

Planning Summary Total ($ thousands)

Strategic Outcome/Program and Internal Services Actual Spending 2010-11 Actual Spending 2011-12 Forecast Spending 2012-13 Planned Spending
2013-14 2014-15 2015-16
Total 11,889 13,447 13,984 13,774 13,796 13,796

Expenditure Profile

In 2013-14, the PSLRB plans to spend $13.8 million to meet the expected results of its program activity and strategic outcome. The following figure illustrates the PSLRB’s spending trend from 2009-10 to 2015-16. For the 2009-10 to 2011-12 period, the total spending includes all parliamentary appropriation sources: the Main Estimates, the Supplementary Estimates and transfers from Treasury Board votes, as well as carry-forward adjustments. For the 2013-14 to 2015-16 periods, the total spending corresponds to the planned spending.

Departmental Spending Trend

Departmental Spending Trend Graph

[text version]

Estimates by Vote

For information on our organizational appropriations, please see the 2013–14 Main Estimates publication2.


Section II: Analysis of Program by Strategic Outcome

Strategic Outcome: Resolution of labour relations issues in the federal public service and in Parliament in an impartial manner.

Strategic Outcome: Resolution of labour relations issues in the federal public service and in Parliament in an impartial manner
Performance Indicator Target
Percentage of clients who are satisfied with the impartiality of the PSLRB’s services 75%
The extent to which clients are satisfied with the PSLRB’s services is provided through its Client Satisfaction Survey, which is conducted every three years. The 2010 survey results were reported in the PSLRB’s Departmental Performance Report for 2010-113. The next survey will be undertaken in 2013.

Program

Adjudication, Mediation, and Compensation Analysis and Research

Program Description

The Public Service Labour Relations Board (PSLRB) is an independent, quasi judicial tribunal mandated by the PSLRA to administer the collective bargaining and grievance adjudication systems in the federal public service. It is also mandated by the PESRA to perform the same role for the institutions of Parliament. Board members hold grievance adjudication and complaint hearings throughout Canada. The PSLRB provides conciliation and arbitration services to assist parties in the renewal and negotiation of new collective agreements; mediation services to help parties work together to resolve grievances and complaints; and training in alternative dispute resolution. Its compensation analysis and research services function consists of delivering information on comparative rates of pay, employee wages, terms and conditions of employment, and benefits in the public and private sectors. The PSLRB is required by statute to provide physical and administrative support services to the National Joint Council, but plays no direct role in its operations.

Financial Resources ($ thousands)
Total Budgetary Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
9,913 9,913 9,929 9,929


Human Resources (FTEs)
2013-14 2014-15 2015-16
64 64 64


Program
Expected Results
Performance Indicators Targets
Cases are resolved through adjudication in accordance with the principles of law Among decisions referred for judicial review, percentage of challenges upheld in relation to the total number of decisions issued over a 5-year period Less than 2%
Cases and collective bargaining disputes are resolved through mediation interventions Percentage of mediations where grievances, collective bargaining disputes or complaint issues are reduced or resolved 75%
The use of PSLRB total compensation information within a bargaining or wage-setting context Availability of compensation information 10%

Program: Internal Services

Internal services are groups of related services and resources that are administered to support the needs of programs and other corporate obligations of an organization, such as management and oversight services; communications services; human resources management services; financial management services; information management services; information technology services; and other administrative services. Internal services include only those activities and resources that apply across an organization and not those provided specifically for a program.

Financial Resources ($ thousands)
Total Budgetary Expenditures
(Main Estimates)
2013-14
Planned Spending
2013-14
Planned Spending
2014-15
Planned Spending
2015-16
3,861 3,861 3,867 3,867


Human Resources (FTEs)
2013-14 2014-15 2015-16
29 29 29

Planning Highlights

Adjudication Services

As mentioned earlier in this Report on Plans and Priorities, given its ongoing commitment to improve service delivery, the PSLRB will continue to strive towards effectively and efficiently managing its active caseload, recognizing that some matters must be dealt with expeditiously as they may have an impact on the overall function of the federal public service.

Over the past six years, the PSLRB has seen a steady increase in the volume of its caseload. In 2011-12, the number of files referred to the PSLRB under the PSLRA was over 2026 — a high volume that was consistent with the previous year. The PSLRB is concerned that its growing adjudication caseload has affected its ability to handle cases in a timely manner. While over the years the PSLRB has increased its capacity to deal with cases, closing an average of 1500 cases a year, the number of new cases received remains higher relative to other years and, therefore, affects the organization’s ability to reduce the overall total number of cases.

Grievances referred to adjudication account for between 80% and 85% of the PSLRB’s total caseload, and this trend is expected to continue. Although the PSLRB has a full roster of full-time Board members, it will work collaboratively with the Minister’s office to ensure that part-time Board member vacancies are filled in key areas of the country so that full-time members will not need to extend travel in their hearing caseload, which could contribute to the high volume of outstanding cases. Part-time Board members are appointed by the Governor in Council.

