Factors and criteria |
Summary of substantiating data |
Rating |
Management
a) An accountability framework, an action plan and accountability
mechanisms are in place (5%) |
The Canada Revenue Agency (CRA) has Guidelines
that reflect the Special Commitments of senior management,
particularly in the area of official languages (OL). The CRA
also has an instrument on the delegation of authorities, which
describes managers’ responsibilities for the obligations
set out in the Official Languages Act. These documents have
been distributed to managers and are also available on the
CRA’s Intranet site, the InfoZone.
The new 2005-2008 Action Plan for OL is supported by senior
management and one of its objectives is to better integrate
OL into Agency programs and operations. The action plan
was first presented to the National Committee of OL champions
and the Human Resources Branch Executive Committee, then
to the Agency Management Committee. It was approved in November
2005. The plan will be posted on the InfoZone OL site. The
Agency is particularly interested in the issue of monitoring.
Because this is a priority of the OL Quality Management
System (OL-QMS), self assessment tools will be developed
for managers.
OL objectives are part of the performance reviews of the
Executive Group. Since 2004, OL have been incorporated into
the performance agreements of line managers (MG Group).
The OL Division is currently developing a comprehensive
monitoring framework which will, among other things, provide
tools to assist managers in assessing their workplace and
the quality of services they are providing.
Every year, each branch and region prepares an OL plan
and submits a report on the implementation of the OL Program
(OLP). Some regions include OL objectives in the performance
agreements for team leaders, managers and employees who
provide services to the public.
The CRA has implemented an integrated planning process.
The new performance measure framework enables the Agency
to remain focussed on its business objectives and on related
achievement measures. This includes OL objectives.
The OL Division conducted a strategic review of CRA’s
OLP. The purpose of this review is to develop mechanisms
to improve support for carrying out the program on an Agency-wide
basis, as well as a corporate strategy to build links between
various initiatives and activities. |
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b) Visibility of official languages in the
organization
(5%)
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In its 2004-2005 Annual Report to Parliament,
CRA mentions OL several times, particularly in the performance
section. It describes the strengths and weaknesses raised
in the Office of the Commissioner of Official Languages’
(OCOL) last report card.
The Corporate Business Plan for 2005-2006 to 2006-2007 does
not mention OL as such, although there are many references
to service delivery quality and how to improve it.
The OL Division has adopted a communication plan to be
rolled out over a period of several months. The plan involves
distributing pamphlets on language of work and bilingual
service in person and by telephone, as well as updating
the OL Intranet site.
The OL Division is reviewing its service delivery methods
to maximize its support for management, and improve its
strategic, awareness and communication roles. This review
will improve the implementation of the CRA OLP and the delivery
of high quality services in both official languages for
both external and internal clients. The OL Division has
also conducted an assessment of OLP implementation in one
of its regions in order to determine the extent to which
the region fulfills its OL obligations and respects employees’
and clients’ language choice.
Following the example of the OL Division, CRA’s
Corporate Audit and Evaluation Branch has been given the
responsibility of evaluating the Agency’s compliance
with the Act. The Branch integrates OL into internal audits
as needed. The 2005-2006 planning did not identify any
significant risks in any corporate activities. The Internal
Audit Division will conduct an OL audit at Headquarters
on bilingual capacity in 2006-2007.
OL issues are brought to the attention of the Agency's
Management Committee. Reports or updates are often presented
at roundtables. The CRA Commissioner attends special events
relating to OL and periodically sends messages to managers
to reiterate his commitment to OL. Every year a presentation
on OL is made to the CRA Board of Management.
The national champion for OL part of the Agency's Management
Committee. The person responsible for OL is at the EX-01
level. This person gives presentations on OL to the Management
Committee and participates in its discussions. All official
language issues are brought to the attention of the national
champion and meetings are held as required with the OL director.
The National Committee of champions sits on a quarterly
basis, which ensures that there is ongoing dialogue about
all aspects of the program. The OL Division acts as liaison
between the champions and the OL coordinators. |
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c) Complaints (5%) |
Managers are responsible for resolving the
complaints and the OL Division assists them with advice and
tools as required. A quarterly complaints report is sent to
champions and OL coordinators for information and follow-up
purposes. This report assists in analysing the trends and
in determining the areas of weakness.
CRA and OCOL are negotiating an agreement on complain
resolution.
