2011–12 Part III - Departmental Performance Report (DPR)

Canada Industrial Relations Board


The Honourable Lisa Raitt
Minister of Labour


Chairperson’s Message

Elizabeth MacPherson, Chairperson

I am pleased to present to Parliament and to Canadians the annual Performance Report of the Canada Industrial Relations Board (the CIRB or the Board) for the period ending March 31, 2012.

The CIRB is an administrative tribunal created pursuant to the Canada Labour Code (Part I–Industrial Relations). It exercises its jurisdiction and authority over a wide range of workplace disputes in the federally regulated private sector—a sector that includes organizations that have a significant impact on the economic, social and cultural fabric of Canada.

During the year under review, the Board delivered on its mandate through its continuing efforts to streamline its processes and assist parties in resolving issues constructively. Considerable progress has been achieved in reducing the backlog of pending cases and improving average case disposition time. The time required to process a file—which includes opening, investigating, mediating, hearing, and deciding a case—continues to be a critical focus for the Board, in particular with respect to applications for certification, where the average case disposition time has dropped by more than 50% from just two years ago. The current rate of disposition has allowed the Board to reduce the number of pending matters to fewer than 400 cases, its lowest level in over 25 years. In addition, it should be noted that only 9% of those cases have been pending for more than 24 months; and of this number, 20% are matters that have been put in abeyance at the request of the parties themselves. This is a significant improvement from just four years ago, when approximately 25% of cases had remained unresolved for more than two years.

The Board works extremely hard to meet the needs and expectations of the labour relations community and I am indebted to the Vice-Chairs, Members and staff of the Board for their engagement and dedication. I believe the Board is an effective dispute resolution agency that is truly committed to building positive working relationships in Canadian workplaces.

Elizabeth MacPherson
Chairperson




Section I: Organizational Overview

Raison d’être

The mandate of the Canada Industrial Relations Board (the CIRB or the Board) is to contribute to and promote a harmonious industrial relations climate in the federally regulated private sector through the impartial, effective and appropriate administration of the legislation governing labour and management in their representational and bargaining activities. To achieve this mandate, the Board seeks to provide effective industrial relations solutions for the Canadian labour relations community in a fair and timely manner.

Responsibilities

The CIRB is an independent, representational, quasi-judicial tribunal responsible for the interpretation and application of Part I (Industrial Relations) and certain provisions of Part II (Occupational Health and Safety) of the Canada Labour Code (the Code). The Board was established in January 1999, to replace the previous Canada Labour Relations Board, through amendments to Part I of the Code.

Part I of the Code establishes the framework for collective bargaining, the acquisition and termination of bargaining rights, unfair labour practices and protection of the public interest in the event of work stoppages affecting essential services.

The CIRB has jurisdiction in all provinces and territories with respect to federal works, undertakings or businesses in the following sectors:

  • Broadcasting
  • Chartered banks
  • Postal services
  • Airports and air transportation
  • Shipping and navigation
  • Interprovincial or international transportation by road, railway, ferry or pipeline
  • Telecommunications
  • Grain handling and uranium mining and processing
  • Most public and private sector activities in the Yukon, Nunavut and the Northwest Territories
  • Some First Nations undertakings
  • Federal Crown corporations (including, among others, Atomic Energy of Canada Limited and the national museums)

The federal jurisdiction covers some 800,000 employees and their employers, and includes enterprises that have a significant economic, social, and cultural impact on Canadians from coast to coast. The variety of activities conducted in the federally regulated private sector, as well as its geographical scope and national significance, contribute to the uniqueness of the federal jurisdiction and the role of the CIRB.

The Board’s role is to exercise its powers in accordance with the preamble and provisions of the Code, which state that Parliament considers “the development of good industrial relations to be in the best interests of Canada in ensuring a just share of the fruits of progress to all.” To that end, the Board aims to be responsive to the needs of the industrial relations community across Canada.

