Pages 1 to/ a 225 are duplicates sont des duplicatasHolmes, Kathryn August-10-17 15:22 Norris, Jennifer FW: Suivit- LANG- 2 février 2017- SCT From: Sarazin-Pierce, Caroline Sent: Monday, March 6, 2017 6:42 PM To: Holke, Christine: HoC.CdC Ce: Holmes, Kathryn ; Kardaras, Emmanuel ; Official Languages/Langues officielles ; O'Hare, Ryan Subject: Suivit- LANG- 2 février 2017- SCT Christine, Please find attached the TBS follow-ups from the February 2, 2017. Veuillez s'il-vous-plait nous informer si vous avez des difficultés a ouvrir les documents avant de les distribuer au comité. Nous avons testé toutes les documents mais voulons nous assurer que tout fonctionne de votre céte. De plus, veuillez confirmer si le comité aimerait avoir le breffage technique qui a été offert par M. Trottier durant la comparution du 2 février. Le ministére serait heureux de travailler avec vous afin de trouver une date qui conviendrait le comité, soit la semaine du 20 mars ou bien du 3 avril, y ca ra LANG -Follow-p Feb 2, 2017, Annexe) 1 a} ES el AGI ani eas An @) Annex 2, LANG MMT LDA Review Annex(e) 3 0226Annex 3, LANG sui 2 fer. Annex(e) 6 Hy a Annex 6, LANG follow up Februs, Annex(e)7. apd Annexe 6, LANG ‘sui 2 fever ars Annex 7, LANG Annexe 7. sui 2 Fever. LANG suii_2_*6. Annexe 8. LANG _ Annex, LANG sui fever 2... folow up Presen.. Caroline Sarazin-Pierce 0227Manager, Parliamentary Affairs, Strategic Communications and Ministerial Affairs Treasury Board of Canada Secretariat / Government of Canada Caroline. Sarazin-Pierce@tbs-sct.gc.ca / Tel: 613-769-9020 / TTY: 613-369-9371 Gestionnaire, affaires parlementaires, Communications stratégiques et affaires ministérielles Secrétariat du Conseil du Trésor du Canada / Gouvernement du Canada Caroline Sarazin-Pierce@tbs-sct.ac.ca / Tél, : 613-769-9020 / ATS : 613-369-9371 0228Follow-up to the February 2, 2017 meeting of the Standing Committee on Official Languages Following an appearance on accountability measures for Official Languages, Treasury Board Secretariat (TBS) officials committed to provide additional information on the following questions raised by members: Q1: Could you provide us with the names of certain departments where you see great opportunities for improvement in greeting the public in the official languages or better complying with their official language requirements? John Nater: Thank you, Mr. Chair, ‘My thanks to the witnesses. I'd like to challenge you a little bit. We asked for some information on which departments were problematic, and perhaps “problematic” is the wrong terminology. How about opportunities for improvement? We see the results here. We see one example here from the annual report, that there are three departments that almost never greet the public in the official languages over the telephone. | see that as perhaps not problematic, but as an opportunity for improvement. Could you provide us with the names of certain departments where you see great opportunities for improvement in greeting the public in the official languages or better complying with their official language requirements? Carl Trottier: Thank you very much for that question. That question is in fact very different from the one that was initially asked. As you can see, this is thick. We'll have to go through this and come back to you, Each department, in reality, has its strengths and weaknesses. That's just the reality of how it is. Some departments are doing very well when it comes to meetings. When they hold their ‘meetings, they're very rigorous and they've developed some techniques from being rigorous in regard to their meetings. Other departments have more challenges and have ups and downs with regard to that. However, when we look at them overall, we see that they're actually quite healthy when it comes to the overall application of the official languages. You will find some where you see a lot of “no” boxes checked off, but they'll have a whole lot of “yes” boxes checked beside the other ones. The information you're asking for is actually quite a big volume, because all of these departments have some elements they they can work on. What we push and strive for is to make sure there's continual improvement in all instances. When we notice things, we then reach out to departments to find out how we can help. We try to identify a horizontal issue and we bring working groups together to be leam lessons and best practices, and it actually works. Institutions have strengths in certain areas and weaknesses in others, and not all institutions face the same challenges. Operational realities and mandates also vary greatly. The Treasury Board of Canada Secretariat focusses its efforts and advice to help institutions improve their performance; it supports the official languages community of practice and institutions’ official