This document is a compilation of answers from several departments. The
following departments/Agencies have contributed to the response: the Public
Service Human Resources Management Agency of Canada, the Canada School of Public
Service, the Treasury Board of Canada Secretariat, the Public Service Commission
of Canada and the Privy Council Office.
RECOMMENDATION 1:
The Committee recommends that people newly appointed to management positions
take a formal training session given by the Canada School of Public Service, in
cooperation with the Office of the Commissioner of Official Languages, on the
importance of creating and maintaining a workplace conducive to the effective
use of both official languages.
Response:
The Government of Canada agrees that there is a need for formal training for
managers on the importance of creating and maintaining a workplace conducive to
the effective use of both official languages. This is the responsibility of the
Public Service Human Resources Management Agency of Canada (PSHRMAC) and the
Canada School of Public Service (the School), in collaboration with Justice
Canada and the Privy Council Office, and in cooperation with the Office of the
Commissioner of Official Languages.
The Official Languages Branch of the Agency is currently working with the
School to develop official language modules that will be incorporated into as
many of the School's training courses as possible, with leadership courses being
of particular focus.
The School offers a number of human resources courses with an official
languages component. Indeed, nine courses are currently offered, of which two
are specifically designed for supervisors and managers. Those courses are:
G501 - Orientation Program for Supervisors (for newly appointed
supervisors or individuals with supervisory responsibilities).
G110 - The Essentials of Managing in the Public Service (for all
managers wishing to revisit management principles in general to achieve
results).
Furthermore, the Official Languages Orientation course offers personnel
working in the official languages sector and/or who would be called upon to give
advice or services to managers in this field, covers elements such as official
languages legal foundations, Official Languages Regulation; OL Exclusion
Approval Order; Canadian Charter of Rights and Freedoms and roles and
responsibilities of various stakeholders. This course is being updated to take
into account the new policies and the message that official languages are rooted
in the core values of the Public Service.
In addition, the Agency is working with the Leadership Network, to develop a
framework on the training essential in the Public Service of Canada, and to
ensure that language training is an integral part of that framework. The School
will then develop programs designed to meet the employer's minimum knowledge
standards.
The Agency's Official Languages Branch will inform all of its key partners of
these new learning opportunities.
RECOMMENDATION 2:
The Committee recommends that PSHRMAC develop an appropriate audit mechanism
to ensure that the federal public service is a workplace that is conducive to
the effective use of both official languages, and that it report on the audit in
its annual report to Parliament.
Response:
In 2003, the Official Languages Branch (OLB) of the Public Service Human
Resources Management Agency of Canada strengthened its audit program to evaluate
institutions' performance in implementing Parts IV, V and VI of the Official
Languages Act. Since the launch of the program, the OLB has released a number of
audit reports and follow-up reports on language of work and service to the
public. These reports can be accessed on the OLB's OLLO site at http://www.hrma-agrh.gc.ca/OLLO.
To strengthen performance evaluation and accountability, the OLB is also
developing a “dashboard” - a visual representation of the status of various
functions. This tool will combine both quantitative and qualitative data and
will make it possible to consult data of varying levels of details. This pilot
project will include an automatic update function that will be fed by
departmental official languages databases, to facilitate maintenance and ensure
that the dashboard includes the most recent data.
There is a second component of the audit program involving the development of
self-assessment tools. These tools are developed for and made available to
institutions to help them assess their own performance in applying Parts IV, V
and VI of the Act.
The following tools are already available on the Agency’s Official
Languages Branch site:
- Linguistic Needs Designator
- Can you get 110% on your bilingual service checklist?
- Diagnostic Grid
- Self-Evaluation Checklist for the Manager (for service to the public)
- Self-Evaluation Checklist for the Manager (for language of work)
- Self-Evaluation Checklist for the Employee (for language of work)
- 2004-05 Annual Review guide and template
RECOMMENDATION 3:
The Committee recommends that the federal government ensure that there are no
negative repercussions on service to the public in the official language of the
client's choice, on language of work of federal employees and on the development
of official language minority communities, when there are major administrative
reorganizations, such as the move of the headquarters of a federal institution.
Response:
With regard to service to the public, federal institutions have obligations
based on established criteria by which individual offices may be designated as
bilingual for service to the public. The location of an institution's head or
central office has no impact on the institution's obligation to serve the public
in the language of choice since all head offices have an obligation to serve the
public in both official languages.
