Official Languages Maturity Model (OLMM)

Table of Contents

Official Languages
Maturity Model
Assess ■ Plan ■ Improve
 

What is a maturity model?

Maturity models have been recognized as effective tools for improving organizational processes. The various levels of maturity correspond to different stages of organizational maturity. Although the levels each represents a stage of development, they are mainly considered as steps toward organizational success. In addition to being a tool that helps organizations assess their situation relative to established standards, a maturity model also helps organizations to better define their strengths, identify their shortcomings and establish what they have to do to move forward and improve. The Official Languages Maturity Model (OLMM) is based on these principles.

 
 
 

The Official Languages Maturity Model

The OLMM is structured along three areas of activity:

The OLMM structure

 
 

These areas of activity are defined using 28 indicators grouped into 9 themes. Organizations can assess their level of maturity based on each of these indicators. This is how the OLMM helps organizations to determine the extent to which official languages are integrated into their entire decision-making process and business framework. With this knowledge, organizations can better identify current or potential compliance issues.

The OLMM is a practical, user-friendly tool that offers a framework that organizations can use to assess themselves. While its content is firmly based on the Official Languages Act (the Act), the OLMM uses the vocabulary of everyday management. This makes it easier for organizations to apply the principles of the Act to their daily operations and long-term strategic planning. The OLMM simplifies complex procedures by showing organizations exactly how their current policies and procedures help them to meet official languages obligations, and where there might be shortcomings.

The OLMM also does more than just help an organization better understand where it is in terms of its official languages maturity. In clearly stating what is expected of an organization at each level for each indicator, the OLMM provides a roadmap for continuous and steady improvement in integrating official languages into an organization. And by encouraging the sharing of best practices among organizations and the constant pursuit of innovative ways to serve Canadians, the OLMM can help create a culture of cooperation that values, defends and promotes official languages rights and obligations.

The Office of the Commissioner plays a supporting role throughout the OLMM process. The OLMM is flexible, can be adapted to the organization’s size and complexity, and can be used by individual directorates or sections, as necessary.

The Office of the Commissioner does not expect organizations to reach full maturity immediately, but hopes that they can show progress in their official languages maturity and identify the actions they will take in their efforts for continuous improvement.

 
 
OLMM promo video - Transcript/Captions

In order for the Official Languages Act to be fully implemented, all stakeholders need to have a shared vision of official languages.

Federal institutions must be able to identify their strengths and weaknesses and determine what they need to do to improve.

The government must have a complete portrait of the state of official languages within its institutions so that it knows where to target its interventions.

The Official Languages Maturity Model is a new approach developed by the Office of the Commissioner of Official Languages that explains the principles and obligations of the Act and makes them easier to apply.

This new tool helps assess the state of official languages throughout the federal government and develop a roadmap for improvement.

It is a flexible tool that can be tailored to each organization.

The Official Languages Maturity Model is structured along three areas of activity:

  1. Service delivery and communications with the public
  2. Governance, leadership and strategic direction, and;
  3. People management

These areas of activity are divided into a total of 9 capabilities, or themes, which are further subdivided into a total of 28 indicators. The indicators show the extent to which an organization possesses the capabilities.

Each indicator has 5 levels of maturity:

  • Organizations at the lower levels do not have formal or standard practices in the area described by the indicator.
  • In organizations at the higher levels, practices and processes are standard throughout, monitoring and evaluation mechanisms are in place, and innovation and leadership are strong in the area described by the indicator.

Using the Official Languages Maturity Model involves conducting a diagnostic assessment and developing an action plan:

  • First, the organization completes a self-assessment to measure its level of maturity within each of the 28 indicators.
  • Each year, the self-assessment results of selected organizations are validated by the Office of the Commissioner.
  • The last step is for the organization to develop an action plan to highlight the areas where it intends to focus its efforts and to explain the strategy it will use to achieve expected results.

The Official Languages Maturity Model does not simply help an organization better identify its strengths and weaknesses. It also provides a plan for continuous, ongoing progress in terms of integrating official languages into the organization and thus helps the organization improve its compliance with the Official Languages Act.

The Official Languages Maturity Model represents a new way of addressing official languages issues and focuses on processes in order to identify systemic solutions.

This will help to advance official languages in the federal public service and in Canadian society.

 
 
  
 
  • Assess ■
      
  • Plan ■
      
  • Improve
      
 
 
 
 


Self-assessment

The first step in the OLMM process is self-assessment, which organizations can conduct using the on-line tool. Self-assessment is done by collecting information from various sectors of the organization for each of the indicators and by selecting the level achieved based on guidelines provided by the Office of the Commissioner. Once this step is complete, the organization will have a detailed overview of its official languages maturity.

OLMM Structure

 

Macro A — Service Delivery and Communications with the Public

The organization takes into account its official languages obligations when delivering services to and communicating with the public.

Capability A1: Service delivery

The organization provides services to any member of the public, as well as federal employees, in both official languages, as required.

Indicator A1.1: Availability of services in both official languages

The organization provides services in both official languages.

 
Maturity Level 1

Employees are informed of the obligation to provide services in both official languages.

Description of Level
This is the minimum maturity level, and the emphasis is on employee awareness and information about the organization’s obligation to serve the public in both official languages. All organization employees, at all levels and in all offices, must be informed of this obligation.
Types of Documents
  • New employee kit
  • Regular reminders and correspondence regarding the obligation to serve the public in both official languages
  • Other
Types of Processes
  • New employee orientation
  • Basic training on the obligation to serve the public in both official languages
  • Other
Maturity Level 2

Tools, procedures and reminders are provided to employees to support the provision of services in both official languages.

Description of Level
Level 1 Met + The organization has established an official approach to support its employees in providing services in both official languages. This approach includes tools, procedures and reminders.
Types of Documents
  • Regular reminders to employees to support the delivery of services in both official languages (e.g. e‑mails, posters)
  • Tools facilitating service delivery in both official languages
  • Documents attesting to the procedures for serving the public in both official languages
  • Other
Types of Processes
  • More advanced training on the obligation to serve the public in both official languages
  • Procedures for serving the public in both official languages 
  • Other
Maturity Level 3

Employees are accountable and assessed on the provision of services in both official languages.

Description of Level
Level 2 Met + The organization includes in all employees’ performance agreements, in accordance with their duties and obligations, objectives related to the provision of services in both official languages.
Types of Documents
  • Wording of performance objectives in relation to service delivery in both official languages
  • Accountability framework
  • Other
Types of Processes
  • Procedure for evaluating employees’ performance with regard to service delivery in both official languages
  • Other
Maturity Level 4

Monitoring mechanisms are in place to confirm that employees provide services in both official languages. The information gathered through monitoring activities is used to correct shortcomings and improve awareness of the obligation and the provision of services in both official languages.

Description of Level
Level 3 Met + This level involves evaluating how well the measures in place work. The organization has tools to this effect and regularly evaluates the delivery of services in both official languages. The organization analyzes the results to identify what works and any shortcomings to correct, and makes any necessary adjustments.
Types of Documents
  • Documents attesting to the monitoring mechanisms
  • Reports on the level and quality of services offered
  • Action plan
  • Other
Types of Processes
  • Client/user feedback mechanism (e.g. surveys)
  • Control mechanism (e.g. observations, surveys, interviews, checklists)
  • Follow-up process on delivery of services in both official languages
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in providing services in both official languages. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in implementing measures to deliver services in both official languages. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to ensure availability of services in both official languages
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A1.2: Active offer

The organization makes an active offer of service in both official languages.

 
Maturity Level 1

Employees are informed of the obligation to make an active offer of service in both official languages.

Description of Level
This is the minimum maturity level, and the emphasis is on employee awareness and information regarding their obligation to make an active offer of service in both official languages. All organization employees, at all levels and in all offices, must be informed of this obligation.
Types of Documents
  • New employee kit
  • Reminders and correspondence regarding the obligation to make an active offer
  • Other
Types of Processes
  • New employee orientation
  • Basic training on the obligation to make an active offer
  • Other
Maturity Level 2

Tools, procedures and reminders are provided to employees to help them provide an active offer of service in both official languages.

Description of Level
Level 1 Met + The organization has established a formal approach to support its employees in actively offering services in both official languages. This approach includes tools, procedures and reminders.
Types of Documents
  • Regular reminders to employees on the obligation to make an active offer (e.g. e-mails, posters)
  • Tools facilitating an active offer (e.g. greeting by telephone, in person)
  • Documents supporting active offer procedures
  • Other
Types of Processes
  • More advanced training on actively offering services in both official languages
  • Procedures for establishing a formal approach to support employees in actively offering services in both official languages
  • Other
Maturity Level 3

Employees are accountable for and evaluated on their active offer of service in both official languages.

Description of Level
Level 2 Met + The organization has included in its performance agreements with all its employees, based on their duties and obligations, objectives in relation to the active offer of service in both official languages.
Types of Documents
  • Wording of performance objectives in relation to the active offer of service in both official languages
  • Accountability framework
  • Other
Types of Processes
  • Procedure for evaluating employee performance in terms of their active offer of service in both official languages
  • Other
Maturity Level 4

Monitoring mechanisms are in place to confirm that employees provide an active offer of service in both official languages. The information gathered through monitoring activities is used to correct shortcomings and improve awareness of the obligation and the provision of an active offer of service in both official languages.

Description of Level
Level 3 Met + This level involves evaluating how well the measures in place work. The organization has tools for this purpose and regularly evaluates active offers of service in both official languages. The organization analyzes the results to identify what works and any shortcomings to correct, and makes any necessary adjustments.
Types of Documents
  • Documents attesting to the monitoring mechanisms
  • Reports on the level and quality of services offered, particularly in relation to an active offer
  • Action plan
  • Other
Types of Processes
  • Client/user feedback mechanisms for services (e.g. surveys)
  • Control mechanism (e.g. observations, surveys, interviews, checklists)
  • Follow-up process on the active offer of service in both official languages
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in ensuring that employees are making an active offer of service in both official languages. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in implementing measures to ensure that employees make an active offer of service in both official languages. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to ensure that employees are offering services in both official languages
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A1.3: Capacity to provide services in both official languages

The organization ensures that it has adequate capacity in terms of human resources to provide services in both official languages in accordance with its obligations.

 
Maturity Level 1

Management has an overall awareness and understanding of the organization’s capacity to provide services in both official languages.

Description of Level
For positions involving serving the public and federal employees, management knows the number of designated bilingual positions, their linguistic profile, and the linguistic profile of their incumbents.
Types of Documents
  • Organization’s profile with regard to bilingual positions
  • Position descriptions
  • Employees’ linguistic profiles
  • Other
Types of Processes
  • Analysis of the organizational capacity to provide services in both official languages
  • Other
Maturity Level 2

Management objectively determines the number of bilingual positions (and their linguistic profiles) needed to reach sufficient bilingual capacity in order to fulfill the organization’s obligation to provide services in both official languages.

