2005-2006 Annual Review on Official Languages

Message from the Commissioner | Message from the CHRO
| Institutional Governance of the Official Languages Program | Implementation of the Official Languages Program | Monitoring of the Official Languages Program | APPENDICES

Message from the Commissioner of the RCMP

The Royal Canadian Mounted Police (RCMP) constantly strives to improve the way police services are delivered to Canadians. As Canada’s national police service, it is vital to our day-to-day operations to establish and maintain a workforce that possesses the appropriate skills and experience, and represents the cultural diversity of Canada.

The English and French cultures are fundamental to Canada’s identity. Our country’s linguistic duality is a deep-rooted value that has enhanced our social fabric. As such, we recognize that delivering exemplary police services to Canadians requires a steadfast commitment to the Official Languages Act.

I am pleased to present this 2005-2006 Annual Review on Official Languages for the RCMP. This report encapsulates our achievements in further advancing and promoting Canada’s two official languages throughout our organization and the communities of Canada.

Our efforts with respect to official languages are aimed at fostering more effective relations with members of society at large. This includes encouraging stronger cooperation and greater involvement on the part of the communities we serve in order to build a prosperous, united, and safe Canada.

While I am proud of our performance this past year in bringing to life the letter and spirit of the Official Languages Act, I recognize much remains to be done. As Canadian society continues to evolve, we must consider the changes needed in order to exercise leadership with respect to official languages. Understanding the needs of the people we aim to protect and fostering a workplace that is conducive to the use of both official languages are significant pieces of the formula we will continue to use in delivering quality public service to all Canadians.

Giuliano Zaccardelli
Commissioner
Royal Canadian Mounted Police

Message from the Deputy Commissioner, Human Resources

Throughout the 2005-2006 fiscal year, the Royal Canadian Mounted Police (RCMP) remained committed to providing Canadians with exemplary services reflecting the ideals of a bilingual Canada.

Our efforts to build stronger linguistic and cultural links with the communities we serve continue to be fundamental to the success of our operations across the country. This is because we commonly reach out to communities for input into crime prevention and to encourage individuals and groups to work with us to address common challenges.

As highlighted in this 2005-2006 Annual Review on Official Languages, the RCMP undertook a number of activities with the aim of further anchoring official languages into its core values and operations. Employees stationed across the country endeavored to better understand the needs of minority-language communities by participating at public events and meetings and acting as resource and liaison persons for community organizations.

Nationally, we also had success increasing the bilingual capacity of our staff who serve the public. As of March 2006, 88 percent of employees in bilingual positions serving the public met the language requirements of these positions. Similarly, we increased the bilingual capacity of our managers and supervisors. Currently, 85 percent of all managers in bilingual positions meet the linguistic profiles of these positions.

Such accomplishments demonstrate our commitment to fulfilling our official language obligations to Canadians and employees. Yet, challenges remain, which we will need to overcome so as to fully achieve our goal of ensuring effective provision of services of equal value in both official languages wherever required. Our work in the area of official languages will stay focused on enriching Canada’s two official-language communities across the country in support of delivering world-class policing services.

Barbara George, Deputy Commissioner
Human Resources
Official Languages Champion
Royal Canadian Mounted Police

1 INSTITUTIONAL GOVERNANCE OF THE OFFICIAL LANGUAGES PROGRAM

1.1 Leadership

1.1.1 Activities Carried Out in 2005-2006

Since being appointed to the RCMP’s top job in late 2000, Commissioner Zaccardelli has shown leadership of the Official Languages (OL) Program directly through his own example. Through his myriad meetings, public appearances, speeches, and presentations, he consistently projects a bilingual image of the force both internally and externally. For the past three years, he has personally signed the OL annual review and he meets on a regular basis with the OL Champion.

The OL Champion and Co-champion work closely together to participate in the network of champions, to enhance the visibility of official languages within the RCMP, and to optimize governance of official languages. The Co-champion meets bimonthly with the OL Director to ensure progress on OL issues.

For the past three years, the Champion has supported the OL Program by overseeing the preparation of an annual five-point OL action plan and having senior managers report annually to her on their progress in achieving OL objectives. She raises the standards each year to ensure the force continues to improve on its OL performance. In 2005-06, work was begun to include official languages objectives in the performance evaluation of senior managers. This resulted in the Commissioner identifying an OL Accountability Compliance criterion as one of four key mandatory ongoing commitments for all RCMP executives and managers eligible for performance pay in 2006-07.

The Champion promotes OL and demonstrates RCMP commitment to linguistic duality by ensuring that the OL annual review is given wide distribution through personally sending it out to all key force executives and through having it posted on the RCMP internal and external Web sites. Lastly, through her active support of the force’s major multi-year human resources (HR) project to streamline corporate systems and HR processes, the OL Champion is ensuring the continuation of on-going improvements in OL Program data accuracy.

1.1.2. Activities Planned for 2006-07

In addition to continuing with the above-noted initiatives concerning the OL annual review and action plan, in 2006-07, the OL Champion will ensure that these are discussed by the force’s Senior Management Team. The RCMP will also develop an OL Management Accountability Framework which will provide a detailed outline of the specific roles and responsibilities of the various levels of management and of employees in meeting the force’s OL obligations.

1.1.3. Best Practices

The Deputy Commissioner of Operations and Integration has the responsibility to provide national leadership for such major programs as Community Contract and Aboriginal Policing Services, Criminal Intelligence Directorate, Strategic Policy and Planning Directorate, and Integrated Operational Support. In 2005-06, he took an active leadership role with his direct reports in order to ensure that at least 80% of incumbents of bilingual positions meet the language requirements of their positions and that an active offer of service is made by all Sector employees in bilingual positions. The success of the latter three directorates is highlighted in Section 2.1 on Service to the Public. In addition, he closely monitored the level and use of both official languages within his overall work environment in order to promote a workplace environment more conducive to the use of both official languages.

1.2 Management of Official Languages Information

1.2.1 & 1.2.2 Activities Carried Out in 2005-2006 in Reaction to the Follow-Ups and Comments Included in the OLB’s Response to Our 2004-2005 Review and
Other Activities Carried Out in 2005-06

Position Classification Information System and Burolis
In its review of the force’s 2004-2005 Official Languages Annual Review, the Official Languages Branch (OLB) of the Public Service Human Resources Agency of Canada (PSHRMAC) asked the RCMP to follow-up and take action on the following:

1. Describe in detail the results of the project to simplify the capture of data pertaining to members’ bilingual capacity for each point of service and the Burolis office codes that must be listed for each employee.

