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PSLRB Departmental Performance Report (DPR) - 2012-13

2012-13
Departmental Performance Report



Public Service Labour Relations Board






The Honourable Shelly Glover, 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

Casper Bloom, Chairperson

As Acting Chairperson of the Public Service Labour Relations Board (PSLRB), I am pleased to present our Departmental Performance Report for the period ending March 31, 2013.

I am very proud of the PSLRB's progress in meeting its established priorities during the year. Our emphasis on continuing to streamline our adjudication services, and regularly reviewing and improving our processes, systems and technology infrastructure, resulted in significant efficiency gains and enabled us to effectively meet our mandated responsibilities. Ultimately, this translates into optimal service to our clients, and the uninterrupted delivery of essential programs and services to Canadians.

Specifically, throughout the year, we succeeded in reducing a caseload that has grown to more than 6,500 files. While we closed more files than we received, we continued to work with the parties to seek innovative ways to more proactively manage our caseload and the hearing process, and make effective use of our resources.

Initiatives included holding more pre-hearing conferences to deal with procedural matters upfront, reducing last-minute hearing postponements and developing a policy that articulates the limited circumstances in which postponements may be granted. We also conducted mediation interventions for grievances and complaints that were referred to us, as well as preventive mediations, where possible. This resulted in a reduction in the number of files that could otherwise have been brought before us.

We also made steady progress preparing to implement both our electronic case management and our records management systems. Built on a sustainable technology platform, they will enable us to better manage our caseload and the hearing process and more efficiently manage, store and retain our information assets — critical capabilities, given our mandate.

Finally, our compensation analysis and research services launched the first phase of our national compensation study, which will enable us to fulfill our role in supporting the federal public service collective bargaining and compensation determination processes.

I believe that the success we achieved this past year would not have been possible without the consistent and outstanding work of my colleagues and all employees, under the direction of Chairperson Casper Bloom until January 2013. Thanks to their efforts, we have maintained our enviable reputation as a highly respected partner in the labour relations field.

The original version was signed by

David Paul Olsen
Acting Chairperson
Public Service Labour Relations Board


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 Board is composed of the Chairperson, up to three Vice-Chairpersons and full- and part-time Board members who are appointed by the Governor in Council for terms of no longer than five years and who may be reappointed. In 2012–13, there were 3 Vice-Chairpersons, 6 full-time Board members and 10 part-time Board members.

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 and three managers, 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.

The PSLRA covers over 240,000 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).

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 Activity Architecture Diagram

[text version]

Organizational Priorities


Priority Type Strategic Outcome and Program Activity
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.
Summary of Progress
What progress has been made towards this priority?

The PSLRB made considerable progress in meeting this priority, focusing on reducing a caseload that has grown from 1,200 a decade ago to more than 6,500. While the PSLRB closed more cases than it received during the year (i.e., 2,101 and 1,972 respectively), its goal is to further increase the number of cases it closes each year by continuing to work with the parties (e.g., bargaining agents and employers) to seek innovative ways to more proactively plan and manage its caseload and the hearing process and to optimize its resources. This is critical as the continual growth of the PSLRB's caseload has a direct impact on its ability to effectively and efficiently deliver adjudication and mediation services. The PSLRB's progress towards achieving this priority contributes to an efficient workplace that is free from service disruptions and that ultimately delivers programs and services to Canadians that provide economic, social and cultural benefits.

The PSLRB's mediation services also continued to review and improve its processes and discuss options for accelerating case mediation to enhance efficiency and effectiveness. By conducting mediation interventions for grievances and complaints that were referred to the PSLRB, as well as preventive mediations, where possible, the number of files that could have otherwise been brought before the PSLRB was reduced.

Priority Type Strategic Outcome and Program Activity
Continue to improve the PSLRB's Information Technology/Information Management (IM) infrastructure
  • implement a case management system with enhanced performance measurement and reporting capabilities
  • further develop and enhance the PSLRB's IM framework
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.
Summary of Progress
What progress has been made towards this priority?

The PSLRB continued to make steady progress in meeting this priority, testing the analytical capabilities of its new electronic case management system, which it plans to implement in fall 2013. This will contribute to the PSLRB's ability to improve the efficiency and effectiveness of the hearing process and better manage its sizeable caseload.

