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Chairperson's Message

Bruno Hamel, Chairperson of the CFGB

As the Chairperson of the Canadian Forces Grievance Board (CFGB), I am pleased to submit the CFGB's Report on Plans and Priorities for the period 2010-11 to 2012-13.

As we prepare to celebrate the Board's 10th anniversary in 2010, we reflect on the CFGB's challenges and achievements over the past ten years. Since 2000, the Board has worked relentlessly to put in place robust and timely processes and, while doing so, has gained a unique expertise in the review of military grievances that is now well established and duly recognized.

Building on this strong foundation of experience and maturity, we have already set the stage for the future. We have proactively engaged our stakeholders in exploring new ways to make complaint resolution in the Canadian Forces (CF) more efficient and effective. To this end, we will continue our discussions with the CF to implement a new model for the referral of cases to the Board. We will also pursue a new initiative aimed at identifying and reporting broader systemic issues that come to light during the review of individual grievances; we intend to monitor the implementation of our recommendations in respect of these matters when accepted by the Chief of the Defence Staff.

Also, the Board will continue to reach out to stakeholders to share with them its expertise and to obtain their feedback, with one overarching goal in mind: to contribute to the morale and esprit de corps of our troops by aiding the senior leadership and key decision-makers in the administration of the affairs of the CF.

In the coming years, the Board will maintain its unique position as an administrative tribunal, independent from the Department of National Defence and the CF to add to the adjudicative fairness of the grievance process and thereby strengthen confidence in it. I am convinced the CFGB is well equipped to deliver on its mandate with the highest standards of professionalism, quality and efficiency.

Bruno Hamel

Section I – Overview

Raison d'être and Responsibilities

Raison d'être

The raison d'être of the Canadian Forces Grievance Board (CFGB or the Board) is to provide an independent and external review of military grievances. In doing so, the Board strengthens confidence in, and adds to the fairness of, the Canadian Forces (CF) grievance process.

Section 29 of the National Defence Act (NDA) provides a statutory right for an officer or a non-commissioned member who has been aggrieved, to grieve a decision, an act or an omission of the administration of the affairs of the CF. The importance of this broad right cannot be overstated since it is the only formal complaint process available to CF members.


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 (PAA)

In order to effectively deliver on its mandate, the Board aims to become the centre of expertise in military grievances and a model administrative tribunal, through its fair and efficient processes, professionalism and good governance. The implementation or acceptance of the Board's F&Rs lead to improvements in the conditions of service for members of the CF.

Program Activity Architecture

Figure 1
Chart: CFGB's framework of program activities which contribute to progress toward the Board's Strategic Outcome


Planning Summary

Financial Resources
Financial Resources 2010-11 2011-12 2012-13
($ thousands) 6,641 6,651 6,651

Human Resources *
Human Resources 2010-11 2011-12 2012-13
Human Resources (FTEs) 46 46 46

*Includes Board Members appointed by Governor in Council.

Strategic Outcome: Findings and Recommendations of the Canadian Forces Grievance Board are implemented and lead to improved conditions of service for members of the Canadian Forces.
Performance Indicators Targets
The percentage of systemic recommendations that merit further study. 75% of recommendations that merit further study are accepted.
The percentage of the CDS agreement with the Board's recommendations regarding the interpretation and application of regulations, policies and guidelines. 80% agreement
The percentage of survey respondents indicating that the Board has contributed to changes to CF regulations, policies and procedures. 70% agreement
Program Activity Forecast Spending
Planned Spending
($ thousands)
Link Indicator Alignment to Government of Canada Outcomes
2010-11 2012-12 2012-13
Review of CF grievances referred by the CDS 3,382 3,499 3,505 3,505 Government Affairs
Internal Services 3,076 3,142 3,146 3,146 Government Affairs
Total Planned Spending 6,458 6,641 6,651 6,651  


Contribution of Priorities to Strategic Outcome

Operational Priorities Type Links to Strategic Outcome Description
1. Operational Performance – Ensure optimum productivity and excellence Ongoing F&Rs of the CFGB are implemented and lead to improved conditions of service for members of the CF. Why is this a priority?

Ensure the high quality and timeliness of the Board's F&Rs and ongoing contribution to the fairness and efficiency of the grievance system for CF members.
Plans for meeting the priority.

  • Work in cooperation with the CF towards the implementation of a new approach to the referral of cases to the Board.
  • Participate in the 10 year review of the NDA.
  • Manage and monitor production timelines.
  • Conduct assessments of the Board's internal review processes and monitor workload planning assumptions.
  • Assure the quality of F&Rs.
  • Conduct analysis of the CDS decisions on CFGB's F&Rs.
  • Optimize research and working tools.
2. Enhance communications and relations with stakeholders Ongoing F&Rs of the CFGB are implemented and lead to improved conditions of service for members of the CF. Why is this a priority?

Ensure that stakeholders have a better awareness and understanding of the CF grievance process as well as regulations, policies and guidelines affecting CF members.

Collaborate with other stakeholders for the development of tools in order to monitor and communicate on the grievance system as a whole.
Plans for meeting the priority.

  • Increase and diversify outreach initiatives.
  • Obtain feedback from stakeholders and target audiences.
Management Priorities Type Links to Strategic Outcome Description
3. Operational Performance – Maintain the overall effective management and leadership of the CFGB. Ongoing F&Rs of the CFGB are implemented and lead to improved conditions of service for members of the CF. Why is this a priority?

Meet government-wide management and accountability priorities through management excellence and sound internal oversight.
Plans for meeting the priority.

  • Continue efforts to ensure a diverse, representative, capable workplace and workforce to deliver on the Board's mandate.
  • Evaluate the impact of the implementation of new approach to grievance referral on the organisational structure and align the Board's resources accordingly.
  • Complete the Board's 5 year program evaluation and respond to recommendations.
  • Enhance the development and implementation of learning and information management strategies.
  • Continue the implementation of the Board's 5 year Values and Ethics plan.
  • Review the operational readiness capacity of the Board.


Risk Analysis

The achievement of some of the Board's key outcomes and priorities established for the planning period could be influenced by factors beyond the direct control of the Board.

A significant factor is that the Board has no control over the number of grievances referred to it in any given year. Significant, unanticipated fluctuations in the volume of cases referred would have an impact on the timeliness of issuing F&Rs. Similarly, significant fluctuations would have an impact on the financial and human resources planned by the Board.

To mitigate this risk the Board monitors workload planning assumptions on an ongoing basis. To this end the Board will:

  • work in consultation with stakeholders within the CF to base these assumptions on the most up-to-date information possible;
  • develop flexible human resources staffing strategies and mechanisms;
  • track workload volumes; and
  • develop financial forecasts


Expenditure Profile

For 2010-11 fiscal year, the Board plans to spend $ 6.641 million to meet the expected results of its program activities and contribute to its strategic outcome.

Spending Trend

Expenditure Profile - Spending Trend Graph

The decrease in actual spending in 2006-07 was due to a surplus resulting from staff turnover.


Voted and Statutory

This table illustrates the items displayed in the Main Estimates

Vote # or Statutory Item (S) Truncated Vote or Statutory Wording Link Indicator2009-10 Main Estimates
($ thousands)
2010-11 Main Estimates
($ thousands)
15 Program expenditures 5,897 6,053
(S) Contributions to employee benefit plans 561 588
Total 6,458 6,641