2013-14 Report on Plans and Priorities

(The original version was signed by)

The Honourable Peter G. MacKay
Minister of National Defence

Table of Contents

Chairperson’s Message

Section I: Organizational Overview

• Raison d’être
• Responsibilities
• Strategic Outcome and Program Activity Architecture (PAA)
• Organizational Priorities
• Risk Analysis
• Planning Summary
• Expenditure Profile
• Estimates by Vote

Section II: Analysis of Program Activities by Strategic Outcome(s)

• Strategic Outcome
• Program No. X2006363: Review Canadian Forces grievances
  • Planning Highlights
• Program No. X2006364: Internal Services
  • Planning Highlights

Section III: Supplementary Information

• Financial Highlights
• Future-Oriented Financial Statements
• Supplementary Information Tables
• Tax Expenditures and Evaluations Report

Section IV: Other Items of Interest

• Organizational Contact Information
• End Notes

Chairperson’s Message

As the Chairperson of the Canadian Forces Grievance Board (CFGB), I am pleased to submit the CFGB's Report on Plans and Priorities for 2013-14.

Despite a significant increase in the number of grievance referrals (the highest since 2002) and the current environment of fiscal restraint, the Board continued in the past year to improve its operational efficiency. At the same time, the Board actively contributed to government wide efforts to increase effectiveness and reduce costs. This document presents the CFGB’s plans to continue on this path in 2013-14, while remaining alert and ready to respond to any change to the context in which it operates, both as a federal organization and as the external review body for military grievances.

In 2013-14, the Board will ensure it remains prepared to deal with an increase in the number of grievances referred for its review, as a new model of referrals is being evaluated by the Canadian Forces.

As well, the Board will continue to rigorously examine and adjust its internal grievance review process, while remaining committed to the professional development of its employees. A robust review process and a knowledgeable and professional workforce, coupled with Board membership’s continuity, have proven over the years to be the Board’s best assets in ensuring its Findings and Recommendations are of the highest quality.

From a governance perspective, the Board’s plans remain driven by its commitment to management excellence, sound internal oversight and alignment with government initiatives. In 2013-14, the Board will continue to participate in the Government of Canada’s Shared Systems, Shared Services, Web Renewal and other initiatives aimed at ensuring pan-government consistency and reducing costs. Other plans in the areas of Human Resources and Information Management/Information Technology include preparing to move to PeopleSoft, the development of a migration strategy plan for the Government of Canada standardized and consolidated Enterprise Electronic Document and Records Management System (GCDOCS) and the implementation of a virtual desktop. Finally, the Board will continue to invest in its workforce and to provide employees with a healthy and productive work environment.

The year ahead will undoubtedly bring its share of challenges; I am, however, confident that once again the Board will be successful in achieving the plans outlined in this report thanks to the dedication and professionalism of our employees and Board members. Together, we will continue to strive to achieve our vision - To be a centre of expertise in military grievances and a model administrative tribunal, through fair and efficient processes, professionalism, and good governance.

Bruno Hamel
Chairperson

Section I: Organizational Overview

Raison d’être

Responsibilities

The Board is an independent administrative tribunal reporting to Parliament through the Minister of National Defence.

The Board reviews military grievances referred to it and provides findings and recommendations (F&Rs) to the Chief of the Defence Staff (CDS) and the officer or non-commissioned member who submitted the grievance.

The Board also has the obligation to deal with all matters before it as informally and expeditiously as the circumstances and the considerations of fairness permit.

Strategic Outcome and Program Activity Architecture

Figure 1

Organizational Priorities

Risk Analysis

Organizational Context

Since it began operations in 2000, the CFGB has carried out its statutory responsibilities as the external and independent component of the CF grievance process.

The Board reviews all military grievances referred to it by the CDS, as stipulated in the NDA and article 7.12 of the Queen’s Regulations and Orders for the Canadian Forces (QR&Os). The types of grievances that must be referred to the Board are those involving administrative actions resulting in deductions from pay and allowances, reversion to a lower rank or release from the CF; application or interpretation of certain CF policies, including those relating to conflict of interest, harassment or racist conduct; pay, allowances and other financial benefits; and entitlement to medical care or dental treatment. The CDS has the discretion to refer other cases to the Board where an independent external review would be useful.

The Board has the obligation to deal with all matters as informally and expeditiously as the circumstances and the considerations of fairness permit. Following its review of grievances, the Board submits its F&Rs to the CDS, at the same time forwarding a copy to the grievor. The CDS is the final decision-maker and is not bound by the Board’s F&Rs, but must provide reasons, in writing, in any case where they are not accepted.

External Context

Supporting improvements to the grievance process

As indicated above, only certain categories of grievances are required to be referred to the Board for review, which represent approximately 40% of the total number of grievances that reach the Final Authority (FA) level. Therefore, not every grievor whose grievance has reached the FA level benefits from the Board's external review of his or her complaint.