During the reporting period, the PSLRB continued to implement its IM strategy and action plan, focusing on migrating to the new version of its electronic records management system (i.e., Documentum), which is planned for completion in summer 2013. The capacity to efficiently manage, store and retain its information resources and provide a sustainable IM framework will enable the PSLRB to meet its mandated responsibilities and effectively serve its clients and Canadians.

Priority Type Strategic Outcome and Program Activity
Continue to develop and sustain the capacity to conduct compensation analysis and research surveys 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.
Summary of Progress
What progress has been made towards this priority?

The PSLRB met this priority, consulting with the parties and working collaboratively with other stakeholders and experts to finalize the methodology, tools and processes required to conduct its studies. This included launching the first phase of its national compensation study, based on more than 100 benchmark jobs within the provincial and territorial governments, the private sector, and a selection of large municipalities across the country. The ability to conduct such studies will enable the PSLRB to fulfill its role in supporting the federal public service collective bargaining and compensation determination processes.

Risk Analysis

Risk Risk Response Strategy Link to Program Alignment Architecture Link to Organizational Priorities
Delay in implementing the PSLRB's new electronic case management system
  • Despite experiencing some technical challenges during the year that delayed the implementation of the new system, the PSLRB worked to reduce this risk, conducting stringent quality assurance testing and exploring feature enhancements that will provide the PSLRB with more effective and efficient performance measurement capabilities. The PSLRB plans to implement the new system in fall 2013.
  • This risk was reported in the PSLRB's 2012-13 Report on Plans and Priorities
Adjudication, Mediation, and Compensation Analysis and Research Services* Continue to improve the PSLRB's Information Technology/Information Management infrastructure
Inability to deliver compensation information
  • This risk, which was identified in several consecutive reports on plans and priorities, presents ongoing challenges for the PSLRB. Mitigating measures included conducting the preparatory work for the PSLRB's national study, the first phase of which was launched during the year, and optimizing productivity and operational efficiency by developing in-house expertise. Having a skilled and efficient in-house workforce will ensure the PSLRB more efficiently fulfills its mandated responsibilities at a much-reduced cost
*Same as above Continue to develop and sustain the capacity to conduct compensation analysis and research services.
Inability to appoint an appropriate complement of Board members
  • An ongoing challenge that has been identified in several consecutive reports on plans and priorities is for the PSLRB to have an appropriate complement of full-time Board members, appointed by the Governor in Council, when members' terms expire. For the past several years, the PSLRB Chairperson and Board officials have worked proactively with the Minister's office to ensure positions are filled as quickly as possible, including part-time Board member vacancies as they play a critical role in addressing the PSLRB's workload. Overall, they have been successful.
*Same as above Continue to improve service delivery

Risk Narrative

Case Management System

During the reporting period, implementation of the PSLRB's new case management system experienced some delays due to challenges in areas such as application development and programming; quality assurance; operational testing, validation and verification; and the migration of its legacy case data. Following comprehensive quality assurance testing, the PSLRB is confident that this risk remains relatively minimal as it plans to implement the new system in fall 2013. Putting the system in place is critical to the PSLRB as it will ensure a successful migration to a sustainable technology platform, and it will provide the organization with enhanced tools to assist with analysis, file tracking, caseload monitoring and statistical capabilities.

Compensation Analysis and Research Services

As previously mentioned in this report, the PSLRB modified its approach with the ultimate goal of ensuring compensation information is available in time to support the parties in their next round of collective bargaining in 2014–2015. This will enable total compensation information of federal public servants to be compared with workers in other levels of government and the private sector.

Board Members

As previously mentioned, the PSLRB has reported over the years that an ongoing challenge for the organization is to have an appropriate complement of full- and part-time Board members, appointed by the Governor in Council, to enable the PSLRB to effectively manage its sizeable and increasingly complex caseload. When Board members' terms expire, it can be a challenge to identify and recommend qualified individuals to fill those vacancies.

During the year, the PSLRB continued to work proactively with the Minister's office to ensure both full- and part-time Board member positions were filled as quickly as possible, the latter of which play an important role in addressing the PSLRB's workload. This resulted in the appointments of one Vice-Chairperson, one part-time Board member and three full-time Board members, providing the PSLRB with a full complement of full-time members, with the exception of the vacant Chairperson's position, which is expected to be filled in 2013–14.

