2018–19 Departmental Results Report

 

The original version was signed by:

The Honourable Dominic LeBlanc, P.C., Q.C., M.P.
President of the Queen’s Privy Council for Canada

 

Commissioner’s message

Raymond Théberge

I am pleased to report on my office’s activities and results over the past year, which have been guided by my vision to:

  • urge federal institutions to break down the barriers that are preventing the objectives of the Official Languages Act from being met;
  • work with federal institutions and partners to ensure that the Action Plan for Official Languages achieves the expected outcomes; and
  • call on the federal government to provide ongoing leadership to undertake a meaningful modernization of the Official Languages Act.

My meetings and consultations with public servants, parliamentarians, politicians, business people, youth, researchers, and community leaders from coast to coast have helped broaden my perspective on the needs of communities and on the modernization of the Official Languages Act.

When tabling my 2018-2019 Annual Report in Parliament in May 2019, I also released my position on modernizing the Act and my recommendations to guide the government in this important exercise that it has committed to undertake. We can’t lose sight of the importance of implementing all parts of the Official Languages Act to give it full effect. It is clear, however, that this cannot be accomplished without making major amendments and structural changes, which would have a real and tangible effect on the equality of status and use of English and French in Canadian society and on the vitality of official languages minority communities.

In the past year, I have also successfully completed several challenging investigations and intervened in Federal Court to defend and advance language rights. I also appeared before parliamentary committees to discuss the status of the Francophonie and to present my vision of a modernized Act.

In addition, I tabled in May 2018 a Special Report on the modernization of the Official Languages (Communications with and Services to the Public) Regulations to identify the shortcomings in the Regulations, which have an impact on the delivery of services to the public in the language of their choice.

In February 2019, I released a study on the French second-language education teacher shortage and called on the government to lead a national strategy to help address the problem. Ensuring access to opportunities for Canadians to learn their second official language is a key to promoting the use of English and French in Canadian society and in the federal public service.

In promoting and protecting language rights, it is important to be innovative and to provide the federal public service with useful and effective tools to help it meet its official languages obligations. In an effort to address systemic issues that cannot always be resolved through complaints and investigations and help federal institutions remove barriers to meet the objectives set out in the Act my office launched a new diagnostic tool—the Official Languages Maturity Model.

The online tool will enable federal institutions to determine the extent to which official languages are part of their activities, and they will be better equipped to identify their strengths and weaknesses, as well as the steps to take in order to improve, with the ultimate goal of serving Canadians better.

Compliance with the Act helps to ensure that quality services are provided to the Canadian public in both official languages. It takes leadership and commitment within federal institutions to respect the Act. We all have a role to play in promoting respect for our official languages, but most of all, we need to show respect toward one another and the public that we serve.

Raymond Théberge

Results at a glance

Actual spending
Total actual spending for 2018-2019
(dollars)
Actual full-time equivalents
for 2018-2019
$21,902,520 168

Core Responsibility 1: Protection of Official Languages Rights

  • The Office of the Commissioner is committed to protecting official languages rights.
    • The Office of the Commissioner received 1,087 complaints over the past year, leading to 649 investigations. The Office of the Commissioner also completed 639 investigations and 102 follow-ups on recommendations issued as part of investigations.
    • Cross-sectoral initiatives were implemented to facilitate collaboration on official languages issues. The purpose of these initiatives is to adopt integrated approaches to managing these issues.
    • “LEAN” culture principles continued to be applied to activities to improve services to Canadians by making work processes more effective.
  • The Office of the Commissioner is also committed to ensuring that the Commissioner’s interventions before the courts benefit the Canadian population.
    • The Commissioner intervened in two appeals before the Supreme Court of Canada, namely Mazraani v. Industrial Insurance Alliance and Financial Insurance Services Inc., et al., which provided clarification on the responsibilities of the federal courts, judges and lawyers with respect to the language of hearings before the federal courts and confirmed the fundamental character of the right to a trial in one’s own language, as well as Bessette v. British Columbia (Attorney General), which confirmed the fundamental character of the right to a trial in the official language of one’s choice;
    • The Commissioner also filed an appeal with the Federal Court of Appeal from a decision of the Federal Court in FFCB v. Canada (Employment and Social Development), which addressed rights in terms of the language of communications with and services to the public, and the duty to take positive measures as part of transfer payment agreements between the federal government and the Province of British Columbia;
    • Finally, the Commissioner requested, and obtained, intervenor status in two Federal Court cases, namely Michel and Lynda Thibodeau v. Air Canada as well as Michel Thibodeau v. Halifax International Airport Authority.