Departmental Organization

The Code provides that the Board is to be composed of the Chairperson, two or more full-time Vice-Chairpersons, not more than six full-time Members (of which not more than three represent employers and not more than three represent employees) and any other part-time members (representing, in equal numbers, employees and employers) necessary to discharge the responsibilities of the Board. All are appointed by the Governor in Council: the Chairperson and the Vice Chairpersons for terms not to exceed five years, the members for terms not to exceed three years. The Board currently consists of the Chairperson, five full-time and one part-time Vice-Chairperson, and five full-time and two part-time Members. Information on the Board members can be found on the Canada Industrial Relations Board’s Website.

The Chairperson is the chief executive officer of the Board and has supervision over, and direction of, the work of the Board, including:

  • the assignment and reassignment of matters that the Board is seized of to panels;
  • the composition of panels and the assignment of Vice Chairpersons to preside over panels;
  • the determination of the date, time and place of hearing;
  • the conduct of the Board’s work;
  • the management of the Board’s internal affairs;
  • the duties of the staff of the Board.

The Board’s headquarters are located in the National Capital Region. Support to the Board is provided by the Executive Director, reporting directly to the Chairperson. The Executive Director is responsible for regional operations, case management, client and corporate services and financial services. A Legal Services Branch provides legal assistance as required by the Board.

The Board has four regional offices located in Dartmouth, Montréal, Toronto and Vancouver, with two satellite offices, one in Ottawa and another in Winnipeg. These offices are staffed by labour relations professionals and case management teams. The regional offices report to the Executive Director in Ottawa.

The Board has established a series of strategic objectives in support of its mandate, which include to:

  • seek solutions to labour relations problems by determining the cause and nature of conflict and by applying the appropriate dispute resolution mechanism, including fact finding, mediation and adjudication;
  • conduct its activities in a fair, timely and consistent manner;
  • consult its clients on its performance and on the development of policies and practices;
  • promote an understanding of its role, processes and jurisprudence through client contact and a variety of information dissemination methods;
  • conduct its business and manage its resources in a manner that is fiscally sound, in accordance with the Financial Administration Act and the policies and directives of the central agencies of government.

Strategic Outcome and Program Activity Architecture

Strategic Outcome

In pursuing its mandate, the CIRB seeks to achieve the following strategic outcome:

Effective dispute resolution services that support constructive labour management relations in sectors regulated by the Canada Labour Code

The CIRB’s strategic outcome is aligned with the government’s Economic Affairs and supports the government’s desired outcome of ensuring a Fair and Secure Marketplace through the impartial, effective and appropriate administration of the rules governing the conduct of employers and unions, in order to ensure stable labour-management relations and productive workplaces.

Program Activity Architecture

Based on its legislated mandate, the CIRB has a single strategic outcome and two program activities.

Program Activity Architecture Diagram

[text version]

Organizational Priorities

During fiscal year 2011–12, the CIRB focused its attention and resources on key priorities that were in direct support of its strategic outcome, with the objective of promoting and contributing to effective and stable industrial relations in the federally regulated private sector. Progress against those priorities is summarized in the table below:


Summary of Progress Against Priorities
Priority Type Strategic Outcome(s) and/or Program Activity(ies)
Expeditious and fair processing of applications and complaints Ongoing This priority is linked to our sole strategic outcome:

Effective dispute resolution services that support constructive labour-management relations in sectors regulated by the Canada Labour Code

and is also directly linked to our main program activity:

Adjudicative and Dispute Resolution Program
  • Again this year, the Board disposed of more matters than it received, thereby reducing its pending case load to its lowest level in over 25 years. The number of applications/complaints resolved as a percentage of application/complaints received represents 106%.
  • Average processing times for two types of applications continued to improve; The Board reduced its average processing time for certification applications by 12% from the previous year and by 8% for unfair labour practices complaints.
  • The Board concluded its consultations with the client community with respect to proposed changes to its Canada Industrial Relations Board Regulations, 2001 that would make them more clear, modern and practical. The Board is aiming at December 2012 to finalize the drafting and registration of the amended Regulations.


