ARCHIVED - RPP 2007-2008
Canadian Forces Grievance Board

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SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

Analysis by Program Activity

Strategic Outcome:

The recommendations of the Canadian Forces Grievances Board are implemented in the Canadian Forces and lead to improvements in the conditions of work.

Program Activity: Review of Canadian Forces grievances referred by the Chief of the Defence Staff.

Financial Resources:

($ thousands)

2007-2008	2008-2009	2009-2010
$3,348	$3,348	$3,348

Human Resources:

2007-2008	2008-2009	2009-2010
28	28	28

Program Activity: Internal Services (Corporate and Administrative Services)

Financial Resources:

($ thousands)

2007-2008	2008-2009	2009-2010
$3,081	$3,081	$3,081

Human Resources:

2007-2008	2008-2009	2009-2010
18	18	18

The Board conducts objective and transparent reviews of grievances with due respect to fairness and equity for each member of the CF, 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 CF. Administrative tribunals, such as the Board, provide a mechanism outside the courts for the expeditious resolution of complex and particular matters. Acting independently of the government, tribunals have the power to make decisions through enabling statutes of Parliament. Such powers permit the tribunal to determine the existence and scope of rights and obligations in a particular field of expertise. These powers are to be exercised in accordance with the public interest and the specific circumstances prevailing in the tribunal's area of activity.

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. Canadian courts have also rendered several decisions on a wide range of subjects and Board Members must keep abreast of these, as well as the current Queen's Regulations and Orders for the Canadian Forces (QR&O), the Canadian Forces Administrative Orders (CFAO) and Treasury Board policies, all of which are used in the course of analyzing grievances and developing findings and recommendations.

Expected Results

The Board's Results Chain or Logic Model demonstrates how each of the items contributes to the fulfillment of the Board's mission and the achievement of its ultimate or strategic outcome.

Logic Model

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Performance Measurement Strategy

Planned outcomes and results	Performance Indicators
Outputs:These are the outputs produced and the benefits to the CDS, who makes a decision on the basis of the recommendations submitted by the Board, and the grievor, who is the ultimate beneficiary of the decision rendered by the CDS.
Fair, impartial and transparent findings and recommendations delivered expeditiously.	CFGB's grievance operations abide by established quality standards. Grievors perceive that there was impartiality and transparency and that Findings and Recommendations (F&R) are clear and understandable. CFGB's grievance process timeline standards are being met.
Immediate Outcome: These are the short-term results of the Board's activities and its output.
Useful and understandable findings and recommendations that assist the CDS in rendering decisions on grievances.	CDS Decisions are in support of the CFGB’s recommendations. CDS finds the Board’s Findings and Recommendations (F&R) useful and understandable. Federal Court Judicial Reviews uphold CFGB’s Findings and recommendations.
The grievor and the CF have had the benefit of a grievance review by an independent quasi-judicial tribunal leading to the resolution of grievances.
Intermediate Outcomes: These are the longer term results, i.e., about 5 years, that flow from its activities, outputs and immediate outcomes, and which will demonstrate progress towards achieving CFGB's ultimate result.
Precedents created by the Board, which may facilitate change.	CDS decisions to address systemic issues raised by the CFGB that merit further study for possible policy or regulatory change.
Better understanding and application of regulations, policies and guidelines governing the conditions of work within the CF.	Reduction of grievances of the same nature.
Ultimate Outcome: This is the long-term result that logically flows from the work conducted by the Board, and it is expected that it will take about 10 years before seeing substantial evidence of this result. It is to be noted that the achievement of this ultimate result may be subject to influences beyond CFGB's work.
The Recommendations of the CFGB are implemented in the Canadian Forces and lead to improvements in the conditions of work.	CFGB’s recommendations for changes to regulations, policies or procedures have been implemented by the Canadian Forces.

Enabling Activities: Internal Services (Corporate and Administrative Services) function includes a wide range of activities that support the Board's outcomes. Internal Services (Corporate and Administrative Services) works for continuous improvement in the provision of timely and quality corporate administrative services, and in the promotion of sound management.

Performance and Knowledge Management Ensure an integrated planning and reporting process in keeping with the Board's Resultsbased Management and Accountability Framework (RMAF) and its Program Activity Architecture (PAA). Lead implementation of the Board's Management Accountability Framework (MAF). Review the Board's activities to align resources with priorities as stated in the Government of Canada's Speech from the Throne and Budget documents. Provide information as an aid to decision-making and strategic management and, ultimately, to facilitate program improvement and organizational learning. Finance and Human Resources Management Ensure the stewardship of public funds, Expenditure Management, and Financial Management and Control. Integrate a human resources plan within the Board's business planning and in keeping with the Board's Staffing Management Accountability Framework (SMAF). Internal and External Communications Support open and collaborative internal communications with the support of the management team. Integrate short and long-term communications into the Board's management framework by providing accurate, complete, objective, timely, relevant and understandable information to CFGB stakeholders about its programs and services. Ensure that the Board is visible, accessible and answerable to the clients that it serves. Continuous Learning Develop learning plans that are in line with the Policy on Learning, Training and Development. Case Management system, databases and efficient grievance process Ensure the availability of operational information through the use of Web technology. This includes documents and correspondence associated with cases in order to analyse and improve the efficiency and cost-effectiveness of the Board with regards to its case management activities and related precedents.

 

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