Core Responsibility 2: Advancement of English and French in Canadian society

  • The Office of the Commissioner is committed to making Canadians aware of their language rights and those of official language minority communities and ensuring that they recognize the importance of linguistic duality and bilingualism.
    • The Office of the Commissioner addressed the issue of second-language immersion and instruction, notably with the publication of its study on challenges in French-as-a-second-language education teacher supply and demand in Canada.
    • The Office of the Commissioner developed a renewed approach to monitoring and assessment activities related to the implementation of the Action Plan for Official Languages 2018–2023, in order to intervene in matters of importance to official language minority communities.
  • Moreover, the Office of the Commissioner is committed to continuing the dialogue on the Official Languages Act to influence decision makers in Parliament, in government and in communities.
    • The Commissioner tabled a special report to Parliament on the review of the Official Languages (Communications with and Services to the Public) Regulations, which recommends incorporating five principles into the new regulations developed by the government; the Commissioner also intervened with the government following the publication of the draft Regulations to take a stance on its contents and make specific recommendations.
    • The Commissioner took a position on the modernization of the Official Languages Act by holding pan-Canadian consultations with members of the public on the need to modernize the Act and by releasing a vision document and a position paper for a modernized act that is current, dynamic and robust.
    • The Commissioner intervened with federal and provincial officials concerning the language crisis in Ontario and the situation of Canada’s Francophonie.

For more information on the Office of the Commissioner of Official Languages’ plans, priorities and results achieved, see the “Results: what we achieved” section of this report

Results: what we achieved

Core Responsibilities

Protection of Language Rights

Description

Under this core responsibility, the Office of the Commissioner investigates complaints filed by citizens who believe their language rights have not been respected, evaluates compliance with the Official Languages Act by federal institutions and other organizations subject to the Act through performance measurements and audits, and intervenes proactively to prevent non-compliance with the Act. As well, the Commissioner may intervene before the courts in cases that deal with non-compliance with the Official Languages Act and to protect language rights under the Canadian Charter of Rights and Freedoms.

Results

The Office of the Commissioner received 1,087 complaints over the past year. These complaints led to 649 investigations. Moreover, the Office of the Commissioner completed 639 investigations and 102 follow-ups on recommendations issued as part of investigations.

Cross-sectoral initiatives were implemented to facilitate collaboration on various issues. The purpose of these initiatives is to take integrated approaches to managing issues related to official languages. Also, strategies to manage systemic official languages issues were put in place. This includes, for section 91 complaints, the identification of systemic issues and possible solutions, and the strategic management of follow-ups to investigation recommendations, such as in the case of issues raised by complaints against Air Canada.

“LEAN” culture principles continued to be applied to various activities to make the experience of Canadians who file a complaint as pleasant as possible, and to improve work processes, including the complaints process, in order to make them more effective.

The Office of the Commissioner conducted observations of services provided to the public in 13 federal institutions, shedding light on their strengths and weaknesses with respect to their obligations under the Official Languages Act (Part IV of the Act).

