2014-15
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 Expenditure Overview

Section II: Analysis of Program by Strategic Outcome

Section III: Supplementary Information

Section IV: Organizational Contact Information

Appendix: Definitions

Endnotes


Chairperson's Message

It is my pleasure to present this final Departmental Performance Report of the Public Service Labour Relations Board (PSLRB) for the period April 1 to October 31, 2014.

On November 1, 2014, the Public Service Labour Relations and Employment Board Act came into force, creating the Public Service Labour Relations and Employment Board (the PSLREB).  The PSLREB is responsible for performing the functions that were previously exercised by the PSLRB and the Public Service Staffing Tribunal (PSST). Also on November 1, 2014, the Administrative Tribunals Support Service of Canada Act came into force, consolidating the provision of all support services for 11 administrative tribunals, including the PSLREB, into a new organization—the Administrative Tribunals Support Service of Canada (ATSSC). The ATSSC provides corporate services (e.g., the common functions of human resources, information technology, financial services, accommodations and communications); registry services; and core mandate services (e.g., research, analysis, and legal and other case-specific work). The ATSSC assumed the PSLREB’s financial and human resources via that legislative change. As such, some commitments and performance targets outlined in the PSLRB’s 2014-15 Report on Plans and Priorities may have changed. For information on the ATSSC’s performance in supporting the PSLREB, please visit the ATSSC website.i

The PSLRB management and staff worked very hard during a time of change and transition and I am proud of their efforts. Together they engaged in an extensive change management exercise to better understand how the legislative changes would affect them and their clients.

While dealing with these changes, Board members, management and staff were able to focus on seeking better ways to manage the PSLRB's growing caseload and its hectic hearing schedule. They made better use of pre-hearing conferences; adopted the use of written submissions more frequently for certain types of cases; put in place solutions to reduce last-minute hearing postponement requests; and reinforced its policies on the limited circumstances when postponements may be granted.

On the mediation side, the team developed and delivered a new approach to mediation known as interest-based bargaining. This training will continue to be rolled out and will yield results in the coming months.

I am pleased with the Board's 2014-15 Departmental Performance Report as it clearly demonstrates that the PSLRB is up to the challenge of delivering services to Canadians.


Catherine Ebbs
Chairperson and Chief Executive Officer


Section I: Organizational Expenditure Overview

[Reminder note: This Section reflects the organizational overview of the PSLRB for the period from April 1 to October 31, 2014.]

Organizational Profile

Minister: The Honourable Shelly Glover, P.C., M.P.
Minister of Canadian Heritage and Official Languages

Institutional Head: Catherine Ebbs, Chairperson

Ministerial Portfolio: The PSLRB is part of the Canadian Heritage portfolio.

Enabling Instrument(s): Public Service Labour Relations Actii, Parliamentary Employment and Staff Relations Act.iii Both of which can be found on the Justice Canadaiv web site

Year of Incorporation/Commencement: 2005

Organizational Context

Raison d’être

The 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 PSLRA covers over 220,000 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’s two main services are as follows:

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).

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 PSLRB’s mandate 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 those that may arise in the future under the Public Sector Equitable Compensation Act.

Finally, the PSLRB provides physical and administrative support services to the National Joint Council, an independent consultative body of employee and employer representatives.

Program Alignment Architecture Change

In its 2014–15 Report on Plans and Priorities, the PSLRB stated that it would amend its Program Alignment Architecture (PAA) in preparation for 2015–16, requesting that the change be retroactive to 2014–15. This change would reflect the fact that, upon the royal assent of the Budget Implementation Act in December 2013, the PSLRB would no longer be responsible for compensation analysis and research. However, as a result of the Economic Action Plan 2013 Act, No. 2 and the Economic Action Plan 2014 Act, No.1, the PSLRB will cease to exist, and therefore, it will not modify its PAA.

Strategic Outcome and Program Alignment Architecture

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

1.1 Program: Adjudication, mediation, and compensation analysis and research*

Internal Services

* As previously noted, the compensation analysis and research function was eliminated on December 12, 2013 through the government's Budget Implementation Act, which resulted in an amendment to the PSLRB mandate.

