2004-2005 ANNUAL REVIEW ON OFFICIAL LANGUAGES

Message from the Commissioner | Message from the CHRO
Leadership | Official Languages Program | Monitoring Activities
Linguistic Data | Implementation of policies and directives
APPENDICES

MESSAGE FROM THE COMMISSIONER OF THE RCMP

I am pleased to submit the 2004-2005 Annual Review on Official Languages on behalf of the RCMP. Each year as we prepare this report, it is an opportunity to reflect on our achievements in promoting Canada’s official languages throughout our organization. As Canada’s national police force, providing services in the official language chosen by both the public and our employees is critical to achieving our goal to ensure safe homes and safe communities for all Canadians. This year, I have challenged all employees to lead by understanding what is required of policing in the 21st century and how to build in order to deliver it. One of the best ways is by continuing to excel in serving the public. Serving the public in the latter’s preferred official language is key to improving the responsiveness of our service and truly integrating and strengthening our partnerships with the people we aim to protect.

As an organization providing services in both French and English, we are committed to ensuring recognition of the status of the official language and complying with the spirit and intent of the Official Languages Act in our every day affairs. This is accomplished by ensuring equality of status and equal rights and privileges as to the use of English and French in the RCMP. Internally, the RCMP continuously promotes the use of French and English and is committed to helping its employees acquire the skills needed to perform their duties in both official languages where required.

I am very proud of the services we provide and feel certain we will all continue to exercise leadership with respect to official languages.

Giuliano Zaccardelli
Commissioner
Royal Canadian Mounted Police

MESSAGE FROM THE RCMP CHIEF HUMAN RESOURCES OFFICER

Over the past fiscal year, the RCMP has continued its efforts to further advance and promote Canada’s official languages throughout the organization. Our goal is nothing less than providing exemplary public service in the area of official languages. Attaining this requires a steadfast commitment to better serve Canadians in the language of their choice and to create a workplace conducive to the use of both official languages. This commitment must also be taken up and put into practice by each employee in performing his or her duties.

I am very proud of the activities undertaken by our organization in the fiscal year 2004-05 to honour and respect the principles of the Official Languages Act. Over the past year, the RCMP took action in key areas such as: improving the bilingual capacity of offices serving the public; improving the bilingual capacity of supervisors; regularizing the status of executives who did not meet the language requirements of their positions; and ensuring all RCMP Web sites comply with Treasury Board policy. Our progress in these areas is highlighted in parts of this report.

I applaud the leadership employed by all areas and employees of the RCMP who participated in the various activities to ensure the RCMP fulfills its language obligations to Canadians and employees. Some of the highlights of the past year included an improvement in the bilingual capacity of employees serving the public by 6 % in both “J” (New Brunswick) and "L” (P.E.I.) Divisions, which now stands at 86 % and 95 % respectively. Our “A” (National Capital Region) Division also increased its already excellent bilingual capacity from 91 % in 2003-04 to 95 % last year.

Our commitment to renewing our Official Languages Program does not stop here. We will work to anchor official languages into the core values of our organization. Only then can we provide exemplary public service in the area of official languages.

Barbara George, Assistant Commissioner
Chief Human Resources Officer
Royal Canadian Mounted Police

CHAPTER 1 LEADERSHIP

1. Atlantic Region’s Initiatives
The Atlantic Region Deputy Commissioner, senior managers, and the Regional Official Languages Officer (ROLO) are to be commended for their leadership and initiatives taken to implement the RCMP Action Plan on Official Languages. The bilingual capacity of members and employees serving the public improved by 6% in both “J” (New Brunswick) and “L” Divisions (P.E.I.), and now stands at 86% and 95% respectively. In 2004-05, this region gave priority for language training to those with supervisory responsibilities and provided language training to 59 supervisors. This resulted in “J” Division achieving the high level of 87% of its supervisors now being bilingual. Other major initiatives undertaken were:

1. The four Commanding Officers (COs) appointed a liaison officer in each division or province to consult with representatives of the Francophone communities in order to better understand their needs, to enhance communication with these groups, and to improve services to minority language communities where required. The “B” Division CO met personally with the Newfoundland and Labrador Francophone Federation.

2. The “H” Division CO (Nova Scotia) appointed an Officer and an NCO to act as OL Division Champions.

3. The “L” Division CO (P.E.I.) had already ensured that French-speaking members were assigned to deliver programs to students in French schools. The District Commander of Prince District had previously established a community consultative committee with the local Francophone community there. Given the success of this latter committee, the CO is currently organizing consultation groups with the Francophone communities in the other two districts.