The Commissioner intervened in two appeals before the Supreme Court of Canada, namely Mazraani v. Industrial Insurance Alliance and Financial Insurance Services Inc., et al., which provided clarification on the responsibilities of the federal courts, judges and lawyers with respect to the language of hearings before the federal courts and confirmed the fundamental character of the right to a trial in one’s own language, as well as Bessette v. British Columbia (Attorney General), which confirmed the fundamental character of the right to a trial in the official language of one’s choice.
The Commissioner also filed an appeal with the Federal Court of Appeal from a decision of the Federal Court in FFCB v. Canada (Employment and Social Development), which addressed rights in terms of the language of communications with and services to the public and the duty to take positive measures as part of transfer payment agreements between the federal government and the Province of British Columbia.

Finally, the Commissioner requested, and obtained, intervenor status in two Federal Court cases, namely Michel and Lynda Thibodeau v. Air Canada as well as Michel Thibodeau v. Halifax International Airport Authority.

Results achieved
Departmental results Departmental performance indicators Target Date to achieve target 2018-2019 Actual results 2017-2018 Actual results 2016-2017
Actual results
Official language rights are protected. Percentage of the Commissioner’s recommendations made in response to the gaps identified through audit and investigation reports that were implemented. 60% March 2019 80% This indicator was amended in 2018-2019. This indicator was amended in 2018-2019.
Official language rights are protected. Percentage of complaints and enquiries processed within the timelines set out by the service standards. 70% March 2019 49%Footnote 1 This indicator was amended in 2018-2019. This indicator was amended in 2018-2019.
The Canadian population benefits from the Commissioner’s interventions before the courts. Percentage of legal proceedings involving the Commissioner that had a positive impact on the interpretation or application of the Official Languages Act or the Charter. 60%Footnote * March 2019 66% 75% 72%
Budgetary financial resources (dollars)
2018–2019
Main Estimates
2018–2019
Planned spending
2018–2019
Total authorities available for use
2018–2019
Actual spending
(authorities used)
2018–2019
Difference
(Actual spending minus Planned spending)
7,448,906 7,448,906 8,212,996 7,935,758 486,852
Human resources (full-time equivalents)
2018–2019
Planned full-time equivalents
2018–2019
Actual full-time equivalents
2018–2019
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
65 70 5

Advancement of English and French in Canadian society

Description

Under the core responsibility, the Office of the Commissioner works with parliamentarians, federal institutions and other organizations subject to the Official Languages Act, official language communities and the Canadian public in promoting linguistic duality. The Office of the Commissioner builds links between federal institutions, official language communities and the different levels of government to help them better understand the needs of official language communities, the importance of bilingualism and the value of respecting Canada’s linguistic duality. To fulfil its promotion role, the Office of the Commissioner conducts research, studies and public awareness activities and intervenes with senior federal officials so that they instil a change in culture to fully integrate linguistic duality in their organizations.

Results

In 2018-2019, the Office of the Commissioner continued its promotional efforts by giving presentations in French-language and French-immersion schools across the country. In total, the Office of the Commissioner’s staff gave 93 school presentations to 2,550 young Canadians. The presentations to French-immersion classes highlighted the benefits of bilingualism and linguistic duality as a Canadian value. The presentations to minority communities focused more on language rights.

The Office of the Commissioner also gave presentations and held workshops for over 1,166 public servants across Canada on various topics relating to the Official Languages Act, such as language-of-work rights and obligations, active offer of service in offices designated bilingual for service to the public and the holding of bilingual meetings.

With regard to research activities, the Office of the Commissioner conducted a survey on the linguistic insecurity of public servants as well as a study on socio-economic and demolinguistic trends since 1969. The results of these studies will be available in the next fiscal year.

The Commissioner appeared before the Standing Senate Committee on Official Languages and the House of Commons Standing Committee on Official Languages on three occasions to give his perspective on a variety of subjects, including the Office of the Commissioner’s annual report, the modernization of the Official Languages Act and thestatus of Canada’s Francophonie.

On-line and in-person consultations were also held as part of the Office of the Commissioner’s work with respect to the modernization of the Official Languages Act.