Summary of Performance

Financial Resources – Total Departmental ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2012–13 Planned Spending 2012–13 Total Authorities (available for use) 2012–13 Actual Spending (authorities used) 2012–13 Difference (Planned vs. Actual Spending)
13,732 13,732 14,501 13,634 98

Human Resources (Full-time Equivalents — FTEs)

Planned 2012–13 Actual 2012–13 Difference 2012–13
93 90 3

Performance Summary Table for Strategic Outcome and Program ($ thousands)

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

Program Total Budgetary Expenditures (Main Estimates 2012-2013) Planned Spending Total Authorities (available for use) 2012-13 Actual Spending (authorities used) Alignment to Government of Canada Outcomes
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11
Adjudication, mediation, and compensation analysis and research 9,922 9,922 9,913 9,929 10,468 9,736 9,369 8,313 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.
Strategic Outcome Sub-Total 9,922 9,922 9,913 9,929 10,468 9,736 9,369 8,313  

Performance Summary Table for Internal Services ($ thousands)

Internal Services Total Budgetary Expenditures(Main Estimates 2012–13) Planned Spending Total Authorities (available for use) 2012-13 Actual Spending (authorities used)
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11
  3,810 3,810 3,861 3,867 4,033 3,898 4,078 3,576
Sub-Total 3,810 3,810 3,861 3,867 4,033 3,898 4,078 3,576

Total Performance Summary Table ($ thousands)

Strategic Outcome and Internal Services Total Budgetary Expenditures(Main Estimates 2012–13) Planned Spending Total Authorities (available for use) 2012-13 Actual Spending (authorities used)
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11
  13,732 13,732 13,774 13,796 14,501 13,634 13,447 11,889
Total 13,732 13,732 13,774 13,796 14,501 13,634 13,447 11,889

Expenditure Profile

The PSLRB's actual spending in 2012–13 was $13.6 million, an increase of 1.4% from the previous fiscal year. The increase can mainly be attributed to the costs associated with the PSLRB's involvement in recent arbitral awards and public interest commissions; its responsibilities associated with administering the collective bargaining process in the federal public service and in Parliament; and its investment in its information management and information technology infrastructure — a key priority identified in this report.

Departmental Spending Trend

Departmental Spending Trend Graph

[text version]

The PSLRB's planned spending has been fairly stable over the years. The increase between 2010–11 and 2011–12 (total authorities and actual spending) was mainly due to the nearly $1.0 million severance payments that resulted from the new severance pay provisions in some collective agreements.

Estimates by Vote

For information on the Public Service Labour Relations Board's organizational votes and/or statutory expenditures, please see the Public Accounts of Canada 2013 (Volume II)2.

Strategic Environmental Assessment

During 2012–13, the Public Service Labour Relations Board considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals3 and did not produce any public statements.


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 Indicators Targets Actual Results
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 has historically been conducted every three years. The 2010 survey results were reported in the PSLRB's Departmental Performance Report for 2010–114. In general, most respondents (80%) said that they were satisfied or very satisfied with the PSLRB overall. The PSLRB is currently reviewing this data source.

Program: Adjudication, Mediation, and Compensation Analysis and Research

Financial Resources – For Program Level ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2012–13 Planned Spending 2012–13 Total Authorities (available for use) 2012–13 Actual Spending (authorities used) 2012–13 Difference 2012–13
9,922 9,922 10,468 9,736 186
Human Resources (Full-Time Equivalents — FTEs) –Program Level
Planned
2012–13
Actual
2012–13
Difference
2012–13
64 61 3
Performance Results – For Program
Expected Results Performance Indicators Targets Actual Results
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% 2.2%
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% 82%
The use of PSLRB total compensation information within a bargaining or wage-setting context Availability of compensation information 10%* **

*This target represents 10% of the overall data of the PSLRB's multi-phased Total Compensation Study, which includes a sample of some 4,200 respondents and approximately 100 benchmark positions.
**The PSLRB continued to make progress towards meeting its target of making compensation information available. After a change in orientation and approach, which matched operational requirements and available resources, the Compensation Analysis and Research Services Unit launched the first wave of an ongoing compensation study to collect data that will enable the total compensation of federal public service employees to be compared with that of workers in other levels of government and the private sector for collective bargaining purposes.