4. The ROLO and Regional OL Co-ordinator (ROLC) created a concise guide for regional managers in order to assist them in their decision-making on the language designation of positions and the linguistic profiles of bilingual positions. Presentations on this guide were conducted throughout the region.

5. The ROLO and ROLC sent out a questionnaire on active offer of service to detachment commanders of designated bilingual detachments to serve as a reminder of all the components of active offer and of the provision of quality two-language service to the public.

This region’s senior managers remain committed to maintaining the progress and momentum achieved during the past year in order to continually improve their service to the public in both official languages and to ensure that members and employees in bilingual regions can be supervised in their preferred official language.

“A” Division Financial Commitment to Language Training

During fiscal year 2004-05, the Commanding Officer of “A” Division (National Capital Region) committed a sizeable amount of the division’s budget to provide language training to its regular and civilian members. This significant expenditure resulted in “A” Division increasing by 4% its bilingual capacity to serve the public. The division improved its already excellent bilingual capacity from 91% in 2003-04 to 95% last year. This was the second year that the Commanding Officer made such an important financial contribution to official languages training and she is to be commended for her on-going high level of leadership and commitment to the official languages program in her division.

CHAPTER 2 OFFICIAL LANGUAGES PROGRAM

2.1 Service to the Public

Status
The RCMP provides contract policing services to all provinces except Ontario and Quebec, the three territories, more than 200 municipalities and 165 Aboriginal locations. About 27% of the RCMP’s 748 offices and detachments are required to provide services in English and French to the public.

The overall bilingual capacity of regular members, civilian members and public servants in bilingual positions providing service to the public improved by 6% during the past year from 81% to 87%. Table 1 in Appendix II entitled “Service to the Public” shows the linguistic status of incumbents of bilingual positions which provide service to the public broken down by region and by division. The Central and Atlantic Regions improved their linguistic capacity in this regard by 9% and 6% respectively. As of March, 2005, 90% of Central Region incumbents in bilingual positions serving the public meet their position’s language requirements and 86% of Atlantic Region incumbents serving the public are bilingual.

Thirteen of the 20 divisions have excellent bilingual capacity as follows:

“M” (Yukon), “P”(Pacific Region Headquarters), and “V” (Nunavut) with 100% bilingual capacity,

“W” (Central Region Headquarters) with 96% bilingual capacity,

“A” (National Capital Region) and “L” Division (P.E.I.) at 95% bilingual capacity,

“C” (Quebec) and H” Division (Nova Scotia) at 93% bilingual capacity,

“R” (North West Region Headquarters) with 88% bilingual capacity,

“J” (New Brunswick) and “T” (Depot in Regina) with 86% bilingual capacity,

“N & S” (National Headquarters) at 85% bilingual capacity, and

“O” (Ontario) at 84% bilingual capacity.

During the past year, seven of the above-mentioned divisions made significant increases in their bilingual capacity to serve the public: “P” Division by 100%, “O” Division by 17%, “C” Division by 13%, “J” and “L” Divisions by 6%, and “A” and “W” Divisions by 4%. “D” Division (Manitoba) will have to remain vigilant to at least maintain its current 81% bilingual capacity.

Improvements planned
The following six divisions will continue their efforts to increase the bilingual capacity of their incumbents providing service to the public to at least 80%:

“B” (Newfoundland and Labrador) and “X” (Atlantic Region Headquarters),

“F” (Saskatchewan), “K” (Alberta), and “G” (North West Territory), and

“E” (British Columbia).

These divisions continue to face major challenges in fulfilling their mandate of providing effective and efficient community policing services to communities of all sizes while at the same time releasing members to pursue full-time language training for extended periods.

Good Practices
The Codiac detachment in New Brunswick made presentations on providing an active offer of service to approximately 100 members and 15 auxiliaries. In addition, as a pro-active measure, training on active offer was given to “B” (Newfoundland & Labrador) Operations Control Centre (OCC) employees.

Within RCMP Headquarters, the following five components have achieved an excellent bilingual capacity for serving their public:

Corporate Management and Comptrollership with 100% bilingual capacity. All 59 incumbents of its occupied bilingual positions serving the public meet their position language requirements.

Within the Protective Policing Directorate, both the Prime Minister’s Protection Detail and Protective Operations have 100% bilingual capacity.

At the Canadian Police College, 97% of staff who deal with the public meet the language requirements of their position.