  • Close to 4,200 on-line questionnaires were completed. A strong majority of respondents (70%) felt that the Act needs to be updated to better reflect the realities of today.
  • For in-person consultations, the Office of the Commissioner met with more than 300 people in the course of its work.
Results achieved
Departmental results Departmental performance indicators Target Date to achieve target 2018-2019 Actual results 2017-2018 Actual results 2016-2017
Actual results
Canadians are aware of their language rights and those of official language minority communities and recognize the importance of linguistic duality and bilingualism. Number of Canadians who have been informed of issues related to the Official Languages Act. 20,000 March 2019 440,074
Details:Footnote 2 
On-line reports: 34,807
Office of the Commissioner’s website: 398,136
Facebook: 4,349  
Twitter: 6,340
YouTube: 2,142
This indicator was added in 2018-2019. This indicator was added in 2018-2019.
Canadians are aware of their language rights and those of official language minority communities and recognize the importance of linguistic duality and bilingualism. Percentage of Canadians who are in favour of linguistic duality and bilingualism (measured every five years). 73% March 2021 Data available as of 2021 This indicator was added in 2018-2019. This indicator was added in 2018-2019.
The Commissioner influences decision makers in Parliament, in government and in communities on issues related to the Official Languages Act. Number of parliamentary deliberations making reference to the Official Languages Act and/or the Office of the Commissioner of Official Languages, and in particular, its reports and recommendations. To be determined by March 2019 March 2019 32 This indicator was added in 2018-2019. This indicator was added in 2018-2019.
The Commissioner influences decision makers in Parliament, in government and in communities on issues related to the Official Languages Act. Percentage of recommendations from the Annual Report and research reports prepared by the Office of the Commissioner of Official Languages that were implemented. 60% March 2019 N/AFootnote 3 This indicator was amended in 2018-2019. This indicator was amended in 2018-2019.
Budgetary financial resources (dollars)
2018-2019
Main Estimates
2018-2019 Planned spending 2018-2019
Total authorities available for use
2018-2019
Actual spending
(authorities used)
2018-2019 Difference
(Actual spending minus Planned spending)
7,023,254 7,023,254 7,450,666 7,199,161 175,907
Human resources (full-time equivalents)
2018-2019
Planned full-time equivalents
2018-2019
Actual full-time equivalents
2018-2019
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
57 56 (1)

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are as follows:

  • Acquisition Management Services
  • Communications Services
  • Financial Management Services
  • Human Resources Management Services
  • Information Management Services
  • Information Technology Services
  • Legal Services
  • Materiel Management Services
  • Management and Oversight Services
  • Real Property Management Services

However, since legal remedies are set out in the Official Languages Act, legal services are excluded from the Office of the Commissioner’s internal services and are an integral part of the Protection of Language Rights Program. As well, given their specific mandate, the Office of the Commissioner’s Communications Services are not included in Internal Services, but rather form part of Program 1.2 – Promotion of Linguistic Duality.

Results

In fall 2018, the Commissioner completed the Vision 2025 exercise and in so doing established in its strategic plan the four organizational priorities for the next seven years. All of the branches worked to develop a three-year strategic map and a one-year operational plan that includes all of the strategic initiatives that will be implemented to meet organizational priorities.

The organization also made significant efforts to implement the Official Languages Maturity Model, and particularly to develop the on-line tool. The tool, which is now available, allows federal institutions to clearly identify their official languages strengths and weaknesses.

The Office of the Commissioner also approved the integration of a “LEAN” culture into all of its programs. A corporate centre of expertise was approved and will be put in place over the next year.

