Management (15%)

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

In September 2005, the Office of the Commissioner of Official Languages (OCOL) published the findings of its audit on the management of the Official Languages Program at the Department of Public Works and Government Services Canada (PWGSC).

In response to this audit, PWGSC undertook a number of major initiatives to strengthen the management of the OL Program. In July 2006, the Deputy Minister distributed to all employees an Official Languages Accountability Framework, which defined the roles and responsibilities of the various organizational levels within PWGSC in order to foster a corporate culture in which the two languages are given equal status and respect. The Framework sets out the Deputy Minister's expectations of the main Official Languages Program players and summarizes the manner in which the obligations under Parts IV, V, VI and VII of the Official Languages Act(the Act) are to be met.

In addition to the Framework, PWGSC adopted a policy and three guidelines on official languages (covering Parts lV, V, VI and VII of the Act) later in 2006-2007. It also developed a corporate communications plan to raise the profile of official languages (OL) in the Department and raise employees' awareness of linguistic duality. These documents are to be distributed in the next fiscal year.

The Departmental Operations Committee (DOC), a senior management committee chaired by the Associate Deputy Minister, regularly discusses OL. The DOC has adopted a number of tools to help give employees a better understanding of language rights and obligations, and facilitate implementation of the OL Program.

PWGSC has updated its OL Strategic Action Plan, which includes specific objectives and identifies players and timeframes. The Plan was discussed and approved by the DOC. Quarterly progress reports are made to the Minister and the Deputy Minister. The institution's annual reviews are now discussed and approved by the DOC.

In 2006-2007, PWGSC significantly improved its OL accountability mechanisms. In addition to the quarterly progress report to the Minister and the Deputy Minister, the Acting Assistant Deputy Minister (ADM), Human Resources, meets with the Deputy Minister every two weeks to talk about human resources issues, including OL. The Associate Deputy Minister receives biweekly reports on OL issues, including a regular update on complaints.

This fiscal year, official languages were included in the performance objectives of all non-EX managers who are required to supervise employees or ensure service delivery in both OL. In 2007-2008, the Department will include official languages in the performance objectives of all senior management who have such responsibilities.

A

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

The 2006-2007 Report on Plans and Priorities, the Department's Corporate Planand the2005-2006 Performance Reportmake several references to the objectives of the OL Program.

Although the Department's Internal Audit Services Directorate has not done an internal audit of official languages, the Department is planning to do an internal audit of active offer in 2009-2010. Currently, the Department sporadically monitors the OL Program.

To raise the profile of official languages, the Deputy Minster has appointed two official languages co-champions:

• the acting ADM, Real Property, as champion of corporate culture and bilingual service delivery; and
• the CEO of the Translation Bureau, as champion of the promotion of linguistic duality and enhancement of the vitality of official language minority communities (OLMCs).

The co-champions are both members of the Department's management committees. Most OL issues are discussed by the DOC, which includes all assistant deputy ministers and branch heads.

In each branch and region, there is an official languages coordinator for Parts IV, V and VI. The regional coordinators are also responsible for Part VII. The Department is currently considering measures to strengthen its governance of OL.

There is currently good coordination among the co-champions, the ADM, Human Resources (who is very committed to OL issues), and the Director of Official Languages. Until December, an employee in the Official Languages Division (OLD) dealt with Part VII full time. When he left, it was decided that a secretariat would be created to handle matters related to strengthening Part VII within the Department. The secretariat will report to the OLD, but will work extensively with the champions. Because the ADM, Human Resources, and both champions sit together on a number of committees, they have many opportunities to share information and thus ensure good coordination of all parts of the Act.

A

c) Complaints (5%)

Complaints filed with OCOL are recorded in an official registry at the OLD. Notices of complaints are sent to the senior executive (ADM, Regional Director General or other official) responsible for the branch or region concerned. Representatives of the branch or region concerned—including the manager responsible for the particular sector—work with the OLD to identify and implement corrective measures. The senior executive responsible for the branch or region concerned approves the corrective measures submitted to the OLD.

When there are recurring complaints, the senior executive concerned sends e-mail reminders to staff in order to resolve shortcomings and the OLD forwards the information to OCOL.