Internal Services

Financial Resources – For Program Level ($ thousands)
Total Budgetary Expenditures (Main Estimates) 2012–13 Planned Spending 2012–13 Total Authorities (available for use) 2012–13 Actual Spending (authorities used) 2012–13 Difference 2012–13
3,810 3,810 4,033 3,898 88
Human Resources (FTEs) - Program Level
Planned 2012–13 Actual 2012–13 Difference 2012–13
29 29 0

Performance Analysis and Lessons Learned

To address its large caseload and achieve greater efficiency, the PSLRB managed its hearing schedule more aggressively by strategically scheduling adjudicators for hearings to optimize resources; holding more pre-hearing conferences, via teleconference when possible, to deal with procedural matters upfront; using written submissions more frequently for cases in which there is no dispute about the facts of those cases; putting in place solutions to reduce last-minute hearing postponement requests; and developing a policy that articulates the limited circumstances when postponements may be granted. It also used analytics and strong case management tools and customized its processes with the parties in the workplace to address their specific needs. In addition, as over half of the PSLRB's existing workload has been filed by a single group of employees, a special task force was established to address the needs of those parties. This included grouping the grievances together, dealing with policy issues by priority and consistently appointing adjudicators and mediators who have experience with the parties. (For more information about the PSLRB's caseload, please see Appendix B.)

Parties who used the PSLRB mediation services experienced considerable success. Seventy-eight mediation interventions for grievances and complaints were carried out by the Board's Dispute Resolution Services (DRS), resulting in the resolution of 229 files referred to adjudication without hearings. Of those, the parties reached an agreement 82% of the time. In addition to those files, the DRS conducted 6 preventive mediations, all of which were resolved, meaning there were 65 fewer potential files that could otherwise have been brought before the PSLRB.

The PSLRB continued to make progress towards meeting its target of making compensation information available. After a change in orientation and approach, which matched operational requirements and available resources, the Compensation Analysis and Research Services Unit successfully launched phase one of its national compensation study, which was based on more than 100 benchmark jobs in the provincial and municipal governments, as well as the private sector.

The implementation of the PSLRB's electronic, state-of-the-art case management system in fall 2013 will provide the PSLRB with even stronger analytical capabilities to more efficiently manage and process thousands of case files each year. This will result in significant cost savings for the organization and vastly improve client service delivery.


Section III: Supplementary Information

Financial Statements Highlights

Condensed Statement of Operations and Departmental Net Financial Position

Public Service Labour Relations Board
Condensed Statement of Operations and Departmental Net Financial Position (Unaudited)
For the Year Ended March 31, 2013
($ thousands)
  2012–13 Planned Results 2012–13 Actual 2011–12 Actual $ Change (2012–13 Planned vs. Actual) $ Change (2012–13 Actual vs. 2011–12 Actual)
Total expenses 17,450 15,601 15,555 1,849 46
Total revenues 145 144 144 1 -
Net cost of operations before government funding and transfers 17,305 15,457 15,411 1,848 46
Departmental net financial position 329 749 (385) (420) 1,134

The net cost of operations, before government funding at year end did not change significantly compared to the previous year.

Condensed Statement of Financial Position

Public Service Labour Relations Board
Condensed Statement of Financial Position (Unaudited)
As at March 31, 2013
($ thousands)
  2012–13 2011–12 $ Change
Total net liabilities 2,231 1,945 286
Total net financial assets 1,085 841 244
Departmental net debt 1,146 1,105 41
Total non-financial assets 1,895 719 1,176
Departmental net financial position 749 (385) 1,134

The change of $1.1 million in the total non-financial assets at year end and in the net financial position were mainly due to the capitalization of the PSLRB's investments in its electronic records and case management systems.

Financial Highlights – Charts and Graphs

Spending Distribution by Service

Spending Distribution by Service

[text version]

In 2012–13, the PSLRB's total net operations costs, before government funding, were $15.46 million. The majority of those funds, $8.03 million (52%), were for adjudication services. Compensation analysis and research services represented $1.72 million (11%) of the total expenses; mediation services represented $1.54 million (10%), and internal services represented $4.17 million (27%) of the total expenses.