OCOL has not identified any systemic problem. |
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Service to the public - Part IV
a) Bilingual services advertised to the public and sufficient
bilingual staff (4%) |
77% of incumbents of bilingual positions serving
the public meet the language requirements of their position.
(Source: Annual Review of OL, April 2005)
The majority of the toll-free telephone lines are advertised
in telephone directories as separate English and French
lines. The preferred official language of clients for correspondence
is identified every year based on the clients' personal
income tax and benefit return.
The Saint John (New Brunswick) Tax Services Office, in
partnership with local authorities, had a DVD produced to
promote Saint John and the surrounding area. This tool will
help recruit bilingual employees in order to increase the
office’s bilingual capacity. |
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b) Findings on active offer and service delivery
(15%) |
According to the observations of in-person
service made by OCOL in the fall of 2005, active visual
offer was present in 100% of cases, active offer by staff
was made in 54% of cases, while service in the language of
the linguistic minority was adequate in 85% of cases.
According to the observations of service on the telephone
made by OCOL in the fall of 2005, active offer of service
by staff or by an automated system was made in 79% of cases,
while service in the language of the linguistic minority
was adequate in 86% of cases. |
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c) The service agreements delivered by third
parties or in partnership provide for the delivery of bilingual
services
(2%)
|
Subsection 4, Chapter 2, Section 2 of the CRA's
Material Management Manual provides information regarding
the OL obligations for contracting.
There are no examples of regular monitoring mechanisms. |
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d) Bilingual services quality monitoring (4%) |
The Agency is rethinking the way it provides
in-person services to the public. Over the next two years,
CRA will shift from in-person service without an appointment
to a service model where the client will first be encouraged
to call the telephone number or visit the Web site. In more
complex situations, the client will have to schedule an appointment
with an officer. The OL Division will ensure that the service
transformation strategy includes an active offer in both OL.
Employees providing services to the public in both OL are
reminded of their responsibilities through information and
awareness sessions, written reminders, a brochure on the
active offer of service, and the CRA video on service to
the public:
OL…A Matter of Service. Furthermore, the OL
coordinator for Pacific Region has given a number of awareness
sessions in the Pacific and Prairies Regions.
The 2005-2008 Action Plan for OLP renewal includes a number
of specific measures, such as including active offer in
the annual performance agreements of employees who provide
service to the public, and ensuring follow-up.
As part of the redesign of the Human Resources Branch InfoZone
site, the OL Division conducted an in-depth review of the
tools and documents available to managers and employees,
including information on active offer.
As part of its commitment to provide Canadians with quality
services focused on client satisfaction, the Agency regularly
surveys the public and pays particular attention to any
complaints and concerns that are raised. In its latest annual
survey entitled, Measuring up: How Canadians View the CRA,
the Agency asked respondents whether they agreed with the
following statement: “You were served in the official
language of your choice.” The previous year, 97% of
respondents agreed with this statement (completely agree
or agree). This result has remained unchanged since the
initial survey in 2000. The tax services offices and tax
centres also conduct client surveys entitled, Your Opinion Matters, which includes a question on OL. This feedback
enables local authorities to take corrective measures to
improve service, if necessary.
The annual plans and reports submitted by branches and
regions provide information on the management of the OLP.
Other measures, such as surveys conducted by specific branches
or regions, also provide assurance on the quality of bilingual
services.
Line managers are accountable for the implementation of
the OLP and have to report on OL activities every year in
their annual report on OL.
In order to further increase employee awareness of active
offer, the OL Division has committed to developing a communication
plan that includes distributing a pamphlet on active offer
and service delivery in both official languages in person
and by telephone. The pamphlet will be distributed before
the busy tax filing season. |
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Language of work - Part V
a) Adequate bilingual supervision and language of work policy
(12.5%) |
79% of supervisors in bilingual regions who
are required to supervise their employees in both official
languages are able to do so. (Source: Annual Review of OL,
April 2005)
For the time being, the CRA follows the Language of Work Policy of the Public Service Human Resources Management
Agency of Canada. The CRA has guidelines for designing products
for the InfoZone site, and section 11 deals with bilingualism.
The OL-QMS also contains procedures that deal exclusively
with work tools, training, meetings, supervision and communications.
As a support measure for language of work, new projects
were initiated as part of the Innovation Program: French-language
training integrated into senior executives’ professional
development, and second language learning and retention
(French-language Toastmasters Club for the Greater Toronto
Area).