Budgetary financial resources (dollars)
2018-2019 Main Estimates 2018-2019
Planned spending
2018-2019
Total authorities available for use
2018-2019
Actual spending
(authorities used)
2018-2019 Difference
(Actual spending minus Planned spending)
6,810,428 6,810,428 7,004,030 6,767,601 (42,827)
Human resources (full-time equivalents)
2018-2019
Planned full-time equivalents
2018-2019
Actual full-time equivalents
2018-2019
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
41 42 1

Analysis of trends in spending and human resources

Actual expenditures

Departmental spending trend graph (In thousands of dollars)
  2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Total 20,435 21,047 21,903 21,403 21,403 21,403
Voted 18,330 18,928 19,746 19,134 19,134 19,134
Statutory 2,105 2,119 2,157 2,269 2,269 2,269
Budgetary performance summary for Core Responsibilities and Internal Services (dollars)
Core Responsibilities and Internal Services 2018–2019
Main Estimates
2018–2019
Planned spending
2019–2020
Planned spending
2020–2021
Planned spending
2018–2019
Total authorities available for use
2018–2019
Actual spending (authorities used)
2017–2018 Actual spending (authorities used) 2016–2017
Actual spending (authorities used)
Protection of Official Languages Rights 7,448,906 7,448,906 7,491,164 7,491,164 8,212,996 7,935,758 7,468,645 7,554,792
Advancement of Official Languages 7,023,254 7,023,254 7,063,097 7,063,097 7,450,666 7,199,161 7,403,591 6,638,658
Subtotal 14,472,160 14,472,160 14,554,261 14,554,261 15,663,662 15,134,919 14,872,236 14,193,450
Internal Services 6,810,428 6,810,428 6,849,064 6,849,064 7,004,030 6,767,601 6,175,354 6,241,270
Total 21,282,588 21,282,588 21,403,325 21,403,325 22,667,692 21,902,520 21,047,590 20,434,720

The increase in actual spending is due to an increase in FTEs as shown in the actual human resources table, and to the retroactive payments issued to management following the signing of labour agreements between the employer and employees.

Actual human resources

Human resources summary for Core Responsibilities and Internal Services (full-time equivalents)
Core Responsibilities and Internal Services 2016-2017
Actual full-time equivalents
2017-2018
Actual full-time equivalents
2018-2019
Planned full-time equivalents
2018-2019
Actual full-time equivalents
2019-2020
Planned full-time equivalents
2020-2021
Planned full-time equivalents
Protection of Official Languages Rights 63 65 65 70 65 65
Advancement of Official Languages 54 53 57 56 56 56
Subtotal 117 118 122 126 121 121
Internal Services 41 41 41 42 44 44
Total 158 159 163 168 165 165

The increase in full-time equivalents compared to previous years and what was forecast was mainly in the Protection of Official Languages Rights, which saw a significant increase in the number of complaints in recent years. A new staffing strategy resulted in all vacant positions being filled.

Expenditures by vote

For information on the Office of the Commissioner of Official Languages’ organizational voted and statutory expenditures, consult the Public Accounts of Canada 2018–2019.

Government of Canada spending and activities

Information on the alignment of the Office of the Commissioner of Official Languages’ spending with the Government of Canada’s spending and activities is available in the GC InfoBase.

Financial statements and financial statements highlights

Financial statements

The Office of the Commissioner of Official Languages’ financial statements for the year ended March 31, 2019.

Financial statements highlights

Condensed Statement of Operations (unaudited) for the year ended March 31, 2019 (dollars)
Financial information  2018-2019
Planned results
2018-2019 Actual results  2017-2018 Actual results Difference (2018-2019 actual results minus 2018-2019 planned results) Difference (2018-2019 actual results minus 2017-2018 actual results)
Total expenses 24,532,276 24,751,872 24,116,648 219,596 635,224
Total revenues - - - - -
Net cost of operations before government funding and transfers 24,532,276 24,751,872 24,116,648 219,596 635,224
Condensed Statement of Financial Position (unaudited) as of March 31, 2019 (dollars)
Financial information 2018-2019 2017-2018 Difference
(2018-2019 minus
2017-2018)
Total net liabilities 4,094,015 3,674,437 419,578
Total net financial assets 2,968,344 2,467,791 500,553
Office of the Commissioner’s net debt 1,125,671 1,206,646 (80,975)
Total non-financial assets 2,124,042 2,050,790 73,252
Office of the Commissioner’s net financial position 998,371 844,144 154,227
Assets by type
Assets by type
Assets Consolidated Revenue Fund Accounts receivable and advances Prepaid expenses Tangible capital assets
Percentage (%) 53% 5% 3% 39%

