Management (15%)

a) An accountability framework, an action plan and accountability mechanisms are in place (5%)

Citizenship and Immigration Canada (CIC) has an accountability framework that sets out the roles and responsibilities for official languages (OL), particularly in regard to the OL Champion, managers and employees. The roles and responsibilities of the functional authority for OL are set out in the section concerning the Human Resources Branch. The roles and responsibilities for planning, reporting, access to information and ministerial inquiries include those of the coordinator for Part VII of the Official Languages Act (the Act). The accountability framework describes the manner in which responsibilities under Parts IV, V, VI and VII of the Act are to be carried out, and includes coordination mechanisms and information on how the persons responsible are held accountable. The Executive Committee approved the framework in 2002. It will be reviewed and updated over the course of 2007.

CIC has an action plan in place for Parts IV, V and VI that was approved by the Executive Committee. This plan contains objectives and timelines. A draft of a new three-year plan for 2007-2010 has been prepared and should be approved in early fiscal year 2007-2008. CIC also has an action plan in place for 2006-2009 on the implementation of Part VII of the Act.

CIC uses various mechanisms to measure the achievement of objectives under the action plans for Parts IV, V, VI and VII. The management agreements for senior managers include OL objectives. In addition, CIC uses PeopleSoft, and Position and Classification Information System (PCIS) reports, as well as the Human Resources Balanced Scorecard to better understand the overall status of OL in the organization. Annual reports submitted to the Public Service Human Resources Management Agency of Canada (PSHRMAC), the Public Service Commission and Canadian Heritage also contribute to better awareness of the status of OL. Finally, the 2007-2010 Human Resources Planning Guide takes OL objectives into account and provides information on progress monitoring.

A

b) Visibility of official languages in the organization (5%)

OL objectives are taken into account in integrated human resources (HR) strategic planning. Given CIC's mandate, developing an OL and diversity strategy is a priority. This strategy requires all CIC branches and business lines to draw up business plans that take OL into account.

The Department's 2005-2006 Performance Report addresses OL at various points, and highlights such activities as the implementation of the federal government's Action Plan on Official Languages.

The 2006-2007 Report on Plans and Priorities links the successful integration of newcomers and the promotion of Canadian citizenship to the federal government's strategic objective of creating a diverse society that fosters linguistic duality and social inclusion.

OL considerations are integrated into internal audit activities. This year, OL criteria are scheduled to be included in the audit of CIC compliance with legislation on HR management. The audit will begin by the end of the fiscal year and will continue into 2007-2008. In addition, an OL analytical framework has been incorporated into the audit criteria for local offices and foreign missions.

Official languages are a regular topic of discussion for the Executive Committee, the Management Accountability Committee and the CIC Management Committee. For example, in November 2006, the Executive Committee discussed the employment equity and diversity program. Discussions dealt mainly with barriers to language training for employment equity groups. The OL Champion is an assistant deputy minister and a member of all CIC management boards. The Co-champion is the Director General of Human Resources and the OL Champion for the HR community throughout the entire public service.

The OL Champion, the team responsible for Parts IV, V and VI of the Act, the coordinator for Part VII of the Act, and other colleagues who deal with OL meet to develop the annual reports submitted to PSHRMAC and Canadian Heritage, to prepare for the Performance Report Card interview with the Office of the Commissioner of Official Languages (OCOL), and to prepare for the appearances of the Minister, Deputy Minister and OL Champion before the House of Commons. Additional meetings with these participants are arranged when required.

A

c) Complaints (5%)

The respective coordinators for the different parts of the Act deal with OL complaints. They contact the managers and directors directly involved in the dispute to collect and analyze the information and determine corrective measures. Responses to complaints are shared with managers and directors for approval. Managers and directors are then responsible for implementing the corrective measures required to remedy the situation that gave rise to the complaint. Senior management is always informed of complaints, and is asked to contribute to and approve the responses and corrective measures.

Managers participate in solving problems, in accordance with the OL accountability framework and the CIC/OCOL Cooperation Agreement.

OL representatives from headquarters and the regional offices hold monthly teleconferences to discuss any new information available, best practices, complaints received and corrective measures adopted to avoid a recurrence of similar problems. In addition, CIC prepares trend profiles of the complaints filed with OCOL, which are then submitted to the Executive Committee.