Description of Level
Level 1 Met + Management knows the needs for service in both official languages (based on the obligations of different offices and points of service). Based on an analysis of needs, it determines the number of positions that must be designated as bilingual, their distribution and their linguistic profile to ensure sufficient bilingual capacity.
Types of Documents
  • Analysis report on the evaluation of needs for bilingual positions
  • Internal policy on recruiting and selecting employees
  • Bilingual position descriptions
  • Mandate of the different offices and points of service
  • Documents supporting the assignment of bilingual employees to different positions
  • Other
Types of Processes
  • Processes related to recruitment and selection of employees to ensure that the organization can offer services in both official languages
  • Analysis of bilingual position needs
  • Process for identifying the number of positions that must be designated as bilingual, their distribution and their linguistic profiles
  • Other
Maturity Level 3

The organization’s procedures for scheduling and assigning employees take into account employees’ linguistic profiles and the capacity needed to meet the obligation to provide service in both official languages.

Description of Level
Level 2 Met + In managing day-to-day work and resource allocation, procedures are in place to take into account the linguistic profiles of employees and the need to provide service in both official languages.
Types of Documents
  • Documents substantiating the work schedule and assignment of employees and resources
  • Other
Types of Processes
  • Employee assignment and work scheduling procedure
  • Other
Maturity Level 4

The organization periodically assesses needs and evaluates its capacity to provide services in both official languages. The information gathered through monitoring activities is used to correct shortcomings and build the organization’s capacity to provide services in both official languages.

Description of Level
Level 3 Met + The organization periodically reviews its needs with regard to service in both official languages (in particular, the obligations of its different offices and points of service), as well as the number and distribution of bilingual positions in all its offices and points of service, and the linguistic profiles of the incumbents of these positions. Using the information obtained from this exercise, it makes the necessary adjustments to strengthen its capacity to provide services in both official languages in accordance with its obligations.
Types of Documents
  • Documents attesting to the needs analysis
  • Documents attesting to the monitoring mechanisms
  • Reports on the level and quality of service provided
  • Action plan
  • Other
Types of Processes
  • Needs analysis procedures
  • Mechanism for client/user feedback on services (e.g. surveys)
  • Control mechanism for capacity to provide services in both official languages (e.g. observations, surveys, interviews, checklists)
  • Follow-up process on the capacity to provide service in both official languages
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in managing human resources to ensure that services are provided in both official languages. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in human resources management to guarantee that services are provided in both official languages. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve the capacity to provide services in both official languages
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A1.4: Understanding of the public’s official languages needs

The organization understands the public’s official languages needs and takes them into account when providing services.

 
Maturity Level 1

The organization has identified the official languages needs, including those of the official language minority community (OLMC), of the public that it serves at national and regional levels.

Description of Level
The organization takes the necessary measures (e.g. consultations) to identify the official languages needs of the public and OLMCs, in each of the regions it serves (NCR and other).
Types of Documents
  • Documents attesting to the assessment of official languages needs
  • Other
Types of Processes
  • Procedures for assessing official languages needs (e.g. consultations)
  • Other
Maturity Level 2

The organization has analyzed the impact of the substantive equality principle on its service design and delivery.

Description of Level
Level 1 Met + The organization has assessed (e.g. using the Treasury Board of Canada Secretariat analysis grid) the need to adapt its services to the needs of the public and OLMCs. This assessment involves service design and delivery.
Types of Documents
  • Documents attesting to the assessment of public and OLMC needs (e.g. Treasury Board of Canada Secretariat analysis grid) and the need to adapt services
  • Other
Types of Processes
  • Procedures for analyzing the impact of the principle of substantive equality in service design and delivery
  • Other
Maturity Level 3

The organization stays abreast of the official languages needs of the public, including those of official language minority communities (OLMCs), and maintains an open dialogue with OLMCs. In addition, the organization takes into account its official languages obligations and the public’s official languages needs when planning the provision of services.

Description of Level
Level 2 Met + The organization repeats the measures it has taken to understand the official languages needs of the public and OLMCs in order to maintain a current understanding of such matters. The language obligations of the organization and the identified needs of the public are factors the organization takes into account when planning its services.
Types of Documents
  • Strategy for staying abreast of the needs of the public and OLMCs
  • Documents attesting to the assessment of public and OLMC needs (e.g. Treasury Board of Canada Secretariat analysis grid)
  • Documents attesting to the delivery of services adapted to the official languages needs of the public and OLMCs
  • Other
Types of Processes
  • Procedures for analyzing the official languages needs of the public, including OLMCs
  • Procedures for maintaining an open dialogue on the assessment of official languages needs (e.g. consultations, e-mails)
  • Procedures for delivering services adapted to the official languages needs of the public and OLMCs
  • Other
Maturity Level 4

The organization evaluates the effectiveness of how it determines official languages needs (e.g. consultation process) as well as the processes it uses to ensure these are taken into account. The organization also identifies areas in need of improvement on an ongoing basis.

Description of Level
Level 3 Met + To ensure that it adequately and effectively identifies the official languages needs of the public, the organization reviews the measures it takes for this purpose. It also reviews the processes it uses to ensure that need are taken into account when planning services. Based on the information obtained from these exercises, it addresses the shortcomings identified.
Types of Documents
  • Documents attesting to the monitoring mechanisms
  • Documents taking into account official languages needs in service planning
  • Action plan
  • Other
Types of Processes
  • Feedback mechanism (e.g. consultations, observations, interviews)
  • Procedures for analyzing the official languages needs of the public, including OLMCs
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in understanding the public’s official languages needs and taking them into account when providing services. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in the measures it takes to understand the official languages needs of the public and ensure they are taken into account in service delivery. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve analysis of the official languages needs of the public, including those of OLMCs
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A1.5: Contracts and agreements with third-party service providers

The organization ensures that its language obligations are met when it provides its services through third parties.

 
Maturity Level 1

Contracts and agreements with third-party service providers clearly reflect the official languages obligations to which they are subject.

Description of Level
The organization is aware of its official languages obligations and makes sure they are included in service provider contracts and agreements.
Types of Documents
  • Wording of obligations included in third-party service provider contracts and agreements.
  • Other
Types of Processes
  • Third-party service provider contracting process
  • Other
Maturity Level 2

Agreements with third-party service providers clearly identify the specific actions required of the third-party service providers, the performance monitoring mechanism and indicators, and the consequences of not fulfilling the official languages requirements.

Description of Level
Level 1 Met + The agreements must include the necessary details for third-party service providers to clearly understand the organization’s language obligations, the measures they must take themselves to ensure these obligations are met, and the consequences of non-compliance. Agreements must also include information on the monitoring mechanism to be used by the organization to ensure that the service provider fulfills its commitment, and the indicators that will be used to do so.
Types of Documents
  • Contracts and agreements with third-party service providers
  • Other
Maturity Level 3

The organization oversees or monitors third-party performance based on the language clauses in the contracts. To do this, the organization applies a formal mechanism across all its regions.

Description of Level
Level 2 Met + The organization implements a mechanism to monitor, in all the regions involved, the performance of third-party service providers with regard to the language clauses in their contracts.
Types of Documents
  • Documents attesting to the monitoring mechanisms and evaluation of the services of third-party service providers
  • Other
Types of Processes
  • Procedures related to monitoring and evaluation mechanisms for services provided by third-party service providers
  • Other
Maturity Level 4

The organization takes action to respond to the results of its monitoring activities in order to address shortcomings and ensure continuous improvement.

Description of Level
Level 3 Met + The organization follows up on its monitoring activities. It uses the information obtained through such activities to identify and correct any shortcomings on an ongoing basis.
Types of Documents
  • Documents supporting follow-ups on evaluations of third-party service provider services
  • Action plan
  • Other
Types of Processes
  • Feedback mechanisms (e.g. consultations, observations, interviews)
  • Follow-up and evaluation process
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in complying with its language obligations when providing its services through third parties. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in respecting its language obligations when it uses third-party service providers. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve services of third-party providers
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Capability A2: Public communications

The organization provides communications and information to the public in both official languages, as required.

Indicator A2.1: Media environmentFootnote 1

The organization considers its language obligations in its relations with the media.

 
Maturity Level 1

Language obligations are informally considered in the organization’s media relations.

Description of Level
The emphasis is on the presence of language considerations in the organization’s choice of media and formats to inform the public, when there are no clear links to the official languages strategy or approach (e.g. no consultations with the official languages unit). The communications plan or strategy does not clearly define how the organization will ensure that its language obligations are met when it chooses the media it uses to inform both language groups, including OLMCs.
Types of Documents
  • Communications plans/strategies
  • Other
Types of Processes
  • Procedures for selecting media and format
  • Other
Maturity Level 2

The organization has selected media platforms and formats that will ensure that information is provided to the public in both language groups, including OLMCs, effectively, simultaneously and with equal quality.

Description of Level
The communications strategy clearly defines how the organization works to inform both language groups, including OLMCs, in accordance with its language obligations. The persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) help develop the communications strategy for such events by determining the official languages obligations to take into consideration.
Types of Documents
  • Communications plans/strategies
  • Documents supporting the selection of media and formats
  • Communications accountability framework
  • Other
Types of Processes
  • Procedures for selecting media and format
  • Procedures for developing the communications strategy
  • Other
Maturity Level 3

The organization has control mechanisms to ensure that appropriate media platforms and formats are used based on the planned activity or initiative.

Description of Level
Level 2 Met + The organization implements mechanisms to verify that the methods set out in its communications strategy are in fact used in its activities aimed at informing the two language groups, including OLMCs.
Types of Documents
  • Documents attesting to the control mechanisms
  • Other
Types of Processes
  • Control mechanism (e.g. observations, surveys, checklists)
  • Other
Maturity Level 4

To ensure continuous improvement, the organization periodically evaluates its capacity to provide information to both majority and minority official languages communities through its chosen media platforms and formats.

Description of Level
Level 3 Met + The organization takes measures to evaluate its capacity to inform both language groups, including OLMCs, effectively, simultaneously, and with equal quality, in the media and formats chosen, and redefines the means used based on any shortcomings identified.
Types of Documents
  • Documents attesting to the monitoring and evaluation mechanisms
  • Action plans
  • Other
Types of Processes
  • Client/user feedback mechanisms for services (e.g. surveys)
  • Control mechanisms (e.g. observations, surveys, checklists)
  • Other
Maturity Level 5

The organization’s communications strategy/plan includes a requirement to consider its language obligations in its relations with the media. The strategy/plan is reviewed periodically. The organization agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization fully incorporates language considerations in its communications plan or strategy in terms of the media and formats it uses to inform the public. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Communications plans
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Communications plans
  • Concrete measure/initiative to improve public communications in both official languages
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A2.2: Special events

The organization considers its language obligations when organizing or participating in special events for the public (e.g. fairs, exhibitions, press conferences)

 
Maturity Level 1

Language obligations are informally considered when the organization organizes or participates in special events.

Description of Level
The emphasis is on the presence of language considerations when organizing or participating in special events, without any clear ties to the official languages strategy or approach (e.g. no consultations with the official languages unit). The communications plan or strategy does not clearly define how the organization meets its language obligations when organizing or participating in special events.
Types of Documents
  • Communications plans/strategies
  • Documents supporting the organization and management of special events
  • Other
Types of Processes
  • Procedures for organizing and managing special events
  • Other
Maturity Level 2

The organization has tools and processes to help employees take language obligations into account when organizing or participating in special events.

