2011-2016 Action Plan for the Implementation of the Official Languages Act
Table of Contents
Context
The Canadian Constitution, the Canadian Charter of Rights and Freedoms and the Official Languages Act (OLA) all recognize the advantages of having a bilingual country and maintaining two viable linguistic communities across the country.
To reflect its vision of the country, the OLA sets forth certain requirements and commitments for which each federal institution must be held accountable in the implementation of its various programs.
All federal institutions must take the necessary steps to meet their OLA obligations. Every institution must:
- ensure that it formulates internal policies and procedures consistent with Treasury Board OL policies or, in the case of institutions for which the Treasury Board is not the employer, take the measures necessary to meet their official languages obligations;
- have a main responsibility centre to inform and advise senior management on any relevant matter involving official languages (OL) and to provide a liaison with the central agencies and other parties concerned;
- keep an up-to-date list of its offices that are required to provide services to the public in both official languages, advise the Treasury Board Secretariat (TBS) of any change in this list and inform the public of the location of these offices;
- make OL policies known to its employees and inform them of their rights and responsibilities;
- ensure that, in the context of the institution’s objectives, managers report on the implementation of policies relating to service to the public, language of work and equitable participation of members of the two OL communities;
- manage program support mechanisms such as language training and translation effectively, efficiently and economically and institute appropriate control systems;
- submit to the TBS the information it requires to provide general direction and coordination of the OL program in federal institutions; and
- provide regular reports on the results of implementation of the OL program in its organization, notably to enable the Deputy Minister of Canadian Heritage to report every year on the OL situation in federal institutions.
The OLA also requires that federal institutions serve the public in the language of choice in certain offices designated for that purpose (Part IV). Federal institutions must also ensure that in bilingual regions, the workplace is conducive to the effective use of both official languages and employees have the right to use either official language (Part V). Under Part VI, federal institutions are committed to ensuring the composition of their workforce tends to reflect the presence of English-speaking and French-speaking Canadians in Canada. Section 41 of the OLA, found in Part VII, establishes that every federal institution has a responsibility to a) enhance the vitality of the English and French linguistic minority communities in Canada and support and assist in their development, and b) foster the full recognition and use of both English and French in Canadian society.
As a federal department, WD subscribes to the implementation of the OLA and works with central agencies, other government departments, partners and the western Official Language Minority Communities (OLMCs) to fulfill its OL obligations.
In the previous three audits undertaken by the Commissioner of Official Languages, WD has been identified as having exemplary ratings in all areas of its program management. WD strives to maintain positive results in the areas of development of OLMCs and promotion of linguistic duality. For the coming cycle, the department will focus on the following areas for improvement as identified in this year’s report card: assessment of how language-of-work rights are respected in WD offices, and promotion of active offer to all employees who provide bilingual services to the public.
Within WD
Part IV Communications with and Services to the Public
Part V Language of Work
Part VI Participation of English-Speaking and French-Speaking Canadians
Part VII Advancement of English and French
Within WD, the Official Languages (OL) Champion’s (the Champion) role is to enhance the visibility of the OL program within the Department. Although at the heart of OL issues within the department, the Champion does not replace the manager and shall not constitute another management level. The Champion is supported in this regard by a National OL Coordinator and representatives from each of WD regions and directorates (A full listing of WD OL contacts is provided at Annex D).
Due to their mandate, certain corporate units play a strategic support role to the department and have specific responsibilities in the area of official languages as follows: Corporate Communications with respect to Parts IV, V, VI and VII; Finance and Corporate Management (specifically Human Resources) for Parts IV, V, VI; and Policy and Strategic Direction (PSD) with regard to Parts IV and VII.
Under the OL ADM Champion lead, PSD has the key responsibility to define WD ’s position and policies with regard to Part VII in consultation with both the other directorates and the regions. Regional assistant deputy ministers, directors general, directors and managers also have specific responsibilities in the area of official languages.