A

Sub-total:

A

Service to the Public - Part IV (25%)

a) Bilingual services advertised to the public and sufficient bilingual staff (3%)

CIC's bilingual offices are listed in Burolis, and the blue pages contain a 1-888 number that offers service in both OL. In offices that are designated bilingual for service to the public, signs, posters and other written notices are in both official languages and are visible to the general public. The Treasury Board symbol is displayed in designated bilingual offices. The voice messaging systems are bilingual.

When there is a change in offices, the information is conveyed to the Human Resources Branch, which sends the information to PSHRMAC for an update in Burolis.

A total of 94% of employees in bilingual positions serving the public meet the language requirements of their position. (Source: PCIS, March 31, 2006.)

B

b) Observations on active offer and service delivery (15%)

According to observations of in-person service made by OCOL between mid-June and mid-July  2006, an active visual offer was present in 100% of cases, an active offer by staff was made in 11% of cases, while service in the language of the linguistic minority was adequate in 72% of cases.

According to observations of service on the telephone made by OCOL between mid-June and mid-July 2006, an active offer by staff or by an automated system was made in 100% of cases, while service in the language of the linguistic minority was adequate in 100% of cases.

C

c) Service agreements delivered by third parties or in partnership provide for the delivery of bilingual services (2%)

OL clauses are included in contribution agreements for settlement and resettlement programs in order to clarify the obligations of service providers. In a training session for program officers in December 2006, their responsibilities under the language provisions were discussed, including the question of identifying service providers who offer services in both OL and following up on the language provisions.

CIC will amend its guidelines to assist regional and local offices in selecting service providers who are able to offer settlement and resettlement services in both OL, based on the amended language provisions. Tools are distributed as required to service providers to support them in promoting the availability of services in both OL.

Where the supplier is required to provide a product in both OL, this requirement is identified in the statement of work prepared for the supplier.

B

d) Policy on service to the public and bilingual services quality monitoring (5%)

Although the Department does not have its own policy or guidelines on service to the public, the OL accountability framework briefly covers the responsibilities of support and front-line staff who deliver services to the public. The Department also posts the PSHRMAC Policy on the Use of Official Languages for Communication with and Services to the Public on its intranet site.

Reminders are sent to employees who provide service to the public on how to offer and deliver services in both OL. For example, two e-mails have been sent to senior managers for distribution throughout the Department on the importance of the active offer and the provision of services in both OL. These messages were sent in June and October 2006 by the OL Champion and the Co-champion. Reminders are also given during telephone conferences with OL coordinators. In addition, orientation sessions for new employees who provide services to the public include a new component on OL. The British Columbia and Yukon Region has developed a page on OL for its intranet site that contains tools and information on OL and active offer.

To verify the availability and quality of services to the public in the official language of the linguistic minority, the regional coordinators and managers conduct spot-checks of in-person service and service on the telephone. In addition, a new staff member has been hired by the OL Division whose responsibilities include spot-checks of the service provided to the public over the telephone. Finally, after the audit conducted by PSHRMAC on the active offer and service to the public in the official language of the linguistic minority in British Columbia, the audit report and related action plan were sent to all CIC regional offices.

B

Sub-total:

B

Language of Work - Part V (25%)

a) Language of work policy and adequate bilingual supervision (12.5%)

Although the Department does not have a policy or guidelines on the language of work, the OL accountability framework identifies employees' right to work in the language of their choice. The Department also posts the PSHRMAC Policy on the Language of Workon its intranet site. In addition, CIC has a management framework that covers language training. Thus, CIC continues to make language training more accessible to employees and to implement measures to ensure that employees retain their second language. Moreover, the Language Profile Review Management Framework helps CIC meet the statutory language requirements and take measures to strengthen its linguistic capacity and optimize the use of both OL.

The Department has put into place various language of work measures in designated bilingual regions to promote use of the official language of the linguistic minority in the workplace. In addition, one of the Deputy Minister's priorities is to promote bilingualism within the Department. Employees are encouraged to acquire and retain new language skills using various tools, including the Termium terminology database and subscriptions to French-language newspapers and publications. Learning tools are also available at learning centres, including French self-instruction CD-ROMs, videos, cassettes and books. CIC has also prepared a draft of a document entitled, A Look at OL in CIC, which deals with such subjects as the rights of employees and the duties of supervisors. This document will be used at orientation sessions for new employees in designated bilingual regions for language-of-work purposes.