Description of Level
The organization’s communications strategy clearly defines how it fulfills its language obligations when organizing or participating in special events. The persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) are involved in developing the communications strategy for such events by determining the official languages obligations to take into consideration.
Types of Documents
  • Communications plans/strategies
  • Tools facilitating the consideration of language obligations when the organization organizes or participates in special events
  • Documents supporting the consideration of language obligations when organizing special events or participating in special events
  • Communications accountability framework
  • Other
Types of Processes
  • Procedures facilitating the consideration of official languages when organizing or participating in special events.
  • Procedures for organizing and managing special events
  • Other
Maturity Level 3

The organization has control mechanisms to ensure that processes are followed and tools are used to account for language obligations for each special event that it organizes or in which it participates.

Description of Level
Level 2 Met + The organization implements mechanisms to verify that the means set out in its communications strategy are in fact used when it organizes or participates in activities.
Types of Documents
  • Documents attesting to the control mechanisms
  • Other
Types of Processes
  • Control mechanism (e.g. observations, surveys, interviews, discussion groups, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates its capacity to take its language obligations into account when organizing or participating in special events and corrects any shortcomings identified.

Description of Level
Level 3 Met + The organization takes measures to evaluate its capacity to respect language obligations when organizing or participating in activities, and redefines the methods used to address any shortcomings identified.
Types of Documents
  • Documents setting out monitoring and evaluation mechanisms
  • Action plans
  • Other
Types of Processes
  • Participant feedback mechanisms for activities (e.g. surveys)
  • Control mechanisms (e.g. observations, surveys, interviews, discussion groups, checklists)
  • Other
Maturity Level 5

The organization’s communications strategy/plan requires the organization to take its language obligations into account when organizing or participating in special events. The strategy/plan is reviewed periodically. The organization agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The communications strategy fully incorporates language considerations to enable the organization to organize or participate in special events while complying with its language obligations. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Communications plans
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve public communications in both official languages
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A2.3: Publications

The organization considers its language obligations when developing and delivering information for the public. This includes reports, guides, forms, tweets, chat, etc., in print or electronic format (e.g. Web sites, social media).

 
Maturity Level 1

Language obligations are informally considered when the organization develops and delivers information for the public.

Description of Level
The emphasis is on the presence of language considerations when developing and delivering information for the public, without any clear links to the official languages strategy or approach (e.g. no consultations with the official languages unit). The communications strategy or plan does not clearly define how the organization works to meet its language obligations when producing and publishing information for the public.
Types of Documents
  • Communications plans/strategies
  • Documents supporting the production and delivery of information to the public
  • Other
Types of Processes
  • Procedures for developing and delivering information to the public
  • Other
Maturity Level 2

The organization has tools and processes for effectively and simultaneously delivering information of equal quality in both official languages to the public, including OLMCs.

Description of Level
The organization’s communications strategy clearly defines how it works to meet its language obligations when developing and delivering information for the public, including OLMCs, effectively, simultaneously, and of equal quality in both official languages. The persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) are involved in developing the communications strategy for such events by identifying official languages obligations to be taken into consideration.
Types of Documents
  • Communications plans/strategies
  • Tools for publishing information for the public in both official languages
  • Documents relating to the consideration of language obligations when producing and disseminating news publications to the public
  • Communications accountability framework
  • Other
Types of Processes
  • Procedure on publishing information for the public in both official languages
  • Procedure on developing communications plans
  • Other
Maturity Level 3

The organization has control mechanisms to ensure that processes for effectively and simultaneously delivering information of equal quality in both official languages to the public, including OLMCs, are followed and that the proper tools are used for each publication.

Description of Level
Level 2 Met + The organization implements mechanisms to verify that the means defined in its communications strategy are in fact used when developing and delivering information for the public, including OLMCs.
Types of Documents
  • Documents attesting to the control mechanisms
  • Other
Types of Processes
  • Control mechanism (e.g. observations, surveys, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates its capacity to take its language obligations into account when developing and delivering information for the public and corrects any shortcomings identified.

Description of Level
Level 3 Met + The organization takes measures to evaluate its capacity to fulfill its language obligations when developing and delivering information for the public, including OLMCs, and redefines the methods used to address any shortcomings identified.
Types of Documents
  • Documents attesting to the monitoring and evaluation mechanisms
  • Action plans
  • Other
Types of Processes
  • Public feedback mechanisms (e.g. surveys)
  • Control mechanism (e.g. observations, surveys, checklists)
  • Other
Maturity Level 5

The organization’s communications strategy/plan includes a requirement to consider its language obligations when developing and delivering information for the public. The strategy or plan is reviewed periodically. The organization agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The communications strategy fully incorporates official languages elements to enable the organization to develop and deliver information for the public, including OLMCs, in accordance with its language obligations. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Communications plans
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve how language obligations are taken into account when developing and delivering information for the public
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator A2.4: Advertising

The organization considers its language obligations in its advertising campaigns (e.g. advertisements, purchasing ad space or airtime in any media).

 
Maturity Level 1

Language obligations are informally considered in the organization’s advertising campaigns.

Description of Level
The emphasis is on the presence of language considerations when planning and implementing advertising campaigns, without any clear links to the official languages strategy or approach (e.g. no consultations with the official languages unit). The communications plan or strategy does not clearly define how the organization works to fulfill its language obligations when planning and implementing advertising campaigns.
Types of Documents
  • Communications plans/strategies for advertising campaigns
  • Documents supporting advertising campaigns
  • Other
Types of Processes
  • Procedures for advertising campaigns
  • Other
Maturity Level 2

The organization has tools and procedures to take its language obligations into account in its advertising campaigns.

Description of Level
The organization’s communications strategy clearly defines the means by which it fulfills its language obligations when planning and implementing advertising campaigns. The persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) help develop the communications strategy for such campaigns by identifying official languages obligations to be taken into consideration.
Types of Documents
  • Communications plans/strategies for advertising campaigns
  • Tools facilitating the consideration of language obligations in advertising campaigns
  • Documents relating to the consideration of official languages in promotional campaigns
  • Communications accountability framework
  • Other
Types of Processes
  • Procedure on the consideration of language obligations in advertising campaigns
  • Procedure on developing communications plans
  • Other
Maturity Level 3

The organization has control mechanisms to ensure that the procedures for taking language obligations into account are followed and that the proper tools are used for each advertising campaign.

Description of Level
Level 2 Met + The organization implements mechanisms for verifying that the methods defined in the communications strategy are in fact used in each advertising campaign.
Types of Documents
  • Documents attesting to the control mechanisms for advertising campaigns
  • Other
Types of Processes
  • Control mechanism for advertising campaigns (e.g. observations, surveys, interviews, discussion groups, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates its capacity to take its language obligations into account in its advertising and corrects any shortcomings identified.

Description of Level
Level 3 Met + The organization takes measures to evaluate its capacity to respect language obligations when planning and implementing advertising campaigns, and redefines the methods used based on the shortcomings identified.
Types of Documents
  • Documents attesting to the monitoring and evaluation mechanisms for advertising campaigns
  • Action plan
  • Other
Types of Processes
  • Public feedback mechanisms (e.g. surveys)
  • Control mechanism for advertising campaigns (e.g. observations, surveys, interviews, discussion groups, checklists)
  • Other
Maturity Level 5

The organization’s communications strategy/plan includes a requirement to consider its language obligations in its advertising campaigns. The strategy/plan is reviewed periodically. The organization agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The communications plan or strategy fully incorporates language considerations to enable the organization to plan and implement advertising campaigns that meet its language obligations. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Communications plans
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve consideration of language obligations in advertising campaigns
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Macro B — Governance, Leadership and Strategic Direction

Official languages obligations are embedded into the governance of the organization and integrated into its strategic direction. In addition, leaders foster, support and promote official languages as a core value of the organization, and ensure the respect of official languages obligations.

Capability B1: Leadership and organizational culture

Official languages are fully integrated into the organizational culture, and leadership is strong.

Indicator B1.1: Leadership and commitment to official languages

The organization’s leaders lead by example and show their commitment to official languages, in order to promote and foster respect for official languages across the organization and ensure the proper management of official languages.

 
Maturity Level 1

The organization has basic mechanisms (e.g. official languages champion or unit) for managing its official languages responsibilities.

Description of Level
This is the minimum level of maturity, and the emphasis is on formal, basic mechanisms and structures within the organization, such as an official languages champion or unit, to manage official languages responsibilities.
Types of Documents
  • Documents supporting the mandate of the official languages champion or unit
  • Accountability framework
  • Documents supporting the official languages accountability framework (e.g. agenda, meeting minutes)
  • Other
Types of Processes
  • Meeting(s) where issues relating to official languages are discussed
  • Other
Maturity Level 2

The official languages champion is a member of senior management and has the necessary support (resources, leadership and approval authority) to fulfill the role. The size and role of the official languages unit are appropriate for the organization’s mandate.

Description of Level
Level 1 Met + At this maturity level, the emphasis is on the visibility of the official languages champion within the organization and the resources available to him or her to fulfill the role. The size and role of the official languages team or unit must allow him or her to properly advocate for official languages in all disciplines and at all levels of the organization.
Types of Documents
  • Documents attesting to the resources invested in managing official languages responsibilities
  • Documents supporting the hierarchical level of the official languages champion
  • Annual reviews demonstrating the division of staff within the organization
  • Action plan for managing official languages responsibilities
  • Other
Types of Processes
  • Procedures relating to champion visibility
  • Procedures for managing official languages responsibilities
  • Other
Maturity Level 3

Mechanisms are in place to ensure that the official languages champion and unit develops and carries out activities that foster respect for and use of both official languages across the organization at the senior management, management, and employee levels.

The deputy head develops an official languages vision for the organization, shares the vision with all the employees, and helps the official languages champion and unit ensure that official languages are respected and used across the organization.

Description of Level
Level 2 Met + This involves seeing to what extent the champion and the official languages unit have mechanisms in place, such as action plans, an accountability framework or a delegation of authority chart, and take advantage of interdepartmental networking opportunities to create and implement activities within the organization and at all levels of the hierarchy that will develop and promote respect of official languages.
Types of Documents
  • Action plans
  • Accountability framework
  • Delegation of authority chart
  • Other
Types of Processes
  • Official languages development and promotion procedures
  • Participation in interdepartmental committees
  • Networking and participation in exchanges with external stakeholders
  • Other
Maturity Level 4

The activities carried out by the official languages function (official languages champion and unit) and the strategies used to promote the official languages vision are monitored periodically and adjusted to correct identified shortcomings.

Description of Level
Level 3 Met + The measures put into place are evaluated to determine how well they are working. The organization has tools for this purpose and periodically evaluates its official languages advocacy. The organization analyzes the results to identify what works and shortcomings to correct, and makes any necessary adjustments.
Types of Documents
  • Documents supporting the evaluation of activities implemented by the official languages function
  • Action plans
  • Other
Types of Processes
  • Control mechanism to monitor activities implemented by the official languages function (e.g. observations, surveys, checklists)
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in the measures taken by its leaders to lead by example and show their commitment to official languages, in order to promote respect for official languages. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in the measures implemented to advocate for and promote both official languages within the organization (measures to create, implement and evaluate activities). In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve official languages advocacy
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Participation in interdepartmental committees
  • Other
Indicator B1.2: Official languages governance instruments

The organization uses governance instruments such as guidelines, directives, policies and committees to ensure that its official languages obligations are taken into account when programs and activities are implemented.