With regard to language of work, the Treasury Board has recently adopted an
implementation principle (Annex 1 to the Government Response), as an interim
measure, for cases where a head office relocates from a bilingual region to a
unilingual region for language of work purposes. The language of work rights of
employees choosing to move in such cases will be maintained.
Under the Official Languages Accountability and Coordination Framework, all
federal institutions are required to consider the impact of their activities on
the development of official language minority communities, regardless of where
their head offices are located.
RECOMMENDATION 4:
The Committee recommends that the Governor in Council pass an order
guaranteeing the right of federal employees to work in the official language of
their choice, when the headquarters of a federal department or agency is moved
to a region that is not designated bilingual for the purposes of language of
work.
Response:
The Treasury Board has adopted an implementation principle, effective
June 27, 2005, to maintain the language rights of employees who choose to
move when a head office relocates from a bilingual region to a unilingual region
for language of work purposes.
The implementation principle is an interim measure that applies to all cases,
and remains in effect until such a time as the government has the opportunity to
carry out appropriate consultations and consider the necessary adjustments.
RECOMMENDATION 5:
The Committee recommends that the Canada School of Public Service promote its
language training services and that these services be accessible to all federal
employees within a reasonable time frame, without any restrictions in terms of
specific groups of employees.
Response:
The government shares the committee's view that the acquisition and
maintenance of second official language skills by public service employees is a
joint responsibility of the employer (departments and agencies) and employees
themselves.
Capacity in the second official language must be integrated into employees'
career and professional development plans and be supported within a public
service learning framework. The new official languages policies stipulate that
managers are to encourage this type of training to respond to the career
objectives of their employees, while taking into account available resources.
The first priority for language training at the Canada School of Public
Service is for those employees who either communicate, or provide services to
the public, or manage staff.
In order to facilitate access to official language training by others, the
Canada School of Public Service, in June 2005, began to make some of its
language training products available on Campusdirect, its e-learning
portal. The CSPS is working to expand the range of products available
electronically.
The full series of interactive products will be made available to users
incrementally, enabling employees to acquire and develop second official
language proficiency or to maintain previously acquired proficiency.
The CSPS will be actively promoting this service through its course calendar
and newsletters.
RECOMMENDATION 6:
The Committee recommends that the federal government resolve the waiting-list
problem that is reducing accessibility to language training services.
Response:
Additional funding in the Action Plan was based on the assumption that the
demand would only increase by 20 student requests a month.
The demand for language training has in fact grown to 100 monthly requests
due to the following factors: cut-off date for attainment of CBC level by
EXs in bilingual regions, non-imperative staffing in recent years, change
in designation of linguistic profile and increased hours for language training.
On average in the National Capital Region, the demand for official language
training went from 20 requests per month (2001-02) to 40 (2002-03)
to 100 (2004-2005). At this point, we have few indications that the demand
is likely to diminish.
At the beginning of 2005/06, 1445 candidates were on the waiting list (1695
candidates prior April 1, 2005). We anticipate that the waiting list will be at
2553 candidates by March 31, 2006. The average waiting time to get
access to in-class training at LTC is between 24-26 months.
While the Action Plan for Official Languages has made a contribution to
addressing the demand for official language training, the demand for language
training has been growing faster than was anticipated at the time. The
government is pursuing means to reduce the waiting list.
As noted previously, the Canada School of Public Service has begun to make
language training available through its e-learning portal. Using this
tool, public servants can begin language training immediately, without waiting
to get into a classroom. This should help reduce the length of formal classroom
training that is required, thereby making more spaces available.
As well, the Canada School of Public Service currently has contractual
agreements with six private schools who were successful in a standing offer in
2000. These private schools helped increase both seating capacity and offerings
of basic language training to clients who could not be accommodated at the
Asticou Centre. Clients attending the six private schools are trained according
to LTC methods and programs and receive pedagogical support from LTC.
In order to expand the availability of training, the CSPS is pursuing a new
master standing offer to expand the number of accredited institutions offering
language training to public servants.