languages champions. It offers training, organizes working groups around particular topics of interest and identifies good practices. At the 0229last Official Languages Champions’ conference on June 2, 2016, institutions were encouraged to review their results, particularly in light of the achievements of other, similar organizations. By way of illustration, Canada Lands Company Limited indicates having little or no measures in place with regard to official languages governance. It appeared before the Standing Senate Committee on Official Languages to explain its results. Many small institutions, including port authorities, indicate that they do not have any monitoring mechanisms in place. Port authorities also recognize that there is room for improvement in terms of communications with and services to the public. In terms of language of work and human resources management, the Committee has already identified the Royal Canadian Mint as an institution that could improve its results. In all cases, institutions and their representatives are best placed to explain to the Committee their results. Q2: The Treasury Board Secretariat committed to providing the Committee with statistics on the evolution of bilingual positions and language requirements over the last 10 years, based on the Annual Report. Linda Lapointe: At the beginning of your presentation, you said that you are in charge of the Governance, Planning and Policy Sector and that the Official Languages Centre of Excellence is part of your sector. Then, you Said that the report and its production makes it possible to take note of the performance of organizations. Over five years, have you noticed a significant improvement as a result of the measures you have taken? Do you have an example showing that the report allowed you to make improvements? Carl Trottier: Itis difficult to provide a specific example when we are constantly working on making improvements, Linda Lapointe: Is there a positive trend? Carl Trottier: Yes, Linda Lapointe: ‘Are we talking about an increase of 1%, 2%, 5%, 10% or 20%? Carl Trottier: can give you some quite interesting data. Between 1978 and 2015— Linda Lapointe: That's too far back. Tell us about the last 10 years. Carl Trottier: That's the data I have for you today, but | can forward the information for the past 10 years. Linda Lapointe: Yes. The attached tables (annex 1) illustrate that the number of bilingual positions and language requirements are on the rise. In fact, in 2005, 39.7 per cent of positions in the 0230core public administration were bilingual and 25.6 per cent of those positions required a superior proficiency of bilingualism. Over a period of 10 years, the percentage of bilingual positions has risen to 43.3 per cent in 2015, while the percentage of positions requiring a superior proficiency of bilingualism also rose to 29 per cent in 2015. That is an increase of 3.6 per cent and 3.4 per cent, respectively. Table 4 shows that the number of incumbents in bilingual positions in the core public administration who meet the language requirements for their positions has risen from 58,279 (88.5 per cent) in 2005 to 75,172 (95.5 per cent) in 2015. This demonstrates that the bilingual capacity within the core public administration has continued to rise over the last 10 years. Itis important to note that, starting in 2005, Treasury Board policies made imperative staffing of bilingual positions the norm. Imperative staffing means that a person appointed to a position must meet the language requirements at the time of appointment. Q3: Could you provide the Committee with more detail about the Royal Canadian Mint’s performance, including its performance in the area of language of work? Linda Lapointe: According to the information I have here, there may be something going on with the Royal Canadian Mint. People there apparently have a hard time achieving the objectives. The large institutions seem to do better; people have answered ‘almost always” or at least “very often’. Have you noticed that, especially at the Royal Canadian Mint? Carl Trottier: | cannot tell you specifically what we have done in this case, but I can forward you the information if you wish: Deputy heads are responsible for ensuring that their organization complies with legislative and administrative requirements and for taking the necessary steps to monitor the application of policy instruments. This is in line with fundamental principles of moder public sector management that deputy heads are designated to report on their organization. These practices are also consistent with the Financial Administration Act and the Foundation Framework for Treasury Board Policies. The information sent to the Committee in December 2016 indicates strengths and weaknesses for a number of institutions, including the