 
Maturity Level 1

The organization recognizes its language obligations with respect to the implementation of programs and activities.

Description of Level
The organization recognizes its language obligations and takes them into account by using existing tools (Treasury Board of Canada Secretariat or other).
Types of Documents
  • Document stating the organizations’ commitment to Treasury Board of Canada Secretariat’s official languages policy.
  • Other
Types of Processes
  • Procedures using existing instruments (e.g. Treasury Board of Canada Secretariat)
  • Other
Maturity Level 2

The organization has guidelines, directives and policies that govern its activities and initiatives, but they are not consistently followed. The measures the organization has taken to comply with its official languages obligations are not coordinated in a plan or by the organization.

Description of Level
Level 1 Met + At this level, the instruments (guidelines, directives, policies) have been developed and made available by the organization. However, the organization is not able to demonstrate that such instruments are consistently followed or used when implementing activities and programs. Furthermore, it has not implemented a plan to coordinate measures to comply with language requirements throughout the organization.
Types of Documents
  • Guidelines (specific to the organization)
  • Directives (specific to the organization)
  • Policies (specific to the organization)
  • Delegation of authority chart
  • Official languages support committee(s)
  • Other
Types of Processes
  • Procedures for monitoring or using the instruments during activity development or implementation
  • Other
Maturity Level 3

The organization has control mechanisms in place to ensure that governance instruments are used systematically and across the entire organization. The organization has an action plan or accountability framework to coordinate the implementation of measures that promote compliance with its official languages obligations.

Description of Level
Level 2 Met + Control mechanisms (e.g. observations, surveys, interviews, checklists) are in place to ensure that the governance instruments are used systematically and across the entire organization. The organization has an action plan to coordinate implementation of measures promoting compliance with its official languages obligations throughout the organization.
Types of Documents
  • Documents supporting the control mechanisms to ensure that governance instruments are used across the entire organization
  • Action plan
  • Accountability framework
  • Other
Types of Processes
  • Control mechanism to ensure that governance instruments are used across the entire organization (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization periodically reviews its governance instruments and makes any necessary adjustments. The organization periodically monitors the implementation of its action plan or accountability framework and makes adjustments to correct shortcomings identified.

Description of Level
Level 3 Met + At this level, information gathered on the use of governance instruments is analyzed to determine their suitability and capacity for meeting the organization’s linguistic needs and requirements in accordance with internal changes (e.g. staffing, service delivery, priorities). The action plan/accountability framework is reviewed and adjusted as needed.
Types of Documents
  • Documents supporting the evaluation of governance instruments
  • Governance instruments updated
  • Documents supporting the follow-up on the implementation of the action plan/accountability framework
  • Action plan
  • Accountability framework
  • Other
Types of Processes
  • Governance instrument evaluation process
  • Follow-up process on the implementation of the action plan/accountability framework
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in developing governance instruments and implementing measures to promote compliance with its official languages requirements. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization uses general governance models and adapts them to official languages. It does not hesitate to use its own experience and that of other organizations with similar mandates to develop innovative governance instruments and implement measures to promote compliance with its official languages requirements. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Documents attesting to the integration of innovative governance approaches into the official languages governance approach
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Processes for integrating innovative governance approaches into the official languages governance approach
  • Concrete initiative/measure to improve official languages governance instruments
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Capability B2: Strategic and operational planning

Official languages obligations are incorporated into the organization’s priorities and long-term planning.

Indicator B2.1: Resource allocation

The organization ensures that sufficient resources have been allocated to comply with its official languages obligations.

 
Maturity Level 1

Official languages resources within the organization are allocated informally, and all planning is done informally and on an ad hoc basis.

Description of Level
At this level, the organization allocates resources that concern certain aspects of official languages (e.g. budget, language training, translation, recruitment of bilingual employees.) However, there is no formal link between established official languages objectives and the allocation of resources to achieve such objectives and comply with official languages requirements. In other words, the organization cannot demonstrate that it has adequate planning to reach its official languages objectives.
Types of Documents
  • Document related to the allocation of resources that concern certain aspects of official languages
  • Other
Types of Processes
  • Procedures for allocating resources for official languages within the organization
  • Other
Maturity Level 2

The persons responsible for official languages within the organization are consulted on an ad hoc basis (occasionally and not systematically) when planning for resources.

Description of Level
At this level, the participation of the persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) in resource planning is not automatic, but on an ad hoc basis. The persons responsible for official languages participate only at the end of the process, rather than at the beginning.
Types of Documents
  • Documents supporting the allocation of official languages resources
  • Other
Types of Processes
  • Planning and consultation processes for allocation of official languages resources
  • Other
Maturity Level 3

The persons responsible for official languages within the organization actively participate in supporting the resource planning cycle.

Description of Level
The persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) participate in the resource planning process. This means they are systematically consulted and play an active role in all stages of planning.
Types of Documents
  • Documents supporting official languages resource allocation (e.g. e-mail exchanges, meeting agenda)
  • Documents supporting the roles of the person responsible for official languages in the planning process
  • Annual review providing a breakdown of the organization’s resource allocation
  • Framework for planning accountability
  • Translation budget
  • Language training budget
  • Documents supporting Treasury Board submission(s)
  • Other
Types of Processes
  • Planning and consultation processes for official languages resource allocation
  • Other
Maturity Level 4

The organization has sufficient official languages resources to meet its needs.

Description of Level
Level 3 Met + The organization takes stock of its official languages resources to determine if they are sufficient to meet its objectives and official languages requirements. Shortcomings are identified, and resources are adjusted as needed.
Types of Documents
  • Reports showing whether adequate resources have been invested
  • Organization budget
  • Action plan
  • Other
Types of Processes
  • Follow-up process to determine whether adequate resources have been allocated
  • Other
Maturity Level 5

Resource allocation for official languages is reviewed periodically based on the organization’s approach to strategic planning. The organization agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization applies the same standards to organizational strategic planning and official languages resource planning. The organization does not hesitate to use its own experiences and that of other organizations with similar mandates to be innovative in its planning and resource allocation to meet the language requirements.
Types of Documents
  • Documents supporting the organization’s strategic planning process
  • Annual review providing a breakdown of the organization’s resource allocation
  • Organization budget
  • Action plan
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Strategic planning process for resource allocation
  • Coordination with other organizations regarding resource allocation (e.g. forums, meetings)
  • Concrete measure/initiative to improve resource allocation
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator B2.2: Planning processes and alignment with activities

The strategic and operational planning takes full account of the official languages. The official languages obligations are adapted and incorporated into the strategic planning process, such as the budget, operational planning, resource allocation, and performance measurement.

 
Maturity Level 1

Any alignment between official languages obligations and strategic planning processes is coincidental.

Description of Level
At this level, the organization’s planning process may include certain aspects of official languages (e.g. training, bilingual tools, bilingual staff). However, official languages obligations are not formally or systematically taken into account in strategic and operational planning.
Types of Documents
  • Documents related to the aspects of official languages that are part of the planning process.
  • Other
Maturity Level 2

There is an official languages strategy, but it is not fully integrated into strategic and operational planning.

Description of Level
The organization does have an official languages strategy, but it was developed independently of the organization’s strategic planning or directions. It is difficult to see the link between the organization’s strategic and operational planning and its official languages strategy.
Types of Documents
  • Official languages strategy
  • The organization’s strategic plan for official languages
  • Other
Types of Processes
  • Procedures for aligning the official languages obligations to the planning process
  • Process for developing the official languages strategy
  • Other
Maturity Level 3

The official languages strategy is fully integrated into the organization’s overall strategic and operational planning process.

Description of Level
Level 2 Met + The organization has developed an official languages strategy and incorporated it into its strategic and operational planning process.
Types of Documents
  • The organization’s strategic plan for official languages
  • Documents supporting the organization’s official languages strategy and operational activities
  • Budget
  • Documents supporting performance measurement
  • Other
Types of Processes
  • The organization’s strategic and operational planning process for official languages
  • Other
Maturity Level 4

The organization periodically assesses its official languages needs and follows up in order to adjust the official languages strategy.

Description of Level
Level 3 Met + The organization has measures to assess its official languages needs so it can meet the objectives set out in its strategic and operational planning framework. Shortcomings are identified, and the official languages strategy is adjusted as needed.
Types of Documents
  • Documents supporting the evaluation of the organization’s official languages needs
  • Action plan
  • Performance measurement documents
  • Other
Types of Processes
  • Control mechanism to evaluate the organization’s official languages needs (e.g. observations, surveys, checklists)
  • Follow-up and evaluation processes for the official languages strategy
  • Other
Maturity Level 5

There is such a strong symbiotic relationship between the official languages obligations and strategic planning that it can be difficult to distinguish between the two. The organization agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + A single planning process is in place for general and official languages strategic planning. The result is that official languages planning is an integral part of strategic and operational planning. Official languages issues are an integral part of the organization’s reflections on its strategic directions.
Types of Documents
  • The organization’s strategic and official languages plan
  • Documents supporting performance measures
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Planning process
  • Procedures for reflecting on the organization’s strategic directions for official languages
  • Concrete measure/initiative to improve the activity planning and adaptation process
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Capability B3: Public policies and programs

Policies and programs take official languages obligations into account.

Indicator B3.1: Public policies design

The strategic policy group takes official languages into account when designing, modifying or eliminating programs or initiatives, and particularly when requesting authorization or funding (Cabinet, Treasury Board or equivalent).

 
Maturity Level 1

The persons responsible for official languages are consulted on an ad hoc basis when programs or initiatives are being designed, modified or eliminated, and when authorization or funding requests are being prepared.

Description of Level
Official languages are taken into account by the strategic policy group. However, the group does not systematically consult the persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) within the organization. The persons responsible for official languages are involved almost accidentally or as an afterthought.
Types of Documents
  • Document related to the official languages aspects that are taken into consideration by the strategic policy group.
  • Other
Types of Processes
  • Process for designing, modifying or eliminating programs or initiatives
  • Other
Maturity Level 2

The persons responsible for official languages are actively and systematically involved in the process of designing, modifying or eliminating programs or initiatives, and in preparing authorization and funding requests. Official languages considerations that are retained are documented and costed.

Description of Level
The organization can demonstrate that the persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) are systematically consulted when designing, modifying or eliminating programs or initiatives and in the preparation of authorization and funding requests. Furthermore, official languages considerations resulting from these consultations are documented and are all part of the factors to be examined.
Types of Documents
  • Directives supporting activities related to designing or modifying programs or initiatives
  • Documents attesting to authorization and funding requests
  • Accountability framework for designing, modifying or eliminating programs or initiatives
  • Other
Types of Processes
  • Process for designing or modifying programs or initiatives
  • Authorization and funding requests processes
  • Other
Maturity Level 3

The organization has tools and mechanisms to ensure that official languages considerations are included when designing, modifying or eliminating programs or initiatives, and when preparing authorization and funding requests. Control mechanisms are in place.

