ARCHIVED - Correctional Service of Canada 2007-2008

WarningThe Standard on Web Usability replaces this content. This content is archived because Common Look and Feel 2.0 Standards have been rescinded.

Archived Content

Information identified as archived is provided for reference, research or recordkeeping purposes. It is not subject to the Government of Canada Web Standards and has not been altered or updated since it was archived. Please contact us to request a format other than those available.

Report Card 2007–2008
Correctional Service of Canada

Factors and Criteria

Summary of Substantiating Data

Rating

Management (15%)

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

The Correctional Service of Canada (CSC) approved an accountability framework on October 25, 2007. This framework identifies the roles and responsibilities of management, employees and functional authorities under the Official Languages Act (the Act), raises the visibility of official languages (OL) requirements across the Department and ensures the fulfillment of language obligations related to institutional bilingualism, service to the public, language of work and the equitable participation of Anglophones and Francophones in the Department. The manner in which the obligations pursuant to Parts IV, V and VI are to be carried out is included in the framework, which also outlines the coordination mechanisms for the principal stakeholders.

CSC does not have a comprehensive action plan for OL. However, it does have a standing operating practice for OL, which is currently being reviewed and updated for 2007. This document includes a section on services to offenders as well as CSC’s obligations towards the general public, to ensure that the Department complies with the Act and its related regulations on services to the public, including measures that need to be taken to achieve this objective. It does not, however, specify any timelines. In addition, CSC has developed an OL management monitoring framework, which describes the obligations towards offenders and the general public in the form of objectives.

Since there is no action plan, there are currently no mechanisms in place to measure the achievement of objectives. However, CSC has committed to developing an action plan for the implementation of Parts IV, V and VI of the Act by 2008.

CSC headquarters has begun to develop an action plan in response to the audit of direct health care services conducted by the Office of the Commissioner, which will improve communications with and services to the public in both OL.

The accountability framework outlines CSC’s management accountability framework for OL, which sets out, at a high level, 11 components (e.g., CSC values, policy and programs, risk management, results and performance) that can be implemented to allow for the appropriate integration of the OL program in the Department.

The performance agreements of some individuals contain a specific reference to the need to support and encourage OL within their portfolios. The rest of the agreements for CSC’s executives set out specific commitments on the need to deliver and position their sectors for the successful implementation of the identified priorities, plans and activities outlined in the human resources strategic plan. This plan outlines specific action items to address OL within the Department.

B

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

The Strategic Plan for Human Resource Management establishes priorities, plans and activities for the management of human resources over a three-year period (2007–2010). The priorities, plans and activities are fully integrated with the business priorities and plans identified in the Report on Plans and Priorities, which discusses OL requirements.

The 2006–2007 Departmental Performance Report was tabled on November 1, 2007. This document mentions the commitments made in response to the Office of the Commissioner’s audit of the direct health care services provided by four federal institutions, including CSC.

The Standard Operating Practice 087 includes changes to offices and institutions that must provide services in both OL, either to the public or to offenders.

All regional coordinators take steps to ensure that the institution’s strategic planning process includes all aspects of the OL program. As a result, the strategic plan for the Ontario region includes, among other objectives, the goal of increasing the number of bilingual incumbents.

Although the Employment Equity and OL Division has conducted internal OL audits, OL are not integrated into CSC’s general internal audit activities.

The Executive Committee discusses OL issues. For example, in April 2007, the OL Champion gave a presentation on the Act, including the new obligations under Part VII. According to CSC, OL are an integral part of the organizational culture, particularly in Quebec and New Brunswick.

The new OL Champion is the Assistant Commissioner, Health Services, and is a member of the Executive Committee.

Regular communications are held between the OL Champion and the Executive Committee to discuss CSC’s obligations under Part VII. The OL Champion also plays an active role on a number of levels in the Office of the Commissioner’s assessment of CSC’s institutions, particularly with regard to bilingual services provided to inmates.

Since January 2007, weekly meetings have taken place between the division manager and the OL advisors as well as between the division manager and the director. These meetings ensure regular follow-up and the ongoing improvement of monitoring mechanisms.

At the regional level, the Deputy Commissioner for the Prairie region sits on the Saskatchewan Federal Council as the regional OL Champion. The OL Coordinator for the Prairie region is also involved in the OL Coordinators’ network for Alberta and Saskatchewan.

In November 2007, a working group was established to monitor the progress of all aspects related to OL issues at CSC. This working group consists of the assistant commissioners of Communications, Human Resources, and Policy and Research, and the OL Champion. The group meets every third month to determine progress and required actions.