Royal Canadian Mint. The Royal Canadian Mint actively participates in the official languages community of practice and Official Languages Champions Network. These activities provide horizontal ‘support to federal institutions. The Treasury Board of Canada Secretariat offers training workshops to everyone, organizes working groups around specific themes, such as active offer and bilingual meetings, and identifies best practices. The Review attached in Annex 2 contains information specific to language of work on pp. 21-27 (sections 4 and 5). Data in Treasury Board Secretariat's Official Languages Information System indicate the following as of March 31, 2015: ‘© Out of 130 supervisors required to be bilingual, the institution indicated that 91 are qualified to carry out their duties of supervision in both official languages. 00234‘* Out of 113 resources providing internal services, the institution indicated that 113 were able to provide these in English, 103 were able to provide these in French. The Treasury Board of Canada Secretariat has reached out to the Royal Canadian Mint to discuss the challenges identified in its most recent Review on official languages. The institution recognizes these challenges. For any specific questions, representatives of the Royal Canadian Mint would be best placed to provide further information, Q4: Can you send the committee the list of federal institutions subject to the Official Languages Act and a list of institutions that have to complete a report in any cycle, whether every year or every three years? Frangois Choquette: Okay. At the same time, can you send the committee the list of federal institutions subject to the Official Languages Act and a list of institutions that have to complete a report in any cycle, whether every year or every three years? Some institutions have to submit an annual report while others have to submit a report every three years. Can you send that to the clerk, so that we have a complete list of the institutions that are subject to the Official Languages Act, as well as of those that have to submit a report every year or every three years? In that way, we will be able fo follow up and check whether we have received all the documents or whether we are missing some. Carl Trottier: Yes. We will even provide you with a little template that will allow you to more easily monitor the documents you have received. Subsection 3(1) of the Official Languages Act defines a federal institution within the meaning of the Act. According to that definition: federal institution includes any of the following institutions of the Parliament or government of Canada: {a) the Senate, (b) the House of Commons, (©) the Library of Parliament, (c.1) the office of the Senate Ethics Officer and the office of the Conflict of Interest and Ethics Commissioner, (¢.2) the Parliamentary Protective Service, (d) any federal court, e) any board, commission or council, or other body or office, established to perform a governmental function by or pursuant to an Act of Parliament or by or under the authority of the Governor in Council, (f) a department of the Government of Canada, (g) a Crown corporation established by or pursuant to an Act of Parliament, and oooza2(h) any other body that is specified by an Act of Parliament to be an agent of Her Majesty in right of Canada or to be subject to the direction of the Governor in Council or a minister of the Crown, Unlike the Financial Administration Act, the Official Languages Act does not provide a comprehensive list of entities that are considered federal institutions as per the Act. Therefore, some entities are subject to the Official Languages Act, in its entirety or in part, under their enabling statute (e.g. the Air Canada Public Participation Act, the Airport Transfer (Miscellaneous Matters) Act, the CN Commercialization Act, etc.). This means that the application field of official languages policy instruments is broader than that of other Treasury Board policy instruments. Itis also important to note that legislative or regulatory changes to the configuration of the machinery of government (creating new entities, merging or dissolving entities) can have an impact on the number of federal institutions that are subject to the Act and that are asked by the Treasury Board of Canada Secretariat to submit a Review on Official Languages. Attached in annex 3 (Federal Institutions Required to Submit a Review on Official Languages) is a list of federal institutions that must submit a Review in the current three-year cycle, ie., from 2014 to 2017. The list of institutions that must submit a Review annually is found in annex 4 (Federal Institutions Required to Submit a Review on Official Languages every year) In annex 5 (Submitted Reviews on Official Languages by year in current cycle), you