Description of Level
Level 2 Met + The organization has implemented tools and mechanisms (e.g. checklists, delegation of authority charts) to systematically include official languages considerations in the process of designing, modifying or eliminating programs or initiatives and in the preparation of authorization and funding requests. Control mechanisms (e.g. observations, surveys) are in place to ensure that the tools and mechanisms are used systematically.
Types of Documents
  • Delegation of authority chart
  • Documents attesting to the inclusion of official languages in the process of designing, modifying or eliminating programs or initiatives, and in the preparation of authorization and funding requests
  • Other
Types of Processes
  • Procedures for including official languages considerations in the processes of designing, modifying or eliminating programs or initiatives, and in the preparation of authorization and funding requests
  • Control mechanism to ensure that the tools and mechanisms are used systematically (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization evaluates its processes for designing, modifying or eliminating programs or initiatives in order to optimize its capacity to integrate official languages considerations. Adjustments are made to correct shortcomings identified.

Description of Level
Level 3 Met + At this level, the organization develops and implements mechanisms to measure its capacity to systematically integrate official languages considerations. This evaluation must be carried out periodically, in accordance with the needs identified by the organization.
Types of Documents
  • Documents attesting to the evaluation of the organization’s capacity to systematically integrate official languages considerations
  • Action plans
  • Documents supporting performance measures
  • Other
Types of Processes
  • Control mechanism to measure the organization’s capacity to systematically integrate official languages considerations (e.g. observations, surveys, checklists)
  • Monitoring and evaluation of processes for designing, modifying or eliminating programs or initiatives so the organization can optimize its capacity to integrate official languages considerations
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in taking official languages into account when designing, modifying or eliminating programs or initiatives. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in incorporating official languages considerations into the practices of the strategic policy group when designing, modifying or eliminating programs or initiatives. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to better incorporate official languages considerations into public policy designs
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator B3.2: Decision-making processes for programs

The organization takes official languages into account when it makes important decisions during program implementation.

 
Maturity Level 1

Official languages are not considered or are considered on an ad hoc basis when important decisions are made during program implementation.

Description of Level
The decision-making processes for program implementation do not include or do not systematically include official languages considerations. In other words, the persons in charge of program implementation do not have the reflex to consider language issues, but they may consider them after the fact.
Types of Processes
  • Decision-making processes for program implementation
  • Other
Maturity Level 2

Decision-making rules are in place to ensure that all program decision-making processes include official languages considerations.

Description of Level
What is meant by decision-making rules are documents like guidelines, procedures, internal policies, an accountability framework, etc. These rules specifically define the persons responsible for official languages, the official languages considerations, and the official languages criteria to be used. For organizations with a strategic policy group, decision-making rules also specify that the work done at the design stage should be taken into account.
Types of Documents
  • Guidelines
  • Internal policies
  • Accountability framework
  • Other
Types of Processes
  • Decision-making processes on incorporating official languages considerations into programs
  • Other
Maturity Level 3

In all program decision-making processes, the organization documents the official languages considerations it takes into account and incorporates them into program action plans. The organization monitors its use of decision-making rules to incorporate official languages considerations into all of its program decision-making processes, and to include these considerations in the action plans.

Description of Level
Level 2 Met + At this level, all decision-making processes regarding programs take into account official languages considerations. In addition, the implementation plan for each program incorporates these considerations. The organization has control mechanisms (e.g. observations, surveys, checklists) to ensure that decision-making rules are used systematically and that all action plans incorporate official languages considerations.
Types of Documents
  • Documents attesting to the inclusion of official languages considerations in decision-making processes
  • Program action plans
  • Guidelines
  • Internal policies
  • Directives
  • Accountability framework
  • Documents supporting Treasury Board requests for transfer payments
  • Other
Types of Processes
  • Procedures for including official languages considerations in decision-making processes
  • Control mechanism to ensure that decision-making rules are used systematically and that all action plans include official languages considerations (e.g. observations, surveys, interview, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates how its program decision-making processes take official languages considerations into account and enable it to include such considerations in action plans to optimize the plans.

Description of Level
Level 3 Met + At this level, the organization develops and implements mechanisms to measure the extent to which program decision-making processes take into account official languages considerations and incorporate them into action plans. The necessary adjustments are made to improve processes. This evaluation exercise must be carried out periodically, in accordance with the needs identified by the organization.
Types of Documents
  • Action plan
  • Documents attesting to the evaluation of the organization’s decision-making processes and showing that it takes into account official languages considerations
  • Documents attesting to performance measures
  • Other
Types of Processes
  • Control mechanism to measure the organization’s capacity to take into account official languages considerations (e.g. observations, surveys, checklists)
  • Follow-up and evaluation processes for rules and action plans
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity to ensure that program implementation fully takes official languages into account. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation to ensure that its program implementation fully takes into account official languages. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve how official languages considerations are incorporated into program decision-making processes
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator B3.3: Positive measures within programs

The organization’s programs support the development of official language minority communities (OLMCs) and foster the full recognition and use of English and French in Canadian society.

 
Maturity Level 1

The organization recognizes that it must support OLMC development and foster the full recognition and use of English and French in Canadian society. It is committed to taking positive measures in this regard through its programs.

Description of Level
At this level, the organization formally acknowledges its obligations and commits to meeting them.
Types of Documents
  • Documents attesting to the organization’s commitment to support the development of OLMCs and promote the full recognition and use of English and French in Canadian society
  • Other
Types of Processes
  • Procedures for implementing OLMC development programs
  • Other
Maturity Level 2

The organization has identified the relevant OLMC stakeholders in relation to its mandate or programs. It makes sure to identify OLMC needs in relation to its programs. It also considers how its programs can promote full recognition and use of English and French in Canadian society.

Description of Level
Level 1 Met + At this level, the organization has identified a list of OLMC stakeholders who are of interest. It also takes measures (e.g. consultations) to learn the needs of these communities. It takes initiatives or puts structures into place that encourage it to reflect upon how its programs can support the implementation of Part VII of the Official Languages Act.
Types of Documents
  • List of OLMC stakeholders consulted on official languages issues
  • Reports from consultations held with OLMCs
  • Other
Types of Processes
  • OLMC program implementation procedures
  • Procedures for taking into account OLMC needs (e.g. consultations)
  • Other
Maturity Level 3

The program decision-making processes include criteria for taking OLMC needs into account and defining how its programs (e.g. contribution programs, programs administered by third parties) can support OLMC development and foster the full recognition and use of English and French in Canadian society. The defined means are included in the program action plans.

Description of Level
Level 2 Met + At this level, taking into account OLMC needs is one of the criteria examined in decision-making processes. These processes make it possible to identify measures to take in various programs to meet identified needs and support the implementation of Part VII of the OLA. Lastly, the organization develops an action plan. This includes identifying measures and developing a “Part VII reflex”.
Types of Documents
  • Program action plans
  • Documents supporting the integration of OLMC needs
  • Other
Types of Processes
  • Decision-making processes for taking into account OLMC needs
  • Procedures for developing a Part VII reflex
  • Other
Maturity Level 4

During program implementation, the organization follows up on the measures to ensure that they have been put in place to support OLMC development and foster the full recognition and use of English and French in Canadian society. Adjustments are made to correct shortcomings identified.

Description of Level
Level 3 Met + At this level, the organization ensures that the measures identified are in fact implemented and that they adequately meet needs. The organization does this follow-up for all its programs.
Types of Documents
  • Documents showing that the organization has evaluated the impact of its activities on OLMCs (e.g. directives, evaluation reports)
  • Action plan
  • Other
Types of Processes
  • Strategies for evaluating the impact of activities on OLMCs
  • Control mechanism for ensuring that the positive measures identified are in fact implemented and adequately meet needs (e.g. observations, surveys, interviews, checklists)
  • Follow-up process on evaluation activities affecting OLMCs
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in taking positive measures. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in incorporating positives measures into all its programs. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve support for OLMC development and promotion of linguistic duality through the implementation of programs
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Capability B4: Reporting

The organization’s reporting activities have an “official languages lens.”

Indicator B4.1: Performance management

The organization has a performance management program that includes annual performance objectives set for all employees and managers that are specific to their official languages obligations (e.g. bilingual supervision, bilingual service to the public and employees, active offer, bilingual meetings) in relation to their positions, pursuant to the Official Languages Act.

 
Maturity Level 1

Performance agreements include objectives related to the official languages obligations of employees and managers on an ad hoc basis.

Description of Level
Few or no employees or managers have objectives related to linguistic obligations, beyond those included in the Key Leadership Competency profile, in their performance agreement.
Types of Documents
  • Wording of official languages objectives in the performance agreements
Types of Processes
  • Performance agreement development process
  • Other
Maturity Level 2

The organization has defined official languages performance objectives for each employee category. It has also defined the resources needed to meet those objectives (e.g. learning plan, tools, guides).

Description of Level
For each category of employee, based on their function and obligations, the organization has defined official languages performance objectives. The organization supports the achievement of these objectives by identifying resources.
Types of Documents
  • Wording of official languages objectives in the performance agreements for each employee category
  • Tools facilitating the achievement of official languages performance objectives
  • Documents supporting procedures for reaching official languages objectives
  • Other
Types of Processes
  • Employee orientation
  • Process for assessing employee performance on official languages objectives
  • Process for developing learning plans to reach official languages objectives
  • Procedures for identifying the resources necessary to reach the objectives
  • Other
Maturity Level 3

Mechanisms are in place to ensure that the official languages performance objectives are included in each employee’s performance agreement and that the resources needed to meet those objectives are allocated.

Description of Level
Level 2 Met + The organization develops and uses mechanisms to ensure that official languages performance objectives, beyond those included in the Key Leadership Competency profile, are included systematically, taking into account employees’ functions and obligations, and that the resources to reach these objectives are effectively allocated.
Types of Documents
  • Wording of official languages objectives in official languages performance agreements
  • Documents showing the plans for allocation of official languages resources
  • Annual review demonstrating the breakdown of official languages resources within the organization
  • Organization budget
  • Other
Types of Processes
  • Planning process for official languages performance objectives
  • Employee performance evaluation process for official languages
  • Other
Maturity Level 4

The organization reviews the objectives and resources and makes adjustments to correct any shortcomings identified.

Description of Level
Level 3 Met + At this level, the organization develops and implements mechanisms to review objectives and resources. The necessary adjustments are made to improve observance of linguistic rights and obligations. This review must be carried out periodically, in accordance with the needs identified by the organization.
Types of Documents
  • Documents attesting to the analysis of objectives and resources
  • Action plan
  • Other
Types of Processes
  • Control mechanism to review objectives and resources (e.g. observations, surveys, checklists)
  • Follow-up and evaluation processes for official languages objectives and resources
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in defining and including official languages objectives in its performance management program. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in implementing measures to define and incorporate official languages objectives in its performance management program. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete initiative/measure to incorporate official languages objectives in its performance management program
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator B4.2: Program evaluation and internal audit

The organization uses an “official languages lens” when conducting program evaluations and internal audits.

 
Maturity Level 1

The unit or units responsible for program evaluations and internal audits recognize the organization’s official languages obligations.