Since early 2004, RCMP Regional Official Languages Co-ordinators and Officers have been actively involved in the monitoring and correction of the organization’s linguistic data in the internal human resources management information system (HRMIS/Peoplesoft) in order to eliminate the data discrepancies with the Position Classification Information System. One of the main indicators of on-going progress is shown in Table 1 of Appendix I where the number of incomplete records declined by about 66% from 262 in 2004-05 to 89 as of March 31, 2006.

In 2005-2006, additional resources were hired to ensure that office codes were added to the file of all employees working in designated bilingual offices. As of the end of March 2006, almost all employee files now contain the required office code.

1.2.3 Activities Planned for 2006-07

The force’s OL Program staff make regular updates to Burolis in order to ensure that Burolis correctly reflects the application of the Official Languages Regulations to all its detachments and offices. As of June 2006, about 95% of the force’s listings in Burolis are accurate and up to date. The remaining 5% will be corrected by the end of the summer.

In addition, OL Program personnel will continue to work closely with those responsible for HRMIS to pursue the development of more refined statistical reports and enhanced data integrity. These efforts will enable the force to more systematically and reliably report on the bilingual capacity for each point of service.

As well, as part of a larger multi-year human resources (HR) project to streamline the force’s corporate systems and HR processes, all HR business processes are being transformed and integrated to ensure the most productive processes possible and the highest degree of data accuracy and integrity. Over the next few years, this large scale initiative will further help to refine and improve the RCMP’s capacity to report on its bilingual resources.

2 IMPLEMENTATION OF THE OFFICIAL LANGUAGES PROGRAM

2.1 Communications with and Services to the Public in Both Official Languages

2.1.1 Diagnosis

Availability, simultaneity, comparability and quality of the bilingual communications and services provided
For the second consecutive year, the overall bilingual capacity of regular members, civilian members, and public servants in bilingual positions providing service to the public is excellent at 88%. This represents an additional 1% increase over last year’s substantial increase of 6%. Table 1 in Appendix II, entitled “Service to the public - Bilingual positions”, shows the linguistic status of incumbents of bilingual positions which provide service to the public broken down by region and division.

Ten of the 19 divisions have excellent bilingual capacity as follows:

• “L” (Prince Edward Island) and “V” (Nunavut) - 100%;
• “H” (Nova Scotia), “A” (National Capital Region), and “W” (Central Region HQ) - 95%;
• “C” (Quebec) - 94%; “T” (Depot) - 90%;
• "O” (Ontario) - 89%;
• “N & S” (National Headquarters) - 87%; and
• “J” (New Brunswick) - 86%.

Of the above-mentioned divisions, five have increased their bilingual capacity to serve the public during the past year: “L” Division by 5%, “O” Division by 5%, “T” Division by 4%, “N & S” Divisions by 2%, and “C” Division by 1%.

In addition, at RCMP National Headquarters, the following program sectors have excellent bilingual capacity as follows:

• Five of the six directorates within National Development and Recruiting Services have 100% bilingual capacity.
• Within the Protective Policing Branch, again this year, the Prime Minister’s Protection Detail and Protective Operations maintained 100% bilingual capacity.
• Within the Operations and Integration Sector, the Strategic Planning and Policy Directorate, Integrated Operational Support, and the Criminal Intelligence Directorate have 93%, 90%, and 83% bilingual capacity respectively.

Thanks to this excellent bilingual capacity, the RCMP ensures that the majority of communications and services it provides to the public through its designated bilingual detachments and offices are available in both official languages. Oral and written communications are in the official language chosen by the public.

In addition, bilingual messages always appear first in the language of the majority of the population of the province or territory where the detachments or offices are located, followed by the minority language version. Both versions are usually available simultaneously and are of equal quality.

Active Offer
The following measures are in place to ensure that the active offer of communications and services to the public is made in both official languages in designated bilingual detachments and offices:

• Signs identifying RCMP detachments and offices are in both official languages.
• The official languages pictograms and notices are generally posted in designated bilingual offices to clearly indicate to members of the public their right to communicate with and receive services in the official language of their choice.
• Unilingual detachments and offices are able to refer the public to designated bilingual detachments. The RCMP provided the detailed lists of this detachment referral process to the 1-800-O-Canada group of Public Works and Government Services Canada to ensure that this information is even more readily accessible to members of the public.
• Bilingual detachments and offices are listed in the Web-based BUROLIS directory to inform the public of the location of bilingual service points. When corrections or modifications are required, they are processed as quickly as possible.

Signage, written notices and standardized public announcements regarding the health, safety or security of members of the public
All RCMP signs regarding the health, safety or security of members of the public are in both official languages. As well, messages appear first in the language of the majority of the population of the province where the detachments or offices are located, followed by the minority language version.

Bilingual communications and services in the context of events of national or international scope
When the force is involved in events of national or international scope, it ensures that quality communications and services are available and offered in both official languages. Oral and written communications are in the official language chosen by the public and all materials are produced simultaneously in English and French in versions of equal quality. Lengthy documents are distributed in the manner that is most efficient for communicating with the target audience in the official language of its choice. In addition, when the RCMP organizes or hosts an event, it routinely provides simultaneous interpretation services to participants.

Respect of linguistic obligations by third parties
In order to ensure that third parties acting on behalf of designated bilingual detachments and offices respect the linguistic obligations of these facilities, the RCMP ensures that:

• Contracts or agreements include clauses that clearly set out the detachment or office’s linguistic obligations with which the third party must comply.
• Communications and services provided by these third parties on behalf of designated bilingual detachments or offices are of equal quality in both official languages.
• Material produced on behalf of bilingual detachments or offices is in both official languages and both versions are issued simultaneously with equal quality.
• Appropriate measures are taken to clearly indicate to the public their right to communicate with and receive services in the official language of their choice through the use of pictograms and notices.
• Bilingual messages appear first in the language of the majority followed by the minority language version.
• Lengthy documents produced on behalf of designated bilingual detachments or offices are distributed in the manner that is most effective for communicating with the target public in the official language of its choice.