RECOMMENDATION 7:
The Committee recommends that the PSHRMAC provide the data required on
language training services, both those offered by public and by private
suppliers, and that it report on this in its annual report on official languages
tabled in Parliament, as Treasury Board did until 1999. In particular,
departments and agencies must provide PSHRMAC with the financial and non-financial
data that it needs to conduct analyses of real and forecasted outcomes.
Response:
The Agency and the Treasury Board Secretariat agree that it would be
desirable to have more complete and relevant data on language training,
particularly on the long-term results obtained by this investment.
At this time the costs of language training are not accounted for in the same
way in each institution. For instance, some include travel expenses, others the
cost of replacing personnel in training, others include neither one nor the
other, while others do not make any distinction between different kinds of
training. To amalgamate the costs of each of the institutions would make the
data difficult to interpret.
The obligation to monitor costs and to report on them is the responsibility
of each institution. The Directive on Language Training and Learning
Retention (Annex 2 to the Government Response), effective April 1, 2004, is clear on this subject. In fact, it stipulates
that "each institution is responsible for keeping its records and
information systems up to date and assessing results in order to report on them
on request." According to the Directive, each department is responsible for
monitoring the costs associated with language training and we will therefore be
able to capture costs better in the future.
RECOMMENDATION 8:
The Committee recommends that all federal departments and agencies earmark
specific funds (dedicated funds) for language training and that a specific and
separate budget item be identified for expenditures incurred in this regard.
Response:
Deputy Heads are responsible for determining the learning, training and
development requirements of their employees and are committed to ensuring that
they are met. This includes official languages training. Furthermore, Deputy
Heads are accountable for implementing the Directive on Language Training and
Learning Retention and the Policy on Official Languages for Human Resources
Management (Annex 3 to the Government Response).
The Government is committed to the right investment in, and accountability
for, language training. Deputy Heads have acknowledged challenges in managing
effective and adequate training and have invested significantly to address them.
The Assistant Deputy Minister Advisory Group on the Language Training and
Testing Delivery Model of the Future was set up to review language training and
testing. Through a consultative process, the Advisory Group developed key
recommendations which have been presented to Deputy Heads.
The key recommendations on training include shifting supply arrangements for
language training to the private and educational sectors and provincial
governments; increasing the use of new training methodologies such as e-learning;
and the development of a new funding model. The recommendations were well
received by Deputy Heads and will be taken into account in the development of
future actions.
RECOMMENDATION 9:
The Committee recommends that the Public Service Commission identify the
reasons for the high failure rate on French second language evaluation tests for
oral communication skills, and that it present a plan for remedying the
situation to the House of Commons Standing Committee on Official Languages.
Response:
Issues raised in this recommendation are under the jurisdiction of the Public
Service Commission of Canada (PSC). The PSC is an independent agency reporting
to Parliament and has provided the following response in order to provide a more
comprehensive document.
The PSC is also concerned about the increased failure rate. It should be
noted that in some circumstances, public service employees (for example, those
on language training) may take the oral interaction (OI) test a number of times.
According to figures reported by Language Training Canada, more than 90% of
students who complete language training are successful on the OI test, though
not on their first attempt. In other cases (a job competition for example)
individuals are only permitted to take the OI test once.
In response to concerns expressed about the failure rate on the OI test, a
series of actions were undertaken during the past year. The PSC determined,
through a research study, that the level of difficulty of the OI test has not
increased over the years. A number of OI test administration procedures have
been modified to make the process more transparent and less stressful for
candidates. The PSC increased information-sharing with candidates and teachers;
we also enhanced post-test feedback to candidates. We introduced a new
questionnaire to gather more information on test-takers and to obtain their
views on the test. The response to these initiatives has been positive.
The PSC also introduced pilot case studies on several alternative approaches
to the administration of the OI test for use in special cases of
difficult-to-explain multiple failures. Examples of these alternative approaches
include a presentation by the candidate followed by an interview with an OI
assessor, and an interactive discussion with a small group of individuals, one
of whom is an OI assessor. We are currently reviewing the initial results and
potential applications of these approaches.
Later this year (2005-2006), the PSC proposes to implement a more systematic
procedure for addressing cases of multiple (three or more) failures on the OI
test. According to the proposed procedure, all candidates who fail the OI test a
third time, or who have failed it three or more times in the past, will be
referred to an OI Review Board. The members of the Board would include
representatives from the PSC, the candidate’s department and the Canada School
of the Public Service. The Board’s mandate would be to gather all relevant
information on the particular case, study it, and formally recommend an
appropriate course of action for the candidate.