will find a list of institutions as they have reported or will report throughout the current three- year cycle. Reviews of institutions are made available to the Committee in May. The reviews for 2014-2015 were submitted in May 2015, the reviews for 2015-2016 were submitted in May 2016, and the reviews for 2016-2017 will be submitted in May 2017. Q5. Could you provide the Committee with the policy framework? The Vice-Chair (Mr. John Nater): We have to stop. We have fo go on Before I go to Mr. Vandal, you mentioned that you have to work within the framework you're given. Would you be able fo provide us with that framework? Car! Trottie Weill put it together and welll give ito you, yes. The Canadian Charter of Rights and Freedoms, the Official Languages Act and the Official Languages (Communications with and Services to the Public) Regulations provide the legislative framework for all linguistic obligations. Institutions must always satisfy their obligations regardless of whether or not a specific situation is addressed in a Treasury Board instrument. Part Vill of the Official Languages Act sets out the mission of the Treasury Board of Canada regarding official languages. As the Management Board of the Government of Canada and employer of the public service, the Treasury Board establishes guidelines oooza3and general standards for all federal institutions in order to ensure the general coordination of the policies and programs of the Government of Canada relating to the implementation of Parts IV, V and VI of this Act. The Treasury Board of Canada Secretariat supports Deputy Heads in the implementation of the Official Languages Act. It supports the mission of the Treasury Board to develop policies and set uniform and consistent expectations in that regard Modern public sector management practices, as reflected in the Financial Administration Act and the Foundation Framework for Treasury Board Policies (attached in annex 6), rest on the accountability of the Deputy Head. The Foundation Framework for Treasury Board Policies explains the purpose of Treasury Board policies and instruments and how they are structured. It outlines general requirements common to all Treasury Board policy instruments and explains the responsibilities, reporting obligations and general expectations of ministers and Deputy Heads regarding the application of Treasury Board policy instruments. It identifies deputy heads as the main individuals responsible for applying the Treasury Board’s mandatory policy instruments within their organization, monitoring and auditing their application, taking the necessary corrective action in cases of non-compliance, reporting to the Treasury Board of Canada Secretariat on matters regarding compliance, and providing advice on the development of policies. In addition, Deputy Head responsibilities are identified in section 7 of the Policy on Official Languages (the Policy). Also stated in the Policy is that Treasury Board Secretariat plays a government-wide monitoring role for the implementation of Parts IV, V, and VI of the Official Languages Act. It reports on results through the Annual Report by the President of the Treasury Board. In addition, the Commissioner of Official Languages may investigate the compliance of institutions with their legislated official languages obligations. Failure to comply with the Act may result in a complaint to the Commissioner of Official Languages. It is also possible to apply to the Federal Court for a remedy. The Act also specifies the role of parliamentary committees by stating that “the administration of this, Act, any regulations and directives made under this Act and the reports of the Commissioner, the President of the Treasury Board and the Minister of Canadian Heritage made under this Act shall be reviewed on a permanent basis by such committee of the Senate, of the House of Commons or of both Houses of Parliament as may be designated or established for that purpose.” In closing, the Committee will note that the Bilingualism Bonus Directive is part of the official languages policy framework, but is a joint directive of the Treasury Board as the Employer and the National Joint Council, which represents the unions. Q6: Would it be possible to provide us with an organizational chart and with information regarding the role of official languages champions?? Bernard Généreux: Thank you, Mr. Chair oooza4Earlier you talked about providing us with a technical briefing. That's obviously something the committee will discuss. The chair thanked you for your co-operation, and I would like to do the same. In addition to the technical briefing, would it be possible to provide us with an organization chart? Are you able to put together an organization chart? That way, we could see at a glance all the elements of