Within the Central Bureau of Criminal Intelligence Service Canada, 95% of incumbents of RCMP positions meet their position language requirements.

Information and Identification Services reports that 90% of employees providing service to the public are bilingual and this is continuously monitored.

2.2 Language of Work

Status
It should be noted that only about 10% or 79 of RCMP offices and detachments are located in regions which use both English and French as languages of work. Approximately 3% or 20 offices and detachments in the province of Quebec use French as the language of work.

As of April 2005, the percentage of EXs who meet the CBC linguistic profile increased by 6% over last year from 73% to 79%. Currently, 60 of the RCMP’s 76 EXs are bilingual and are broken down as follows (see Tables in Appendix I):

28 (85%) of 33 Regular Members;
15 (83%) of 18 Civilian Members;
17 (68%) of 25 Public Servants.

Of the remaining 16 EXs not yet at the CBC level, 15 are already on or are scheduled to start language training in 2004 - 2005 (one EX has received an exclusion). In all cases, their superiors have ensured that administrative measures have been put in place to ensure that employees’ language of work rights will be respected.

Table 2 of Appendix II indicates the following situation as of April, 2005:

During the past year, the overall percentage of supervisors who meet their position’s language requirements increased by 4% and the percentage of employees providing internal (central and personal) services increased by 3%. Currently, 82% or 860 of the 1,053 incumbents of bilingual supervisory positions meet the language requirements of their positions. 83% or 2,878 of the 3,454 incumbents of bilingual positions providing internal services meet their position’s language requirements.

Five of the seven divisions in bilingual language of work regions show excellent bilingual capacity of their supervisors as follows:

“O” (Ontario) with 89% bilingual capacity (8 of 9 supervisors),

“A” (National Capital Region) with 88% bilingual capacity (50 of 57 supervisors),

“J” (New Brunswick) with 87% bilingual capacity (147 of 169 supervisors),

“W” (Central Region Headquarters) with 84% bilingual capacity (72 of 86 supervisors),

and “C” (Quebec) with 83% bilingual capacity (141 of 169 supervisors).

In addition, five divisions indicate similar excellent bilingual capacity for providing internal services to their employees as follows:

“A” (National Capital Region) with 92% bilingual capacity (119 of 129 employees),

“W” (Central Region Headquarters) with 89% bilingual capacity (483 of 550 employees),

“J” (New Brunswick) with 86% bilingual capacity (503 of 583 employees),

“N & S” ( National Headquarters) with 84% bilingual capacity (1,233 of 1,472 employees), and

“O” (Ontario) with 81% bilingual capacity (26 of 32 employees).

Improvements planned
The remaining divisions will continue their efforts to increase the bilingual capacity of their supervisors and employees providing internal services to at least 80%. While “N” and “S” Divisions of RCMP Headquarters are very close to this objective at 79%, “X” Division (Atlantic Region Headquarters) will need to carry on with their aforementioned priority to give language training to members with supervisory responsibilities.

Good Practices
As previously mentioned in the Leadership chapter, last year Atlantic Region gave priority for language training to those with supervisory responsibilities and provided language training to 59 supervisors. As a result of this initiative, “J” Division now has 87% of its supervisors in bilingual positions who meet their position’s language requirements.

CHAPTER 3 MONITORING ACTIVITIES

3.1 & 3.2 Public and Employee Satisfaction
In 2004-05, the number of complaints lodged by the public and RCMP staff with the Office of the Commissioner of Official Languages (OCOL) declined significantly from 26 in 2003-04 to 16. Eight complaints were from the public and eight from RCMP personnel broken down respectively as follows:

3 complaints dealt with advertisements being published only in English (two were found to be unfounded);

2 complaints concerned a lack of in-person service in French in Alberta and Nova Scotia;

1 complaint concerned lack of active offer from the store-front office in Lorette, Manitoba;

1 complaint related to errors in French on an RCMP Website and was quickly resolved;

1 complaint dealt with a Mounted Police Foundation tourist item;

4 complaints concerned the language requirements of positions being staffed within the National Capital Region (NCR);

2 complaints related to equal opportunities for advancement of Anglophones within the NCR;

1 complaint concerned language of work; and

1 complaint came from a Francophone recruit who was encouraged to take his cadet training in English, although his preferred language was French.

It should be noted that the eight internal complaints represent a decline of almost 50% from the 15 received in 2003-04. Those from the public were also down from last year’s total of 11. The Force is still of the view that it is a positive indicator that in light of the approximate 15 million transactions conducted each year with the public, only eight complaints were received.