Priority Type Strategic Outcome(s) and/or Program Activity(ies)
Successful resolution of labour relations problems through appropriate dispute resolution mechanisms Ongoing This priority is linked to our sole strategic outcome:

Effective dispute resolution services that support constructive labour-management relations in sectors regulated by the Canada Labour Code

and is also directly linked to our main program activity:

Adjudicative and Dispute Resolution Program
  • The Board took, on average, 57 days to render written decisions; this is continued improvement over the previous year where, on average, the Board took 65 days to issue decisions; this is well below the statutory requirement of 90 days.
  • Forty nine percent of unfair labour practice complaints filed with the Board were either settled or withdrawn without the need for adjudication. This is consistent with the previous year’s settlement rate.


Priority Type Strategic Outcome(s) and/or Program Activity(ies)
An involved and well-informed labour relations community Ongoing This priority is linked to our sole strategic outcome:

Effective dispute resolution services that support constructive labour-management relations in sectors regulated by the Canada Labour Code

and is also directly linked to our main program activity:

Adjudicative and Dispute Resolution Program
  • In September 2011, the CIRB co-sponsored a national labour relations conference that brought together representatives from both labour and management in a forum that led to productive and positive dialogue on a number of current economic challenges facing Canadian workplaces.
  • In its continuing efforts to be accountable to its users, the Board continued to publish semi-annual newsletters informing the client community of the Board’s activities and performance.


Priority Type Strategic Outcome(s) and/or Program Activity(ies)
Enhanced electronic management capabilities New This priority is linked to our sole strategic outcome:

Effective dispute resolution services that support constructive labour-management relations in sectors regulated by the Canada Labour Code

and is also directly linked to two program activities:

Adjudicative and Dispute Resolution Program
and
Internal Services

  • The CIRB actively participated in an initiative to procure for a common case management system for small agencies; it worked closely with PWGSC, TBS-CIOB and other SDAs to identify system requirements and develop a comprehensive approach to the procurement process that ensured SDAs’ business needs were being addressed.
  • Internal resources were realigned to permit greater focus on and development of strategies to implement the use of electronic means of communications, including electronic filing and Website improvements.

Risk Analysis

The CIRB is a low risk agency. Financially, approximately four fifths (80.7%) of its $13.7 million operating budget was expended on salaries and benefits. Of the remaining $2.6 million in Operations and Maintenance (O&M), 78.2% was spent on travel and professional services, and was largely related to the processing of cases such as travel to external hearings, temporary rental of hearing rooms, interpretation services and translation of Board decisions. The Board adheres to Treasury Board policies for the expenditure of its O&M budget. An audit conducted by the Office of the Comptroller General in the Spring of 2011 has confirmed that the Board’s core controls over financial management are effective and generally executed in compliance with Treasury Board of Canada Secretariat policies and directives.

Operating Environment

The Board is a demand-driven organization in that the CIRB’s sole function is to respond to the matters referred to it by unions, employers, individual employees and the Minister of Labour. The Board’s workload is a function of many variables and is highly unpredictable in any given year.

In the last year, the Board was able to effectively manage its case load and succeeded in disposing of more cases than it received, thereby reducing its overall case load. During the reporting period, the Board received 730 applications, complaints and referrals, an increase of 50 (7%) over the average number of cases received in the three previous years. Despite this increase in its incoming caseload, the Board disposed of 772 cases and reduced the pending case load to 380, its lowest level in over 25 years.

The profile of cases received by the Board in 2011–12 has not changed significantly from the previous year, except for a slight increase in the number of certification applications and in the number of cases dealing with services that must be maintained during a legal strike or lockout in order to ensure the public’s health and safety.

Processing Time

The Board’s largest operational risk relates to delay in dealing with the applications, complaints and referrals it receives in a given year. Lengthy delays can negatively affect labour-management relations and have been the cause of significant criticism of the Board in the past. As the Board cannot control the volume of incoming cases, its ability to maintain a rate of disposition that prevents the accumulation of a backlog of cases depends in large measure on having qualified staff and decision-makers available in sufficient numbers to undertake the necessary work. In the last fiscal year, the Board’s average processing time for all cases was 220 days, a slight increase over the previous year. However, the procedures that are in place to ensure efficient processing of certification applications and duty of fair representation (DFR) complaints continue to result in significant improvements in the processing of these types of applications. The average processing time for certification applications was reduced to 95 days, which represents a 12% reduction over the previous year and 53% reduction from 2 years ago. Similarly, the average processing time for DFR complaints was reduced to 189 days, which is a 21% improvement when compared to the previous year and 30% when compared to two years ago.