Organizational Priorities


Priority Type1 Strategic Outcome and Program

Continue to maintain service delivery

  • Improve the PSLRB's case analysis capacity and implement more efficient processes to resolve cases
  • Continue to review mediation processes to enhance efficiency and effectiveness.
Ongoing

1 Strategic Outcome
The resolution of labour relations issues in the federal public service and in Parliament in an impartial manner.

1.1 Program: Adjudication, mediation, and compensation analysis and research
Summary of Progress
  • Over the reporting period, adjudication processes were streamlined and changes were made to caseload management including hearing processes and case management tools. The goal was to further increase the number of cases it closed while optimizing its resources. Over the period under review, the PSLRB achieved this result.
  • Pre-hearing conferences were held allowing the parties to resolve preliminary issues up-front and narrow down the issues in dispute. The PSLRB also put in place solutions to reduce last-minute postponement requests and reinforced its policy on the limited circumstances when postponements may be granted.
  • The use of mediation was promoted through the development and delivery of training on a new approach to mediation called Interest-Based Bargaining.

1Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.

Risk Analysis

Key Risks

Risk Risk Response Strategy Link to Program Alignment Architecture

Inability to accelerate case resolution

The PSLRB's case management was to a degree influenced by factors beyond its control. As an administrative tribunal, the number of cases that will be presented is not predictable. In addition, the parties' capacity to respond to case management strategies may impact its success.

While the PSLRB continued to consult with the parties to reduce this risk, the planned mitigation measures: the use of the Client Consultation Committee, pilot projects, and incremental implementation of all changes to support client buy-in, were not used during this fiscal year while the organization dealt with the organizational and process changes that would be required after October 31, 2014.

1.1 Program: Adjudication, mediation, and compensation analysis and research

Inability to fill part-time Board member vacancies

While the strategy was to continue to work proactively with the Minister's office to ensure part- time positions were filled as quickly as possible, the changes in legislation were such that part- time members of the Board would end their tenure as of November 1, 2014. This strategy was not implemented during the period under review.

1.1 Program: Adjudication, mediation, and compensation analysis and research

Risk Narrative

At the beginning of the 2014-15 fiscal year the management team of the PSLRB was aware that the legislative change that would have the PSLRB and the PSST amalgamate into the PSLREB and the legislative change that would transfer corporate, registry and core mandate services to the ATSSC would have a significant impact. To prepare the organization for these considerable changes due November 1, 2014, the focus shifted from making incremental process

improvements to ensuring that the core services of adjudication and mediation were delivered to clients while staff was provided with the support they needed to effectively navigate the transition-related challenges before them.

The mandate of the PSLRB impacts all employees engaged in the federal public sector that are critical to the well-being of the country and its citizens. The new PSLREB will carry on this mandate and will also have additional mandates: protecting the integrity of the staffing, promotion and layoff function, as well as federal public sector employees’ human rights, and will continue to contribute and promote effective labour relations in the federal public sector across Canada.

Actual Expenditures

Budgetary Financial Resources (dollars)

2014–15
Main Estimates
2014–15
Planned Spending
2014–15
Total Authorities
Available for Use
2014–15
Actual Spending
(authorities used)
Difference
(actual minus planned)
13,745,412 13,745,412 8,014,719 8,004,719 (5,740,993)

Note: 2014-15 Total Authorities Available for Use and Actual Spending columns reflect the April 1-October 31, 2014 period.

Human Resources (Full-time Equivalents [FTEs])

2014–15
Planned
2014–15
Actual
2014–15
Difference
(actual minus planned)
93 44.4 (48.6)

Note: 2014-15 Actual column reflects the April 1-October 31, 2014 period.

Budgetary Performance Summary for Strategic Outcome and Program (dollars)

Strategic Outcome(s), Program(s) and Internal Services

2014–15 Main Estimates

2014–15 Planned Spending

2015–16 Planned Spending

2016–17 Planned Spending

2014–15 Total Authorities Available for Use

2014–15 Actual Spending (authorities used)

2013–14 Actual Spending (authorities used)

2012–13 Actual Spending (authorities used)

Strategic Outcome: 1. The resolution of labour relations issues in the federal public service and in Parliament in and impartial manner.