Total assets were $5,092,386 at the end of 2018-2019, representing an increase of $573,805 (13%) from the previous year’s total assets of $4,518,581. Of that amount, the Consolidated Revenue Fund totalled $2,694,330 (53%) and tangible capital assets represented $1,962,368 (39%). Accounts receivable and advances, and prepaid expenses accounted for 5% and 3% of total assets, respectively.

Liabilites by type
Liabilites by type
Liabilites Accounts payable and accrued liabilities Accrued salaries Vacation pay and compensatory leave Employee future benefits
Percentage (%) 31% 42% 22% 5%

Total liabilities were $4,094,015 at the end of 2018-2019, an increase of $419,578 (11%) from the previous year’s $3,674,437. Accounts payable and accrued liabilities as well as accrued salaries represented the largest portion of the total liabilities, at $2,977,597 (73%). Vacation leave and compensatory leave, and employee future benefits accounted for 22% and 5% of total liabilities, respectively.

Expenses - Where funds go
Expenses - Where funds go
Expenses Protection of linguistic rights Promotion of linguistic duality Internal services
Percentage (%) 38% 33% 29%

The Office of the Commissioner’s total expenses were $24,751,872 in 2018-2019. The lion’s share of the funds was spent on the Office of the Commissioner’s programs ($17,501,041), while internal services represented $7,250,831, or 29%, of total expenses.

Supplementary information

Corporate information

Organizational profile

Commissioner:
Raymond Théberge
Enabling instrument:
Subsection 56(1) of the Official Languages Act
Year of incorporation/ commencement:
1970
Other:
The Commissioner of Official Languages is appointed by commission under the Great Seal, after approval by resolution of the House of Commons and the Senate. The Commissioner reports directly to Parliament.

Raison d’être, mandate and role: who we are and what we do

Raison d’être

The Commissioner of Official Languages oversees the full implementation of the Official Languages Act,protects the language rights of Canadians and promotes linguistic duality.

Mandate and role

Section 56 of the Official Languages Act states:

It is the duty of the Commissioner to take all actions and measures within the authority of the Commissioner with a view to ensuring recognition of the status of each of the official languages and compliance with the spirit and intent of this Act in the administration of the affairs of federal institutions, including any of their activities relating to the advancement of English and French in Canadian society.

Under the Act, therefore, the Commissioner is required to take every measure within his or her power to ensure that the three main objectives of the Official Languages Act are met:

  • Ensure the equality of the status and use of English and French in Parliament, the Government of Canada, the federal administration and the institutions subject to the Act.
  • Support the development of official language minority communities in Canada.
  • Advance the equality of English and French in Canadian society.

Operating context and key risks

Operating context

The 2018–19 fiscal year was one of transition for the Office of the Commissioner of Official Languages. Mr. Théberge completed his first year as Commissioner. This period was an opportunity for him to define the organization’s strategic directions for the next seven years. Finally, the Office of the Commissioner carried out numerous activities during the year to address various issues related to official languages.

External context

As part of the 50th anniversary of the Official Languages Act, the Commissioner was invited to participate in initiatives organized by key stakeholders across the country. The Office of the Commissioner served on a number of committees celebrating the 50th anniversary of the Official Languages Act.

In 2018-2019, the Office of the Commissioner concluded its pan-Canadian public consultations aimed at gaining the perspective of stakeholders and members of the public regarding the modernization of the Official Languages Act.