Use of media
When detachments and offices designated bilingual use the media to communicate with members of the public, whenever possible, they conduct an analysis to identify the most effective and efficient manner to reach the target public in the official language of its choice.

Availability, simultaneity, comparability and quality of bilingual Web sites
The RCMP has implemented measures to ensure that Web sites of designated bilingual detachments and offices are available simultaneously in both official languages. These measures ensure that the institutional signature always appears in both official languages on the welcome page and that the domain name includes elements or acronyms in English and French in the prescribed order, or is a term with the same meaning and spelling in both official languages.

The welcome page and every other page of the site include navigation links marked “English” and “Français”. Although the force does not currently use other languages on its Web sites, this situation may change over the next few years in order to provide services for international visitors to the 2010 Vancouver Olympics.

As well, all greetings or other text that appear on the welcome pages in both official languages are in the prescribed order, that is, first in the language of the majority followed by the minority language version. The English and French versions of all content are usually posted in full and equal quality. Lastly, metadata elements and attributes are expressed in the two language versions.

Availability, simultaneity, comparability and quality of electronic communications
When transmitting electronic communications to members of the public, the RCMP endeavours to ensure that the subject, content, and signature block are:

• always in both official languages,
• always in the prescribed order,
• available in full concurrently, and
• of equal quality.

The force does not currently use other languages than the two official languages to issue electronic messages.

Founded Complaints
During 2005-2006, 14 complaints concerning service to the public were lodged against the RCMP. As of June, 2006, only two were deemed to be founded and twelve are still under investigation. The two founded complaints dealt with notices published in English only in local newspapers and were resolved rapidly and effectively. Thanks to the proactive initiative of the North West Regional Official Languages Co-ordinator (ROLC), one of these complaints was resolved within 10 days. After noticing that a job opportunity advertisement had been published in English only by a human resources representative in K Division (Alberta), this ROLC quickly proceeded to have it translated and published in the minority French-language newspaper.

Meeting deadlines for the compliance review of the OL Regulations
In 2004 and 2005, in co-operation with Statistics Canada (STC), eight RCMP detachments conducted surveys for the compliance review of the Official Languages Regulations. The objective of the surveys was to ascertain the language preference of the users of these detachments in order to determine if there was a significant demand for services in the official language of the linguistic minority. The detachments surveyed were:

1. Chicoutimi, QC
2. Trois-Rivières, QC
3. Saskatoon, SK
4. Warman/Saskatoon, SK
5. Lumsden/Regina, SK
6. Regina, SK
7. Colonsay, SK
8. Abbotsford/Mission, BC

All surveying was completed in the fall of 2005. According to the analysis of results by STC and in compliance with the OL Regulations concerning significant demand for service in the minority language, the detachments in Chicoutimi and Trois-Rivières are required to provide services in both official languages. STC determined that the six remaining detachments in Saskatchewan and British Columbia could provide services in the official language of the majority only.

2.1.2 Performance Measurement Mechanisms

Regional Official Languages Co-ordinators (ROLCs) periodically carry out random spot checks to verify and monitor that bilingual units, detachments, and offices provide an active offer of service in English and French and that the messages on answering machines are recorded in both official languages. The ROLCs also check to ensure there are signs advertising the availability of bilingual services and whether they are properly posted in high visibility areas.

2.1.3 Activities Carried Out in 2005-2006 in Reaction to the Follow-Ups and Comments Included in the OLB’s Response to Our 2004-2005 Review

In its review of the force’s 2004-2005 Official Languages Annual Review, the Official Languages Branch (OLB) of the Public Service Human Resources Management Agency of Canada (PSHRMAC) asked the force to follow-up and take action on the following:

• Explain the steps taken to increase bilingual capacity in headquarters and detachments where less than 80% of incumbents of bilingual positions providing service to the public meet the language requirements of their positions.
• Report on the steps taken to remedy the shortcomings identified through its telephone audit.

Bilingual Capacity
In 2004-05, five divisions and one regional headquarters had less than 80% of their incumbents of bilingual positions providing service to the public who met the language requirements of their positions. During the past year, the regional headquarters and two of the five divisions have notably improved their bilingual capacity as follows:

• “X” Division (Atlantic Region Headquarters) improved by 8% and now reports a bilingual capacity of 78% or 28 of 36 staff in bilingual positions serving the public who meet their position language requirements.

• “E” Division (British Columbia) improved by 11% and now reports a bilingual capacity of 73% or 58 of 79 staff in bilingual positions serving the public who meet their position language requirements.

• “F” Division (Saskatchewan) improved by 15% and presently reports a bilingual capacity of 68% or 21 of 31 staff in bilingual positions serving the public who meet their position language requirements.

Although the above-mentioned divisions and regional headquarters have not yet reached the 80% level, they will continue to pursue their positive efforts during this fiscal year.

Telephone Audit
In the OLB’s telephone audit, their auditors made 354 telephone calls to RCMP bilingual detachments and offices. Of these, 295 were answered by an employee and 59 by an answering machine. The force provided service in the second language for only 69% of calls and an active offer of service for only 41% of calls. The RCMP recognized the seriousness of these results and implemented several initiatives in the Atlantic Region during fiscal year 2004-2005. These initiatives were outlined in the previous Annual Review.

Over the 2005-2006 fiscal year, the force continued its efforts by carrying out random spot checks in the Central and National Headquarters (NHQ) Regions. These spot checks revealed 100% compliance in Central Region and 92% compliance within NHQ Region. The Finance Branch of NHQ sent a communique to all its employees across Canada to remind them of their responsibilities regarding proper bilingual service provision.

2.1.4 Other Activities Carried Out in 2005-2006 and Immediate Results

The above-mentioned significant improvement of 11% bilingual capacity within “E” Division (British Columbia) was due in large part to the fact that the new Regional Official Languages Co-ordinator (ROLC) started working more closely with managers of bilingual detachments and offices and career managers in her region. This ROLC regularly provided advice to these two important groups on their official languages responsibilities when staffing bilingual positions. As is the case in most divisions, the availability of members to be released on language training is very limited in “E” Division, because of heavy operational demands. For this reason, many managers started staffing their bilingual positions as Priority I (imperative), which has led to more positions being filled by members who meet the language requirements of their position. The division’s bilingual capacity of employees in bilingual positions serving the public rose from 62% to 73% during the past year. Although “E” division still has to improve its bilingual capacity, these results clearly demonstrate that the efforts made to date are producing the necessary improvements.