B

(c) Complaints and follow-up (5%)

CSC has opted for a decentralized approach to process complaints filed with the Office of the Commissioner. All complaints are forwarded to the Corporate Manager of OL, who monitors the progress of the review. If corrective measures are required, then the appropriate institutional head(s) and/or managers are advised in writing and usually also verbally of the measures arising from a complaint to ensure understanding of the measures and proper implementation. The Corporate Manager of OL shares information on the complaints and actions taken to address a situation with all regional OL coordinators.

In addition, CSC’s headquarters revises the data collection and follow-up forms that are available to the regions through the national electronic directory. This monitoring mechanism allows the Department to track the progress of all complaints files.

B

Subtotal:

B

Service to the public—Part IV (25%)

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

Bilingual points of service are advertised in Burolis and in the blue pages. All phone numbers were reviewed in 2007 with the Corporate Manager of OL to ensure that all information in the blue pages contain the appropriate phone number for the public in both OL.

In total, 91% of employees in bilingual positions serving the public meet the language requirements of their position (Source: Position and Classification Information System [PCIS], March 31, 2007).

B

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

According to observations of service in person made by the Office of the Commissioner between mid-June and mid-July 2007, an active visual offer was present in 85% of cases, an active offer by staff was made in 4% of cases, and service in the language of the linguistic minority was adequate in 73% of cases.

According to observations of service on the telephone made by the Office of the Commissioner between mid-June and mid-July 2007, an active offer by staff or by an automated system was made in 81% of cases, while service in the language of the linguistic minority was adequate in 81% of cases.

D

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

CSC adheres to Appendix F of the Treasury Board’s contracting policy to ensure that the contracting process complies with the Act and its regulations. This policy states that the contracting authority is responsible for setting out the requirements, including those related to OL. CSC contracts and bid documents contain a clause to ensure that OL requirements are respected and that the contractor complies with all applicable laws. For example, if a contractor has to conduct interviews in the Atlantic or Quebec regions, CSC always indicates in its bid documents that the proposed resources must have the ability to conduct the interview in both OL, where required.

CSC has a specific clause in its contracts indicating that the contractor must comply with all applicable laws: “The Contractor shall comply with all laws, regulations and rules applicable to the performance of the Work or any part thereof. The Contractor shall also require compliance therewith by all of its subcontractors.  Evidence of compliance with such laws, regulations and rules shall be furnished by the Contractor to the Contracting Authority at such times as the Contracting Authority may reasonably request”.

Furthermore, CSC has implemented monitoring measures to ensure that the services delivered by third parties are provided in both OL and are of appropriate quality. For instance, all regional managers at Contracting and Materiel Services are responsible for monitoring all contract documents issued in their region, including OL requirements. This control should address any deficiencies. Additionally, the Manager, Contracting and Materiel Services, at national headquarters provides guidance and standard contract clause conditions to all regional managers in relation to this issue.

A

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

Although CSC does not have its own language of service policy, it posts the Canada Public Service Agency (CPSA) Policy on the Use of Official Languages for Communications With and Services to the Publicon its intranet site. The obligations of employees serving the public are briefly mentioned in the Standard Operating Practice on OL.

Managers and employees are regularly informed that they can access documentation and materials relating to OL in the workplace. This documentation includes, for example, information about how to offer service to CSC’s clientele in both OL. In addition, managers and employees are informed that the regional and national Infonet has pages dedicated to OL and links to information on OL.

In the Prairie region, managers distributed work tools to bilingual employees in bilingual offices to encourage them to actively offer services in both OL. Similarly, an automated bilingual telephone reception message has been put into place. Furthermore, CSC’s headquarters developed an action plan in response to the audit of direct health care services, which will improve communications with and services to the public in both OL.

The person responsible for OL reminds regional OL coordinators and their employees how to deliver services in both OL.

Each year, telephone spot checks are performed at all designated bilingual offices by the OL Coordinator to ensure that the public receives high quality service in both OL.

The Employment Equity and OL Division audited the release of documents in both OL. Requests for services in either OL in CSC offices were evaluated by a survey. The survey results were not conclusive because of the clients who were chosen for the assessment and the type of services provided by CSC. Both of these factors contributed to the survey’s very low participation rate. CSC is now developing an action plan to ensure that a study on demand will be finalized in 2007. Senior management will be involved in the decision-making process in regards to this matter and will be regularly informed of developments as they occur. If required, CSC is committed to supporting any offices that are newly identified has having OL obligations.

C

Subtotal: 

C

Language of Work—Part V (25%)

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

CSC uses the CPSA’s language of work policy. A link to this policy is posted on the organization’s intranet site.

Measures have been put in place in regions designated bilingual for the purposes of language of work to facilitate the use of both OL in the workplace. For example, employees’ language of choice is recorded in the PeopleSoft database. When they chair meetings, managers prepare bilingual agendas and encourage employees to use their language of choice. Posters in meeting rooms also help encourage employees to exercise their language rights. Employees’ performance appraisals are conducted in their language of choice.