Recommendations could include suggestions such as further training,
retesting, use of an alternative OI test approach (e.g., presentation or
interactive discussion), or the use of the Exclusion Order. This process would
allow the PSC to obtain much better information and insight on the reasons for
multiple failures. It would also ensure that cases where multiple failures have
occurred are reviewed systematically on an individual basis. Information on the
results of this work would be reported to Parliament through the PSC 2005-2006
Annual Report and the Departmental Performance Report.
RECOMMENDATION 10:
The Committee recommends that the PSC ensure that the exclusion order is used
only in exceptional cases and, if it is used by federal departments and
agencies, the PSC must ensure that the right of members of the public to receive
services in the official language of their choice is protected.
Response:
Issues raised with respect to the PSOLEAO in this recommendation are under
the jurisdiction of the Public Service Commission of Canada (PSC). The PSC is an
independent agency reporting to Parliament and has provided the following
response in order to provide a more comprehensive document.
The PSOLEAO is the tool that enables a unilingual person to be appointed to a
bilingual position, subject to certain conditions. The PSOLEAO can be applied
only in non-imperative appointments to bilingual positions.
It is Treasury Board’s policies and directives that govern the
circumstances in which managers may use imperative and non-imperative staffing.
The current Treasury Board policies and directives stipulate that imperative
staffing is the norm and that, exceptionally, managers may use non-imperative
staffing. In complying with Treasury Board’s policies and directives,
departments and agencies will likely make less use of PSOLEAO.
The PSC has increased its monitoring and reporting on the use of the PSOLEAO
in recent years (see response to recommendation 12) and will continue to monitor
the application of the PSOLEAO.
The PSOLEAO is currently being reviewed in light of the government’s
efforts to modernize human resources management in the context of the new Public
Service Employment Act (PSEA). One of the goals of the PSOLEAO review is to
reduce the number and duration of exemptions from the application of the merit
principle regarding proficiency in both official languages. The PSC is proposing
that the number of circumstances under which the PSOLEAO may be used be reduced
and that the new order be easier to understand and apply.
Proposed changes to the PSOLEAO will be published in the Canada Gazette,
which will start the official consultation process. The PSC would be pleased to
present the proposal to the Standing Committee on Official Languages and obtain
the feedback of its members.
The Public Service Human Resources Management Agency of Canada’s (PSHRMAC)
mandate includes putting in place administrative measures to ensure that the
public's right to receive services in the official language of its choice is
protected. The Agency has provided the following response to this part of the
Committee’s recommendation.
The Policy on Official Languages for Human Resources Management, which
came into effect on April 1, 2004, provides that an institution must take
appropriate administrative measures to ensure that the bilingual functions of
positions staffed non-imperatively are carried out in the interim.
Administrative measures refer to the actions taken by an institution to fully
meet the language obligations of a bilingual position held by an incumbent who
does not yet meet the language requirements of the position.
The related Directive on the Staffing of Bilingual Positions makes imperative
staffing the norm and specifies that non-imperative staffing may be used in
exceptional cases. In addition, when a manager uses non-imperative
staffing, he or she must now provide a justification in writing and receive
senior management approval. The manager must also be able to show that the
bilingual functions of the position will be carried out while the incumbent is
taking language training until he or she meets the language requirements of the
position.
RECOMMENDATION 11:
The Committee recommends that, in staffing bilingual positions, federal
departments and agencies broaden the geographical area of selection for
candidates, before making use of the exclusion order.
Response:
Issues raised in this recommendation are under the jurisdiction of the Public
Service Commission of Canada (PSC). The PSC is an independent agency reporting
to Parliament and has provided the following response in order to provide a more
comprehensive document.
Area of selection is one of the factors considered in staffing a position.
The area of selection varies, depending on the level of responsibilities
associated with the position, the qualifications required of an applicant and
the number of prospective candidates available. In staffing bilingual positions,
federal organizations have the flexibility to broaden areas of selection as
appropriate to provide for a reasonable number of persons from both official
language communities, taking into account the nature and location of the
position, the public served and the organization's linguistic obligations.