WD’s Role with Official Languages Minority Communities (OLMC)
Through a number of mechanisms, including the Western Diversification Program (WDP), the Economic Development Initiative under the Roadmap for Canada’s Linguistic Duality 2008-13: Acting for the Future (the Roadmap), WD has allocated and will continue to allocate direct funding for projects with Official Languages Minority Communities (OLMCs) related to community economic development, projects with francophone academic institutions and services to francophone entrepreneurs.
Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French, and have access to government services in the language of choice.
To be leaders in creating a more diversified western Canadian economy that has strong, competitive and innovative communities and businesses.
Improved social and economic development for OLMCs (for GC OL Priority: capitalizing on economic benefits of linguistic duality)
diversified, competitive, strong economies in (sustainable) OLMCs of Western Canada (for WD OL Priority: supporting and facilitating the economic development of OLMCs in the West)
Economic Development Initiative (EDI)
Develop new expertise through innovation, diversification of activities, partnerships, and support to small businesses
Although growing in population, OLMCs across Western Canada continue to face both challenges and opportunities in the areas of community economic development and services to francophone entrepreneurs, and within francophone academic institutions. Population demographics indicate the following distribution of francophones across Western Canada:
Region | Mother Tongue | |||||
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Total | English | French | Other languages | |||
Total | Aboriginal | Non-Aboriginal | ||||
Note: The statistics in the last two columns refer to single responses. This is why their totals are slightly lower than the figures in the preceding columns. Source: Statistics Canada, 2006 Census of Population. |
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Number in thousands | ||||||
Manitoba | 1,133.5 | 845.6 | 45.5 | 242.4 | 35.7 | 200.6 |
Saskatchewan | 953.8 | 815.4 | 16.8 | 121.7 | 34.1 | 84.3 |
Alberta | 3,256.4 | 2,593.4 | 64.7 | 598.2 | 27.0 | 556.5 |
British Columbia | 4,074.4 | 2,900.9 | 58.9 | 1,114.6 | 13.1 | 1,078.5 |
Canada | 31,241.0 | 18,055.7 | 6,892.2 | 6,293.1 | 210.1 | 5,937.8 |
Composition in % | ||||||
Manitoba | 100.0 | 74.6 | 4.0 | 21.4 | 3.2 | 17.7 |
Saskatchewan | 100.0 | 85.5 | 1.8 | 12.8 | 3.6 | 8.8 |
Alberta | 100.0 | 79.6 | 2.0 | 18.4 | 0.8 | 17.1 |
British Columbia | 100.0 | 71.2 | 1.4 | 27.4 | 0.3 | 26.5 |
Canada | 100.0 | 57.8 | 22.1 | 20.1 | 0.7 | 19.0 |
It is also interesting to note that the number of francophones has increased at an average annual rate of 0.6 percent from 1971 to 2006, and such a trend is expected to continue.1
WD recognizes the value and contribution of francophone OLMCs to the economy of Western Canada. Within the context of the department’s mandate, support for their economic development and diversification is a priority.
Historically, WD has been very active in the development of a strengthened OLMC and francophone economic development and capacity in the West. Initially, this was through the inclusion of Francophone Economic Development Organizations (FEDOs)2 in April 2001. FEDOs enhance the vitality of minority language communities in Western Canada and assist in their economic development. These independent entities have their own boards of directors with broad representation from their respective provinces. Board members are knowledgeable about business as well as the challenges facing francophone entrepreneurs. Support from WD enables these regional organizations to provide enhanced services to Francophone entrepreneurs including training, business and community economic development, access to capital, information services, marketing advice, networking and mentoring.
WD has also successfully engaged OLMCs in Special Economic Development Initiatives, partnership arrangements with other federal and provincial departments and agencies, as well as academic institutions and projects specifically responding to identified OLMC needs.
Integrating the program development and delivery component, WD recognizes the need for tools to assist project officers in the development of initiatives focused on OLMCs or projects that have an impact on OLMC.