Although no reports on complaints filed with OCOL nor on the corrective measures are submitted to the management committee or distributed within the organization, a weekly report on complaints is sent to the Associate Deputy Minister.

B

Sub-total:

A

Service to the Public - Part IV (25%)

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

PWGSC offices that provide bilingual service to the public are listed in Burolis and the blue pages of telephone directories.

In total, 84% 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

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

According to observations of in-person service made by the OCOL between mid-June and mid-July 2006, an active visual offer was present in 85% of cases, an active offer by staff was made in 21% of cases, while service in the language of the linguistic minority was adequate in 87% of cases.

According to observations of service on the telephone made by the OCOL between mid-June and mid-July 2006, an active offer by staff or by an automated system was made in 66% of cases, while service in the language of the linguistic minority was adequate in 75% of cases.

D

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

PWGSC uses standard language clauses in agreements (e.g., building maintenance and federal employee travel services). In April 2006, the Department changed the wording of the clause in the commercial lease agreement used in the National Capital Region (NCR) to require commercial tenants to serve the public in both official languages. The new clause is inserted in leases as they are renewed. Twice a year, a leaflet prepared by the OLD is distributed to commercial tenants to make them aware of service delivery in both official languages.

The Department gives its tenants in the NCR a kit to encourage them to offer services to their clients in both official languages. The kit includes such tools as fact sheets for businesses distributed by the City of Ottawa, a glossary of English and French phrases, bilingualism posters, Public Service Human Resources Management Agency of Canada (PSHRMAC) tools, a fact sheet on Canadian Heritage tools, PWGSC's official languages newsletter, and information on affordable translation services and the SVP terminology service by the Translation Bureau.

C

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

In 2006-2007, PWGSC adopted a policy on official languages accompanied by three guidelines (including one on service to the public). The policy and guidelines set out the requirements for communications with and the delivery of bilingual service to the public. They make employees aware of the Department's commitment to respecting the equality of English and French. These documents are to be distributed during the next fiscal year.

In June 2006, the OLD distributed a comprehensive information kit on active offer and service delivery in both official languages to all its designated bilingual regional offices. PWGSC also has a network of coordinators who deal with official languages on a part-time basis in each of its branches and regions. A presentation on service to the public was developed and delivered to all regional coordinators to give them a better understanding of linguistic obligations and provide managers with informed advice.

The Department's awareness campaign, which includes weekly bulletins on official languages that are posted on the main page of the PWGSC intranet site, and its new electronic newsletter, Dialogue, provide all employees with information on linguistic obligations. Reminders are also sent to all managers from time to time.

Currently, the quality of service to the public in both OL at bilingual service points is not specifically tracked (monitoring, audits, special studies, surveys, reports on achievements and shortcomings, etc.).

C

Sub-total:

C

Language of Work - Part V (25%)

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

A policy and guidelines (one of them on language of work) were adopted by the DOC in 2006. These documents are to be distributed during the coming year. The guidelines set out the rights and obligations related to supervision, computer systems, language of meetings and internal communications.

The standard support measures for a department are in place to facilitate use of the official language of the linguistic minority (language training, translation and revision services, awareness tools, etc.). To encourage employees to increase their proficiency in both official languages, the Translation Bureau has set up The Language Nook/Le Coin linguistique, a user-friendly site that offers language tips for public servants.

In total, 90% of senior managers in bilingual positions and 88% of supervisors in bilingual regions meet the language requirements of their position. (Source: PCIS, March 31, 2006.)

B

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

In 2006-2007, the Department launched an extensive campaign to raise awareness of official languages among managers and employees. For example, the Deputy Minister sent three e-mails: one in May to all managers, and two others in July and September to all employees. The three e-mails contained reminders to managers about their duty to create a work environment conducive to the use of both official languages, the new official languages accountability framework and adoption of the four values related to linguistic duality. They reminded managers that ensuring the success of the OL Program is a shared responsibility. In addition, PWGSC offers employee awareness and training workshops on OL-related values.

PWGSC is involved in the official languages information campaign being spearheaded by the PSHRMAC to make public servants aware of their rights and obligations.