Quality of Decisions

In addition to the timeliness of decisions, a second operational risk relates to the quality of the decisions. Decisions that are not based on sound legal and industrial relations principles would not only lead to flawed jurisprudence, but would also create uncertainty for the client community. In 2011–12, of the 23 applications for judicial review of Board decisions filed with the Federal Court of Appeal, all but two were dismissed. This underscores the importance of the timeliness and quality of the Governor-in-Council appointments that are made to the Board and the experience and expertise that these appointees bring to it.

Financial and Human Resources Management

The CIRB strives to manage its operating and salary budgets to ensure maximum efficiency and optimum productivity. Where possible, the CIRB partners with other small agencies to share services or pool resources to achieve similar objectives. As an example, in the last year, the Board engaged in an initiative aimed at identifying and contracting for a common case management system for small agencies. This work will continue in 2012–13.

In addition, the Board’s workload can vary significantly in each region over a given period of time. The CIRB’s ability to respond and adjust rapidly to meet the demand is critical in ensuring timely and seamless delivery of services across the country. The CIRB has taken steps that enable staff to shadow colleagues in other offices and build practical experience in both headquarters and regional offices. This has encouraged mobility of staff and the sharing of workload between regional offices where necessary.

While the Board’s workload and corporate commitments vary from year to year, the Board is confident that it has budget planning and budget management measures in place to address the changing priorities and focus of the organization.

Summary of Performance

2011–12 Financial Resources ($ thousands)
Planned Spending Total Authorities* Actual Spending*

* Excludes amount deemed appropriated to Shared Services Canada, if applicable.

13,027 14,541 13,699


The variance between pl anned and actual spending is due to the cash-out of severance payments for several Board employees as a result of the government’s new policy regarding severance pay. The CIRB’s total authorities were increased by the transfer of funds from the Consolidated Revenue Fund to compensate the Board for these severance payments. However, actual spending remained lower than total authorities, as several positions remained vacant while the Board was assessing workload and its organizational structure.

2011–12 Human Resources (FTEs)
Planned Actual Difference
104 93.7 (10.3)

Summary of Performance Tables

Progress Toward Strategic Outcome
Strategic Outcome: Effective dispute resolution services that support constructive labour-management relations in sectors regulated by the Canada Labour Code
Performance Indicators Targets 2011–12 Performance
Percentage of cases processed in less than one (1) year 75% 83% of cases disposed during the reporting period were processed in less than one year
Percentage of CIRB decisions upheld by the Federal Court of Appeal 100% 91%—all but two CIRB decisions that were reviewed were upheld by the FCA
Percentage of written decisions that are issued in less than 90 days from the date the Board reserves its decision 75% The average decision-making time for 2011–12 was 57 days and 80% of all decisions were issued in less than 90 days from the date the Board reserved its decision

Performance Summary
Program Activity 2010–11
Actual
Spending
2011–12 ($ thousands) Alignment to Government of Canada Outcome
Main
Estimates
Planned
Spending
Total
Authorities*
Actual
Spending*

* Excludes amount deemed appropriated to Shared Services Canada, if applicable.

Adjudicative and Dispute Resolution Program 9,468 9,510 9,510 10,445 9,841 Fair and Secure Marketplace

The CIRB promotes stable industrial relations within the industrial sectors that fall under federal jurisdiction, thus ensuring safe, fair and productive workplaces that contribute positively to the Canadian economy
Internal Services 3,819 3,517 3,517 4,096 3,858  
Total 13,287 13,027 13,027 14,541 13,699  


Expenditure Profile

Departmental Spending Trend Graph

[text version]

Estimates by Vote

For information on Canada Industrial Relations Board’s organizational Votes and/or statutory expenditures, please see the Public Accounts of Canada 2012 (Volume II). An electronic version of the Public Accounts 2012 is available on the Public Works and Government Services Canada’s Website.