1.1 Adjudication, mediation, and compensation analysis and research

9,896,701

9,896,701

 

 

5,847,582

5,840,342

9,080,117

9,736,106

Subtotal

9,896,701

9,896,701

 

 

5,847,582

5,840,342

9,080,117

9,736,106

Internal Services Subtotal

3,848,711

3,848,711

 

 

2,167,137

2,164,377

3,625,831

3,898,234

Total

13,745,412

13,745,412

 

 

8,014,719

8,004,719

12,705,948

13,634,340

Note: 2014-15 Total Authorities Available for Use and Actual Spending columns reflect the April 1-October 31, 2014 period.

The PSLRB's resources were transferred to the ATSSC effective November 1, 2014.  The 2014- 15 total authorities available for use and actual spending in the table above represent seven months of operation from April 1 to October 31, 2014.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2014-15 Actual Spending With the Whole-of-Government Frameworkv (dollars)

Strategic Outcome

Program

Spending Area

Government of Canada Outcome

2014-15 Actual Spending

The resolution of labour relations issues in the federal public service and in Parliament in an impartial manner.

1.1 Adjudication, mediation, and compensation analysis and research

Government Affairs

Well-managed and efficient government operations

5,840,342

Note: 2014-15 Actual Spending column reflects the April 1-October 31, 2014 period.

Total Spending by Spending Area (dollars)

Spending Area

Total Planned Spending

Total Actual Spending

Economic Affairs

N/A

N/A

Social Affairs

N/A

N/A

International Affairs

N/A

N/A

Government Affairs

9,896,701

5,840,342

Departmental Spending Trend

Departmental Spending Trend Graph

Note: 2014-15 Statutory and Voted reflect the April 1-October 31, 2015 period.

The fluctuations in spending and planned spending since 2012-13 can be explained by the following events:

  1. The decrease in actual spending between 2012–13 and 2013–14 was mainly due to the nearly $1.0 million less spent on professional services for the PSLRB’s information management and information technology infrastructure and to a decrease in the PSLRB’s involvement in arbitral awards and public interest commissions.
  2. The Board’s actual spending in 2014-15 was $8 million, a decrease of 37% compared to the previous year. The decrease was due to the Board transferring its human and financial resources to the Administrative Tribunals Support Service of Canada as of November 1, 2014.
The PSLRB’s total net costs for operations

The PSLRB’s total net costs for operations before government funding for 2014–15 was $9 million. The majority of the funds, $4.6 million (51%), were spent on adjudication services. Mediation services represented $1.2 million (13%) of the total expenses, Compensation Analysis and Research Services (CARS) represented $757,000 (8%) of the total expenses and internal services represented $2.5 million (28%).

total expenses for the PSLRB

The total expenses for the PSLRB were $9 million in 2014–15, of which $6.2 million (69%) was spent on salaries and employee benefits. The remaining $2.8 million (31%) was spent on other operating costs such as transportation, professional service fees, accommodation, and hearings and mediation facilities.

Expenditures by Vote

For information on the PSLRB’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2015,vi which is available on the Public Works and Government Services Canada website.vii


Section II: Analysis of Program by Strategic Outcome

Strategic Outcome:

The resolution of labour relations issues in the federal public service and in Parliament in an impartial manner.

Program 1.1:

Adjudication, mediation, and compensation analysis and research

Description

The PSLRB is mandated by the PSLRA to administer the collective bargaining and grievance adjudication systems in the federal public service. It is also mandated by the PESRA to perform the same role for the institutions of Parliament. Board members hold grievance adjudication and complaint hearings throughout Canada. The PSLRB provides conciliation and arbitration services to help parties work together to resolve grievances and complaints; and training in alternative dispute resolution. Its compensation, analysis, and research function consists of delivering information on comparative rates of pay, employee wages, terms and conditions of employment, and benefits in the public and private sectors. The PSLRB is required by statute to provide physical and administrative support services to the National Joint Council but plays no direct role in its operations.