2.1.5 Activities Planned for 2006-2007

As mentioned above, “X” (Atlantic Region HQ), “E” (British Columbia), and “F” (Saskatchewan) will continue to pursue their positive efforts this fiscal year to reach 85% bilingual capacity of employees in bilingual positions serving the public. The following seven divisions will need to strive more arduously to improve their bilingual capacity of incumbents providing services to the public and to attain the 85% target:

• “B” (Newfoundland & Labrador),
• “G” (North West Territory),“K” (Alberta), and “R” (North West Region HQ).

Because of its human resources shortages, the force continues to face challenges in fulfilling its mandate of providing effective and efficient police services while attempting to release members to pursue full-time language training for extended periods. Nonetheless, the RCMP will continue its efforts to meet its linguistic obligations.

In addition, the Official Languages Directorate in co-operation with the Learning and Development Branch, will develop two key courses on providing active offer and two-language services for commanders and front-line personnel of designated bilingual detachments.

2.1.6 Best Practices

Once again, the Atlantic Region should be commended for its initiatives in pursuing several best practices aimed at improving the quality of the services it provides to its minority language communities. The region’s consultative group on official languages continues to make a positive impact with most Francophone groups. The Criminal Operations personnel of this region has also increased its sensitivity towards minority language issues by ensuring the deployment of bilingual members to various Acadian events, such as the “250th Commemoration of the Acadian Expulsion” in Grand-Pré, NS. This Region has gained a better understanding of its Francophone communities’ needs and will continue to work with these communities.

2.2 Language of Work (LOW)

2.2.1 Diagnosis

General

Filing of grievances in employees’ preferred official language
All RCMP employees have the right to file grievances in their preferred official language in all regions and divisions of the force throughout Canada. The force’s Staff Relations Representative Program ensures this right is indeed respected.

Availability of work instruments in both official languages
Employees who provide bilingual services have effective access to regularly and widely used work instruments in both official languages to enable them to provide the best quality of service possible.

Compliance with the three conditions for unilingual controlled-access sites intended for both employees and the public
The force’s unilingual controlled-access sites intended for both employees and the public are available in both official languages in bilingual LOW regions or in one language according to the three conditions allowing for this.

Founded Complaints
Last year, the RCMP received five complaints related to language of work issues. As of June 2006, only one was deemed to be founded and four are still under investigation. The founded complaint concerned internal E-mail messages addressed “To all district commanders” being sent in English only by a Superintendent in New Brunswick. Within a month of receiving this complaint and in order to prevent future similar complaints, the Atlantic Region Human Resources Officer sent out a reminder on LOW obligations and rights to all managers and employees within the region.

Designated Bilingual Regions

Creation of a work environment that is conducive to the use of both official languages
Through the leadership of its senior management, the RCMP provides a work environment that is conducive to the use of both official languages. Indeed, senior management ensures that it communicates effectively in both official languages with its employees. Efforts are continually made to ensure that employees have access to training, professional development, documentation, and regularly and widely used work instruments in their preferred language.

As of March 2006, 87% of employees who provide central or personal services meet the language requirements of their positions. This percentage represents an increase of 4% from last year’s results (See Table 2, Appendix II). For the remaining 13% of employees who do not meet the language requirements of their position, their superiors have ensured that administrative measures are established to ensure that employees’ rights are respected.

The following five of the seven bilingual divisions indicate an excellent bilingual capacity for providing internal services to their employees as well as notable improvements :

• “W” (Central Region Headquarters) has 95% bilingual capacity (335 of 352 employees), which represents an increase of 6%;
• “A” (National Capital Region) has 94% bilingual capacity (142 of 151 employees), which represents an increase of 2%;
• “N & S” (National Headquarters) has 88% bilingual capacity (1,500 of 1,707 employees), which represents an increase of 4%;
• “J” (New Brunswick) has 87% bilingual capacity (557 of 637 employees), which represents an increase of 1% and “O” (Ontario) has 84% bilingual capacity (28 of 33 employees), which represents an increase of 3%.

85% of supervisors meet the language requirements of their position (See Table 2, Appendix II). This represents a general increase of 2% from the 2004-2005 Annual Review results. These results clearly demonstrate that the majority of incumbents of bilingual or either/or positions are supervised in their preferred language, regardless of the region where their supervisors are located.

The following six of the seven divisions in bilingual language of work regions show excellent bilingual capacity of their supervisors. Once again, the majority of these divisions indicate increased capacity percentages from last year’s results:

• “A” (National Capital Region) with 92% (71 of 77 supervisors), shows an increase of 4%,
• “W” (Central Region Headquarters) with 90% (49 of 54 supervisors), shows an increase of 6%,
• “J” (New-Brunswick) with 90% (188 of 208 supervisors), shows an increase of 3%,
• “C” (Quebec) with 88% (184 of 208 supervisors), shows an increase of 5%,
• “N & S” (National Headquarters) with 82% (456 of 557 supervisors), shows an increase of 3%, and finally,
• “O” (Ontario) with 88% (7 of 8 supervisors), has maintained a fairly consistent capacity level.

Availability, simultaneity, comparability, and quality of Web sites intended for employees
Internal RCMP Web sites are designed to ensure that all documentation, including information from management and widely used work instruments, is simultaneously available in both official languages. The institutional signature, the domain name of welcome pages, and greetings or introductory texts, always appear in both official languages and in the prescribed order. The English and French versions of all documentation are of equal quality.

Respect of obligations regarding controlled-access sites
Controlled-access sites intended for employees in designated bilingual LOW regions are always available in both official languages, unless the employees have individually and objectively expressed a preference for the same official language.

Availability, simultaneity, comparability, and quality of electronic communications issued to employees
In bilingual regions, electronic communications, including those from management, are transmitted to employees in both official languages. Both language versions are of equal quality, are made available simultaneously, and respect the prescribed order according to the transmitting region’s majority language population.

Unilingual Regions

Language of work
In unilingual regions, the language of work is always the one that predominates in the province or territory where the office or detachment is located. English is the language of work in about 648 or 87% of all offices and detachments. When the RCMP provides access to bilingual work instruments or services to offices in these regions, the treatment of the two official languages is comparable between regions in which one or the other language predominates.