As much as possible, the PSLRB will continue to work with the parties to effectively deal with its caseload and collectively make the best use of their and the PSLRB’s resources. Initiatives will include using written submissions more often for certain types of cases (i.e., when there is no dispute about the facts of the case and, therefore, no need for the Board member to assess credibility) and for dealing with preliminary matters, such as jurisdictional objections or the alleged untimeliness of a grievance or complaint.

The continued use of pre-hearing conferences with the parties, often via teleconference, at an appropriate time before scheduled hearings will also be used as an effective way to discuss procedural matters and how those hearings can proceed more efficiently.

Other case-management initiatives to address high volumes of specific cases will include continuing to focus on more directive case management, monitoring cases more closely, using screening practices to enable the grouping of similar cases, and continuing to consult with clients to discuss options to expedite case processing through adjudication and mediation. This will include standardizing requests for more detailed information at the beginning of the process and earlier and more in-depth analyses of cases so that next steps can be determined sooner (i.e., written submissions). The PSLRB will also create special working groups to address the specific needs of certain parties and will encourage accelerated adjudication processes where appropriate.

Finally, the PSLRB Client Consultation Committee, which has equal representation from bargaining agents and employers, will continue to meet regularly with PSLRB representatives to seek clients’ views on the organization’s processes, practices, policies and rules as they relate to adjudication and case-mediation services. All those initiatives will help the PSLRB achieve its overall goal of managing its caseload more effectively and efficiently.

Mediation Services

Mediation contributes directly to the PSLRB’s strategic outcome as it enables participants to resolve disputes early and at the lowest possible level. PSLRB mediators are impartial third parties with no decision-making power over the outcome, and they intervene in disputes to help the parties voluntarily reach their own, mutually acceptable solutions.

The PSLRB’s mediation services are pivotal to fulfilling its statutory mandate in adjudication and collective bargaining. High-quality mediation and conflict resolution services will continue to be key elements of the PSLRB’s statutory mandate during 2013-14.

Ongoing consultation with the parties (i.e., employers and bargaining agents) will focus on identifying areas for grouping cases and streamlining processing issues that might help increase the take-up for mediation.

The coming year will again require the PSLRB’s Dispute Resolution Services to be attentive to the parties’ needs for mediating collective bargaining disputes. Although many federal public service collective agreements have been signed, the current round of collective bargaining will continue into 2013 and will generate more mediation sessions for groups that remain without a contract.

The PSLRB’s outreach activities will also continue in 2013-14 as the feedback received about its two-and-a-half day joint-training sessions (i.e., for bargaining agents and members of management and human resources) continues to be very positive. As well, the PSLRB’s video, "Best Interests, An Introduction to Grievance Mediation," is an appreciated teaching tool that supports the increasing number of self-represented complainants and grievors.

Information Management

In addition to continuing to implement its IM strategy and action plan, throughout 2013-14, the PSLRB will issue an IM policy suite and promote good record-keeping practices. The organization also plans to create an IM Centre of Expertise that, combined with several communications initiatives, will offer employees the tools and support they need to effectively manage their information.

Compensation Analysis and Research Services

In 2013-14, the Compensation Analysis and Research Services unit will continue to work towards including the private sector in its national compensation study and update its data for respondents who are already part of that study. That information provides current and impartial data on wages and benefits to support collective bargaining and compensation-setting decisions.

As mentioned previously in this Report on Plans and Priorities, to optimize productivity with its current reference levels and enhance operational efficiencies, the Compensation Analysis and Research Services unit will undertake the next waves of its study, primarily in-house. The use of a small number of external subject matter experts will ensure that the job-matching and compensation data collection are conducted with the required expertise. The matching process will remain essentially the same; only the means by which the data is collected will change. By substantially reducing travel costs and those associated with retaining a large complement of external resources, the unit will be in a better position to increase and maintain its capacity to conduct total compensation studies, while meeting its corporate commitment to identifying and realizing cost savings.

As well as enhancing its capacity to undertake its national study, the Compensation Analysis and Research Services unit plans to collect, analyze and disseminate data in an ongoing, uninterrupted manner throughout the different waves of the study. With the reporting of total compensation data collected from provincial, territorial and municipal governments slated for the middle of 2013, the unit will develop a strategy to allow for the progressive release of data from the next wave of the study, which will target private-sector respondents, based on statistically significant scenarios (e.g., sufficient data for a given benchmark or specific industry). This approach will ensure the confidentiality of respondents is maintained.