A new model for grievance referrals proposed to the Armed Forces Council (AFC) will continue to be tested. This new referral process would see the Board review all grievances reaching the FA level where the CF is unable to resolve the matter to the satisfaction of the grievor. The Board examined its workload planning assumptions and, based on the previous year’s numbers, concluded that it could anticipate a 20% increase in referrals from the CF for 2013-14.

Maintaining productivity standards

The Board has no control over the volume of cases referred to it by the CF. Should the volume of grievances increase quickly; the Board may be challenged to meet its internal production standards.

An assessment of the risk related to a sudden influx of grievances being referred to the Board was conducted and rated as medium. To mitigate this risk the Board will conduct assessments of its internal grievance review processes to identify further opportunities for streamlining and closely monitor workload planning assumptions.

Internal Context

Security

The issue of security was addressed during the annual review of the Board’s Risk Profile, and appropriate strategies were put in place to mitigate potential threats to the integrity of the organization’s assets and institutional knowledge. Information security is critical in the context of disclosures of personal and protected information, and the Board will implement a number of practices aimed at ensuring the security of information, which include:

• Certification and accreditation of IT infrastructure;
• Physical security awareness training;
• Awareness training on the Access to Information and Privacy; and
• Readiness for a Privacy Impact Assessment.

The Board is committed to maintain the focus on security until security awareness becomes an integral part of organizational activities and culture.

Planning Summary

*Includes Board Members appointed by Governor in Council.

Expenditure Profile

In 2013-14, the Board plans to spend $ 6.695 million to meet the expected results of its program activities and contribute to its strategic outcome. Over the past few years, the Board has generally been consistent in its rate of spending.

Estimates by Vote

For information on our organizational appropriations, please see the 2012-13 Main Estimates publication.

Section II - Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Program No. X2006363: Review Canadian Forces grievances

Program Description

The Chief of the Defence Staff refers grievances as prescribed under the Queen’s Regulations and Orders for the Canadian Forces as well as every grievance concerning a decision or an act of the Chief of the Defence Staff in respect of a particular officer or non-commissioned member to the Board for its findings and recommendations. The Board conducts objective and transparent reviews of grievances with due respect to fairness and equity for each member of the Canadian Forces, regardless of rank or position. It ensures that the rights of military personnel are considered fairly throughout the process and that its Board Members act in the best interest of the parties concerned. The findings and recommendations it issues are not only based in law but form precedents that may facilitate change within the Canadian Forces. As an administrative tribunal designed to review grievances, the Board must ensure that its recommendations comply with the law and can be implemented in accordance with its enabling legislation, relevant human rights legislation and the Canadian Charter of Rights and Freedoms.

Planning Highlights

In order to achieve the expected results, the following highlights some of the key activities which the Board plans to undertake during 2013-14:

Maintaining efficiency

Operational efficiency remains a priority at the Board in order to respond to its obligation to review grievances expeditiously.

The Board will review its productivity standards to better reflect its improved efficiency thus contributing to the CDS’ intention to have the grievance process take less than one year from the time a member submits a grievance to his/her Commanding Officer to the point at which the final decision is rendered by the FA.^{Footnote 1}

Assure the quality of F&Rs

As an administrative tribunal, the Board has the obligation to review every case fairly and impartially. Each file is reviewed carefully and on its own merits while taking into consideration the issues raised in the complaint, the relevant evidence and the submissions of both the grievor and the CF authorities.

The Board will continue its efforts to assure the quality of its F&Rs by analysing the CDS and Federal Court decisions and assessing the impact on future cases.

The Board will maintain its robust internal review process and remain committed to the professional development of its employees.

Communicate the results of our review of grievances.

Through its publication and articles, the Board provides important information to senior leadership, decision makers, administrators and CF members as well as sharing with stakeholders its unique perspective on issues that come to its attention while reviewing grievances.

Communicating its role and activities and the results of its work remains a priority for the Board in 2013-14. The Board will conduct evaluations of the effectiveness of communications activities and will continue to develop tools to obtain feedback from stakeholders and target audiences.

The Board’s key communications activities will include the following:

Publications

• Case summaries provide the reader with the Board’s position on grievances reviewed in the last three years. The FA decision is included on those cases when available.
• Recommendations on Systemic Issues: These summaries provide information on issues affecting not only the grievor but other CF members and for which leadership intervention may be required. The Board also posts the decisions of the FA on any follow-up actions.
• Perspectives is a newsletter primarily directed to senior officers at CF Headquarters. Through Perspectives, the Board shares valuable information with CF decision-makers, about grievance trends and areas of dissatisfaction that come to our attention during the review of individual grievances.
• eBulletin is an electronic bulletin available exclusively through the Board’s Web site which highlights current and interesting cases recently reviewed by the Board.

Base Visits

• The Board intends to visit two Canadian Forces bases during the planning period. These visits aim at maintaining direct communication with members of the CF in their work environment. They provide with an opportunity to directly exchange information about issues and concerns related to complaint resolution and to learn about the Board’s work and procedures. They also allow Board members and grievance officers to better understand current conditions and challenges in the CF.