Web sites intended for employees
Web sites intended for employees in unilingual regions are available in the official language that predominates in the province or territory where these employees are located, when the content of the site is intended exclusively for them. The institution’s signature always appears in both official languages on the welcome page, which also includes a bilingual message indicating that the Web site provides information in only one official language in accordance with the Official Languages Act and provides a hyperlink to another site of the organization which contains information in both official languages.

Controlled access sites
Controlled access sites intended only for employees in unilingual regions are in one official language only if the language of work is the same for everyone.

2.2.2 Performance Measurement Mechanisms

In order to measure its performance in meeting its LOW obligations, the RCMP, through the Official Languages Directorate, monitors the bilingual capacity of its supervisors and managers and other relevant linguistic data in its human resources database (PeopleSoft). If errors or non-compliance issues are identified, efforts are made to quickly remedy each case in consultation with Human Resources (HR) Representatives and managers.

2.2.3 Activities Carried Out in 2005-2006 in Reaction to the Follow-Ups and Comments Included in the OLB’s Response to Our 2004-2005 Review

In its review of the force’s 2004-2005 Official Languages Annual Review, the OLB of PSHRMAC asked the force to follow-up and take action on the following:

• •Methods taken to improve the language skills of managers and supervisors, in particular in “X” Division (Atlantic Region Headquarters) and “N & S” Divisions (National Headquarters).

As mentioned above, once again this year, the overall percentage of bilingual supervisors at the RCMP has increased by 4%. As outlined in Table 2, Appendix II, out of the seven bilingual regions, six have achieved an excellent bilingual capacity, with results ranging from 82% to 92%.

In order to increase its performance, “X” Division (Atlantic Region Headquarters) has ensured that language training is provided on a priority basis to their supervisors. This special measure has helped increase that division’s results by 11% over last year’s.

“N & S” Divisions (National Headquarters) have also increased their efforts to improve the bilingual capacity of supervisors by developing a closer monitoring process of all language training requirements for supervisors and by ensuring better follow-up of these individuals’ language training results. This produced an increase of 3% over the previous year’s results. In addition, several initiatives are also under way to increase the awareness of HR Representatives on the staffing requirements for bilingual supervisory positions. Improved business processes are being developed in order to increase the number of bilingual NCOs and officers who are appointed to supervisory positions and to ensure that more employees can be supervised in their preferred language.

2.2.4 Other Activities Carried Out in 2005-2006 and Immediate Results

In the Atlantic Region, all Officers and EXs requiring improvements in their language skills were assessed during the year, learning plans were developed, and most are now undergoing some form of language training in order to meet their required linguistic profile. This activity focused on approximately 3 Officers and 10 EXs located in the region’s five divisions. In addition, all supervisors are now actively tracked to ensure compliance, timely re-testing, and/or refresher training. It is expected that these activities will further increase this region’s language-of-work successes in the coming year.

In order to ensure that these managers and employees maintain their acquired language skills, this region also developed and implemented special information sessions regarding their “Parlons Français” and ”Let’s Speak English” initiatives. Every Tuesday, employees are invited to wear a special tag which invites conversation in French with other participants and every Thursday the same applies for the “Let’s Speak English” sessions. These creative activities have proven to be very positive and cost efficient in providing employees with an environment where they can improve and maintain their language skills. Although immediate results are difficult to report because participation in these activities is voluntary, initial employee and manager feedback was very positive. Thus far, the majority of participants are current or former students of either statutory or developmental language training. However, the targeted objective for these workshops is to build momentum and eventually have as many employees as possible participate in these initiatives.

2.2.5 Activities Planned for 2006-2007

As outlined above, all bilingual regions have notably improved their capacity to provide personal and central services in both official languages as well as the bilingual capacity of their supervisors, which is now 85%.

“X” Division (Atlantic Region Headquarters) has made substantial improvements in these two areas during the past year. Although the percentage of bilingual employees providing internal services increased by 12% to 77% and the percentage of bilingual supervisors by 11% to 71%, the division must pursue its efforts to meet the 80% target. In order to do so, “X” Division will continue its well-established good practice of giving these two important target groups of employees priority access to language training.

The RCMP also plans to develop quality assurance guides over the next fiscal year to provide a structured guidance tool for all stakeholders involved in the implementation of the Official Languages Act. This will help to ensure that the force continues its progression in ensuring that the language-of-work rights of its employees are respected.

2.2.6 Best Practices

With 92% of its supervisors meeting the language requirements of their positions, “A” Division (National Capital Region) is the RCMP’s most significant LOW success story. The Commanding Officer and Executive Committee of this division regularly and closely monitor the bilingual capacity of their managers and supervisors. In addition, in the fall of 2005, the Executive Committee made several recommendations on bilingualism, one of which concerned minimum language proficiency levels for supervisors in order to ensure the best possible quality of supervision for all employees. The active involvement of “A” Division senior management is to be commended.

2.3 Human Resources Management

2.3.1 Diagnosis

Linguistic capacity of the institution
Table 2 of Appendix III indicates that of the force’s 21,392 occupied permanent positions, 4,427 or 20% are designated bilingual. As noted in Table 3 of Appendix III, 85% of incumbents meet their position language requirements. About 10% of RCMP detachments and offices are located in bilingual regions for language of work purposes and as mentioned earlier, about 87% of the force’s detachments and offices are located in areas where English is the language of work. The following is a breakdown of the linguistic capacity of the force as of March 2006:

• 17% (3,739 of 21,977) of positions providing services to the public are identified as bilingual, and of those, 58% require superior language proficiency in oral interaction;
• 36% (3,669 of 9,957) of positions providing personal and central services are identified as bilingual, and of those, 57% require superior language proficiency in oral interaction; and
• 32% (1,143 of 3,581) of all supervisory positions are identified as bilingual, and of those, 77% require superior language proficiency in oral interaction.

Description of the methods in place to objectively establish the language requirements of bilingual positions
A key component of the RCMP’s Official Languages Policy is the manager’s guide to language requirements of positions. This guide provides guidelines to managers for determining the language requirements of the positions in their units and the linguistic profiles of their unit’s bilingual positions. In addition, for the past several years, the RCMP’s Official Languages Policy has stated that level “B” is the minimum proficiency level required for positions providing service to the public or for language of work purposes. Lastly, in order to ensure that the language requirements of bilingual positions are established objectively, the force has established consultative procedures between managers and Regional Official Languages Co-ordinators and Officers. During this consultative process, Official Languages representatives ensure that the language requirements reflect the functions of the position by conducting a detailed analysis of the position’s job description in the context of its unit’s organization chart.

