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2004-2005 Fact Sheet

Factors and criteria

Summary of substantiating data



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

Elements of an OL responsibility framework exist. The policy manual sets out NAV CANADA's commitment to and general policy on official languages (OL). It describes the responsibilities of the Chief Executive Officer and the Executive Management Committee. The Manager's Guide and the Employee's Guide set out the respective responsibilities of managers and employees regarding service to the public, language of work and equitable participation, as well as administrative procedures (staffing of bilingual positions, complaints from OCOL, etc.). Those documents are posted on the intranet.

A 2003–2006 action plan with objectives, dates, deliverables and specific actions to be undertaken was prepared with the managers who are responsible for implementing it, discussed and approved by the Executive Management Committee, and distributed to the managers. It is being followed. The Plan was reviewed and updated in December 2004 by NAV's HR Services. Elements of NAV's OL action plan are discussed at the Executive Committee as required. An example was the decision to include new OL categories in the company-wide software base for improved OL statistical reporting purposes. This project is due to be completed by July 2005.

The continued ability to meet the job's bilingual requirements is part of the annual performance review assessment of employees, such as air traffic controllers.

NAV CANADA does not believe that Part VII of the Official Languages Act (OLA) should be applied to it the same way it is applied to the federal government and Crown corporations. Therefore responsibility for Part VII has not been assigned to anyone.

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b) Visibility of official languages in the organization

As a private-sector company that generates its own revenue, NavCanada does not make Cabinet submissions and does not receive funds from Treasury Board. The Policy Manual sets out the Corporation's commitment to Canada's linguistic duality. The Annual Report and Business Plan refer to the Code of Conduct, which contains a line saying that NAV will respect the OLA.

After eight years of existence, the internal audit cycle has not yet included OL objectives but could in the future.

The Executive Committee discusses OL as needed—approximately three times a year—but until October 2004, the OL Champion did not sit on the Executive Committee. However, a new Champion, a VP who already is a member of the EMC, has now been named. The DG-equivalent who has functional authority for OL accompanies the Vice President to meetings that deal specifically with OL. There is ongoing dialogue between the Champion and the people responsible for day-to-day management of parts IV, V and VI of the OLA.

No specific mechanism has been put in place for Part VII.

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c) Complaints

NAV CANADA receives very few OCOL complaints: there have been only five about NAV since 1999. Nonetheless, to signal to employees management's willingness to deal with OL concerns, NAV developed a procedure for internal OL complaints in September 2003. That procedure has now been communicated to stakeholders and the Manager's Guide and the Employee's Guide were updated in 2004. The complaints procedure involves the responsible managers.

Because OCOL has so few NAV complaints, it is difficult for us to judge whether organizational learning occurs to ensure these problems do not reoccur. Complaints pertain either to language of work within the organisation or advertising in the minority press. OCOL has not identified any outstanding systemic OL problems.

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Service to the public - Part IV

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

NAV's bilingual points of service are listed on the Burolis Web site. Also, NAV's bilingual web site lists a series of 1-800 numbers where callers can get weather briefings in both languages. A list of its main HQ and Ottawa-based services also appear in both languages in the Ottawa–Gatineau White Pages.

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b) Findings on active offer and service delivery

According to observations on in-person service made by the Office of the Commissioner of Official Languages in the fall of 2004, active visual offer to the public was present in 100% of cases; active offer by staff was made in 100% of cases, while service in the language of the minority was adequate in 100% of cases

The results of the 2003 Treasury Board Secretariat telephone survey show that active offer was made by staff 36.7% of the time and by answering machines 100% of the time, while service was adequate in both OL 100% of the time.

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c) The service agreements delivered by third parties or in partnership provide for the delivery of bilingual services

The contracts unit is exclusively responsible for preparing contracts. The unit uses a standard language clause. Once contracts are signed, each department is responsible for monitoring compliance with the language clause as well as all the other clauses.

There do not seem to be central monitoring mechanisms to ensure service quality in both OL (audits, internal or external surveys of users, etc.).

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d) Bilingual services quality monitoring

Controllers and "flight service specialists" are tested for language proficiency when they are hired and annually thereafter as a condition of employment. (The organization uses the services of professional outsiders to assess the language proficiency of its controllers). However, there does not seem to be monitoring of the quality of bilingual services by management. Nonetheless, managers are expected to take corrective measures when problems are brought to their attention.

Reminders (e-mail) are sent to employees, as needed, such as after the Treasury Board Secretariat conducted its 2003 telephone survey.

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Language of work - Part V

a) Adequate bilingual supervision and language of work policy

As of May 2004, NAV CANADA was not able to provide data regarding the number of supervisors qualified to carry out their duties in both languages and had not reported this information to the Public Service Human Resources Management Agency of Canada for the 2003–2004 fiscal year. As part of its OL action plan, NAV CANADA has begun working on developing the mechanisms necessary to develop this reporting capability by February 2006.

The Manager's Guide and Employee's Guide set out the policy on language of work. Some support measures exist, e.g., translation and revision services are available and tools such as TermiNav (which contains specialised terminology in both languages) are available.

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b) Use of each language in the workplace

NAV CANADA relies on complaints that may come from employees to monitor language use and does not issue reminders to encourage employees to use their first OL in the workplace. Neither does it conduct employee satisfaction surveys on the subject of employees' ability to use their preferred official language, nor use other mechanisms to verify the application of the policy.

However, when conducting staffing processes, it does remind managers of their linguistic obligations. Similarly, the Employee's Guide has been placed on the intranet.

Even though there is bilingual capacity at that level, the proceedings of the Executive Committee tend to be conducted in English.

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Equitable participation - Part VI

a) Percentage of Francophone participation throughout Canada

According to Table P1 of NAV's 2003–2004 Annual Review of OL, on March 31, 2004, 18.0% of NAV CANADA's employees in Canada were Francophone.

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b) Percentage of Anglophone participation in Quebec

According to Table P1 of NAV's 2003–2004 Annual Review of OL, on March 31, 2004, 8.9% of its Quebec employees were Anglophone.

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Development of minority language communities and promotion of linguistic duality - Part VII

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

As a private-sector company that generates its own revenue, NAV CANADA does not believe that Part VII of the OLA should be applied to it. Therefore, no specific mechanism has been put in place to take into account the development of minority language communities in its strategic planning or policy and program development.

Nonetheless, all publications go through the Communications group, which ensures compliance with linguistic obligations. Space and time are purchased from English- and French-language media outlets.

Employees do not seem to be well informed of the needs of the OL minority communities served by NAV CANADA.

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

Strategic planning and the development of policies and programs do not take into account the promotion of linguistic duality.

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