Budgetary Financial Resources (dollars)

2014–15 Main Estimates 2014-15 Planned Spending 2014-15 Total Authorities Available for Use 2014-15 Actual Spending (authorities used) 2014-15 Difference (actual minus planned)
9,896,701 9,896,701 5,847,582 5,840,342 (4,056,359)

Note: 2014-15 Total Authorities Available for Use and Actual Spending columns reflect the April 1-October 31, 2014
period.

Human Resources (Full-Time Equivalents — [FTEs])
2014-15
Planned
2014-15
Actual
2014-15
Difference
(actual minus planned)
64 29.5 (34.5)
Performance Results
Expected Results Performance Indicators Targets Actual Results
Cases are resolved through adjudication in accordance with the principles of law Among decisions for judicial review, the percentage of challenges upheld in relation to the total number of decisions issued over a five-year period Less than 2% 3.5%
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% 72%
The use of PSLRB total compensation information within a bargaining or wage- setting context* Availability of compensation information 10% Not Applicable

* This expected result is no longer applicable as a result of the Budget Implementation Act, which eliminated the PSLRB compensation analysis and research function.

Performance Analysis and Lessons Learned

As noted earlier, the PSLRB had to address two legislative changes during the year which modified its structure and its mandate.  As a result, the focus was on maintaining its operational priorities and preparing employees for change.   The targets set for the PSLRB need to be considered in light of two important factors.  First, the data provided only covers seven months and the subsequent five-month period excluded tends to be a busy period.  Overall, the adjudication and mediation performance was similar to those of previous years. As such, high- quality mediation and conflict resolution services continued to be key elements of the PSLRB's mandate during the year.

The PSLRB held a Client Consultation Committee meeting late in the reporting period.  In addition, it undertook several initiatives and prepared tools to more effectively deal with its caseload and manage its hearing schedule.  These included:

Ongoing consultation with the parties (i.e., employers and bargaining agents) focused on identifying areas for grouping cases and streamlining processing issues that might help increase the take-up for mediation.  A key element of this was the design and delivery of training on a new type of mediation known as "interest-based bargaining".

Internal Services

Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are Management and Oversight Services, Communications 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 those provided to a specific program.

Budgetary Financial Resources (dollars)
2014-15 Main Estimates 2014-15 Planned Spending 2014-15 Total Authorities Available for Use 2014-15 Actual Spending (authorities used) 2014-15 Difference (actual minus planned)
3,848,711 3,848,711 2,167,137 2,164,377 (1,684,334)

Note: 2014-15 Total Authorities Available for Use and Actual Spending columns reflect the April 1-October 31, 2014
period.

Human Resources (FTEs)
2014-15 Planned 2014-15 Actual 2014-15 Difference (actual minus planned)
29 14.9 (14.1)

Note: 2014-15 Actual column reflects the April 1-October 31, 2014 period.

Performance Analysis and Lessons Learned

As noted earlier, the focus of the seven months under review was to deliver excellent service to clients and to prepare employees for a period of profound change. For the transition to the new PSLREB and the ATSSC, the management team identified ways to support employees to help them effectively cope with the challenges before them. To better understand the collective needs of PSLRB employees and to provide them with helpful tools, a series of change management focus groups were held in September 2014. The results of those focus group sessions were shared with all employees and served to formulate recommendations for specific follow-up action.

For support services such as information technology which were to be transferred to the ATSSC on November 1, 2014, the focus was on ensuring that those support services were maintained and kept intact for the period so as to provide excellent service to Canadians.


Section III: Supplementary Information

Financial Statements Highlights

Condensed Statement of Operations (unaudited)
For the 7-Month Period Ended October 31, 2014
(dollars)

Financial Information 2014-15 Planned Results 2014-15 Actual 2013-14 Actual Difference (2014–15 actual minus 2014–15 planned) Difference (2014–15 actual minus 2013–14 actual)
Total expenses 17,309,483 9,070,903 15,639,884 (8,238,580) (6,568,981)
Total revenues 145,000 62,332 106,855 (82,668) (44,523)
Net cost of operations before government funding and transfers 17,164,483 9,008,571 15,533,029 (8,155,912) (6,524,458)

In terms of actual expenditures, the net cost of operations (before government funding at year end) decreased by $6.5 million compared to the previous year due to the Board transferring its human and financial resources to the Administrative Tribunals Support Service of Canada as of November 1, 2014.