Spending Distribution by Type

Spending Distribution by Type

[text version]

Total expenses for the year were $15.46 million, of which $9.84 million (64%) was spent on salaries and employee benefits. The remaining $5.62 million (36%) was spent on operating costs such as transportation, professional service fees, accommodation, and hearing and mediation facilities.

Financial Statements

For further details, consult the PSLRB's financial statements5, which include the Annex to the Statement of Management Responsibility Including Internal Control over Financial Reporting.

Supplementary Information Tables

All electronic supplementary information tables listed in the 2012–13 Departmental Performance Report can be found on the Public Service Labour Relations Board's website6.

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 Evaluations7 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

Appendix A

Statutes and Regulations Administered by the Public Service Labour Relations Board

 

Appendix B

Grievances, Complaints and Applications
Before the Public Service Labour Relations Board
2012–2013
  Number of cases brought forward from previous years Number of new cases received Total number of cases Number of cases closed (includes cases settled, withdrawn and decided) Number of cases carried forward to 2013-2014 Decisions or orders
Settled & withdrawn Decided
Individual 3,885 1,607 5,492 1,505 149 3,838 59
Group 59 23 82 15 8 59 10
Policy 13 19 32 5 3 24 3
Total grievances 3,957 1,649 5,606 1,685 3,921 72
Complaints of unfair labour practices
- DFR
- Other
38 26 64 8 10 46 14
51 35 86 19 8 59
Complaints under the Canada Labour Code 31 4 35 9 3 23 5
Total complaints 120 65 185 57 128 19
Request to file certified copy of order with Federal court 0 0 0 0 0 0
Certifications 0 0 0 0 0 0
Revocations of certification 0 0 0 0 0 0
Determination of successor rights 0 0 0 0 0 0
Membership in a bargaining unit 6 0 6 3 3 1
Designation of essential services positions 6 2 8 2 6 0
Applications for review of Board decisions 1 4 5 4 1 3
Requests for extension of time 57 11 68 32 36 5
Subtotal applications1 70 17 87 41 46 9
Determination of management and confidential positions 400 241 641 318 323 12
TOTAL 4,547 1,972 6,519 2,101 4,418 1013

1 This subtotal excludes the work done on managerial and confidential exclusion proposals.

2 In all cases, the determinations were made by an order rendered by the PSLRB on consent.

3 This reflects the decisions for which citation numbers were assigned.

Appendix C

Synopsis of Applications for Judicial Review of Decisions
April 1, 2008, to March 31, 2013
  Decisions rendered1 Number of applications Applications withdrawn Applications dismissed Applications allowed Applications pending2 Appeals of applications pending3
YEAR 1
(April 1, 2008 to March 31, 2009)
114 24 4 18 2 0 0
YEAR 2
(April 1, 2009 to March 31, 2010)
183 30 11 16 3 0 0
YEAR 3
(April 1, 2010 to March 31, 2011)
70 25 2 11 9 3 3
YEAR 4
(April 1, 2011 to March 31, 2012)
150 32 9 8 0 15 0
YEAR 5
(April 1, 2012 to March 31, 2013)
122 21 0 4 0 17 1
TOTAL 639 132 26 57 14 35 4


1 Decisions rendered do not include cases dealt with under the expedited adjudication process and managerial exclusion orders issued by the Board upon consent of the parties.

2 Applications that have yet to be dealt with by the Federal Court. Does not include appeals pending before the Federal Court of Appeal or the Supreme Court of Canada.

3 Results of appeals disposed of have been integrated into the statistics in this table.

Note: The figures for the last four fiscal years are not final, as not all the judicial review applications filed in those years have made their way through the Court system.

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

2The Public Accounts of Canada 2013, http://www.tpsgc-pwgsc.gc.ca/recgen/cpc-pac/index-eng.html

3Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, http://www.ceaa.gc.ca/?lang=En&n=B3186435-1

4The 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

5For further details, consult the PSLRB's financial statements, which can be found on its website, http://www.pslrb-crtfp.gc.ca/reports/dprfinance2013/management_responsibility_e.asp

6All electronic supplementary information tables listed in the 2012–13 Departmental Performance Report can be found on the Public Service Labour Relations Board's website. http://www.pslrb-crtfp.gc.ca/reports/intro_e.asp

7Government of Canada Tax Expenditures and Evaluations, http://www.fin.gc.ca/purl/taxexp-eng.asp