3.1.1 Results obtained from Surveys
As mentioned in last year’s Annual Review, the Strategic Policy and Planning Branch (SPPB) conducted a survey with the RCMP’s “non-policing” partners, i.e., federal and provincial governments, non-profit associations, etc. This survey measured the level of satisfaction with the Force’s ability to provide services in their preferred official language. Almost 80% of all respondents were in agreement with the following statement: “ The RCMP provides service in my preferred language, English or French.” In the province of Quebec, 86% of respondents agreed with this statement.

For 2005-06, the SPPB will be conducting a telephone survey with citizens across Canada. Within the regions where two-language services are provided, the Branch will follow through with its commitment to measure citizens’ level of satisfaction with the Force’s bilingual services.

3.3 Internal Audits
Following last year’s successful pilot project within the RCMP Internal Audit and Evaluation Branch, this Branch’s scanning and subsequent planning of audit projects did not reveal a need for official languages to be covered in 2004-05. The Branch will be auditing payments of the bilingualism bonus as part of a larger audit it is conducting in 2005-06 on compensation issues.

3.4 Follow-ups to the 2003-04 Annual Review – Measures Taken
In late October 2004, the Official Languages Branch of the Public Service Human Resources Management Agency of Canada (PSHRMAC) asked the RCMP to take action in the following areas:

1. Measures taken to improve the bilingual capacity of offices serving the public;

2. Administrative measures for exempted employees and those appointed on a non-imperative basis to their position;

3. Measures taken to ensure all RCMP Internet sites comply with Treasury Board policy;

4. Measures taken to improve the bilingual capacity of supervisors;

5. Measures to ensure that EXs who do not meet the language requirements of their position complete language training as soon as possible;

6. Linguistic data on public servants in the RCMP internal human resources management information system; and

7. Implementation of a system of reports on the bilingual capacity of staff in each designated bilingual service point.

1. Measures taken to improve the bilingual capacity of offices serving
the public
The Official Languages Branch (OLB) of PSHRMAC asked the RCMP to specifically report on the measures taken to improve the bilingual capacity of headquarters and detachments where less than 70% of incumbents of bilingual positions providing service to the public met their position language requirements. The OLB noted that this was the case in six divisions and two regional headquarters. Both regional headquarters and three of the six divisions significantly improved their bilingual capacity as follows:

• “X” Division (Atlantic Region Headquarters) and “R” Division (North West Region Headquarters) improved by 13% and 19% respectively. As of April 2005, the latter shows an excellent bilingual capacity of 88% or 14 of 16 staff in bilingual positions serving the public who meet their position language requirements. Although “X” Division currently has 70% bilingual capacity or 23 of 33 staff, it intends to continue with similar improvements in 2005-06.
• “O” Division (Ontario) improved by 17% and reports an excellent bilingual capacity of 84% or 51 of 61 staff in bilingual positions serving the public who meet their position language requirements.
• “V” Division (Nunavut) has 100% bilingual capacity or 2 out of 2 members in bilingual positions serving the public who are bilingual.
• “G” Division (North West Territory) reports that 2 out of 3 members in bilingual positions serving the public meet their position language requirements. As previously mentioned in Chapter 2 entitled “Official Languages Program”, “G” is one of six divisions which will continue their efforts to increase the bilingual capacity of their incumbents providing service to the public to at least 80% in the next fiscal year.

2. Administrative measures for exempted employees and those appointed on a non-imperative basis to their position
Administrative measures have been put in place in those offices and detachments where there are exempted employees or where members have been appointed to bilingual positions on a Priority II or I S basis. Alternate managers or employees are designated to fulfill the bilingual requirements of the position while incumbents are taking language training.

3. Measures taken to ensure all RCMP Internet sites comply with Treasury Board policy
In 2003-04, the RCMP had 22 Web sites which could be accessed by the public. Of these, 14 had to be bilingual. Ten of these Web sites posted information in both official languages and four sites were not compliant with Treasury Board policy on electronic networks. As of June 30, 2005, the National Communications Services Directorate reported that with the creation of three new Web sites, the Force now has 25 Web sites accessible to the public. Of these, 17 sites must be bilingual and only two do not have complete information in both English and French. One of these new sites has been temporarily withdrawn while the French translation is being finalized. However, because the remaining site deals with missing women in Edmonton, the Force did not want to remove it from public access while preparing the French version.