Section II: Analysis of Program Activities by Strategic Outcome

Strategic Outcome–Effective dispute resolution services that support constructive labour-management relations in sectors regulated by the Canada Labour Code

When the Board receives an application or complaint, it is usually because there is some form of unresolved conflict or problem in the workplace that the parties involved have been incapable of resolving on their own. Through mediation or by issuing a decision, the Board effectively and directly contributes to its sole strategic outcome, namely, the resolution of labour relations issues. The impact of the work of the Board can be both broad-ranging and significant. The Board’s decisions and mediation efforts often affect, in very tangible ways, the working lives of thousands of Canadians, the economic position of leading Canadian corporations, and the general well-being of the Canadian public.

The Board also contributes, in an indirect but no less important manner, to effective industrial relations in the federal jurisdiction. Each time it issues a decision, the Board adds to its growing jurisprudence, which is widely disseminated to the industrial relations community. Clear and consistent jurisprudence provides an environment where potential litigants are more likely to resolve matters on their own, rather than to bring the matter before the Board. It is, however, difficult to ascribe a quantitative measure to this contribution to the labour-management relationship.

Program Activity 1: Adjudicative and Dispute Resolution Program

The CIRB has only one key operational program activity—the Adjudicative and Dispute Resolution Program. Through this program, the CIRB resolves labour relations issues by exercising its statutory powers relating to the application and interpretation of Part I (Industrial Relations), and certain provisions of Part II (Occupational Health and Safety), of the Code.

The typical activities that are conducted by the Board include:

  • the granting, modification and termination of collective bargaining rights;
  • the investigation, mediation and adjudication of alleged unfair labour practice complaints to ensure that collective bargaining between employers and unions is conducted fairly and in good faith;
  • determination of the levels of services required to be maintained during a work stoppage to ensure the protection of the health or safety of the Canadian public;
  • the prompt consideration of situations in which illegal work stoppages are alleged;
  • assistance to companies and unions to help them resolve the labour relations implications of corporate mergers and acquisitions, including the determination of appropriate bargaining unit structures and representation rights.

2011–12 Financial Resources ($ thousands)
Planned Spending Total Authorities* Actual Spending*

* Excludes amount deemed appropriated to Shared Services Canada, if applicable.

9,510 10,445 9,841


2011-12 Human Resources (FTEs)
Planned Actual Difference
76 67.17 (8.83)


Program Activity Performance Summary
Expected
Results
Performance
Indicators
Targets Actual Results
Labour relations issues before the Board are resolved in a timely and consistent manner Percentage of cases processed in less than one (1) year 75% 83% of cases disposed during the reporting period were processed in less than one year
  Percentage of CIRB decisions upheld by the Federal Court of Appeal 100% 91%—all but two CIRB decisions that were reviewed were upheld by the FCA
  Percentage of written decisions that are issued in less than 90 days from the date the Board reserves its decision 75% The average decision-making time for 2011–12 was 57 days and 80% of all decisions were issued in less than 90 days from the date the Board reserved its decision

Performance Summary and Analysis of Program Activity

Volume of Matters

While the nature of the demand for Board services may vary, depending on the state of the economy and other factors, the absolute number of incoming applications/complaints has remained relatively constant over the last five fiscal years. A total of 730 applications/complaints was received in 2011–12, which represents 52 more cases than in 2010–11 (see Chart 1). Although there was an increase in the number of incoming cases, this level is still lower than the average of 823 cases per year in the earlier part of the last decade.

Unfair labour practice (ULP) complaints continue to represent the greatest number of cases, at 42% of all incoming matters in 2011–12. Of these cases, duty of fair representation (DFR) complaints represent 25.6% of cases and other ULP complaints represent 16.3% of cases.