WD project officers can actively contribute to the economic advancement of the francophone community through project review. An established “OL lens”, now part of WD ’s project due diligence, has been developed specifically to assist in determining whether and how to support the economic development of the francophone community in every project considered by WD.
WD collaborates with other federal institutions (such as Canadian Heritage, Industry Canada, and the other regional development agencies), and its Western Canada Business Service Network partners, such as the FEDOs, to maximize the impacts from resources committed and the economic results for OLMCs.
This Action Plan aims to coherently deliver and report on all of WD ’s OL activities, which are aligned with our departmental priorities and strategic outcomes, and are reported on annually.
Annex A: Official Languages Action Plan – Logic Model
Text Description: Official Languages Action Plan – Logic Model
HORIZONTAL ULTIMATE OUTCOMES
- Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French, and have access to government services in the language of choice.
(Government wide ultimate result per Roadmap 2008-2013)
- Diversified western Canadian economy that has strong, competitive & innovative communities and businesses
(WD Vision= WD’s Ultimate Result)
ULTIMATE OUTCOMES for WD OL efforts
- Policies and programs that support OLMCs in Western Canada
- Sustainable OLMCs
- Diversified competitive, innovative, strong economies in OLMCs of Western Canada
INTERMEDIATE OUTCOMES for WD OL efforts
- Increased access to services in French in Western Canada
(OLA Part IV) - Increased capacity and visibility for OLMCs in Western Canada
(OLA Part V, VI, VII) - Strengthened OLMC economic capacity
(OLA Part VII)
IMMEDIATE OUTCOMES for WD OL efforts
- Full integration of the OLMC perspective and OLA section 41 into WD’s policies, programs and services
Increased capacity within WD to support management excellence in OL.
- Increased awareness of WD staff and managers about their responsibilities regarding both OLA implementation and the OLMCs.
Increased awareness of OLMCs about WD activities, programs and policies to promote bilingual character of Canada and support for the development of Western Canada OLMCs.
- Improved access to capital
Enhanced leverage of funds and resources
Increased awareness of and access to programs and services for business and CED.
Development of business, management, planning, and personal skills Enhanced understanding of the economic issues of OLMCs.
OUTPUTS from WD OL efforts
- Support WD provision of services in both official languages
(OLA Part IV) - Support management to foster a work environment that encourages the use of both official languages
(OLA Part V & VI) - Support and facilitate the Economic development of western OLMCs
(OLA Part VII)
ACTIVITIES
- Awareness
- Consultations
- Communications
- Coordination and Liaison
- Funding and Program Delivery
- Accountability
INPUTS
- Government of Canada resources Departmental resources OLMCs and FEDOs resources
Note: A detailed listing of activities is provided at Annex B.
Annex B: Official Languages Action Plan – Summary of Activities
Awareness
Description: Internal activities directed at making employees and management of the federal institution aware of their responsibilities regarding the Official Languages Act. Expected Result: Creates lasting changes on the federal institution's organizational culture; employees and management are aware of and understand their responsibilities regarding the OLA section 41 and Official Languages Minority Communities. |
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Planned Activities | Expected Outputs | Indicators | Results |
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Training | |||
General employee information sessions are held on Part IV, V and VII of the OLA. |
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Training on new departmental programs includes an OL Component |
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Training on the OL Act is included in new Employee Orientation Sessions |
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OL Lens Training is included in Development Officer curriculum |
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Conduct information sessions to managers and senior managers on WD obligations as well as third party contracts (partners included.) |
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Communications | |||
The departmental OL Champion promotes Official Languages and communicates via all-staff email and/or intranet site for all national bilingual recognition events such as Semaine de la Francophonie, Linguistic Duality Day and Rendezvous de la Francophonie. |
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Emails/Newsletters sent to employees to inform them of obligations related to Part VII of the OLA |
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Raise awareness and provide general information about Part V (Language of Work) of the OLA by sending reminder on Language of Work obligations to employees and managers in Ottawa, WD's only bilingual designated office for language of work purposes. |
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Promote the use of the Leadership Competencies Profile for Official Languages (tool developed by OCOL) to assess progress on Part V-Language of Work. |
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Promote the use of existing tools on how to conduct bilingual meetings and activities. |
