ARCHIVED - Passport Canada 2006-2007

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Performance Report 2006-2007
Passport Canada

Factors and Criteria

Summary of Substantiating Data


Management (15%)

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

Currently under review, the institution's framework document details the responsibilities for Parts IV and V of the Official Languages Act (the Act). This document does not identify coordination mechanisms, nor does it discuss the way in which those in charge are held accountable. The Agency has begun to develop a set of guidelines dealing with each part of the Act in an effort to inform managers and personnel of their responsibilities toward official languages (OL).

Passport Canada does not have an OL action plan. However the key OL-related activities slated for the coming year are listed in its Annual Review.

Data found in the Human Resources Information System (HRIS) is analyzed on a regular basis to help the measure the Agency's rate of success in achieving its OL objectives. Discrepancies are forwarded to the Regional Director and progress reports are issued every two or three months. The OL situation is also discussed with both the Executive Committee and the Operations Committee, which is responsible for all services to the public. As well, the appropriate director is required to approve all requests for changes to linguistic profiles and the Chief Executive Officer is required to approve all requests made for non-imperative appointments.


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

Passport Canada's  2005-2008 Corporate and Business Plan deals with the following: accessible and equitable services for all Canadians, service improvements for its clients, enhanced compliance, increased service standards and an approach based on client satisfaction. This includes but does not specifically mention OL. The institution does not publish its own performance report, nor does it publish a report on plans and priorities. Instead, information on Passport Canada is incorporated in Foreign Affairs and International Trade reports. The sections of the 2005-2006 Performance Report and the 2006-2007 Report on Plans and Priorities relevant to Passport Canada deal with the client satisfaction survey (which includes a question on the availability of service in the official language of choice) and with Passport Canada's compliance with service standards.

Passport Canada's internal audits do not include OL. However, the organization conducts regular surveys to assess client satisfaction with its services. These surveys help identify gaps in the language of service to the public.

The OL situation is discussed at the Executive Committee and at the Operations Committee, which is responsible for all services to the public. The OL champion is a director general and sits on the Executive Committee.

The person responsible for OL, including all parts of the Act, reports directly to the Champion. They meet weekly to discuss OL.


c) Complaints (5%)

A mechanism is in place to ensure that complaints are addressed. They are first received by the person responsible for OL, who then forwards them to the relevant managers who, in turn, must identify sustainable solutions.

More substantial complaints are forwarded to management. A monthly complaints report is issued to regional directors in an effort to keep them informed of the substance of these complaints and the solutions chosen to resolve them. The report also provides an opportunity to share corrective measures and lessons learned.




Service to the Public - Part IV (25%)

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

Bilingual points of service are listed in both the recently updated Burolis and in the telephone directory blue pages.

A total of 96% of employees in bilingual positions serving the public meet the language requirements of their position. (Source: Position and Classification Information System (PCIS), March 31, 2006)


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 93% of cases, an active offer by staff was made in 40% of cases, while service in the language of the linguistic minority was adequate in 93% 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 88% of cases.


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

Service agreements contain a clause that provides for the delivery of services in both OL where required. This includes agreements with Public Works and Government Services Canada for commissionaire services, with Canada Post for receiving agents, and with Service Canada. The Canada Post agreement provides for a fine should service be unavailable in both OL where required.

Client satisfaction surveys are used for monitoring purposes.


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

Although it does not have its own policy on service to the public, the Agency uses the policy of the Public Service Human Resources Management Agency of Canada (PSHRMAC). The Personnel Orientation Program, slated for launch in early 2007-2008, includes a new welcome kit containing information on obligations regarding service to the public.

Regional directors use briefing sessions to remind employees who serve the public of their obligations regarding service to the public.

Results of the Annual Client Satisfaction Survey allow Passport Canada to monitor, among other things, client satisfaction with the use of the official language of their choice. These results are discussed at length with the Management Committee. As well, in the coming year, the Agency plans to survey clients on various aspects of the OL Program.




Language of Work - Part V (25%)

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

Although it does not have its own policy on service to the public, the Agency uses the policy of the Public Service Human Resources Management Agency of Canada (PSHRMAC). Information regarding language of work will be included in the Orientation Program's welcome kit, which will be available in 2007, as well as in the Managers' Guide that accompanies the kit.

With regard to language of work, measures have been put in place to promote the use of both OL in bilingual regions. Employees who successfully complete their mandatory language training receive a certificate signed by the Chief Executive Officer. In the Ontario Region, a French second language course is offered to employees working in the province's bilingual regions and a task force was created to study OL and security-related issues. In bilingual regions, the person responsible for OL monitors e-mail messages sent to a broad range of recipients in order to identify potential violations. Action is taken in cases where it appears that employees' right to work in the OL of their choice is being infringed.

As of March 31, 2006, the Position and Classification Information System (PCIS) indicated that 92% of senior management and 83% of supervisors who must communicate with their staff in both languages in bilingual regions are bilingual.


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

No reminders were issued to managers or employees by Passport Canada regarding language of work. However, the person responsible for OL issues a reminder to managers regarding their obligations if a lower language designation is being suggested for a supervisor's position and if this change is likely to have an impact on the workplace.

Executive Committee meetings are held in both OL.

No specific mechanism exists to monitor the application of language of work policies.

The Public Service Employee Survey showed that overall, 80% of Francophone respondents in the National Capital Regions, New Brunswick and in bilingual regions of Ontario "strongly agreed" or "mostly agreed" with the language of work regime. In Quebec, 94% of Anglophone respondents "strongly agreed" or "mostly agreed" with the language of work regime.




Equitable Participation  - Part VI (10%)

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

Overall, the workforce is 37.2% Francophone. (Source, PCIS, March 31, 2006)


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

In Quebec, the workforce is 26.4% Anglophone. (Source, PCIS, March 31, 2006)




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%)

No permanent mechanism exists at Passport Canada to ensure that Official Language Minority Communities (OLMCs) are included in its strategic planning and program development. To avoid hindering OLMC development, however, the Agency has an objective of increasing access to its services by clients. When changes are planned in services, and consultation is necessary, Passport Canada makes sure that it consults with all affected clients, including OLMCs.

Orientation sessions provide one of several opportunities to inform employees of the need to offer service in the language chosen by clients, including members of OLMCs.


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

Passport Canada considers linguistic duality to be implicit in all its activities. It ensures that clerks, examiners and agents processing passport applications reflect the institution's bilingual character, including through active offer of bilingual services and use of bilingual signage.

The Agency's language and cultural exchange project for examiners provides one example of its promotion of linguistic duality. The program offers examiners from various regions a chance to experience different cultural and working environments. Those who seek greater immersion can choose to live with a host family for the duration of the exchange.