Description of Level
At this level, the program evaluation and internal audit unit or units formally acknowledge (e.g. in policies/directives/procedures or frame of reference) the organization’s official languages obligations.
Types of Documents
  • Guidelines for program evaluation and audit regarding the organization’s official languages obligations
  • Policies regarding the organization’s official languages obligations
  • Frames of reference
  • Other
Types of Processes
  • Procedures for evaluations and internal audits regarding the organization’s official languages obligations
  • Other
Maturity Level 2

The unit or units responsible for program evaluation and internal audit integrate criteria or practices for identifying official languages issues related to such evaluations and audits but does not do so systematically.

Description of Level
Level 1 Met + The organization can demonstrate that practices or tools are in place in order to identify issues related to official languages as part of its program evaluations and internal audits. However, the organization cannot demonstrate that they are systematically followed or used.
Types of Documents
  • Program evaluation and internal audit guidelines related to official languages issues
  • Policies regarding official languages issues
  • Frame of reference
  • Documents attesting to evaluations and internal audits regarding official languages issues
  • Reports published regarding official languages issues (evaluation or audit)
  • Other
Types of Processes
  • Procedures for evaluation and internal audits to identify potential official languages issues
  • Other
Maturity Level 3

Respecting and promoting official languages are components the organization uses in developing its periodic evaluation or audit plan. Mechanisms are in place to ensure that all evaluations and audits conducted under the plan include criteria or practices for determining official languages issues and for proposing effective or standard solutions.

Description of Level
Level 2 Met + The approach used to define the evaluation and audit plan includes rules for examining opportunities to conduct evaluations or audits specifically on official languages. The organization develops and implements mechanisms to ensure that the planning of all evaluations and audits, regardless of their primary objectives, includes official languages considerations. The organization plans all audits and evaluations through the lens of official languages.
Types of Documents
  • Program evaluation and audit guidelines dealing specifically with official languages
  • Policies dealing specifically with official languages
  • Frames of reference
  • Evaluation or internal audit plan dealing specifically with official languages
  • Treasury Board feedback
  • Reports published dealing specifically with official languages (evaluation or audits)
  • Other
Types of Processes
  • Procedures to ensure that all evaluation and audits carried out under the plan incorporate criteria or practices for identifying official languages issues and propose effective or model solutions
  • Other
Maturity Level 4

When the organization publishes the results of its evaluations or audits, it highlights the findings related to official languages issues and ensures that action plans specify measures to take to resolve such issues so that it can follow up to ensure that such measures are implemented.

Description of Level
Level 3 Met + At this level, the organization has identified and highlighted the evaluation or audit findings related to official languages. It develops action plans to identify specific and measurable actions to take to resolve these issues. The organization also monitors the implementation of the action plan.
Types of Documents
  • Publications, including the annual review
  • Action plans
  • Documents attesting to the evaluation or audit of official languages issues
  • Reports published regarding official languages issues (evaluation or audit)
  • Other
Types of Processes
  • Procedures for evaluating official languages issues
  • Action plan monitoring and evaluation process
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in using an “official languages lens” when conducting program evaluations and internal audits. It agrees to share best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in implementing measures to conduct evaluations and internal audits through an official languages lens. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to conduct program evaluations and internal audits through an official languages lens
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Macro C — People Management

The organization takes into account its official languages obligations when optimizing the workforce and the work environment to enable high productivity and performance, effective use of human resources and increased employee engagement.

Capability C1: Human resources practices

Human resources practices integrate official languages.

Indicator C1.1: Linguistic profiles of positions

The organization establishes accurate linguistic profiles of positions to objectively determine whether a position requires the use of one or both official languages and to objectively establish the required level of linguistic proficiency.

 
Maturity Level 1

The linguistic profiles of positions within the organization are established informally.

Description of Level
The linguistic profiles of positions are established at the discretion of managers.
Types of Documents
  • Descriptions and linguistic profile of positions
  • Other
Maturity Level 2

Managers have tools and procedures to establish accurate linguistic profiles of positions according to official languages requirements.

Description of Level
Managers have access to tools and procedures, and use them, to properly establish language needs related to the duties of a position in keeping with official languages requirements. They do not hesitate to consult human resources experts or the persons responsible for official languages (official languages unit, champions, Part VII coordinators, etc.) to support them in this task.
Types of Documents
  • Descriptions and linguistic profile of positions
  • Tools related to establishing the linguistic profile of positions
  • Other
Types of Processes
  • Procedures for analyzing language needs related to the duties of positions
  • Processes for consulting human resources or official languages experts, in relation to the duties of positions
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that managers use the tools and follow the procedures for establishing the linguistic profiles of positions.

Description of Level
Level 2 Met + The organization has mechanisms, such as checklists, an accountability framework or a delegation chart, to ensure that tools and other resources available are used, and that procedures are followed by all managers when establishing the linguistic profiles of positions.
Types of Documents
  • Accountability framework
  • Delegation chart
  • Checklists
  • Other
Types of Processes
  • Control mechanism to ensure that the tools and other resources available are used, and that procedures are followed by all managers when establishing the language needs of positions (e.g. observations, surveys)
  • Procedures for defining positions
  • Other
Maturity Level 4

The organization periodically evaluates the linguistic profiles of positions, including the related tools and procedures, and corrects any shortcomings identified.

Description of Level
Level 3 Met + The organization reviews the linguistic profiles of its positions to ensure that they take into account the duties and tasks of the positions and that all positions with the same work description have the same linguistic profile. The organization also reviews the linguistic profiles of its positions when work descriptions change. In addition, it takes measures to evaluate its tools and procedures for establishing linguistic profiles of positions and analyzes the results to identify what works and areas to correct. It makes the necessary adjustments.
Types of Documents
  • Documents attesting to the review of linguistic profiles of positions
  • Analysis or evaluation report on the establishment of linguistic profiles of positions
  • Action plan
  • Other
Types of Processes
  • Control mechanism to ensure that linguistic profiles take into account the duties and tasks of the positions and that all positions with the same work description have the same linguistic profile (e.g. observations, surveys)
  • Follow-up and evaluation processes for tools and procedures used to establish the linguistic profiles of positions
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in establishing the linguistic profiles of positions. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in the measures taken to guarantee that linguistic profiles established are suitable for the positions. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve the establishment of linguistic profiles of positions
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator C1.2: Staffing bilingual positions

The organization takes the necessary measures to ensure that the established linguistic profiles are met when staffing positions.

 
Maturity Level 1

Imperative staffing of bilingual positions is the norm within the organization.

Description of Level
The trend within the organization is to always staff bilingual positions on an imperative basis.
Types of Documents
  • Generic directives for imperative staffing of bilingual positions
  • Other
Types of Processes
  • Procedures for imperative staffing of bilingual positions
  • Other
Maturity Level 2

The organization’s approach to staffing bilingual positions integrates rules on imperative staffing. In addition, rules are in place so that in exceptional cases of non-imperative staffing, the necessary measures are taken to ensure that the language requirements related to the positions are met.

Description of Level
Level 1 Met + The organization has its own rules (e.g. policies, procedures or guidelines, or a message sent in a memo) defining and reiterating that imperative staffing of bilingual positions is the norm. It also has rules or measures in place for exceptional cases where it has to staff a position non-imperatively to ensure that the incumbent has the resources necessary to achieve the language level required, within the prescribed timeframe, and that administrative measures are in place to meet the needs related to the bilingual duties and tasks of the position in the meantime (e.g. the human resources sub-delegation tool stipulates that non-imperative staffing must be approved by senior management).
Types of Documents
  • Guidelines
  • Directives
  • Policies
  • Memos
  • Human resources sub-delegation tool
  • Delegation chart
  • Other
Types of Processes
  • Procedures for imperative and non-imperative staffing of bilingual positions
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that the rules on non-imperative staffing of bilingual positions are applied.

Description of Level
Level 2 Met + Control mechanisms (e.g. observations, interviews, auditing samples of bilingual staffing processes) are in place to ensure that the rules for staffing bilingual positions are applied.
Types of Documents
  • Documents attesting to the control mechanisms
  • Accountability framework
  • Other
Types of Processes
  • Control mechanism (e.g. observations, surveys, interviews, checklists)
  • Procedures for applying the rules for staffing bilingual positions
  • Other
Maturity Level 4

The organization periodically evaluates the effectiveness of its rules for non-imperative staffing and its capacity to staff imperatively. The organization analyzes any shortcomings identified and makes adjustments to correct them. The rules are modified as needed.

Description of Level
Level 3 Met + At this level, the information gathered regarding staffing of bilingual positions is analyzed to evaluate the effectiveness of the rules for non-imperative staffing and the organization’s capacity to staff bilingual positions imperatively. The organization modifies its approach and rules based on any shortcomings identified.
Types of Documents
  • Documents attesting to the follow-up and evaluation processes
  • Analysis or evaluation reports on the effectiveness of the rules and the organization’s capacity to staff positions imperatively
  • Action plan
  • Other
Types of Processes
  • Follow-up and evaluation processes to analyze the effectiveness of the rules and the organization’s capacity to staff positions imperatively
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in staffing bilingual positions. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation to develop its capacity to staff positions imperatively and to put in place rules for non-imperative staffing. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve the staffing of bilingual positions
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator C1.3: Recruitment measures

The organization takes measures to promote the equitable participation of English and French speaking Canadians in its recruitment processes. Recruitment processes refers to all activities intended to recruit new employees, such as job fairs, booths, competitions, etc.

 
Maturity Level 1

The organization acknowledges its llanguage obligations regarding recruitment measures. The organization takes measures to promote the equitable participation of both language groups, informally and on an ad hoc basis.

Description of Level
The organization acknowledges its obligations with regard to equitable participation (official languages policy or equivalent). Specific measures in this regard are not automatically taken, but measures may be taken in some cases.
Types of Documents
  • Document listing the organization's commitment to the Official Languages Policy of the Treasury Board of Canada Secretariat TB
  • Other
Types of Processes
  • Recruitment processes for supporting the equitable participation of both language groups
  • Other
Maturity Level 2

Human resources advisors are aware of the language obligations related to recruitment measures. They have the necessary expertise in this area and provide advice to managers and supervisors.

Description of Level
Level 1 Met + The organization ensures that human resources advisors are informed of the language obligations related to recruitment processes and has defined rules for managers and supervisors to consult them in this regard.
Types of Documents
  • Documents supporting recruitment for bilingual positions
  • Documents attesting to the training and orientation of human resources advisors regarding the language obligations associated with recruitment processes
  • Other
Types of Processes
  • Procedures for consulting human resources advisors regarding the language obligations associated with recruitment processes
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that managers systematically consult human resources advisors regarding recruitment measures to ensure equitable participation of both language groups.

Description of Level
Level 2 Met + Control mechanisms (e.g. observations, interviews, audits) are in place to ensure that managers and supervisors consult human resources advisors about recruitment measures.
Types of Documents
  • Documents attesting to the control mechanisms
  • Documents attesting to the consultation of human resources advisors about recruitment measures (e.g. e-mails, meeting agenda)
  • Other
Types of Processes
  • Procedures for consulting human resources advisors about recruitment measures
  • Control mechanism to ensure that managers and supervisors consult human resources advisors on recruitment measures (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates its recruitment processes and the measures it takes to ensure the equitable participation of both language groups. It corrects any shortcomings identified.