As of March 31, 2006, PCIS indicated that 93% of senior management and 91% of supervisors who must communicate with their staff in both languages in bilingual regions are bilingual.

B

b) Use of each official language in the workplace (12.5%)

Messages are sent to managers to remind them of their obligations with regard to language of work. For example, the OL coordinator in the Atlantic Region uses Management Committee meetings to remind managers in New Brunswick of their language of work obligations.

At orientation sessions, new employees are informed of their rights in terms of language of work. During meetings, managers encourage participants to communicate in the official language of their choice.

Management Committee meetings are conducted in both OL.

To monitor application of the Policy on Language of Work, CIC will take into account the results of the 2005 Public Service Employee Survey. In addition, the Department uses the annual report submitted to PSHRMAC to verify the status of the implementation of the OL Action Plan. OL coordinators use their conference calls to share ideas on best practices for language of work.

The Public Service Employee Survey showed that overall, 77% of Francophone respondents in the National Capital Region (NCR), New Brunswick and bilingual regions of Ontario "strongly agreed" or "mostly agreed" with the language of work regime. In Quebec, 84% of Anglophone respondents "strongly agreed" or "mostly agreed" with the language of work regime.

C

Sub-total:

C

Equitable Participation  - Part VI (10%)

a) Percentage of Francophone participation throughout Canada (5%)

Overall, the workforce is 32.3% Francophone. (Source: PCIS, March 31, 2006)

A

b) Percentage of Anglophone participation in Quebec (5%)

In Quebec, the workforce is 18.9% Anglophone. (Source: PCIS, March 31, 2006)

A

Sub-total:

A

Development of Official Language Minority Communities and Promotion of Linguistic Duality - Part  VII (25%)

a) Strategic planning and the development of policies and programs take into account the development of official language minority communities (12.5%)

The Citizenship and Immigration Canada-Francophone Minority Communities (CIC-FMC) Steering Committee,which was set up in 2002, serves as a permanent mechanism to ensure that strategic planning, and policy and program development take into account the obligation to foster the development of official language minority communities (OLMCs). The Steering Committee published the Strategic Framework in 2003, which outlines the objectives to promote immigration in Canada's Francophone minority communities. In September 2006, it also published the Strategic Plan to Foster Immigration within Francophone Minority Communities, which sets out long-term directions and priorities for the next five years. The Steering Committee will submit an annual progress report to the CIC Minister. In addition, CIC uses the Three-year Action Plan for the Implementation of Section 41(based on the Strategic Plan) and the accompanying Annual Status Report, both of which are submitted to Canadian Heritage, as an ongoing mechanism. Created in 2005 to guide the Department's strategic direction, priorities and decision-making process, the CIC Policy Committee will ensure that OL are taken into account when drafting policy. Finally, the templates used to draft memoranda to Cabinet and Treasury Board submissions contain criteria that take into account the obligation to foster the development of OLMCs.

In order to sensitize senior management to the obligations resulting from amendments to the Act, discussions were held at the July 2006 Management Committee meeting, specifically with regard to the impact of amendments on the language clauses in agreements with provincial and territorial governments. Subsequently, the Management Committee mandated lawyers from the Department of Justice to review the impact of amendments to the Acton CIC policies and programs. In the winter of 2007, the Management Committee will discuss the impact of these amendments.

CIC's Corporate Planning and Reporting Directorate coordinates the implementation of Part VII, in conjunction with the regional OL coordinators. The CIC-FMC Steering Committee also contributes to the implementation of Part VII (Advancement of English and French). The OL Champion is the co-chair of this committee of which key CIC branches are also members.

The OL regional coordinators liaise with OLMCs. In addition, OLMC representatives, chosen by the Fédération des communautés francophones et acadienne du Canada(FCFA), are part of the CIC-FMC Steering Committee,which facilitates liaison with OLMCs and appropriate advocacy associations. Communication products include the names of regional CIC contacts.

In May 2006, the Francophone Immigration Working Group, composed of CIC employees and managers, gave a presentation to CIC employees who deal with OL issues to inform them of the new amendments to the Act. Management is very active in communicating the needs of OLMCs to employees, since management agreements include very specific objectives to advance the Strategic Plan.