4. Measures taken to improve the bilingual capacity of supervisors
In its analysis of the 2003-04 RCMP OL Annual Report, the Official Languages Branch of PSHRMAC indicated that it considered that “the RCMP is on its way to achieving the linguistic capacity required to carry out supervision and provide personal and central services to its employees in bilingual regions in the official language of their choice.” Through an oversight last year, the Force did not report on the linguistic capacity of supervisors by individual region. Table 2 of Appendix II provides this required breakdown. As mentioned in Chapter 2, the overall percentage of bilingual supervisors increased by 4% in 2004-05 and five of seven divisions in bilingual language of work regions have excellent bilingual capacity of supervisors, ranging from 83% to 89%. Reference to Table 3 in Appendix I also reveals that the overall bilingual capacity of members with supervisory positions improved by 3% from 79% in 2003-04 to 82% in 2004-05.

5. Measures to ensure that EXs who do not meet the language requirements of their position complete language training as soon as possible
Reference to Chapter 2 also shows that the overall bilingual capacity of EXs increased by 6% this past year. The percentage of bilingual public servant EXs improved from 54% (15 of 28) in 2003-04 to 68% (17 of 25) in 2004-05. As previously mentioned, 15 of the 16 EXs who have not yet achieved the CBC level have commenced or are scheduled to start language training this year.

6. Linguistic data on public servants in the RCMP internal human resources management information system compared to the Position and Classification Information System (PCIS)
In its analysis of the 2003-04 RCMP OL Annual Report, the Official Languages Branch of PSHRMAC noted that although the RCMP internal human resources management information system (HRMIS) “is improving every year..., significant shortcomings still exist with the data that it receives from the PCIS.” The example cited was that in April 2004, HRMIS reported 4,209 public service employees, while the PCIS reported 4,311 as of March 31, 2004, a difference of 102. The monitoring and correcting commenced by RCMP Regional Official Languages Co-ordinators in late 2003-04 has resulted in reducing this difference by almost 50%. As of April 2005, the difference between HRMIS & PCIS now stands at only 59.

7. Implementation of a system of reports on the bilingual capacity of staff in each designated bilingual service point
In its analysis of the 2003-04 RCMP OL Annual Report, the Official Languages Branch of PSHRMAC asked that the Burolis office codes accompany each public servant’s file. The work begun last year on the large-scale project to implement a system for reporting on the bilingual capacity of members for each designated bilingual service point had to be temporarily put in abeyance because of a lack of resources which occurred within the Official Languages (OL) Directorate for the latter half of the fiscal year and of the ensuing challenge to continue to meet other high priorities within the OL program area. This project was incorporated into another Force-wide one to design & implement streamlined processes to capture & route information on the transfer & movement of regular & civilian members. It is the successful completion of this national project which will enable the RCMP to more accurately report on the bilingual capacity of all staff in designated bilingual service points.As part of this larger project, extra resources have been hired to ensure that Burolis office codes are added to the file of any employee working in a designated bilingual office. These extra resources will also conduct other data clean-up or refinements which will help to refine and improve our reporting on bilingual resources.

3.5 Telephone Audit
According to the results of the telephone audit conducted by the Official Languages Branch of PSHRMAC, 354 telephone calls were made to RCMP bilingual offices and detachments. Of these, 295 were answered by an employee and 59 by an answering machine. The RCMP provided service in the second language for only 69% of calls and made an active offer of service for only 41% of calls, either in person or by machine. The Force recognizes the seriousness of these results.

As mentioned in Chapter 2, Atlantic Region provided training on active offer to “B” (Newfoundland & Labrador) Operations Control Centre (OCC) employees and will offer further similar training to the OCC employees in other divisions in the next fiscal year. In addition, the Codiac detachment in New Brunswick made presentations on providing an active offer of service to approximately 100 members and 15 auxiliaries. Because of a lack of resources which occurred within the OL Directorate, no further initiatives or improvements were made last year. However, the Force will take several measures to improve its track record in this regard in 2005-06.

CHAPTER 4 LINGUISTIC DATA

4.1 Service to the Public and Language of Work
See tables in Appendices I and II and statements under “Improvements planned” in Chapter 2.

4.2 Equitable Participation
See tables in Appendix III.

Overall
For the eleventh consecutive year, the RCMP has maintained a highly stable level of participation of English-speaking and French-speaking Canadians. In March 2005, 19% of the workforce was French-speaking and 81% English-speaking (see Appendix 3, Table 1). Approximately 87% of RCMP detachments and offices are located in overwhelmingly Englishspeaking areas of Canada. 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 12% (see Appendix 3, Table 17). Although this Division closed nine detachments, it actually increased its percentage of English-speaking members and employees by 1% over last year.