Applications for certification and review also represent a significant portion of incoming matters at 20% and 15% respectively.

With respect to the number of cases that were resolved, the Board disposed of 772 matters in 2011–12, which is 91 more cases than in the previous fiscal year (see Chart 1). This represents an increase of 13% in the number of disposed matters compared to the previous year, and an increase of 8% over two years ago. This is consistent with the rate of disposition that the Board has been able to achieve with its current resources and volume of matters and is also indicative of the Board’s resolve to maintain its momentum so as not to allow a backlog of cases to re‑occur.

The number of pending matters at the end of the fiscal year was at 380 cases. Fewer than 9% of those cases have been pending for more than 24 months—a significant improvement from just four years ago, when approximately 25% of cases had been pending for more than two years.

Chart 1-Volume of Matters Graph

[text version]

Processing Time

Considerable progress has been achieved over the last four years in reducing the average case disposition time. The time required to process a file—which includes opening, investigating, mediating, hearing, and deciding a case—continued to be the focus of the Board, in particular with respect to applications for certification, where the average case disposition time has dropped by more than 50% from just two years ago to 95 calendar days, compared to 108 days in the previous year and 201 days two years ago. Another area of particular attention for the Board has been the DFR cases, where initiatives to improve processing times were put in place to specifically address the particular challenges presented by this type of cases. The Board was able to further reduce its processing time of DFR cases by 21% over last year. It took the Board, on average, 189 calendar days to dispose of DFR cases in 2011–12, compared to 240 days in the previous year.

Decision-making Time

The Board issues detailed Reasons for decision in matters of broader national significance and/or significant precedential importance. In other matters, concise letter decisions help expedite the decision-making process, thereby providing more timely industrial relations outcomes for the parties involved. The Board also disposes of certain matters by issuing an order that summarizes the Board’s decision. The Board strives to provide timely and legally sound decisions that are consistent across similar matters in order to establish strong and clear jurisprudence. One component of the overall processing time is the length of time required by a Board panel to prepare and issue a decision following the completion of the hearing of a matter. A panel may decide a case without a hearing on the basis of written and documentary evidence, such as investigation reports and written submissions, or may defer the decision until further evidence and argument is obtained through an oral hearing.

In 2011–12, the CIRB issued 63 detailed Reasons for decision, 239 letter decisions and 253 orders, for a total of 555 written decisions.

Similar to processing time, the average decision-making time of disposed matters dropped significantly in 2011–12 to 57 days from 65 days in 2010–11 (see Chart 2). Another approach to evaluating the Board’s performance on decision-making time is to use section 14.2(2) of the Code as a benchmark. This section requires that a panel must render its decision and give notice of it to the parties no later than ninety days after the day on which it reserved its decision or within any further period that may be determined by the Chairperson. Against this criterion, the Board showed continued improvement in 2011–12, with 80% of decisions rendered in 90 days or less. Going forward, the Board has revised its performance target and will aim at issuing all its decisions (100%) within the 90-day time limit.

Chart 2-Processing and Decision-making Time Graph

[text version]

Additional statistics on the Board’s performance can be found on the Canada Industrial Relations Board’s Website.

Judicial Reviews

Another measure of the Board’s performance, as well as a measure of the quality and soundness of its decisions, is the frequency of applications for judicial review of Board decisions by the Federal Court, and the percentage of decisions upheld as a result of these reviews. In this respect, the Board continues to perform exceptionally well. Of the 23 applications for judicial review filed with the Federal Court in 2011–12, only two of the Board’s decisions were not upheld, for a success rate of 91%. The Board was overruled on issues related to its constitutional jusrisdiction in both cases.

Dispute Resolution Through Mediation

The Canada Labour Code specifically gives the Board extensive powers to “assist the parties in resolving any issues in dispute at any stage of a proceeding and by any means that the Board considers appropriate.” Accordingly, the Board places considerable emphasis on mediation in order to help parties find alternative solutions to their dispute without the need for an adjudicated decision. However, even in cases where mediation does not result in the full resolution or withdrawal of a matter, it is useful in clarifying or reducing the number of issues in dispute and/or in developing a more positive, problem-solving relationship between the parties. Results indicate that, in the last year, 49% of ULP complaints were settled or withdrawn.

