Objectives, Strategies, Performance Measures and Targets
— Continued
Goal:
Promote productive and competitive workplaces from which good
relationships in the labour relations community can be developed.
Objective:
Encourage
mutual confidence between unions and employers.
Strategies:
Provide information
to LRB clients about LRC and industrial relations practices.
Create an industrial relations environment that is responsive
to the needs of employees, unions and employers.
Objective:
Decrease lost
workdays due to labour disputes.
Strategies:
Encourage alternative
dispute resolution processes.
Encourage the use of resources in the community to develop
quick resolution of disputes.
Objective:
Decrease number
of LRC contraventions.
Strategies:
Provide information
to LRB clients about LRC and industrial relations practices.
Ensure LRB operations are suited to today’s work environment.
Create industrial relations environment that is responsive
to needs of employees, unions and employers.
Objective:
Resolve appeals
in a timely manner.
Strategies:
Facilitate use
of early intervention and alternative dispute resolution processes.
Expedite LRB adjudication, including more focused decisions.
Industrial
Relations Performance Measures
Targets1
2001 Historical
20022 Base Data
2003 Target
2004 Target
2005 Target
Output
Measures
Number of LRB applications
and complaints received.3
3,032
2,000
2,250-2,350
2,350-2,580
2,250-2,350
Outcome
Measures
Number of applications
and complaints disposed of.4
3,152
2,150
2,250-2,350
2,350-2,580
2,250-2,350
Percentage of disputes
settled.5
72.4%
70-75%
70-75%
70-75%
70-75%
Average number of backlog
cases.6
38.4
30
35
35
35
1
Estimates and targets are
based on the averages from 1998 to 2002 inclusive and based
on calendar years. Ranges given address the restructuring
of the LRB and the evolving labour relations climate in British
Columbia.
2
Figures for 2002 are projected
and subject to change prior to publication of the LRB’s 2002
annual report.
3
Includes mediations and adjudications,
does not include the Collective Agreement Arbitration Bureau.
The relatively small range of increase for 2003 to 2005 takes
into account the changing profile of the labour force, the
cycle of business, including expiration of contracts, and
variation in union activities that may focus on broader labour
relations issues and less on day-to-day issues and certification
activities.
4
The range for 2003 to 2005
takes into account a number of substantial operative changes
within the LRB that have occurred in 2002 and will continue
well into 2003. These include a substantial reduction in staffing
and budgetary allotments and the reduction in the number of
vice chairs.
5
“Disputes” that come to the
LRB include: unfair labour practice complaints (Ss. 5–12);
applications under section 32 and 45; Part 5 applications
(Ss. 57–70); and applications under sections 55 and 74 of
the LRC. Data is based on historical experience.
6
In general, a case is seen
as part of the “backlog” if it has been assigned for more
than 90 days and no hearing will be held, or where a hearing
has been completed and more than 45 days have passed. The
estimated increase in backlog for 2003 and 2004 is attributable
to the reduction in staffing of adjudicators.