CHAPTER 5 IMPLEMENTATION OF POLICIES AND DIRECTIVES

5.1 Policy on Language of Work

5.1.2 Indicators
During the past year, there was a very significant decline in the number of complaints lodged concerning language of work. Only 2 were received in 2004-05, compared to 12 lodged in the previous fiscal year. The complaints concerned the following situations:

1. The first complaint came from a Francophone member in New Brunswick who questioned why training on the new “PROS” system was offered in French two months after that given in English;

2. The second complaint concerned a Francophone recruit who was encouraged to take his cadet training in English, although his preferred language was French.

As of the spring of 2005, these complaints are still under investigation. Both complaints appeared to result from delays in the translation of course material. With regard to the second complaint dealing with cadet training in French, the RCMP has ensured that a Francophone troop will be trained this fiscal year.

5.2 Directive on the Linguistic Identification of Positions or Functions

5.2.2 Indicators
The linguistic breakdown of all staffing actions involving public servants undertaken in the past year is as follows:

1. Bilingual 305
2. English essential 690
3. French essential 12
4. Either/or 7
Total 1,014

5.3 Directive on the Staffing of Bilingual Positions

5.3.1 Assessment Results
It should be noted that this directive applies only to the RCMP’s 4,327 public servant positions. With regard to the RCMP’s 16,509 regular & civilian member positions, the Force follows the Policy on Official Languages for Human Resources Management. In accordance with the coming into effect of this directive on April 1, 2004, no non-imperative appointments of public servants were made last year.

As mentioned in Chapter 2, eight of 25 EX public servants are not yet at the CBC level. Five of the eight had been appointed to their positions before this directive came into effect on April 1, 2004. In addition, three of 18 EX civilian members and five of 33 EX regular members have not yet achieved this linguistic profile. Of these 16 EXs not yet at the CBC level, 15 are already on or are scheduled to start language training in 2004 - 2005 and one EX has received an exclusion. In all cases, their superiors have ensured that administrative measures have been put in place to ensure that employees’ language of work rights will be respected.

5.3.2 Indicators
During fiscal year 2004-05, the RCMP made 65 imperative appointments and 89 imperative deployments to bilingual positions, all of which were below the EX level. This combined total of 154 imperative appointments and deployments is less than the figure given above of 305 staffing actions of bilingual positions because the latter figure represents the complete total of all types of staffing actions such as renewals of term appointments, acting appointments, etc.

5.4 Policy on Official Languages for Human Resources Management
In those cases where there are exempted employees or where members have been appointed to bilingual positions on a Priority II or I S basis, administrative measures have been put in place to ensure that bilingual services either to the public or internally can still be provided. This is done by designating alternate managers or employees to fulfill the bilingual requirements of the position while incumbents are taking language training.

During the past fiscal year, 199 members and employees (appointed prior to April 1, 2004) were on full-time language training following their appointment to a bilingual position. In addition, 426 other members and employees undertook full-time language training for career development purposes.

Appendix I

Table 1
Public Servants, Regular Members (RM) and Civilian Members (CM)

Table 2
Public Servants

Table 3
Regular Members (RM) and Civilian Members

 ¹ BILINGUAL REGIONS: Div A, N & S, W, C, O, X, J

Appendix II

Table 1
SERVICE TO THE PUBLIC
Bilingual positions • linguistic status of incumbents

Table 2
LANGUAGE OF WORK – Bilingual Positions
Linguistic Status of Incumbents

Tables L1 & L2
INTERNAL SERVICES TO EMPLOYEES

SUPERVISION

Appendix III

Total Workforce (Occupied Positions)

B Division - Newfoundland

H Dvision - Nova Scotia

J Division - New Brunswick

L Division - Prince Edward Island

X Atlantic Region - Headquarters

Central Region

C Division

A Division

O Division

W Central Region - Headquarters

North West Region

D Division - Manitoba

F Division

T Division - Depot - Regina

K Division - Alberta

G Division

V Division - Nunavut

R North West Region - Headquarters

Pacific Region

E Division - British Columbia

M Division - Yukon

P Pacific Region - Headquarters

NCR - National Headquarters

PeopleSoft Data - March 2005
* New measure undertaken in order to correct the situation further to the recommendations made by TBS and further to the new programming of data in
PeopleSoft to better monitor the situation.