Program Activity 2: Internal Services

The second activity of the Board, which would not exist without the first, is to provide the internal support and administrative services required to carry out the Board’s primary program. It consists of the activities and resources that support the operational needs of the Board’s Adjudicative and Dispute Resolution Program and other corporate obligations of the CIRB, including Central Agency requirements. These groups include: management and oversight services; human resources services; financial and administrative services (including facilities, materiel and procurement services); information management services; information technology services.


2011-12 Financial Resources ($ thousands)
Planned Spending Total Authorities* Actual Spending*

* Excludes amount deemed appropriated to Shared Services Canada, if applicable.

 3,517  4,096  3,858


2011-12 Human Resources (FTEs)
Planned Actual Difference
28 26.55 (1.45)

Performance Summary and Analysis of Program Activity

Internal corporate services make a critical contribution to the achievement of the sole primary program. The Board is committed to continuously seeking effective and efficient internal service delivery and is working to address challenges in line with the Clerk of the Privy Council’s Public Service Renewal priorities. The CIRB strives to utilize its human, material and financial resources in the most economical, efficient manner to effectively support the delivery of the CIRB’s program and corporate obligations.

During the reporting period, several positions in the organization were left vacant in an effort to assess workload and realign resources to new priorities. At the same time, the CIRB took into consideration the evolving federal government direction with respect to shared services, recognizing that this is a key element in achieving sound stewardship of its resources to support its program outcomes as well as the government’s priorities. The results of this assessment will be implemented in 2012–13.

Lessons Learned

The Board’s sustained focus on reducing the pending case load and reducing its processing times has resulted in significant improvements. In the last year, the Board maintained its rate of disposition and its pending caseload remained stable and at its lowest levels. These positive results demonstrate that the Board’s sustained efforts to streamline its processes and assist parties in resolving issues constructively and avoiding prolonged litigation were successful.

Despite these positive results, the complexity and implications of the issues facing federally regulated employers and unions continuously require the Board to judiciously apply a wide range of knowledge and skills in diverse industrial relations, labour law and administrative law contexts. The past year has been no different in this regard as the Board was called upon to determine key constitutional questions and resolve high profile labour disputes that directly impacted Canadian workplaces and their employees. These types of cases illustrate how critical the expertise and knowledge of CIRB staff and Governor-in-Council appointees are to the timeliness and effectiveness of dispute resolution mechanisms.


Section III: Supplementary Information

Financial Highlights


Condensed Statement of Financial Position (Unaudited)
As at March 31, 2012
($ thousands)
  Change % 2011–12 2010–11
Total net liabilities (37.7) 1,988 3,193
Total net financial assets 1.9 885 868
Departmental net debt (52.5) 1,104 2,325
Total non-financial assets (10.1) 1,728 1,922
Departmental net financial position 254.9 624 (403)


Condensed Statement of Operations and Departmental Net Financial Position (Unaudited)
For the Year Ended March 31, 2012
($ thousands)
  Change % 2011–12 2010–11
Total expenses (4.08) 16,336 17,031
Total revenues (100) 0 1
Net cost of operations before government funding and transfers 4.08 16,336 17,030
Departmental net financial position 254.9 624 (403)

Financial Statements

The Board’s Future-oriented Financial Statements can be found on the Canada Industrial Relations Board’s Website.

List of Supplementary Information Tables

Electronic supplementary information tables listed in the 2011–12 Departmental Performance Report can be found on the Canada Industrial Relation Board’s Website.


Section IV - Other Items of Interest

Organizational Contact Information

Toll-free: 1-800-575-9696
People who use TTY should place calls with the assistance of a Bell Relay Service operator at: 1-800-855-0511
Email: info@cirb-ccri.gc.ca
Website: http://www.cirb-ccri.gc.ca

Additional Information

- Organizational Information - Board decisions
- Additional Statistical Reports

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