Official Languages Program Management (15%)

Rating

In the 2007–2008 report card, the Canadian Museum of Civilization Corporation (CMCC) did not have an action plan and received a “fair” rating of C for the management of its official languages program. Consequently, the CMCC developed a draft version of an action plan, which is supported by the president and chief executive officer. The action plan focuses on Parts IV, V and VI of the Official Languages Act, and will be reviewed every three years or earlier, as needed. Although this action plan is a step in the right direction, it remains a draft. The plan should also take into account Part VII and include more definite timelines to reach the specified goals.

During the 2006–2007 report card exercise, the CMCC informed the Office of the Commissioner that it intended to continue its visitor survey at both its museums, the Canadian Museum of Civilization (CMC) and the Canadian War Museum (CWM). The survey seeks to determine the level of client satisfaction with the quality of service in both official languages, leading to improvements, if necessary. Staff members at both museums are therefore regularly reminded of the importance of actively offering service in both official languages. Although initiatives are already under way, the CMCC should intensify its efforts to improve results in the active offer of service in both official languages.

The CMCC has a substantial budget for language training to provide all employees with an opportunity to learn and maintain their knowledge of their second official language. An internal process has been in place for several years to validate the language profile of employees in designated bilingual positions every five years. This allows the CMCC to maintain qualified personnel capable of offering high quality service in both official languages.

The CMCC has a good working relationship with the Office of the Commissioner of Official Languages in terms of resolving complaints. Simple complaints are resolved quickly and effectively.

C

Service to the Public – Part IV of the Official Languages Act (30%)

According to observations of service in person made by the Office of the Commissioner between June and December 2008, an active visual offer was present in 100% of cases, an active offer by staff was made in 31.9% of cases, while service in the language of the linguistic minority was available in 100% of cases.

According to observations of service on the telephone made by the Office of the Commissioner between June and December 2008, 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 available in 100% of cases.

According to observations of service by e-mail made by the Office of the Commissioner between September and December 2008, the availability of service is comparable for both linguistic groups 100% of the time. However, the response time is, on average, 9.86 hours longer in English than in French

B

Language of Work – Part V of the Official Languages Act (25%)

The survey conducted by Statistics Canada on behalf of the Office of the Commissioner showed that, overall, 84.2% of Francophone respondents in the National Capital Region (NCR), New Brunswick and the bilingual regions of Ontario "strongly agreed" or "mostly agreed" with the language of work regime.

The entire CMCC workforce is located in the NCR. For Francophone respondents, the satisfaction rate by question is presented below.

B

Participation of English-speaking and French-speaking Canadians – Part VI of the Official Languages Act (10%)

Apart from the NCR, the CMCC has no offices in Quebec.

The workforce is 59.3% Francophone.

(Source: CMCC, December 31, 2008)

B

Development of Official Language Minority Communities and Promotion of Linguistic Duality – Part VII of the Official Languages Act (20%)

The CMCC created a new branch to promote both museums across Canada while fostering the full recognition of English and French in Canadian society. The Travelling Exhibitions, Planning and Partnerships Division is responsible for maintaining and developing the partnerships required to disseminate knowledge, expertise and programs offered by the two museums. The CMCC also has a position in Public Affairs that is specifically responsible for outreach initiatives.

In 2007–2008, the CMCC presented 17 travelling exhibitions (10 in Canada and seven abroad). During last year’s report card exercise, the CMCC indicated that it would increase the number of these exhibitions presented by both museums. Consequently, in 2008–2009, there were a total of 20 travelling exhibitions (13 in Canada and seven abroad). Some of the communities visited include Saskatoon (Saskatchewan), Summerside (Prince Edward Island), Montréal (Quebec), St. John’s (Newfoundland and Labrador), Beijing (China) and São Paulo (Brazil). All of the travelling exhibitions were bilingual and presented by bilingual employees. All marketing of the exhibitions was also done in both official languages.

The CMCC held consultations with teachers and persons responsible for educational programs related to the mandates of the CMC and CWM. The CMCC school programs are designed to integrate museum content into Canadian school curricula, in both official languages.

The CMCC also consulted official language minority communities (OLMCs) in the development of research projects in cooperation with researchers across Canada. French-Canadian Diaspora, for example, has proceeded as planned. This project on the history of the French-Canadian diaspora flows from a partnership with researchers at York University and the Centre for Research on French Canadian Culture (CRFCC) at the University of Ottawa. A symposium on the subject will be held at the CRFCC in fall 2009.

The CMCC concluded agreements with minority-language post-secondary institutions, such as La Cité collégiale in Ontario, to set up work-study programs.

Despite its commitment and efforts in the promotion of linguistic duality, the CMCC would gain in developing a formal approach comprised of tools and procedures to review the impact of its activities and programs on OLMCs. In doing so, the CMCC would ensure a better knowledge of the needs of these communities and could adjust its official languages program to further contribute to their development.

C

Overall Rating

B