Executives in all regions are asked to show leadership by encouraging their employees in their language training development. The Quebec and Atlantic regions organized non-mandatory language courses outside of normal work hours, which were attended by close to 70 employees.

Further to a complaint on the language of work at Dorchester Penitentiary, management also performed spot checks at the institution.

In total, 93% of executives holding bilingual positions are bilingual, while 88% of supervisors in bilingual regions meet the requirements of their respective positions (Source: PCIS, March 31, 2007).

C

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

Managers and employees are informed on a regular basis that they can access documentation and materials available on the Office of the Commissioner’s Web site relating to OL in the workplace. This documentation includes, for example, information about language obligations to the public, as well as general information about how to offer service to CSC’s clientele in both OL. Managers and employees are also informed that the regional and national Infonet has pages dedicated to OL and links to information on OL.

All members of the Atlantic region’s Management Committee took part in the OL forum as part of OL Week in New Brunswick in February 2007. As in previous years, CSC helped organize the event by providing financial and human resources. Managers encouraged as many employees as possible to participate in the various events held to mark this day.

The Human Resources Branch in the Quebec region sent a memo to managers reminding them of the OL responsibilities that pertain to the delivery of their operational activities. They were also reminded of the importance of maintaining and enhancing language capacity within their institutions.

Both OL are used at senior management committee meetings.

CSC uses the presence or absence of complaints to determine whether the workplace is, in fact, conducive to the use of both OL. The OL Division also monitors staffing processes to ensure compliance with imperative staffing requirements. Given that OL are an integral part of the organizational culture and the legal environment in which CSC operates, employees freely exercise their OL rights.

In January 2007, CSC conducted a national update on statutory language training for the incumbents of positions staffed on a non-imperative basis. To facilitate this update, CSC’s headquarters made improvements to the application form used to collect the base information.

Besides keeping the OL data in PCIS up to date, the OL Division will conduct a further analysis of the Department’s position and classification data in order to determine the degree of compliance with OL capacity.

The survey conducted by Statistics Canada on behalf of the Office of the Commissioner showed that, overall, 67% of Francophone respondents in the National Capital Region, New Brunswick and the bilingual regions of Ontario "strongly agreed" or "mostly agreed" with the language of work regime. In Quebec, 36% of Anglophone respondents "strongly agreed" or "mostly agreed" with the language of work regime.

C

Subtotal: 

C

Equitable participation—Part VI (10%)

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

Overall, the workforce is 30.6% Francophone (Source: PCIS, March 31, 2007).

A

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

In Quebec, the workforce is 2.6% Anglophone (Source: PCIS, March 31, 2007).

D

Subtotal: 

B

Development of official language minority communities and promotion of linguistic duality—Part VII (25%)

CSC was informed of the amendments to Part VII of the Act for the first time in May 2006 at an interdepartmental meeting of OL champions. Given that these amendments have just recently taken effect, CSC has not yet established permanent mechanisms 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).

Further to the interdepartmental meeting on the amendments to the Act, the OL Champion briefed the Executive Committee of the obligations arising from these changes. The Champion also discussed the amendments to the Act with his counterparts in Human Resources and Communications and Citizen Engagement. Discussions continued at the Executive Committee meeting in June 2006, when a study on the strategy for taking the new obligations into account was initiated.

In 2007, CSC designated a person responsible for implementing Part VII of the Act. This person has worked directly with staff responsible for strategic planning, policy, program development and implementation, and communications to ensure they are aware of Part VII and its requirements. Relationships with OLMCs are maintained through operations. Additionally, it was determined at an Executive Committee meeting in December 2007 that the Communications and Citizen Engagement Branch would be responsible for performing outreach activities to ensure community groups of both OL are informed and encouraged to provide input on CSC’s policies, procedures and activities.

CSC, in particular the Communications and Citizen Engagement Branch, has reviewed its policies and procedures to determine their impact on OLMCs. A comprehensive review has revealed that many sectors of CSC already uphold the spirit of Part VII through a number of activities.

CSC participates in a Canadian Heritage-led interdepartmental committee on Part VII. The committee includes all federal institutions working in the justice and security sectors that have dealings with OLMCs.

 

(a) Development of official language minority communities (12.5%)

An action plan has been developed to foster the development of OLMCs.

The Department is also in the process of developing a database that specifies the language skills and cultural knowledge of individuals of all backgrounds to improve cultural understanding and dialogue among personnel, offenders from minority groups and community members, including OLMCs.

D

(b) Promotion of linguistic duality (12.5%)

An action plan has been developed to enhance the promotion of linguistic duality.

Bilingual communications materials are routinely developed and distributed across Canada.

C

Subtotal:

D

OVERALL RATING

C