Since July 2006, the OLD has been posting weekly bulletins on official languages on the home page of the Department's intranet site. The bulletins, entitled “Did you know?”, provide PWGSC employees with interesting and useful information on language of work and other topics.

In 2006-2007, the OLD developed the Official Languages Information Kit for Human Resources Advisors that consolidates pertinent information related to HR management. In the spring and fall, the OLD held information sessions on official languages for all HR advisors in the Department. The OLD also gave a two-day introductory course on official languages in English and French to some 30 HR advisors and OL coordinators from the various regions and branches.

Management committee meetings are conducted in both OL.

Apart from the OLD's spot checks carried out through the human resources management information system, there are no surveys, audits, reports or other means to determine whether the workplace is actually conducive to the use of both OL.

The Public Service Employee Survey showed that overall, 79% of Francophone respondents in the NCR, New Brunswick and bilingual regions of Ontario "strongly agreed" or "mostly agreed" with the language of work regime. In Quebec, 73% of Anglophone respondents “strongly agreed" or "mostly agreed" with the language of work regime.

C

Sub-total:

B

Equitable Participation  - Part VI (10%)

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

Overall, the workforce is 46.1% Francophone. (Source: PCIS, March 31, 2006.)

B

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

In Quebec, the workforce is 3.6% Anglophone. (Source: PCIS, March 31, 2006.)

D

Sub-total:

C

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%)

PWGSC makes many submissions to the Treasury Board each year. There is no central or permanent mechanism for verifying whether they take into account the duty to foster the development of official language minority communities (OLMCs); that responsibility falls to each ADM. However, since the spring of 2006, much has been done to make senior executives aware of official languages. Thus, they are more aware of the need to consider the impact of decisions on OLMCs. Moreover, the three ADMs (the two co-champions and the ADM, Human Resources) who are the most familiar with the OL Program see many submissions to the Treasury Board and sit on a number of committees that review memoranda to Cabinet. The Associate Deputy Minister, who is very aware of OL issues, sees all memoranda to Cabinet. As a designated department, PWGSC produces an annual report of activities carried out under section 41. That report is related to a three-year plan (currently 2005-2008), one component of which is aimed at strengthening economic development in OLMCs.

Senior management in the Department was made aware of the significance of Part VII of the Act during discussions related to adoption of the annual status report submitted to Canadian Heritage. Since the Act was amended, the officer responsible for coordinating Part VII in the Department has made a number of presentations on the resulting obligations to various managers who may play a role in OLMC development. In the regions, the Department created a network of part-time OL coordinators, whose duties include reviewing PWGSC programs in order to identify potential positive measures. During visits to the NCR, regional directors general were also made aware of the amendments to the Act by the OLD.

In the fall of 2006, the coordinator of Part VII at the OLD also started meeting one-on-one with his counterparts in the various branches to review all their programs that could have an impact on OLMCs. These meetings helped to raise the awareness of employees who may be involved in OLMC development.

With the departure of the Part Vll coordinator, the Department decided to create a secretariat responsible for implementing Part VII. The new secretariat will make it possible to further strengthen the implementation of Part VII by preparing guidelines on the development of OLMCs and an OLMC-focused approach for branches when reviewing memoranda to Cabinet and submissions to the Treasury Board. The secretariat will comprise a team of three people assigned to OLMC development and the promotion of both OL.

PWGSC took many positive measures in 2006-2007. For example, it held training and information sessions for OLMCs on departmental programs, such as a workshop on Doing Business with the Government of Canada. The Department supports the Coordinating group on economic development and employability (RDÉE) throughout Canada and sits on the national RDÉE committee. PWGSC closely monitors federal advertising expenditures so that OLMC media receive their fair share of these funds. The Translation Bureau offers translation practicums and coordinates the activities of the Federal Terminology Council, which oversees the standardization of terminology for federal institutions. PWGSC provides OLMCs with a variety of free services, such as cards that give OLMCs access to reduced rates for hotel accommodations, and writing tools such as Termium. Each year, the Department sends some 100 used surplus computers to minority associations. In Manitoba, the Translation Bureau is recognized for its contribution to the development of the province's Francophone community. A PWGSC communications officer is a member of the Chambre économique de l'Ontario. The Atlantic Region office has regularl discussions with the Fédération acadienne de la Nouvelle-Écosse in order to better serve Nova Scotia's Francophone community.