In December 2018, the Commissioner shared his analysis and addressed concerns specific to key stakeholders following the tabling of the draft Official Languages (Communications with and Services to the Public) Regulations.

The Office of the Commissioner examined public-sector initiatives on open government and the use of digital delivery channels by the government. In its 2018–2019 Annual Report, the Office of the Commissioner encouraged the government to demonstrate leadership with regard to official languages and open government, including at the international level.

Internal context

In fall 2018, the Commissioner notified the organization of the three priorities he intends to pursue during his mandate as part of a strategic planning exercise called Vision 2025:

  • Convince federal institutions to eliminate obstacles to achieving the objectives of the Official Languages Act.
  • Intervene with federal institutions and partners to achieve the results set out in the Action Plan for Official Languages.
  • Provide continuing leadership to ensure that the government truly modernizes the Official Languages Act.

In addition to the three priorities of Vision 2025, the Commissioner established a fourth priority that focuses on the development of a culture of continuous improvement, collaboration and value for money within the Office of the Commissioner.

The organization began committing resources for these four priorities throughout the year, while continuing with activities supporting the Office of the Commissioner’s overall mandate.

The increasing number of complaints received by the Office of the Commissioner helped to galvanize support for innovation and efficiency within the organization, including through the development and implementation of strategies to address systemic issues related to official languages. The Office of the Commissioner was also involved in numerous legal proceedings related to complaints.

Key risks
Risks Risk response strategy and effectiveness Link to the department’s core responsibilities Link to mandate letter commitments and to any government-wide or departmental priorities
  • Risk No. 1: Changes to operational priorities, processes and objectives
  • Changes to the volume of work, the work environment and priorities will impact strategic and operational plans.
  • In 2018-2019, the organization completed the visioning exercise for the next seven years (Vision 2025). Through employee engagement and the support of the Vision 2025 working group, the Commissioner defined the key areas (priorities) his attention will be focused on over the next few years and the ways in which the Office of the Commissioner can continue to exert influence on linguistic duality in federal institutions and in Canadian society to ensure the vitality of official language communities.
  • The Office of the Commissioner’s 2019–2025 strategic plan includes the Vision 2025 key areas and takes into account potential changes to the organization’s priorities stemming from external stakeholder reports and regulatory shifts.
  • The Vision 2025 strategic map provides flexibility for the Office of the Commissioner by establishing its key activities in the context of the strategic planning process so it can adapt to these organizational changes.
  • Protection of Official Languages Rights
  • Advancement of Official Languages
N/A
  • Risk No. 2: Office of the Commissioner’s reputation to support its mandate
  • There is a risk that the Office of the Commissioner will not be able to maintain its reputation to support its mandate.
  • In 2018-2019, the organization completed the visioning exercise for the next seven years (Vision 2025). Through employee engagement and the support of the Vision 2025 working group, the Commissioner defined the key areas (priorities) his attention will be focused on over the next few years and the ways in which the Office of the Commissioner can continue to exert influence on linguistic duality in federal institutions and in Canadian society to ensure the vitality of official language communities.
  • The Office of the Commissioner’s Directors’ Business Committee was created to define and implement intervention strategies with federal institutions to inform them and help them to be better able to comply with their obligations under the Official Languages Act.
  • The Office of the Commissioner finalized the Official Languages Maturity Model (OLMM)—a tool that will provide a more integrated and horizontal perspective on official languages. Institutions using the OLMM will be better equipped to identify their official languages strengths and weaknesses based on concrete examples, and they will be able to determine how they can integrate official languages into their decision-making and operational processes more effectively and better meet their obligations under the Official Languages Act. The tool was launched in June 2019.
  • Protection of Official Languages Rights
  • Advancement of Official Languages
N/A

Reporting Framework

The Office of the Commissioner’s Departmental Results Framework and Program Inventory of record for 2018–19 are shown below.