Description of the processes in place to ensure that bilingual positions are normally staffed imperatively
In accordance with Treasury Board Secretariat’s (TBS) Directive on the Staffing of Bilingual Positions, public servant positions within the RCMP are staffed imperatively. For the second consecutive year, no non-imperative appointments of public servants were made in 2005-06. The force’s staffing officers remain vigilant to ensure that bilingual positions for this employee category are always staffed by candidates who are already bilingual.

Regular and civilian members are not subject to the aforementioned TBS directive. Non-imperative staffing actions are occasionally conducted according to structured processes in order to enable the Force to find the required specialized resources to fulfill its mandate. Before candidates are appointed, they are tested to ensure that they are capable of learning their second language within the prescribed periods permitted in the TBS Directive on Language Training and Learning Retention.

Description of the administrative measures taken to ensure the fulfilment of bilingual functions of positions held by employees who do not meet the requirements of their positions
Of the RCMP’s 4,427 occupied permanent bilingual positions, 15% or 668 are currently filled by employees who do not meet the language requirements of their position. In all instances, administrative measures have been established to ensure that all services are provided in both official languages. The various administrative measures taken include:

• Detailed lists of alternate bilingual resources are kept readily accessible in several detachments and offices to ensure rapid delivery of two-language services by an alternate employee; and
• Administrative measures agreements are signed by substitute managers or employees to acknowledge and accept these additional responsibilities for ensuring the provision of services in both official languages at all times.

Accessibility of language training to help employees meet the language requirements of their positions
During the 2005-2006 fiscal year, about 23,288 hours of language training were provided to help members meet the language requirements of their position as a result of staffing actions. Several flexible language training options and formats were used to ensure that employee and organizational needs were met. These included full-time and part-time schedules, small group classrooms, and one-on-one tutoring.

Accessibility of language training for career advancement
Force employees benefitted from approximately 34,132 hours of language training for career development purposes. Here again, different methods and options were used to meet employee needs in order to ensure that as many employees as possible were given access to language training.

Description of learning retention activities
As mentioned earlier in the “Language of Work” chapter, the most promising and noteworthy learning retention activity during the past year, was the development and the implementation of the “Parlons français” & “Let’s Speak English” sessions in the Atlantic Region. This creative activity has provided employees with an environment where they can improve and maintain their language skills.

In addition, a number of RCMP employees were given small classroom, one-on-one tutoring, or on-line language learning tools, in order to help them retain their second language skills. In unilingual language of work regions where there is very little exposure to other bilingual employees, these special measures provided the environment required for staff to practice and retain precious newly-acquired language skills.

Equitable Participation of the two official language communities
For the past twelve years, the participation of English-speaking and French-speaking Canadians in the RCMP has remained highly stable. In March 2006, 19% of the workforce was French-speaking and 81% English-speaking (see Appendix 3, Table 1). This long-term stability clearly indicates that the Force provides equal opportunities for employment and advancement to both language groups. Approximately 87% of the RCMP detachments and offices are located in overwhelmingly English-speaking areas of Canada, which has a direct impact on the participation rate of French-speaking Canadians in the RCMP. Nevertheless, the composition of the RCMP’s workforce continues to reflect its mandate, the public it serves, and the location of its offices and detachments in accordance with section 39 of the Official Languages Act.

“C” Division (Quebec)
The participation of English-speaking Canadians in “C” Division (province of Quebec) remains excellent at 11%. This percentage is higher than in many other federal institutions in Quebec.

11% Anglophone participation in Quebec is excellent

Founded Complaints
During fiscal year 2005-2006, there were no complaints concerning sections 39 or 91 of the Official Languages Act lodged against the RCMP.

2.3.2 Performance Measurement Mechanisms

To measure its performance in respecting the Policy on Official Languages for Human Resources Management, the RCMP monitors its HR transactions and business processes through regular analysis and evaluation of detailed reports from its human resources database (PeopleSoft). If any non-compliance issues or errors are identified, efforts are quickly taken to remedy each case in consultation with HR Representatives and managers.

2.3.3 Activities Carried Out in 2005-2006 in Reaction to the Follow-Ups and Comments Included in the OLB’s Response to Our 2004-2005 Review

See section 1.2.1.

2.3.4 Other Activities Carried Out in 2005-2006

Since the Fall of 2005, North West Region’s (NWR) Official Languages Unit began a comprehensive environmental scan of the region’s bilingual capacity in order to ensure that available bilingual resources are more strategically staffed where they are most needed. The OL unit recognized that long-term solutions are required to significantly improve the Region’s 70% bilingual capacity for positions providing services to the public as reported in last year’s annual review. The objective of this environmental scan is to establish improved management of bilingual resources within the region and to optimize effective succession planning in collaboration with Human Resources representatives. Because this activity was initiated only recently and the OL unit is finalizing its consultations with all stakeholders in order to develop an effective implementation strategy, there are no immediate results to report. However, these efforts should soon help the NWR to increase its bilingual capacity of positions serving the public to the 2006-07 target of 85%.

2.3.5 Activities Planned for 2006-2007

In order to facilitate access to language training for members and employees in detachments in smaller cities and towns, the Atlantic Region will run a pilot project to evaluate the provision of language training through CD-ROM modules. The pilot project will first be tested in a few key detachments or offices throughout the region and, if successful, will then be extended to other detachments.

2.3.6 Best Practices

The North West Region is not designated as a bilingual language of work region and therefore has no requirements for managers and supervisors to be bilingual. However, because this proactive region recognized that mobility between unilingual and bilingual regions is a reality of the RCMP’s career advancement environment for managers and supervisors, it developed an intense program of full-time language training, which it actively offers to Officers, management personnel, and participants in the Officer Candidate Development Program (OCDP). This visionary approach helps to ensure that when these managers and OCDP participants are transferred to bilingual regions, they are able to provide bilingual supervision to their employees.