This year, PWGSC set up a media coordinating committee that includes government officials and representatives of minority communities. The committee will look at the barriers OLMCs encounter when they attempt to get their fair share of federal advertising dollars.

There is no formal annual consultation with OLMCs as such, but PWGSC representatives attend the annual national conferences of the RDÉEs and the CÉDEC (the Anglophone equivalent of the RDÉE in Quebec), where they meet with various contacts.

The Part VII coordinators in the five regions have ongoing contact with the national Part VII coordinator at headquarters. They share any feedback they get from OLMCs, and the national coordinator shares feedback with OLMCs further to decisions made at headquarters by senior management.

The Department's three-year action plan for Part Vll will be reviewed in 2007-2008 based on amendments to the Act made in November 2005.

B

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

PWGSC makes many submissions to the Treasury Board each year. There is no central or permanent mechanism for verifying whether they take into account the duty to promote linguistic duality. However, since the spring of 2006, much has been done to make senior executives aware of official languages. Thus, they are more aware of the need to consider how decisions affect the promotion of the use and equal status of French and English. Moreover, the three ADMs (the two co-champions and the ADM, Human Resources) who are the most familiar with the OL Program see many submissions to the Treasury Board and sit on a number of committees that review memoranda to Cabinet. The Associate Deputy Minister, who is very aware of OL issues, sees all memoranda to Cabinet. As a designated department, PWGSC produces an annual report of activities carried out under section 41. That report is related to a three-year plan (currently 2005-2008), one component of which is aimed at promoting both OL. The plan demonstrates a strong commitment from the Department in this regard, especially through its support for the language industry and the many initiatives taken by the Translation Bureau.

Following the enactment of the November 2005 amendments to the Act, the OLD officer responsible for Part VII made several presentations on the resulting obligations to several managers who may play a role in OLMC development. He thus raised awareness among certain employees who may play a role in the promotion of linguistic duality. In the regions, the official languages coordinators were called upon to do the same with their local or regional management committee. During visits to the NCR, regional directors general were also made aware of the amendments to the Act by the OLD.

In the spring of 2007, the Department will create a secretariat responsible for implementing Part VII. The new secretariat will make it possible to further strengthen the implementation of Part VII by preparing guidelines on promoting OLMC development (but, apparently, not the promotion of the equal status and use of English and French) and an OLMC-focused approach for branches when reviewing memoranda to Cabinet and submissions to the Treasury Board. The secretariat will comprise a team of three people.

PWGSC took many positive measures in 2006-2007. For example, it established a partnership with the City of Ottawa as part of the Business Assistance project established by the City and sponsored by the Department of Canadian Heritage in order to help businesses improve service to clients in both official languages. PWGSC sent all commercial tenants in the NCR a toolkit to encourage them to offer more services in both official languages.

PWGSC's other ongoing initiatives to promote Canada's linguistic duality include the following: the active involvement of the Translation Bureau in setting up the new Language Technologies Research Centre in Gatineau, a joint project with the Université du Québec en Outaouais and the National Research Council of Canada; cooperation between the Translation Bureau and universities that offer translation programs in order to train new translators (co-op programs); and lectures as part of Les Rendez-vous de la Francophonie on the importance of Canada's Francophone heritage and the value of celebrating French language and culture.

PWGSC prepared newsletters for all employees and several tenants in the NCR to give them a better understanding of the importance of official languages. In addition, the newsletter Dialogue and weekly bulletins contained information on official languages.

To encourage all federal public servants to increase their proficiency in both official languages, the Translation Bureau has set up The Language Nook/Le Coin linguistique, a user-friendly site that offers language tips for public servants.

The Department's three-year action plan for Part Vll will be reviewed in 2007-2008 based on amendments to the Act made in November  2005.

C

Sub-total:

B

OVERALL RATING

C