Graphical presentation of Departmental Results Framework and Program Inventory
Graphical presentation of Departmental Results Framework and Program Inventory, text version below.
Text version of Departmental Results Framework and Program Inventory
  • Departmental Results Framework
    • Core Responsibility: Rights related to official languages are protected
      • Rights related of official languages are protected
        • Percentage of the Commissioner’s recommendations made in response to deficiencies identified through audit and investigation reports that have been implemented.
        • Percentage of complaints and inquiries processed within the timelines set out by the service standards.
      • Canadians benefit from the Commissioner’s interventions before the courts.
        • Percentage of remedies involving the Commissioner that had a positive impact on the interpretation or the application of the Official Languages Act or the Canadian Charter of Rights and Freedoms.
    • Core Responsibility: Advancement of English and French in Canadian society
      • Canadians know their language rights and those of official languages communities and they recognize the importance of linguistic duality and bilingualism
        • Number of Canadians who have been informed of issues related to the Official Languages Act.
        • Percentage of public support for linguistic duality and bilingualism (measured every 5 years)
      • The Commissioner influences decision-makers in Parliament, government and communities on issues relating to the Official Languages Act.
        • Number of parliamentary deliberations making reference to the Official Languages Act and/or reports and recommendations made by the Office of the Commissioner of Official Languages.
        • Proportion of recommendations from the annual report and research reports prepared by the Office of the Commissioner of Official Languages that were implemented.
  • Internal Services
  • Program Inventory
    • Core Responsibility: Rights related to official languages are protected
      • Protection of Official Languages Rights
    • Core Responsibility: Advancement of English and French in Canadian society
      • Advancement of Official Languages

Supporting information on the Program Inventory

Financial, human resources and performance information for the Office of the Comissioner's Program Inventory is avaliable in the GC InfoBase.

Supplementary information tables

Departmental Sustainable Development Strategy

Target 7.2: Green Procurement

As of April 1, 2014, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.

Scope and Context

The Office of the Commissioner of Official Languages (OCOL) procures over $5 million in goods and services per year, in multiple commodity categories. Although greening of our procurement can be integrated throughout our activities, OCOL is focusing on three prospective areas for greening its procurement: using standing offers for purchase of goods; replacing desktop computers with laptops to reduce energy consumption; and using recycled photocopy paper.

Performance Measurement
Expected result

Environmentally responsible acquisition, use and disposal of goods and services.

Performance indicator Targeted performance results
Departmental approach to further the implementation of the Policy on Green Procurement in place. OCOL has integrated green procurement criteria in its procurement request forms.
Number and percentage of specialists in procurement and/or materiel management who have completed the Canada School of Public Service Green Procurement course or equivalent, in 2018-19. 2
100%
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution towards green procurement, in 2018-19. 1
100%
Departmental green procurement target

Regular use of standing offers for purchasing office equipment that is environment friendly.

Performance indicator Targeted performance level
All requests for office equipment to be processed by the Procurement Section. 100%
Departmental green procurement target

Reduce energy consumption by replacing desktop computers with laptops

Performance indicator Targeted performance level
Desktop computers have been replaced by laptops for all employees. 100%
Departmental green procurement target

Use of photocopy paper with a 30% recycled content.

Performance indicator Targeted performance level
All photocopy paper purchased has 30% recycled content. 95%
Achieved
Implementation strategy element or best practice Targeted performance level
7.2.1.5. Leverage common use procurement instruments where available and feasible. Achieved

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax ExpendituresFootnote iv. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

For further information, contact us.

Appendix: definitions

appropriation
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Plan
A report on the plans and expected performance of an appropriated department over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Results Report
A report on an appropriated department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
experimentation
Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.
full-time equivalent
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA+)
An analytical process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.
government-wide priorities
For the purpose of the 2018–19 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.
horizontal initiative
An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.
Management, Resources and Results Structure (structure de gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
plan
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
priority
A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s) or Departmental Results.
program
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
Program Alignment Architecture
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
result
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
target
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
Date modified:
2020-02-26