Furthermore, some tax centres and tax services offices exchange
employees for set periods of time. Employees improve their
knowledge of their second language in another province while
at the same time bringing their skills and knowledge in
the area of taxes and service to the public. |
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b) Establishment of an environment conducive
to both official languages (12.5%) |
The purpose of the OL-QMS project is to improve
communication between the bilingual regions and Headquarters
and to encourage the effective use of both OL in the workplace.
The CRA reached 2,500 employees and managers in bilingual
regions in March 2005, and approximately 4,000 other employees
will be trained during winter 2006. Surveys will be done every
year of employees who took part in the project in order to
analyse employees' level of satisfaction with regard to language
of work.
English and French are used in meetings of the Agency's
Management Committee and Board of Management. In the meeting
rooms, there are more and more posters recommending that
meetings be held in both OL.
The curriculum for the management group development program
contains sections on OL responsibilities. The OL component
is fully integrated into the curriculum. OL are integrated
into various sections of the training course for new managers
(client service, human resources planning).
In order to monitor the implementation of the Language of Work Policy, a survey was conducted in January 2004 to
measure the satisfaction rate based on five indicators:
supervision, work instruments, training, communications
and meetings. CRA also conducted a survey of all employees
in November and December 2005; this survey included a number
of questions on OL in the workplace.
OL-QMS provides employees with the opportunity to identify
any "gap" in the procedures through a virtual
mailbox. Measures can then be taken to correct the situation,
and employees can remain anonymous if they choose. |
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Equitable participation - Part VI
a) Percentage of Francophone participation throughout Canada
(5%) |
Francophones account for 24% of the CRA workforce
as a whole. (Source: Annual Review of OL, April 2005) |
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b) Percentage of Anglophone participation in
Quebec (5%) |
Anglophones account for 5.5% of the CRA workforce
in Quebec. (Source: Annual Review of OL, April 2005)
This statistic represents the participation rate of Anglophones
in all the CRA offices in Quebec only (excluding Headquarters).
The 2005-2008 Action Plan aims to improve the representation
of Anglophones in Quebec. |
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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 (12.5%) |
In 2000, the OL Division developed and distributed
to all managers a Guide for implementing Part VII of the
Act. This guide is posted on the InfoZone OL site.
Local and regional offices keep in contact with official
language minority organizations in order to learn about
their needs and work with them. In the Northern Ontario
Region, partnerships have been established with the Francophone
community in order to discuss and develop strategies to
address their realities and priorities. In the Prairies
Region, local OL coordinators actively participated in Francophone
community activities. In the Pacific Region, a DVD focusing
on the history of Francophones in British Columbia was produced
for employees. The assistant commissioner explains the concept
of active offer of service in the DVD. Furthermore the Burnaby-Fraser
Tax Services Office worked extensively with the Francophone
community, including the French school board, to include
a new learning tool Responsible Citizenship and Canada's Tax System in the curriculum in British Columbia secondary
schools.
The CRA applies the Communications Policy of the Government of Canada by purchasing advertising space and time in the
media to inform the minority community about its programs
and activities, for example, to announce income tax clinics
and job opportunities.
Regional and local OL coordinators organize awareness activities
for employees, such as inviting minority organizations to
CRA offices to meet employees.
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b) Strategic planning and the development of
policies and programs take into account the promotion of linguistic
duality (12.5%) |
The Agency's action plan for the renewal of
OL includes objectives to promote English and French.
The Agency has had a Managers' Charter for some years now.
It states that, in demonstrating leadership, managers must
strive to provide quality, timely and fair service to clients
and colleagues in the official language of their choice.
In doing so, they must recognize and respect equity and
diversity in all their dimensions. This Charter is a means
to promote equality of English and French in service delivery.
The CRA Commissioner and OL national committee champion
reinforce this message in their communications with managers.
Every year as part of Les Rendez-vous de la Francophonie,
the Commissioner or the national OL champion informs all
employees about the importance and richness of the Francophone
community and encourages employees to take part in the
wide variety of activities that are planned.
The CRA offers information and awareness workshops to employees
in bilingual regions. The workshops cover linguistic duality
and compliance under the OL QMS project.
The Saint John Tax Services Office is a member of Avantage
Saint John Advantage, a group of local business people promoting
the economic and cultural benefits of bilingualism. In this
capacity, the Tax Services Office has produced a DVD to
help recruit bilingual employees, in order to increase its
bilingual capacity. |
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OVERALL RATING |
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