Condensed Statement of Financial Position (unaudited)
As at October 31, 2014
(dollars)

Financial Information 2014-15 2013-14 Difference (2014–15 minus 2013–14)
Total net liabilities 1,833,749 1,791,103 42,646
Total net financial assets 1,417,218 720,438 696,780
Departmental net debt 416,531 1,070,665 (654,134)
Total non-financial assets 1,795,704 1,869,759 (74,055)
Departmental net financial position 1,379,173 799,094 580,079

Total liabilities were $1.8 million at the end of 2014–15, an increase of $43,000 (less than 2.4 percent) over the previous year’s total liabilities. The total financial assets were $1.4 million at the end of 2014-15, nearly double the previous year’s total financial assets because, upon merging with the ATSSC, and subsequently becoming part of the Core public service, all of the Board’s outstanding severance pay entitlements became payable on October 31, 2014.

Financial Statements

The PSLRB’s financial statements are available at the PSLRB’s website.viii

Supplementary Information Tables

The supplementary information table listed in the 2014–15 Departmental Performance Report is available on the PSLRB’s website.ix

Tax Expenditures and Evaluations

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 Canada publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluationsx publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the responsibility of the Minister of Finance.


Section IV: 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
Website:  www.pslrb-crtfp.gc.caxi
Email: mail.courrier@pslrb-crtfp.gc.ca


Appendix: Definitions

appropriation (crédit): Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires): Includes operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Departmental Performance Report (rapport ministériel sur le rendement): Reports on an appropriated organization’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Report on Plans and Priorities. These reports are tabled in Parliament in the fall.

full-time equivalent (équivalent temps plein): Is a measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Government of Canada outcomes (résultats du gouvernement du Canada): A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.

Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats): A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.

non-budgetary expenditures (dépenses non budgétaires): Includes net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement): What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.

performance indicator (indicateur de rendement): A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement): The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.

planned spending (dépenses prévues): For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.

plan (plan): The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

priorities (priorité): Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).

program (programme): A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.

Program Alignment Architecture (architectured’alignement des programmes): A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.

Report on Plans and Priorities (rapport sur les plans et les priorités): Provides information on the plans and expected performance of appropriated organizations over a three-year period.
These reports are tabled in Parliament each spring.

result (résultat): An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives): Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

Strategic Outcome (résultat stratégique): A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

sunset program (programme temporisé): A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.

target (cible): A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées): Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.

whole-of-government framework (cadre pangouvernemental): Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.


Endnotes

  1. ATSSC website, http://www.canada.ca/en/administrative-tribunals-support-service/index.html
  2. PublicService Labour Relations Act, http://laws-lois.justice.gc.ca/eng/acts/P-33.3/
  3. ParliamentaryEmploymentand Staff Relations Act, http://laws-lois.justice.gc.ca/eng/acts/P-1.3/
  4. Justice Canada, http://www.justice.gc.ca/eng/
  5. Whole-of-government framework, http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx
  6. PublicAccounts of Canada 2015, http://www.tpsgc-pwgsc.gc.ca/recgen/cpc-pac/index-eng.html
  7. Public Works and Government Services Canada website, http://www.tpsgc-pwgsc.gc.ca/recgen/cpc-pac/index- eng.html
  8. PSLRB's Financial Statements, www.pslrb-crtfp.gc.ca
  9. PSLRB's Supplementary Information Table, http://pslrb-crtfp.gc.ca/reports/intro_e.asp
  10. Government of Canada Tax Expenditures, http://www.fin.gc.ca/purl/taxexp-eng.asp
  11. PSLRB's website, http://www.pslrb-crtfp.gc.ca/
  12. PSLREB's website, http://pslreb-crtefp.gc.ca/index_e.asp