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Knowledge of Anglophone/francophone/bilingual demographic profile of the West. |
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Ensure the OL team is represented during the corporate planning cycle as appropriate |
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WD will continue to include OL commitments in senior management performance contracts as well as those of the OL regional and national coordinators |
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Promote the role of the OL Champion and communicate their responsibilities to the department |
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Assess ability to partner with OGD's on research studies or undertake a unilateral research study as required. |
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Create and update a regional and pan-west summary of issues facing OLMCs |
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Bulletin 41/42 |
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Promote Official Languages tools available on active offer. |
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Recognize efforts of staff to implement Section VII - instant, formal, regional, corporate |
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The Department will undertake an internal questionnaire in year one to measure departmental employees’ knowledge of the OLA and then again in year five in order to compare results from the year one questionnaire. |
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Other Activities: | |||
Best Practices: |
Consultations
Description: Sharing of ideas and information between federal institutions and OLMC's to better understand each other's priorities and mandate, and to identify areas for OLMC development. Expected Result: Creation of lasting relationships between the federal institution and OLMCs; federal institution and OLMCs understand each other's needs and mandates. |
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Planned Activities | Expected Outputs | Indicators | Results |
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WD-led consultations | |||
WD will consult with FEDOs and OLMCs on:
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WD will consult with OLMCs to identify potential demographic changes/opportunities. |
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In subsequent Client Service Surveys include question re: OLMCs re: level of satisfaction of service. |
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Mechanism (i.e. Workshop) to consult with staff on language of work. |
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WD Participation in Other Government Department Consultation Activities | |||
WD will participate in consultations led by OGD's (Heritage, CIC, HRSDC, IC, RDÉE) |
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Regional OL Coordinators participate on Federal Councils (OL Sub-committees) |
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Other Activities: | |||
Best Practices: |
Communications
Definition: Provision of information (externally) to promote the bilingual character of Canada; provision of information to OLMCs regarding federal institution activities, programs and policies that could be of interest to them. Expected Result : OLMC culture reflects a broad understanding of the federal institutions mandate; OLMC's receive up-to-date and relevant information about the federal institution's programs and services. |
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Planned Activities | Expected Outputs | Indicators | Results |
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Internal Communications in support of External Communications | |||
All staff communications on Official Languages obligations |
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Internal WD Web site:
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External Communications | |||
Contribute to an external communication trend analysis with OGD s. |
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Regional meetings and/or communications with OLMC's and FEDO's as appropriate |
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External Communications tools are in both official languages |
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Media Buys are in both official languages |
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Client Distribution Lists |
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External WD Web site:
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Other Activities: | |||
Best Practices: |
Coordination and Liaison
Definition : Cooperation and liaison (joint research, meetings, etc.) within the federal institution and between government institutions (federal, provincial, territorial or municipal). Expected Result:Co-operation with multiple partners to enhance OLMC development and vitality and to share best practices. |
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Planned Activities | Expected Outputs | Indicators | Results |
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OL Champion | |||
Participates in meetings and pursues OL initiatives with OGDs |
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Explores national partnerships |
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National OL Coordinator | |||
Meets departmental requirements for the position |
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Review and update Burolis |