Description of Level
Level 3 Met + At this level, mechanisms are in place to review recruitment processes and measures taken to encourage equitable participation of both language groups. This information is analyzed to evaluate the effectiveness of these processes and measures. The organization modifies its rules and adapts its measures to address any shortcomings identified.
Types of Documents
  • Documents attesting to the control mechanisms
  • Analysis or evaluation report on recruitment processes and measures taken to encourage equitable participation of both language groups
  • Action plan
  • Directives on recruitment and measures taken to encourage equitable participation of both language groups
  • Other
Types of Processes
  • Control mechanism to review recruitment processes and measures taken to encourage equitable participation of both language groups (e.g. observations, surveys, interviews, checklists)
  • Follow-up and evaluation processes for recruitment processes and measures to encourage equitable participation of both language groups
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in its recruitment measures to ensure the equitable participation of both official language groups. It agrees to share its best practices and publicly reports on its results

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in the measures it takes to encourage equitable participating of both language groups in recruitment processes. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve recruitment measures
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Capability C2: Learning, training and development

Learning, training and development activities take the needs of the organization and its employees into account in order to meet language obligations.

Indicator C2.1: Language training and language competency transfer

The organization understands its needs and its employees’ needsFootnote 2 in terms of language training and language competency transfer, and takes the necessary measures to meet them.

 
Maturity Level 1

The organization identifies its language training and language competency transfer needs—as well as the measures to meet those needs—informally and on an ad hoc basis.

Description of Level
The organization provides language training and supports language competency transfer. Organization-wide, language training is offered on a case-by-case basis.
Types of Documents
  • Document related to language training
  • Document related to language competency transfer activities
  • Other
Types of Processes
  • Procedures for identifying and managing language training needs
  • Other
Maturity Level 2

Some of the organization’s units have procedures for systematically identifying their needs in terms of language training and language competency transfer and for taking the necessary measures to meet them.

Description of Level
Some of the organization’s units have a formal approach for identifying and managing language training needs and language competency transfer, both to fulfill their language obligations and for employees’ professional development. Rules and procedures are in place in this regard.
Types of Documents
  • Documents attesting to the evaluation of language training and language competency transfer needs (including follow-ups)
  • Evaluation plan
  • Other
Types of Processes
  • Procedures for systematically identifying and managing language training needs
  • Other
Maturity Level 3

Mechanisms are in place to identify the organization’s needs in terms of language training and language competency transfer and to take the necessary measures to meet them, throughout the organization.

Description of Level
There is a comprehensive, formal approach for identifying and managing language training and language competency transfer needs organization-wide.
Types of Documents
  • Documents attesting to the evaluation of language training and language competency transfer needs (including follow-ups)
  • Evaluation plan
  • Documents supporting resource allocation
  • Other
Types of Processes
  • Procedures for systematically identifying and managing language training and language competency transfer needs organization-wide
  • Other
Maturity Level 4

The organization reports on language training and language competency transfer.

Description of Level
Level 3 Met + The organization is able to draw a portrait of the general state of language training within the organization (e.g. which employees have received or requested language training, at what levels). It analyzes the state of the situation and modifies its approach as needed.
Types of Documents
  • Analysis or evaluation reports on organizational language training and language competency transfer (e.g. annual review)
  • Documents attesting to the general status of language training and language competency transfer (e.g. training management system, database)
  • Action plan
  • Other
Types of Processes
  • Control mechanism to draw a portrait of the general state of language training within the organization (e.g. observations, surveys, interviews, checklists)
  • Follow-up and evaluation processes for language training and language competency transfer within the organization
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in identifying language training needs and offering that training to employees. It agrees to share its best practices and publicly reports on its results. Language training is also an integral part of professional development programs and of short- and medium-term succession planning.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in the measures it takes to identify and manage language training needs. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and expertise.
The organization’s professional development programs incorporate language training needs, and the organization takes these needs into account in succession planning.
Types of Documents
  • Documents substantiating professional development programs
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve language training and language skills retention
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Processes for integrating the professional development program into organizational succession planning
  • Other
Indicator C2.2: Training on language rights and obligations

The organization provides training to managers and employees on their language rights and obligations.

 
Maturity Level 1

The organization informs managers and employees of their language rights and obligations on an informal and non systematic basis.

Description of Level
Not necessarily organization-wide; not carried out periodically. The organization does not talk about formal information sessions or training, but rather information is shared informally (e-mails, intranet messages or pages, posters, etc.).
Types of Documents
  • New employees kit
  • Reminders and correspondence regarding managers’ and employees’ language rights and obligations
  • Other
Types of Processes
  • New employee orientation regarding language rights and obligations
  • Other
Maturity Level 2

The organization offers training to managers and employees on their language rights and obligations.

Description of Level
Level 1 Met + Formal information sessions or training are/is offered organization-wide for all employees and managers in all work units.
Types of Documents
  • Training tools on managers’ and employees’ language rights and obligations
  • Documents substantiating the training or information sessions on managers’ and employees’ rights and obligations
  • Other
Types of Processes
  • Processes for accessing training or information sessions related to managers’ and employees’ language rights and obligations
  • Processes for planning training or information sessions related to managers’ and employees’ rights and obligations
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that managers and employees complete training on their language rights and obligations.

Description of Level
Level 2 Met + The organization has mechanisms (e.g. a dashboard) that allow it to identify the number of managers and employees enrolled and participating in the training offered.
Types of Documents
  • Documents substantiating the training on managers’ and employees’ official languages rights and obligations
  • Documents attesting to the monitoring mechanisms for identifying the number of managers and employees enrolled in the training offered
  • Other
Types of Processes
  • Procedure for training managers and employees on official languages
  • Control mechanism to ensure that managers and employees take training on their official languages rights and obligations (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization periodically monitors the training offered and adjusts the allocated resources and control mechanisms as needed.

Description of Level
Level 3 Met + The organization annually analyzes the data gathered using its control mechanisms (e.g. a dashboard) to plan, based on the results, the next training and adjust the resources allocated. It could also use the results of the analysis to modify its control mechanisms, as needed.
Types of Documents
  • Documents attesting to the monitoring mechanisms for the training offered
  • Analysis report on the results of the training offered
  • Action plan
  • Documents supporting the allocation of training resources
  • Other
Types of Processes
  • Control mechanism for planning the next trainings and adjusting the resources allocated (e.g. observations, surveys, interviews, checklists)
  • Follow-up and evaluation processes for training offered
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in the training it offers to managers and employees on their language rights and obligations. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in the training it offers to managers and employees on their language rights and obligations. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve training on language rights and obligations
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Capability C3: Language of work and people management

The organization takes the necessary measures to meet its language-of-work obligations.

Indicator C3.1: Supervision

The organization ensures that supervision is consistent with language requirements.

 
Maturity Level 1

The organization informs managers and supervisors with employees working in bilingual regions for language-of-work purposes of their responsibility to use the employees’ official language of choice when carrying out their supervisory role.

Description of Level
The organization takes measures (e.g. information sessions, trainings, e-mails, meetings) to inform managers and supervisors of their supervision-related language obligations. These measures are taken organization-wide so that all managers and supervisors are aware of their obligations.
Types of Documents
  • Documents attesting to the notification of managers and supervisors of their responsibility to supervise employees in their official language of choice (e.g. e mails)
  • Training kit for managers and supervisors specifically addressing official languages, supporting employee supervision
  • Other
Types of Processes
  • Procedures for notifying managers and supervisors of their supervision-related language obligations (e.g. information sessions)
  • Other
Maturity Level 2

Managers and supervisors have tools and resources to help them supervise employees working in bilingual regions for language-of-work purposes in the employees’ official language of choice.

Description of Level
Level 1 Met + Managers and supervisors have access to tools and resources (e.g. guides, manuals, training for language skills retention, coaching) to ensure that they are able to supervise their employees in accordance with their language obligations.
Types of Documents
  • Guides or manuals dealing specifically with official languages, supporting employee supervision
  • Other
Types of Processes
  • Training for managers and supervisors to ensure that they are able to supervise their employees in accordance with their language obligations
  • Other
Maturity Level 3

The performance agreements of managers and supervisors with employees working in bilingual regions for language-of-work purposes include objectives tied to supervision-related official languages obligations.

Description of Level
Level 2 Met + The organization has defined and incorporated performance objectives related to bilingual supervision in the performance agreements of managers and supervisors. The organization supports the achievement of these objectives by identifying resources.
Types of Documents
  • Wording of objectives in managers’ performance agreements
  • Documents supporting the allocation of resources related to bilingual supervision
  • Other
Types of Processes
  • Procedure for identifying bilingual supervision resources
  • Other
Maturity Level 4

The organization periodically evaluates managers’ and supervisors’ capacity to meet their supervision-related official languages obligations. It conducts a detailed analysis of the results and corrects any shortcomings identified.

Description of Level
Level 3 Met + The organization verifies that its managers and supervisors meet their supervision-related language obligations in order to draw an overall portrait and make any adjustments needed.
Types of Documents
  • Documents attesting to the monitoring mechanisms regarding managers’ and supervisors’ capacity to meet their supervision-related language obligations
  • Action plan
  • Documents supporting the allocation of resources related to bilingual supervision
  • Other
Types of Processes
  • Control mechanism to ensure that managers and supervisors fulfill their supervision-related language obligations (e.g. observations, surveys, interviews, checklists)
  • Follow-up and evaluation processes to draw an overall portrait of bilingual supervision within the organization
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in ensuring that employees who work in bilingual regions for language-of-work purposes are supervised in the official language of their choice. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in identifying and developing measures to ensure bilingual supervision of employees in bilingual regions for language-of-work purposes. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to ensure that supervision is consistent with language requirements
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator C3.2: Workplace

The organization creates a workplace that respects official languages requirements.

 
Maturity Level 1

The organization is committed to creating a workplace that upholds language requirements and the use of both official languages. Managers and employees are aware of this commitment.

Description of Level
This refers to the organization’s capacity to create a work environment that fosters adherence to all language of work requirements. Regardless of whether a region is designated bilingual or unilingual for language-of-work purposes, an environment that is conducive to the use of both official languages is in a better position to ensure that the rights of employees and the public are respected.
The organization formally states (e.g. in its internal directives or policies) this commitment and informs managers and employees.
Types of Documents
  • Guidelines
  • Directives
  • Policies
  • Memos
  • Other
Types of Processes
  • Procedures for creating a workplace conducive to the use of both official languages
  • Procedures for informing managers and employees of the organization’s commitment
  • Other
Maturity Level 2

The organization makes tools, guides or procedures available to managers, supervisors and employees to help them create a workplace that upholds language requirements and the use of both official languages.

Description of Level
Level 1 Met + The organization has established an official approach for supporting managers, supervisors and employees in creating a workplace that upholds language requirements and the use of both official languages. This approach is manifested in the form of tools, procedures and reminders.
Types of Documents
  • Guides or manuals attesting to the creation of a workplace conducive to the use of both official languages
  • Reminders and correspondence about maintaining a workplace conducive to the use of both official languages
  • Other
Types of Processes
  • Procedures for creating a workplace conducive to the use of both official languages
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that managers, supervisors and employees use the tools, follow the procedures and take specific measures to create a workplace that upholds language requirements and the use of both official languages.