2.4 Costs of Language Training

2.4.1 Activities Carried Out in 2005-2006

During fiscal year 2005-2006, the RCMP provided language training to 506 employees at a total cost of $1,988,129.30. More specifically, language training costs were spent in the following areas:

Statutory Language Training

• 86 employees were provided with French statutory language training following Priority II or Priority IS (non-imperative) staffing actions at a cost of $828,400.36; and
• 35 employees were provided with English statutory language training following Priority II or Priority IS (non-imperative) staffing actions at a cost of $234,300.30.

Developmental Language Training

• 312 employees were provided with French developmental language training for career or personal development, a raise in linguistic profile, or re-identification of position at a cost of $854,860.75; and
• 73 employees were provided with English developmental language training for career or personal development, a raise in language profile, or re-identification of position at a cost of $70,568.00.

Of the 121 employees who received statutory language training following Priority II or Priority IS (non-imperative) staffing actions, 9 did not achieve the required level of second-language proficiency within the prescribed period and were appropriately deployed to positions for which they met the language requirements.

As well, of the 385 employees who received developmental language training, 99 were for learning retention purposes.

The provision of language training for RCMP employees is flexible to ensure the most efficient level of accessibility, particularly for members. Full-time or part-time language training schedules fluctuate according to organizational and member needs.

The force is committed to providing working conditions conducive to the use and development of the second-language skills of employees returning from language training by providing them with the tools necessary for learning retention.

2.4.2 Activities Planned for 2006-2007

During the next fiscal year, the RCMP will continue to improve the tools it uses to track financial costs related to language training through the development of new standardized budgeting spreadsheet templates. A special PeopleSoft tracking initiative was also launched on April 1, 2006, throughout all regions and divisions to ensure that the Force is properly tracking all its language training hours and related costs. This new, more structured, and streamlined approach to language training management will ensure that the RCMP can better manage its language training budget and ensure that it will get better value for its dollars through a more stringent control of its language training activities.

3 MONITORING OF THE OFFICIAL LANGUAGES PROGRAM

3.1 Public Satisfaction

3.1.1 Nature of Activities

During the 2005-2006 fiscal year, the Strategic Policy and Planning Branch (SPPB) conducted four core surveys aimed at citizens, clients, partners, and stakeholders from across Canada. Each core survey included a specific question about the Force’s provision of services in the respondent’s preferred official language.

3.1.2 Results Obtained

The percentage of respondents who agreed with the statement, “The RCMP places emphasis on providing services in the language of my choice, English or French” for each category sampled, were as follows:

• Survey of Canadians’ Views: 91% agreed;
• Survey of Clients of Contract Policing: 79% agreed;
• Survey of Policing Partners: 89% agreed;
• Survey of Stakeholders: 83% agreed.

3.1.3 Corrective Action

These positive results demonstrate that the RCMP places great importance on providing quality services to the public and its clients, partners, and stakeholders in their preferred official language. In order to maintain and improve on these positive results, the Force will continue to actively promote to its employees the importance of providing quality two-language services. Because core surveys represent one of the best mechanisms for monitoring the level of satisfaction of the public with our services, SPPB intends to conduct these on an annual basis. In addition, in 2006-07, this Branch will do a special survey of minority language associations across Canada in order to obtain their feed-back on the Force’s respect of the Official Languages Act.

3.2 Employee Satisfaction

3.2.1 Nature of Activities

In 2005-2006, the following five complaints were lodged by employees of the RCMP with the Office of the Commissioner of Official Languages (OCOL):

• 1 complaint dealt with an employee’s French medical records possibly being misunderstood by an English-speaking doctor;
• 1 complaint concerned the lack of French courses at the Canadian Police College (CPC);
• 2 complaints were related to internal e-mail communications sent either in English only or with an attachment only in English; and
• 1 complaint was related to the lack of simultaneous interpretation on one day of a four-day meeting of Staff Relations Representatives (SRRs).

3.2.2 & 3.2.3 Results Obtained and Corrective Action

This is the second consecutive year which saw a decline in complaints from Force employees, down from eight in 2004-2005. The RCMP takes all complaints seriously and fully co-operates with OCOL investigators. OCOL concluded that the complaint concerning medical records was unfounded. Although OCOL has not yet completed its investigation of the remaining four complaints, the RCMP has taken the following actions or provided the following explanations to OCOL:

• CPC officials explained that the majority of their courses are initially offered and available in both official languages. The limited number of French courses actually delivered at their facility results from an insufficient number of enrollments. Low enrollments result in some French courses being cancelled for failing to reach the minimum participant level. English and French courses are treated equally for minimum attendance levels and cancellations.
• With regards to the two complaints related to English-only internal E-mail communications, both responsible managers have taken action to resolve them. They have reviewed their communication processes to ensure that this problem does not re-occur. In addition, as a preventive measure for one of these complaints, the Atlantic Region Human Resources Officer sent out a reminder on language of work obligations and rights to all managers and employees within the region.
• The last complaint concerned the lack of simultaneous interpretation during one day of a four-day meeting of SRRs. In January 2006, the director of this Program wrote to OCOL to explain that the complaint resulted from a last minute change in scheduling and that in order to offer services in both official languages without simultaneous interpretation on the day in question, he and the guest senior executive invited the SRRs to comment or ask questions in their preferred official language and they answered all questions in the language posed.

During 2006-2007, SPPB plans to conduct core surveys of force employees, which will include official languages questions in order to ascertain their degree of satisfaction in having their language-of-work rights respected.

3.3 Internal Audits

3.3.1 Nature of Activities

As indicated in last year’s Annual Review, in 2005-2006, the RCMP’s Internal Audit and Evaluation Branch began auditing bilingualism bonus payments as part of its larger audit of compensation issues.

3.3.2 Results Obtained

As of early June 2006, this audit was not yet finalized. However, some potential weaknesses regarding internal controls for the administration of the payment of the bilingualism bonus were detected from initial results. Once the audit report is published, the RCMP will ensure that all potential deficiencies are well identified and resolved in a timely manner.