Feedback tools

• Grievors Satisfaction Surveys: a survey conducted on a voluntary and anonymous basis seeking to obtain feedback from the grievor on the services provided by the Board while conducting the review of their grievance.
• Presentation Surveys: a survey is conducted of base personnel attending the Board’s presentations, during base visits, to measure the effectiveness of the presentation and the level of awareness of the Board’s role and activities within the CF grievance process.
• Stakeholders Surveys: as part of its Performance Measurement Framework, the Board will survey selected key stakeholders on the usefulness of its publications as a tool for CF senior leadership, decision makers, administrators involved in the CF grievance process.

Program No. X2006364: Internal Services

Program Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations or an organization. These groups are: Management and Oversight Services; Communication Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

*Includes Board Members appointed by Governor in Council.

Planning Highlights

In order to achieve the expected results, the following highlights some of the key activities which the Board plans to undertake during 2013-14:

Sound stewardship of resources

In preparation for expected increased volume of grievances referred to the Board, investment plans and resource management strategies will be monitored to ensure a readiness for increased demand. In 2013-14, the Board will develop a framework, and implement its new Internal Control Policy, monitor investment plans, and develop enhanced budget allocation and costing processes to ensure optimal use of resources. Workload planning assumptions will be reviewed and business continuity and readiness will be prioritized. Deficit Reduction Action Plan and other cost saving initiatives will be implemented to ensure adequate operational funding for increased workload.

To improve management of information, the Board will develop a migration strategy plan for the Government of Canada standardized and consolidated Enterprise Electronic Document and Records Management System (GCDOCS), and share implementation lessons with other government departments, particularly small and micro agencies with limited resources for information management. This will include reviewing and updating Information Management business rules and procedures, as well as user training on the new system. This initiative will enhance the Board’s document management processes and increase production.

The Board will implement measures to increase productivity and reduce its long term IT operating costs by implementing a virtual desktop and enhanced network monitoring and reporting. Network performance will be improved and backup systems made more secure through upgraded Servers and Network switches. IT security will be monitored and awareness of risks and mitigating strategies will be reinforced with staff.

Alignment of Information and Technology with Whole of Government initiatives

The Government of Canada is moving toward Shared Systems and Shared Services in all of its operations. There is a need to rationalize the many financial, human resources and information management systems currently in use in departments and agencies. This will reduce costs of development and maintenance and enhance the government’s ability to produce pan-government information.

In 2013-14, the Board will continue to organize its processes and systems to support the shared data and shared systems objectives of the Government of Canada. As we move forward on government-wide initiatives such as the Web Renewal Initiative, and Common Enterprise Data Initiative (CEDI) , we will share our experience and knowledge with cluster members to save costs and enhance consistency government-wide. In sync with cluster readiness, the Board will be preparing to move to PeopleSoft, the common Enterprise Resource Planning (ERP) initiative of the Government of Canada for Human Resource Management.

To improve management of information, the Board will develop a migration strategy plan for the Government of Canada standardized and consolidated Enterprise Electronic Document and Records Management System (GCDOCS), and share implementation lessons with other government departments, particularly small and micro agencies with limited resources for information management. This will include reviewing and updating Information Management business rules and procedures, as well as user training on the new system. This initiative will enhance the Board’s document management processes and increase production.

The Board will implement measures to increase productivity and reduce its long term IT operating costs by implementing a virtual desktop and enhanced network monitoring and reporting. Network performance will be improved and backup systems made more secure through upgraded Servers and Network switches. IT security will be monitored and awareness of risks and mitigating strategies will be reinforced with staff.

Ensuring a healthy and productive Workplace

Within the context of Integrated Business and Human Resources Planning, the Board will continue to invest in its workforce as a priority. Building on the results of the most recent Public Service Employee Survey, the Board will support career development of staff and proactively manage succession plans to ensure a smooth knowledge transfer in key positions.

Section III - Supplementary Information

Financial Highlights

Future-Oriented Financial Statements

The financial highlights presented within this Report on Plans and Priorities are intended to serve as a general overview of the CFGB's operations. The Board's financial statements can be found on the CFGB's Web site at:
http://www.cfgb-cgfc.gc.ca/fsr-ref/fo-pr/2013-2014/index-eng.html

List of Supplementary Information Tables

The following electronic information table is located on the Board’s Web site Greening Government Operations

Tax Expenditures and Evaluations Report

The Department of Finance’s annual Tax Expenditure and Evaluation publication. 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 Evaluations 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

Visit the Board's Web site at http://www.cfgb-cgfc.gc.ca/ for more information. We invite you to consult some of the grievance cases for which the Board has issued F&Rs in the Case Summaries section, which is updated on a regular basis as well as statistical data over the last five years in the Statistics section. You can also learn more about the Board's role in the Canadian Forces Grievance Process section

Organizational Contact Information

Cynthia Beeman
Executive Director
Canadian Forces Grievance Board
Telephone: (613) 996-7027
E-mail: Cynthia.Beeman@cfgb-cgfc.gc.ca

Canadian Forces Grievance Board
Toll free telephone: 1 877 276-4193
Toll free fax: 1 866 716-6601
Fax: (613) 996-6491
(613) 995-8201
(613) 992-6979

End Notes