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Analyze results of census and implications on bilingual designations of offices and take appropriate actions. |
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Regular team meetings |
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OL Budget |
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Liaise with other government departments to share information and best practices on service to public. |
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Regional OL Coordinators | |||
Meets departmental requirements for the position |
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Participates in regular Federal Council led OL Groups/Activities |
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Explores regional activities and/or partnerships on OL initiatives |
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Other Activities: | |||
Best Practices: |
Funding and Program Delivery
Definition: Implementation of programs and services (resources, in-kind, funding, etc.) for OLMCs by the federal institution alone or in collaboration with other government institutions; taking into account of OLMC needs and the promotion of the full recognition and use of both official languages in the programs and services of the federal institution. Expected Result: OLMCs are part of the federal institution's regular clientele and have adequate access to its programs and services; OLMC needs (e.g. geographic dispersion and development opportunities) are taken into account. |
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Planned Activities | Expected Outputs | Indicators | Results |
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Funding | |||
WD provides core-funding to FEDO's - contingent upon Ministerial approval |
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Offer pathfinding assistance to OLMCs on potential sources of project funding |
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Projects with an OLMC component are submitted for funding consideration (Pan-West, multi-regional, regional) |
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Program Delivery | |||
Complete current Roadmap for Canada's Linguistic Duality |
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Participate in design/development of future roadmap |
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OL Champion encourages language training and, where possible, the department supports employees who are interested in language training. |
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Promote the Public Service Commission tool to assist managers in determining linguistic profiles for positions |
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Evaluate the impact of the deficit reduction action plan, as well as other similar activities on the provision of bilingual services (review of internal bilingual capacity). |
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Review of all work instruments to ensure their availability in both official languages for all employees in bilingual positions. |
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Other Activities: | |||
Best Practices: |
Accountability
Definition: Institutional tools for planning, evaluating and reporting (action planning, reporting on results, internal evaluations, policy reviews, etc.). Expected Result: Full integration of the OLMC perspective and section 41 of the OLA into the federal institution's policies, programs and services; the reporting structure, internal evaluations and policy reviews determine how to better integrate OLMCs' perspective. |
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Planned Activities | Expected Outputs | Indicators | Results |
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Planning and Reporting | |||
Develop and Implement an OL Action Plan |
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Report on Action Plan - provide internal and external reports on progress in the implementation of the OL Action Plan |
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Integration of OL into the departmental Planning and Reporting Process |
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National Coordinator provides regular updates to OL Champion |
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Monitor Action Plan |
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Regional coordinators regularly brief regional management teams |
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ADM OL Champion briefs Executive Committee on a regular basis and provides recommendation or advice for WD. |
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Update the Accountability Framework |
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Programs and Services | |||
Evaluation of previous projects/partnerships with OLMCs over the last 5-10 year period. |
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Develop a process and a checklist to monitor the service levels and gaps with respect to service to the public. |
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Monitor the bilingual service provision (internally and with partners) and the quality of response/service by conducting telephone, email or on-site evaluation. |
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Reviewing the OL requirements contained in current service delivery partners agreements - i.e. MOU's on active offer (further to Caldech report relating to service to the public) |
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Address and respond to any complaints |
