Management
a) An accountability framework, an action plan and accountability mechanisms are in place |
The CBC explains managers' and employees' obligations to
the public in its Official Languages On-line Manual, which is
available on the intranet. The guide also addresses language of work.
Expectations are clearly specified.
All vice presidents are involved in setting objectives. The CBC strategic
plan includes official languages, which are an integral
part of the Corporation's activities.
For the CBC/Radio-Canada, a fundamental focus is to ensure
that official language minority communities have access
to programming that reflects their own realities and the
realities of the rest of the
country. There is an action plan pertaining to Part VII,
entitled
Implementation of Section 41 of the Official Languages
Act. There
is no separate action plan for sections IV, V and VI.
To enhance accountability, the Corporation meets frequently with representatives of linguistic minorities (minority associations, artists' groups, in partnership with local leaders). A list of achievements is systematically prepared every year in keeping with the strategic directions set out in the business plan for the period in question. |
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| b) Visibility of official languages in the organization |
The business plan summary addresses service to the two main linguistic communities. The annual report indicates any difficulties. Comprehensive audits including an OL component have been conducted in the past, but no recent examples were provided.
The acting champion, who is a member of the senior management
group (EX group equivalent), is a member of the Executive Committee. The
champion, who is actively involved in the handling of major issues, is
the Vice President, Human Resources. The functional authority for OL participates
in Executive Committee meetings as needed.
The two networks are increasingly linking their activities. Bringing the two language groups closer together is a priority for the President. |
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| c) Complaints |
When complaints are received and flagged by the Office
of the Commissioner of Official Languages (OCOL), the CBC works with OCOL
with a view to resolving the problem. Managers take appropriate action
in the normal course of their duties.
Given that most complaints deal with the quality of the language used on air, the sharing of solutions is not seen as a necessary measure. |
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Service to the public - Part IV
a) Bilingual services advertised to the public and sufficient bilingual staff |
The greetings used by receptionists and security guards indicate to the public that service is offered in both languages. The initial greeting is based on demographics (Anglophone majority, English greeting first, and vice versa). Signage is bilingual. Internet sites are tailored to each audience. |
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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 was present in 60.0%
of cases; active offer by the
employee was made in 40.0% of cases, while service in
the language of the minority was adequate in 90.0% of cases.
According to the latest telephone service audit conducted by the Public Service Human Resources Management Agency, active offer was present in the following proportions: employees - 62.5%, voice mail greetings - 71.9%, service availability - 87.5%. |
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| c) The service agreements delivered by third parties or in partnership provide for the delivery of bilingual services |
The Official Languages Guide states that third parties must respect the equal status of both official languages. No evidence of structured monitoring of services offered by third parties. |
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| d) Bilingual services quality monitoring |
There is a language advisor who monitors the quality of language used in broadcasts. A report on the quality of French used in broadcasts has been produced. The CBC is especially interested in regions where English plays a more influential role. Interactive communications are also a means of evaluating service quality (CBC and Radio-Canada). Public feedback is a good indicator, since television viewers and listeners feel they own the networks. No evidence of regular reminders to staff.
Managers, especially those responsible for integrated services, must make employees aware of the CBC's OL obligations. Managers continually monitor service quality and take specific measures as needed in response to public feedback. |
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Language of work - Part V
a) Adequate bilingual supervision and language of work policy |
The CBC does not collect data on bilingual supervision.
The CBC has developed an official languages guide, which
covers language of work. It is available on the intranet. It is mentioned
during orientation sessions and awareness workshops.
Bilingualism is intimately related to the daily work of the centralized services serving the entire CBC/Radio-Canada staff or audiences from both language groups. |
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| b) Use of each language in the workplace |
At headquarters, reminders in print or electronic form are not distributed on a regular basis, since bilingualism is seen as an integral part of the central services located there.
Offering bilingual service is an essential part of all decisions leading to the centralization or integration of services (HR, information technology, reception services).
Both languages are used at Executive Committee meetings.
Given their obligation to remind employees of their language rights, meeting chairs state that participants may use either official language.
On the whole, outside the NCR, employees work in the language of the majority. The head of HR ensures that employees of central services are supervised in both languages.
No examples of monitoring mechanisms were provided. |
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Equitable participation - Part VI
a) Percentage of Francophone participation throughout Canada |
Overall, 46.95% of employees are Francophone. The vast majority of Francophone employees work in Quebec.
(Source: Official Languages Division, CBC, January 2005) |
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| b) Percentage of Anglophone participation in Quebec |
In Quebec, 4.76% of employees are Anglophone.
(Source: Official Languages Division, CBC, January 2005) |
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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 |
The Broadcasting Act includes provisions in this regard (service to linguistic minorities), which are guiding principles for the CBC. These principles are considered in planning (see business plan).
Regional programming directors ensure that Part VII objectives are taken into account.
French television has created a regional board with minority Francophone representatives. The board meets twice a year. Various other formats are used to consult and take the pulse of the community (visits by senior management, ad hoc committees, association general assembly meetings etc.). The CBC liaises with the Fédération culturelle canadienne-française /FCCF (office in Montréal), which represents Francophone artists outside Quebec. This provides access to a directory of French language researchers, authors and performers (to whom training workshops are also offered). According to the 2003–2004 Summary of Achievements, English-language CBC Radio and Television news teams continued to broadcast reports from Montréal neighbourhoods and once again took part in the Townshippers' Day event, which salutes the vitality of the Eastern Townships English-speaking community.
The CBC has developed a strategy for the implementation of section 41 for the benefit of both official languages minorities.
Local stations, which are close to their (Francophone or Anglophone) audiences, manage the purchase of airtime and space. Since each station's activities are directed to an audience of a specific language group, bilingual advertising is not always appropriate. The Official Languages Guide contains a provision on the use of media serving official language minorities.
The public is quite vocal and makes the CBC/Radio-Canada aware of minority community needs. Moreover, the President places great emphasis on raising awareness by means of "transcultural" initiatives. |
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| b) Strategic planning and the development of policies and programs take into account the promotion of linguistic duality |
Since the rationalization exercise at the CBC, its executives have sought opportunities to pool resources. Decision makers always consider whether the other network could benefit from planned productions. This gives rise to interesting and productive collaborations (documentaries, stories from abroad). The interest in promoting linguistic duality is at the heart of this new organizational culture. As part of their orientation, new journalists are made aware of linguistic duality.
Regional programming directors ensure that Part VII objectives are taken into account, in accordance with the action plan.
Among other examples, the CBC's activities include liaison
with the Évangéline arts council; participation in the international Francophone
film festival in Acadia, production of Culture-Choc/Culture Shock,
a bilingual program on cultural diversity hosted by Gregory
Charles; bilingual production (parallel shooting) of Ciao Bella; a
13-episode situation comedy broadcast in the fall of 2004;
participation in the Rendez-vous
de la Francophonie; and the special presentation of the TV game show La
Fureur to Ottawa's minority Francophone community. |
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| OVERALL RATING |
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