Description of Level
Level 2 Met + The organization has mechanisms to ensure that the tools are used, procedures are followed and measures are taken in all units to create a workplace that upholds language requirements and the use of both official languages.
Types of Documents
  • Documents attesting to the control mechanisms
  • Accountability framework
  • Other
Types of Processes
  • Control mechanism to ensure that the tools are used, procedures are followed and measures are taken in all units to create a workplace that upholds language requirements and the use of both official languages (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates its capacity to create a workplace that upholds language requirements and the use of both official languages. It conducts a detailed analysis of the results and corrects any shortcomings identified.

Description of Level
Level 3 Met + The organization evaluates its workplace (e.g. via the Public Service Employee Survey), analyzes the results, and makes adjustments to its tools, procedures and measures to create a workplace that upholds language requirements and the use of both official languages.
Types of Documents
  • Documents attesting to the evaluation mechanisms
  • Analysis or evaluation reports
  • Action plan
  • Other
Types of Processes
  • Follow-up and evaluation processes to ensure that the tools are used, procedures are followed and measures are taken in all units to create a workplace that upholds language requirements and the use of both official languages
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in creating a workplace that upholds language requirements and the use of both official languages. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in identifying and developing measures to create a workplace that upholds language requirements and the use of both official languages. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to create a workplace that upholds language requirements
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator C3.3: Learning activities in both official languages

The organization respects official languages requirements in terms of learning activities.

 
Maturity Level 1

The organization recognizes that it has an obligation to ensure that, in bilingual regions for language-of-work purposes, professional training is provided in the employees’ official language of choice.

Description of Level
At this level, the organization officially acknowledges its obligation and commits to fulfilling it. For example, this obligation is recognized in guidelines and directives.
Types of Documents
  • Guidelines
  • Directives
  • Policies
  • Other
Types of Processes
  • New employee orientation
  • Procedure for accessing professional training
  • Other
Maturity Level 2

Managers inform employees of their right to receive training in their official language of choice. Managers also ensure that employees’ needs in this regard are effectively identified.

Description of Level
Level 1 Met + Managers take the necessary measures (e.g. in meetings, e-mails, learning plans) to ensure that employees are aware of their rights in this regard and to identify demand.
Types of Documents
  • New employee kit
  • Regular reminders to employees regarding their right to receive professional training in their official language of choice in bilingual regions for language-of-work purposes (e.g. e-mails, posters)
  • Documents supporting requests for professional training
  • Documents attesting to the procedures related to employees’ rights to receive professional training in the official language of their choice in bilingual regions for language-of-work purposes
  • Other
Types of Processes
  • Training or information sessions
  • Procedures related to employees’ rights to receive professional training in their official language of choice in bilingual regions for language-of-work purposes
  • Procedures for identifying employees’ need for professional training in the official language of their choice
  • Other
Maturity Level 3

The organization determines the resources needed to uphold employees’ right to receive training in the official language of their choice.

Description of Level
Level 2 Met + Based on the demand identified, the organization ensures that the necessary resources are allocated to uphold employees’ rights in this regard.
Types of Documents
  • Evaluation plan
  • Documents supporting the allocation of resources related to employees’ right to receive training in the official language of their choice
  • Other
Types of Processes
  • Procedures for allocating resources to uphold employees’ right to receive training in the official language of their choice
  • Other
Maturity Level 4

The organization periodically evaluates its capacity to ensure that, in bilingual regions for language-of-work purposes, employees can receive training in the official language of their choice.

Description of Level
Level 3 Met + The organization is able to draw an overall portrait of the training taken by its employees, by official language in which it was requested and received. It analyzes the state of the situation and modifies its approach as needed.
Types of Documents
  • Documents attesting to the evaluation mechanisms
  • Analysis or evaluation reports
  • Action plan
  • Other
Types of Processes
  • Control mechanism to ensure that, in bilingual regions for language-of-work-purposes, employees can receive training in the official language of their choice (e.g. observations, surveys, interviews, checklists)
  • Follow-up and evaluation processes for drawing an overall portrait of the training taken by the organization’s employees, by official language in which it was requested and received
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in providing learning activities to employees in both official languages. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in identifying needs and offering training to employees in both official languages. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to improve learning activities in both official languages
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator C3.4: Internal government communications

The organization ensures that communications within the organization and with other organizations respect official languages requirements. This applies to official communications made on behalf of a unit, branch or the organization as a whole, intended for a group of employees.

Excluded: one-on-one communications between employees, communications between managers and employees, etc.

 
Maturity Level 1

The organization informs its employees about language requirements that have to be met for internal government communications.

Description of Level
The emphasis is on employee information and awareness (e.g. e-mails, intranet) with regard to the language requirements to meet in internal communications.
Types of Documents
  • New employee kit
  • Reminders and correspondence regarding the language requirements to meet in internal communications
  • Other
Types of Processes
  • New employee orientation
  • Training or information session on language requirements to meet in internal communications
  • Other
Maturity Level 2

The organization has made tools and procedures available to employees to help them meet language requirements for internal government communications.

Description of Level
Level 1 Met + The organization has established an official approach to support its employees in internal communications. This approach is manifested in the form of tools, procedures and reminders.
Types of Documents
  • Tools facilitating adherence to language requirements in internal communications (e.g. templates)
  • Documents attesting to the procedures for upholding language requirements in internal communications
  • Other
Types of Processes
  • Training or information session regarding language requirements to meet in internal communications
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that the tools are used and procedures followed for internal government communications.

Description of Level
Level 2 Met + Control mechanisms (e.g. observations, surveys, interviews, checklists) are in place to ensure that the tools are used and procedures are followed organization-wide.
Types of Documents
  • Documents attesting to the control mechanisms to ensure that the tools are used and procedures are followed in internal government communications
  • Other
Types of Processes
  • Control mechanism (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization periodically evaluates internal government communications to ensure that they meet official languages requirements, and corrects any shortcomings identified.

Description of Level
Level 3 Met + At this level, the organization takes measures (e.g. evaluating a sample of internal communications) to ensure that internal communications meet language requirements. It analyzes any shortcomings identified and makes adjustments to correct them.
Types of Documents
  • Documents attesting to the evaluation mechanisms
  • Analysis or evaluation reports to ensure that internal communications meet language requirements
  • Action plan
  • Other
Types of Processes
  • Follow-up and evaluation processes to ensure that internal communications meet language requirements (e.g. evaluating a sample of internal communications)
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in taking language requirements into account for internal government communications. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in taking language requirements into account in its internal communications. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete initiative/measure to ensure that communications within the organization and with other organizations uphold language requirements
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other
Indicator C3.5: Procurement and development of tools and technologies

The organization takes language requirements into account when acquiring or developing tools and technologies to help employees in their daily tasks.

 
Maturity Level 1

The organization takes language requirements into account on an informal basis when acquiring or developing tools and technologies to help employees in their daily tasks.

Description of Level
The organization does not have rules (e.g. procedures, guidelines) orienting the procurement or development process for tools and technologies to ensure language requirements are taken into account. Specific measures in this regard are not automatically taken, but measures may be taken in some cases.
Types of Documents
  • Guides or manuals supporting the procurement or development of tools and technologies
Types of Processes
  • Procedures for the procurement or development of tools and technologies
  • Other
Maturity Level 2

The organization has made tools and procedures available to employees to help them take language requirements into account when acquiring or developing tools and technologies for employee use.

Description of Level
The organization has established an official approach for taking language requirements into account when acquiring or developing tools or technologies. This approach is manifested in the form of tools, procedures and reminders.
Types of Documents
  • Guides or manuals supporting procurement or development of tools or technologies
  • Reminders and correspondence regarding procurement or development of tools or technologies
  • Other
Types of Processes
  • Procedures for the procurement or development of tools or technologies
  • Other
Maturity Level 3

Control mechanisms are in place to ensure that the tools are used and procedures are followed within the organization when acquiring or developing tools and technologies for employee use.

Description of Level
Level 2 Met + Control mechanisms (e.g. observations, surveys, interviews, checklists) are in place to ensure that the tools are used and procedures are followed organization-wide.
Types of Documents
  • Documents attesting to the control mechanisms
  • Accountability framework
  • Other
Types of Processes
  • Control mechanism to ensure that tools are used and procedures are followed organization-wide (e.g. observations, surveys, interviews, checklists)
  • Other
Maturity Level 4

The organization evaluates its procurement and development processes for tools and technologies for employee use, and corrects any shortcomings identified.

Description of Level
Level 3 Met + At this level, the organization takes measures to ensure that language requirements are upheld during the procurement or development of tools or technologies. It analyzes any shortcomings identified and makes adjustments to correct them.
Types of Documents
  • Documents attesting to the control mechanisms
  • Analysis or evaluation reports on the procurement or development processes for tools or technologies for employee use
  • Action plan
  • Other
Types of Processes
  • Control mechanism to ensure that language requirements are upheld during the procurement or development of tools or technologies (e.g. observations, surveys, interviews, checklists)
  • Follow-up and evaluation processes for the procurement or development process for tools or technologies for employee use
  • Other
Maturity Level 5

The organization demonstrates leadership, innovation and creativity in taking language requirements into account in its procurement or development processes for tools and technologies for employee use. It agrees to share its best practices and publicly reports on its results.

Description of Level
Level 4 Met + The organization demonstrates an exceptional level of creativity and innovation in taking language requirements into account when acquiring or developing tools or technologies for employee use. In public reports and informal or formal exchanges (e.g. the Collection of Official Languages Resources, the Best Practices Forum on Official Languages), the organization does not hesitate to share its successes and experience.
Types of Documents
  • Public reports, presentations, etc.
  • Articles published, research projects, etc.
  • Other
Types of Processes
  • Concrete measure/initiative to take language requirements into account when acquiring or developing tools or technologies to help employees
  • Participation in informal exchanges (e.g. the Collection of Official Languages Resources)
  • Participation in formal exchanges (e.g. Best Practices Forum on Official Languages)
  • Other

Footnotes

Footnote 1

Media: Television, radio, social media, national, regional, weekly and daily newspapers, including minority media.
Formats: Print or digital

Return to footnote 1 referrer

Footnote 2

The organization’s language training needs are not necessarily the same as those of its employees (e.g. employees’ professional development for career advancement purposes vs. the organization’s need to fulfill its language obligations).

Return to footnote 2 referrer

 
 
 
 


Validation

Each year, the Office of the Commissioner will validate the self-assessment results of a selected number of organizations by reviewing the documents and data provided by the organizations to justify the level at which they have ranked themselves. The results will help the organizations and the Office of the Commissioner to better understand the level of maturity of official languages within these organizations.

 
 
 
 


Action plan

Although assessment is a key element that establishes the foundation for the OLMM process, the action plan is the critical part of the exercise. In an action plan, an organization can highlight the areas on which it wishes to focus its efforts and describe the strategy it has chosen to achieve the expected results. Ultimately, this step of the process supports the ongoing approach of progress and improvement that is central to the OLMM.

 
 
 
  
 

Tools and ressources

OLMM structure

 

Overview

Detailed

 

OLMM user guide

 
 
 

OLMM promotional poster

 
 
 
 
Date modified:
2019-07-23