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Establish an internal complaint process for Language of Work | Ensure OL representation on the Informal Conflict Management System | All complaints are addressed in a timely manner | |
Other Activities: | |||
Best Practices: |
Annex C: Official Languages Related Reporting Requirements
Plan | Frequency | Audience | Purpose |
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Report on Plans and Priorities | Annual | Parliament | Describes departmental priorities and strategic outcomes, expected results and the associated resource requirements covering a three-year period |
Corporate Business Plan | Annual | Public and WD employees | Integrated overview of the department's strategic outcomes, priorities and expected performance objectives |
Action Plan for Implementation of Section 41 of the Official Languages Act (OLA) | Annual | Commissioner of Official Languages, Heritage Canada and all WD employees | Federal institutions subject to the Accountability Framework for the Implementation of Sections 41 and 42 of the OLA are required to submit an annual or multi-year action plan |
Regional Business Plans (British Columbia, Alberta, Saskatchewan, Manitoba) | Annual | WD employees | Overview of region's planned strategies and actions for program activities and areas of management |
Finance and Corporate Management (F&CM) Business Plan | Annual | Finance and Corporate Management | Overview of the F&CM planned strategies and actions for financial and corporate activities and areas of management |
PSD Business Plan | Annual | WD employees | Outline PSD priorities, ongoing responsibilities, planned activities, key deliverables and strategy for measuring success |
Public Service Renewal Action Plan | Annual | WD management & staff Clerk of the Privy Council Office |
Contributes to the Clerk’s annual report on PS Renewal and guides WD management and staff in furthering renewal in the workplace |
Learning Strategy & Priorities Plan | All WD employees | Sets direction for corporate learning for upcoming fiscal year | |
Departmental Performance Report | Annual | Parliament | Outlines WD's achievements against the performance expectations and commitments as set out in WD's Report on Plans and Priorities |
Review on Official Languages | Annual | Treasury Board, Canadian Heritage and Parliament | Reports on the results of WD's Strategy and Action Plan and contributes to Treasury Board’s Annual Report on OL |
HR Dashboard Report | Biannual | WD Executive Committee | Reports on trends, issues, areas for attention |
Annual Report on the Operation of the Canadian Multiculturalism Act | Annual | Public Service | The Canadian Multiculturalism Act requires all federal departments, agencies and Crown corporations to implement the multiculturalism policy and to report annually on their activities. Citizenship and Immigration Canada is responsible for producing the Annual Report on the Operation of the Canadian Multiculturalism Act. |
Report on the Application of the Public Service Official Languages Exclusion Approval Order | Annual | Public Service Commission | Gathers information on the application of the Public Service Official Languages Exclusion Approval Order for the purpose of monitoring organizations subject to the Public Service Employment Act. |
Annex D: Departmental Information
Federal institution
Western Economic Diversification Canada
Canada Place
Suite 1500, 9700 Jasper Avenue
Edmonton, Alberta T5J 4H7
Web site: www.wd-deo.gc.ca
Minister responsible
Lynne Yelich, Minister of State
Senior official(s) responsible for implementation of section 41 of OLA
Daniel Watson, Deputy Minister
James Meddings, ADM OL Champion
General mandate of federal institution
To promote the development and diversification of the western Canadian economy, coordinate federal economic activities in the West, and reflect western Canadian interests in national decision-making.
National Coordinator
Guy Lajeunesse
Western Economic Diversification Canada
Suite 601, 119 4th Avenue S.
Saskatoon, SK S7K 3S7
Telephone: 306-975-6537
Facsimile: 306-975-5484
Regional Coordinators
British Columbia
Lisa-Marie Gagné
Western Economic Diversification Canada
Number 700, 333 East Seymour Street
Vancouver, BC V6B 5G9
Telephone: 604-666-7542
Facsimile: 604-666-2353
Alberta
Lisa Lecky
Western Economic Diversification Canada
Canada Place
Suite 1500, 9700 Jasper Avenue
Edmonton, AB T5J 4H7
Telephone: 780-495-6920
Facsimile: 780-495-4557
Saskatchewan
Guy Lajeunesse
Western Economic Diversification Canada
Suite 601, 119 4th Avenue S.
Saskatoon, SK S7K 3S7
Telephone: 306-975-6537
Facsimile: 306-975-5484
Manitoba
Karen Morrow
Western Economic Diversification Canada
P.O. Box 777, 712-240 Graham Avenue
Winnipeg, MB R3C 2L4
Telephone: 204-983- 2837
Facsimile: 204-983-1280
Ottawa
Western Economic Diversification Canada
141 Laurier Avenue West, 5th Floor
Ottawa, ON K1P 5J3
Telephone: 613-952-9389
Facsimile: 613-957-1154
Headquarters
Annie Duchesne
Finance and Corporate Management
Western Economic Diversification Canada
141 Laurier Avenue West, 5th Floor
Ottawa, ON K1P 5J3
Telephone: 613-952-9389
Facsimile: 613-957-1154
Jody Simonson
Policy and Strategic Direction
Western Economic Diversification Canada
Canada Place
9700 Jasper Avenue, Suite 1500
Edmonton, AB T5J 4H7
Telephone: 780-495-4164
Facsimile: 780-95-8259
Michael Wronski
Corporate Communications
Western Economic Diversification Canada
141 Laurier Avenue West, 5th Floor
Ottawa, ON K1P 5J3
Telephone: 613-941-1097
Facsimile: 613-952-6775
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