The PSC is committed to, and is working towards, expanding areas of selection
to enhance access to federal Public Service employment opportunities. Under the
Public Service Resourcing Modernization project, a short-term strategy is under
way that will help enable the gradual implementation of national area of
selection (that is, providing access to federal job opportunities to qualified
Canadians across Canada). We are examining ways to increase the use of a
national area of selection, focussing first on all officer-level positions open
to the public in the National Capital Region, to coincide, as much as possible,
with the coming into force of the new Public Service Employment Act. In
doing so, we will take into account the staffing flexibilities delegated
managers will have under the new legislation.
The PSC will also take into account the availability of technological
improvements, such as electronic screening tools, to manage the anticipated
large volumes of applications. The value of these tools has been tested and
proven by means of pilot projects conducted in several of our regional offices.
RECOMMENDATION 12:
The Committee asks that the PSC report on the use of the exclusion order in
its annual report to Parliament.
Response:
Issues raised in this recommendation are under the jurisdiction of the Public
Service Commission of Canada (PSC). The PSC is an independent agency reporting
to Parliament and has provided the following response in order to provide a more
comprehensive document.
The PSC agrees that the use of the PSOLEAO by departments and agencies was
not sufficiently monitored. As a result, the PSC conducted an initial survey in
spring 2004 on the application of the PSOLEAO with the 80 departments and
agencies governed by the PSEA. The survey results were included in the PSC’s
2003-04 Annual Report to Parliament. In April 2005, departments and agencies
were asked to submit action plans to correct instances of non-compliance. These
action plans will enable the PSC to assess the progress made by the departments
and agencies between the time of the survey and April 2006. This follow-up will
be conducted annually to ensure that departments and agencies are in full
compliance with the PSOLEAO.
In October 2004, the PSC approved a PSOLEAO monitoring plan. The plan
provides for annual data collection, analysis of that data, the development of
action plans by targeted departments and agencies, and follow-up on those action
plans. The analysis of the data will be included in the PSC’s annual report.
RECOMMENDATION 13:
The Committee recommends that the Privy Council Office require that those
appointed to deputy minister positions meet the CBC requirements in the second
official language.
Response:
As public service leaders, Deputy Ministers are responsible for ensuring a
work environment conducive to both official languages, consistent with the
provisions of the Official Languages Act. This is not an issue solely for the
leaders of today, but for the future leaders of the public service.
Consequently, effective April 1, 2004, a new policy was issued stating that all
Assistant Deputy Minister positions must have a CBC linguistic profile and must
be staffed imperatively, requiring that all incumbents meet this requirement
prior to appointment. In addition, a similar requirement was established for all
Executive positions in bilingual regions, with a phased-in implementation.
As the majority of appointments to the Deputy Minister positions continue to
be made from within the public service, specifically from the ADM group, this
policy will ensure that over time, the majority of Deputy Ministers will meet
the CBC linguistic requirement.
RECOMMENDATION 14:
The Committee recommends that Treasury Board eliminate the bilingualism bonus
and that the knowledge of the two official languages be considered a
professional skill that is reflected in the salaries of federal employees.
Response:
Since the National Joint Council Bilingualism Bonus Directive forms part of
the collective agreements, the bilingual bonus could not be amended without
consulting the bargaining agents participating on the National Joint Council.
Annex 1 to the Government Response
Treasury Board Policy on Language of Work
The Treasury Board Policy on Language of Work is the instrument used for the
application of certain key provisions in Part V of the Official Languages Act
(OLA) concerning the language of work in federal institutions.
The Policy specifies that in regions designated as bilingual for language-of-work
purposes, both official languages are the languages of work. In unilingual
regions, the language of work is generally the one that predominates in the
province or territory. The Policy does not provide for any transition period,
following the move of a head office from a bilingual region to a unilingual
region for language-of-work purposes.
For these reasons, pursuant to its authority under paragraph 46(2)(a) of the
OLA, the Treasury Board establishes the following implementation principle to
give effect to Part V of the Act, Language of Work: whenever a head office
currently located in a bilingual region for language-of-work
purposes is required to move to a unilingual region, the status quo pertaining
to language of work rights of employees choosing to move will be maintained by
the institution in order to enable Ministers to carry out appropriate
consultations and consider the necessary adjustments. Once these consultations
are completed and a general policy decision is made relating to language of
work, this implementation principle will be cancelled or replaced.
|