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ARCHIVED - Public Servants Disclosure Protection Tribunal Canada - Report
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Section II – Analysis of Program Activities by Strategic Outcome
Strategic Outcome - Remedial and disciplinary actions to ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals.
| 2009-10 Financial Resources (thousands of dollars) |
2009-10 Human Resources (FTEs) |
||||
|---|---|---|---|---|---|
| Planned Spending |
Total Authorities |
Actual Spending |
Planned | Actual | Difference |
| 1,828 | 1,835 | 944 | 12 | 4 | 8 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
|---|---|---|---|---|
| Effective management of the Tribunal’s proceedings | Number of decisions and/or orders issued within 250 calendar days from the start of a proceeding | 90% of proceedings are completed within 250 calendar days | The objectives could not be evaluated during the reference period | Given that no cases have been referred to the Tribunal, it is currently impossible to evaluate the management of proceedings against the performance indicators. |
| Degree to which the evidence and written communication filed are shared with all parties | Fewer than 10% of adjournments are granted by the Tribunal because of deficiencies in the disclosure of evidence and written communication | |||
| The extent to which the parties have the information needed to exercise their rights | The procedural guide is distributed to all parties within five days after the commencement of the proceeding |
Performance Analysis
The Tribunal pursues one strategic outcome: remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals. The Reprisal Hearings Program is the only program activity that contributes to this strategic outcome. Three indicators have been established to measure the Tribunal's performance: the number of decisions and/or orders issued within 250 calendar days from the start of a proceeding, the degree to which the evidence and the written communication filed are shared with all parties and the extent to which the parties have the information needed to exercise their rights. It is not possible to assess the Tribunal's performance against these measures since no reprisal complaints were referred to the Tribunal during the reference period.
Lessons Learned
Because the Tribunal has not received any cases since its inception in 2007, it is impossible to draw any lessons from its program activity (the Reprisal Hearings Program).
Benefits for Canadians
Canadians have a right to expect that public sector employees will behave ethically and in accordance with their legal obligations. The Tribunal is one component of a regime designed to encourage public servants to disclose wrongdoing. The Tribunal's success, and that of the other parties, will help create an environment in which employees can openly raise concerns without fear of reprisal. It will also contribute to the development of a culture within the public service that espouses the highest standards of ethical conduct.