3.4 Audit of Active Offer and Service to the Public in Both Official Languages in British Columbia

3.4.1 Activities Carried Out Following this Audit

The Public Service Human Resources Management Agency of Canada (PSHRMAC) conducted an audit of active offer and service to the public in both official languages in 57 offices of 15 federal institutions, including the RCMP, in British Columbia. This audit covered the following 8 detachments or district offices of the RCMP:

1. Prince George
2. Nanaimo
3. Chilliwack
4. Langley
5. Surrey
6. Penticton
7. Kelowna
8. Victoria

The audit report rated the performance of these detachments and district offices on various criteria, such as active offer, Web sites, signage, publications, telephone services, in-person services, and manager’s responsibilities. The Force received mixed results on these criteria. More specifically, the findings of the audit revealed that:

• Employees did not provide an active offer of service in person or over the telephone.
• The RCMP’s national and provincial Web sites all provide an active offer of service in both official languages. The French is of good quality in terms of spelling, vocabulary, syntax, accuracy of terminology, and clarity. The Web sites meet the requirements of the Act.
• The Prince George office is the only office that fully meets the linguistic obligations pertaining to signage. In the other offices, spelling or translation errors were noted on the signs. In some instances, signs were only in English. The official languages pictogram was posted in a strategic location in all offices, with the exception of Langley and Surrey.
• No publications were available on the RCMP’s services or programs in Prince George, Nanaimo, Penticton, and Kelowna. In Chilliwack, Langley, Surrey, and Victoria, publications were displayed only in English.
• In the 7 of the 16 telephone calls made, the auditors did not receive service in French. Each time, the caller had to leave his or her contact information so that someone could call back.
• When the auditors conducted on-site visits, they received service in French in all instances, with the exception of the visit to Penticton, where the person at reception did not deliver service in French. Although the auditors were served in French in Langley and Victoria, they experienced a long wait. Only the managers in Prince George, Nanaimo, and Chilliwack maintain a sufficient bilingual capacity to ensure that service is provided at all times in both official languages.
• Managers are familiar with their linguistic obligations to varying degrees, which results in an unequal quality of service in French. Managers reported that they are not familiar with mechanisms to assess client satisfaction with the language of service. Control measures are required to ensure service of equal quality at all times in both official languages.

Since the publication of the audit report, the RCMP has carried out several activities to remedy and improve the areas of concern identified.

Between February and July 2006, the Regional Official Languages Officer and Co-ordinator for “E” Division (British Columbia), made special visits to most managers of these bilingual detachments or district offices. The main objective of these meetings was to ensure that all managers clearly understand their responsibilities for ensuring the provision of services in both official languages. These visits included a detailed review of the audit results and training for reception employees on how to effectively provide an active offer of service in both official languages.

As a proactive measure, the Regional Official Languages Co-ordinator will also visit all remaining bilingual detachments and district offices in British Columbia to ensure that they are providing an active offer and quality services to the public in both official languages. Specific problems encountered by the auditors will be discussed to increase the awareness level of managers in all bilingual offices.

In addition, as of June 1, 2006, the following specific corrective measures have been implemented in each of the audited detachments or district offices:

1. Prince George Detachment had very few issues with respect to providing service in both official languages. Because there were no publications visible during the audit, the Regional Official Languages Officer and Co-ordinator will discuss this issue with the detachment commander to ensure that when publications are made available to the public, they are always displayed in both official languages.

2. At the Nanaimo Detachment, the Regional Official Languages Officer and Co-ordinator will ensure that employees know to make an active offer when answering telephone calls and providing in-person services. A list of bilingual employees and contact numbers will be made available in all reception areas to ensure that services can be provided in a timely manner in both official languages. Staff will also be reminded to periodically monitor publication displays to ensure that sufficient numbers are visible in French and English.

3. By March 31, 2006, the City of Chilliwack had installed proper French versions of all signs located inside and outside the Chilliwack Detachment. Although publications in the reception area were in both official languages at the time of the audit, the French versions had been turned over to the English side by members of the public. Employees now periodically check and re-organize displays to ensure that there are sufficient numbers of publications visible in French at all times.

4. Langley Detachment has installed proper bilingual signs inside and outside its premises. Managers have ensured that all telephone and reception employees have now been trained in the provision of an active offer. The official languages pictogram has been properly displayed in the reception area to ensure that clients are aware that services are available in both official languages and employees of the detachment have been reminded that publications are to be displayed in such a manner as to ensure that both official language versions are on display at all times.

5. Surrey Detachment appointed the new Support Services Municipal Supervisor to be responsible for ensuring compliance with Official Languages obligations. At the time of the audit, this position did not exist and official languages responsibilities were divided among different supervisors. The Surrey Municipal Supervisor ensures that all switchboard and communication operators, who are the first point of contact for the general public, actively offer services in both official languages when answering the telephone. The Supervisor also ensures that all buildings from which services are provided to the general public display signs in both official languages and that all brochures for the public are displayed in both official languages. In order to ensure that bilingual services can be provided to the general public in either official language at all times, Surrey Detachment has designated two constable positions on each of the four different work-shifts as bilingual. Information pamphlets have been distributed to municipal employees, regular members, and managers to ensure that they are aware and understand their obligations under the Official Languages Act.

6. Penticton Detachment has implemented a number of steps to ensure compliance with the Official Languages Act. Signs that contained spelling errors have now been corrected. Casual and full-time switchboard and reception employees have been reminded of the requirement to actively offer services in both official languages. French and English greeting translation cards have been provided to these employees and are always readily available for use. The detachment’s two bilingual positions have now been staffed with bilingual employees, who are available for service referrals. The employee who did not provide bilingual service during the audit because of workload difficulties has since left the detachment.

7. Kelowna is a district office where there is limited public access and therefore publications are not normally on display. This is why the auditors did not find any publications there. The Regional Official Languages Co-ordinator met with the manager of this location to ensure that telephone and reception employees are familiar with providing an active offer. The sign indicating office hours is now posted in French. A list of all bilingual personnel in the office is available in all reception areas to ensure that employees can quickly assist the public when service in French must be given.

8. Victoria is also a district office with limited public access. The Regional Official Languages Co-ordinator will meet with the manager to ensure that the few publications available in the complex are displayed in both official languages. The signage outside the building is now in both official languages. Here also, a list of all bilingual employees and their contact numbers will be made available in all reception areas to ensure that service in both official languages is provided in a timely manner.

The above-mentioned actions conducted and in progress since the audit clearly demonstrate that RCMP official languages representatives, managers, and employees in these 8 detachments in British Columbia have taken significant steps to correct the identified deficiencies. “E” Division official languages representatives and managers in designated bilingual detachments will continue to provide the leadership required to improve the provision of active offer and services to the public in the latter’s preferred official language.