Managers from various CIC branches are made aware of the impact of CIC programs and policies on the development of OLMCs through their participation in the CIC-FMC Steering Committee.

CIC has taken various positive measures to foster the development of OLMCs, such as the creation of the CIC-FMC Steering Committee. This committee provides CIC with a network to plan, coordinate and consult with OLMCs throughout Canada.In addition, CIC has carried out promotional activities, including one large-scale event (Destination Canada: Paris, Nice and Brussels) and one smaller event (Promotion Canada: Rabat) in March 2006, which were attended by representatives from the provinces and associations, with the goal of attracting temporary and permanent French-speaking residents to Francophone minority communities in Canada.

CIC is informed of OLMC needs through regular consultation sessions led by the Steering Committee and it works closely with the FCFA. The Steering Committee holds regular consultations to discuss priorities and next steps regarding Francophone immigration. The Strategic PlanImplementation Committee consults with all the regions and meets two to three times per year.

The Strategic Plan, published in 2006, was shared with OLMCs and other appropriate departments. The information gathered at the meetings will be analyzed by the Strategic Plan Implementation Committee and reported to the Management Committee. The minutes from the CIC-FMC Steering Committee meetings are shared with OLMCs.

The CIC 2006-2009 Action Plan for the Implementation of Section 41 contains positive measures to promote the regional development of OLMCs. The Action Plan was designed based on the Strategic Plan and takes into account the results of consultations with OLMCs and appropriate associations.

In October 2006, CIC carried out a formative evaluation of the government's Action Plan on Official Languages. This evaluation was intended to evaluate progress in the implementation of CIC initiatives and review the process in place to collect data in order to prepare a summary evaluation, scheduled for 2008. The Department has developed a mechanism to evaluate its action plan, which includes performance indicators. CIC submits a status report on the implementation of section 41 to Canadian Heritage once a year.

A

b) Strategic planning and the development of policies and programs take into account the promotion of linguistic duality (12.5%)

The CIC-FMC Steering Committee,which was set up in 2002, serves as a permanent mechanism to ensure that strategic planning, and policy and program development take into account the obligation to promote the equal status and use of English and French. In addition, CIC submits the Action Plan for the Implementation of Section 41 and the accompanying Annual Status Report to Canadian Heritage. Finally, the templates used to prepare memoranda to Cabinet and Treasury Board submissions contain criteria on the obligation to promote the equal status and use of English and French.

In order to sensitize senior management to the obligations resulting from amendments to the Act, discussions were held at the July 2006 Management Committee meeting, specifically on the impact of the amendments on the language clauses in agreements with provincial and territorial governments. Subsequently, the Management Committee mandated lawyers from the Department of Justice to review the impact of amendments to the Act on CIC policies and programs. The Management Committee will discuss these impacts in the winter of 2007.

CIC's Corporate Planning and Reporting Directorate coordinates the implementation of Part VII (Advancement of English and French) in conjunction with the regional OL coordinators and program representatives at headquarters. Regional OL coordinators liaise with the appropriate associations.

In May 2006, the Francophone Immigration Working Group, composed of CIC employees and managers, gave a presentation to CIC employees who deal with OL to inform them of amendments to the Act.

Managers from various CIC branches are made aware of the impact of CIC programs and policies on the promotion of linguistic duality through their participation in the CIC-FMC Steering Committee.

CIC has taken various positive measures to promote the equal status and use of English and French internally and in Canadian society. For example, CIC organized an event for Les Rendez-vous de la Francophoniein March 2006 to highlight the Francophone community's contribution to Canada's linguistic duality. In addition, to encourage the provinces to promote linguistic duality in Canada, every new or renewed agreement with the provinces and territories will include language provisions.

Promotion of linguistic duality is included in the Action Plan for the Implementation of Section 41 submitted to Canadian Heritage. The 2006-2009 Action Plan was designed based on the Strategic Planand takes into account the results of consultations with the relevant associations. It includes positive measures to promote linguistic duality. The Department has developed a mechanism to evaluate its action plan, which includes performance indicators. CIC submits a status report on the implementation of section 41 to Canadian Heritage once a year.

A

Sub-total:

A

OVERALL RATING

B