Access to study results will be crucial to eliciting respondent participation. A high participation rate, coupled with the planned development of in-house expertise, will play a role in encouraging respondents to participate by creating a stronger respondent-based client relationship, which in turn will lend greater credibility to the study results when used by the parties to collective bargaining under the PSLRA. A high participation rate will also ensure that the survey is representative of the Canadian labour market.

Internal Services

The PSLRB will continue to work with a cluster of tribunals to whom it offers internal services (i.e., information technology, web, finance, compensation and human resources) to enhance its efficiency and realize further cost savings whenever possible.


Section III: Supplementary Information

Financial Highlights

The future-oriented financial highlights presented in this Report on Plans and Priorities are intended to serve as a general overview of the PSLRB’s financial position and operations. These highlights are prepared on an accrual basis to strengthen accountability and to improve transparency and financial management. The complete set of future-oriented financial statements can be found on the PSLRB’s website at: http://www.pslrb-crtfp.gc.ca/reports/intro_e.asp4.

Future-Oriented Financial Statements

Future-Oriented Condensed Statement of Operations and Departmental Net Financial Position
For the Year (ended March 31)
($ thousands)
  $
Change
Forecast
2013-14
Estimated Results
2012-13
Total expenses 1,659 17,988 16,329
Total revenues - 145 145
Net cost of operations before government funding and transfers 1,659 17,843 16,184
Departmental net financial position (406) 66 472

The PSLRB projects $18.0 million in expenses and $0.1 million in revenues, based on the 2013-14 Main Estimates, the Supplementary Estimates and amounts to be allocated at year-end from Treasury Board central votes. The majority of the funds, $12.8 million or 71%, will be spent on the adjudication, mediation, and compensation analysis and research services programs. The balance will be spent on internal services (i.e., $5.2 million or 29%).

The change of $1.6 million in total expenses between 2012-13 and 2013-14, is mainly due to the planned launch of the PSLRB’s case and records management systems in early 2013, which will reduce the value of the organization’s asset investments and increase its amortization expenses in 2013-14.


Future-Oriented Condensed Statement of Financial Position
For the Year (ended March 31)
($ thousands)
  $
Change
Forecast
2013-14
Estimated Results
2012-13
Total net liabilities (445) 1,799 2,244
Total net financial assets (289) 627 917
Departmental net debt (156) 1,171 1,327
Total non-financial assets (561) 1,237 1,799
Departmental net financial position (405) 66 472

The decrease of $0.4 million in projected net liabilities at year-end is attributed to the decreased value of severance benefits that resulted from payments made, following the new severance pay provisions in some collective agreements. It is also attributed to an anticipated decrease in the value of accounts payable to the current investments in the organization’s case and records management systems.

The decrease of $0.6 million in the total non-financial assets at year-end is due to the decreased net value of tangible capital assets, given that amortization expenses will exceed the purchase of new acquisitions.

List of Supplementary Information Tables

All electronic supplementary information tables listed in the 2013-14 Report on Plans and Priorities can be found on the Public Service Labour Relations Board’s website5.

Tax Expenditures and Evaluations Report

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations6 publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.


Section IV: Other Items of Interest

Organizational Contact Information

Public Service Labour Relations Board
P.O. Box 1525, Station B
Ottawa, Ontario, Canada
K1P 5V2

Tel: 613-990-1800
Toll free: 866-931-3454
Fax: 613-990-1849

General: Fax: 613-990-1813
Registry Operations and Policy: Fax: 613-990-3927
Dispute Resolution Services: Fax: 613-990-9157
Website: www.pslrb-crtfp.gc.ca
Email: mail.courrier@pslrb-crtfp.gc.ca

Additional Information

Statutes and Regulations Administered by the Public Service Labour Relations Board


Endnotes

1As a quasi-judicial tribunal operating in the area of labour relations, the strategic outcome and program activity of the PSLRB are aligned with the Government of Canada’s Well-managed and Efficient Government Operations Outcome Area. http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx

2For information on our organizational appropriations, please see the 2013-14 Main Estimates publication. http://www.tbs-sct.gc.ca/ems-sgd/esp-pbc/me-bpd-eng.asp

3The extent to which clients are satisfied with the PSLRB’s services is provided in its Client Satisfaction Survey, the most recent of which was undertaken in fall 2010. http://epe.lac-bac.gc.ca/100/200/301/pwgsc-tpsgc/por-ef/public_service_labour_relations/2011/008-10-e/index.html

4The complete set of future-oriented financial statements can be found on the PSLRB’s website at: http://www.pslrb-crtfp.gc.ca/reports/intro_e.asp

5Electronic supplementary information tables listed in the 2013-14 Report on Plans and Priorities can be found on the PSLRB website. http://www.pslrb-crtfp.gc.ca/reports/intro_e.asp

6The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations publication. http://www.fin.gc.ca/purl/taxexp-eng.asp