each department and everyone's roles, particularly those of the champions. Carl Trottier: Okay. Please find attached the Official Languages Centre of Excellence organizational chart (annex 7) as well as a document detailing how the Official Languages Centre of Excellence fits within the Treasury Board of Canada Secretariat (annex 8).. The official languages champion in each institution is appointed by the Deputy Head. His or her role is to demonstrate leadership, listen, summarize, exert influence and ‘communicate on official languages matters. Information on the role of official languages champions is available here: http://osez-dare.aadnc-aandc.gc.ca/eng/1397666067034/1397666098648#i2. ooozasSuivi de la réunion du 2 février 2017 du Comité permanent des langues officielles A la suite d'un exposé présenté sur la redaition de compte en matiére de langues officielles, les fonctionnaires du Secrétariat du Conseil du Trésor du Canada) se sont ‘engagés fournir des renseignements supplémentaires sur les questions suivantes des membres. Q1 : Pourriez-vous nous donner le nom de certains ministéres qui pourraient améliorer leur fagon d'accueillir la population dans les deux langues officielles ou qui pourraient mieux répondre aux exigences en matiére de langues officielles? John Nater: Merci, monsieur le président. ‘Merci aux témoins. Jaimerais vous mettre un peu au défi. Nous vous avons demandé des renseignements sur Jes ministéres problématiques. Peut-étre que le terme « problématique » était mal choisi. Que diriez-vous de « possibiltés d'amélioration »? On voit les résultats ici. Par exemple, dans le rapport annuel, on voit que trois ministéres ne répondent presque jamais au téléphone dans les deux langues officielles. Ce n'est peut-6tre pas une situation problématique, mais on pourrait faire mieux. Pourriez-vous nous donner le nom de certains ministéres qui pourraient améliorer leur fagon daccueili fa population dans les deux langues officielles ou qui pourraient mieux répondre aux exigences en matiére de langues officielles? Carl Trottier: Je vous remercie de votre question. En effet, elle différe grandement de celle qui avait été posée au départ. Comme vous pouvez le voir, les renseignements sont nombreux. Nous devrons étudier la question et vous revenir. Dans les faits, chaque ministére a ses forces et ses faiblesses. C'est tout simplement la réalité. Certains ministéres réussissent trés bien a respecter les exigences dans les réunions. lis sont trés rigoureux et ont développé des techniques pour respecter les langues offcielles. Diautres ont plus de difficulté et ont connu des hauts et des bas a cet égard. Toutefois, orsqu’on analyse la situation dans son ensemble, on constate que les ministéres ont une saine approche relative a utilisation des langues officielles. Parfois, ils réussissent moins bien dans un domaine, mais réussissent trés bien dans un autre. Les renseignements que vous nous demandez sont trés nombreux parce que tous les ministéres ont des points a améliorer. Ce que nous voulons, c'est que tous les ministéres continuent de s‘améliorer. Lorsque nous constatons une lacune, nous communiquons avec les ministéres afin de déterminer la meilleure fagon de les aider. Nous tentons de cibler les problémes horizontaux et nous formons des groupes de travail pour tirer des lecons et désigner les meilleures pratiques, et cela fonetionne. Les institutions ont des forces dans un domaine et des faiblesses dans d'autres, et pas toutes les institutions ont les mémes défi. La réalité opérationnelle et le mandat de chacune de ces institutions varient énormément. Le Secrétariat du Conseil du Trésor du Canada consacre ses efforts et ses conseils a l'amélioration du rendement des institutions fédérales, appuie la communauté de pratique en langues officielles et les champions en langues officielles des institutions. II leur offre a tous des ateliers de formation, organise des groupes de travail autour de thématiques particuliéres et oo0236recense les bonnes pratiques. Lors de la derniére conférence des champions des langues officielles le 2 juin 2016, les institutions ont également été incitées a examiner leurs résultats, particuliérement a la lumiére des réalisations d'autres organisations similaires, A titre d’exemple, la Société immobiliére du Canada Limitée indique avoir peu ou pas de mesures en place au sein de son institution en ce qui a trait a la gouvernance des langues officielles. Elle a été appelée a expliquer ses résultats devant le Comité permanent des langues officielles du Sénat. Plusieurs petites institutions, dont les administrations portuaires, indiquent ne pas avoir de mesures de surveillance en place. Les autorités portuaires reconnaissent aussi qu'il y a place a des améliorations en matiére de communications avec le public et la prestation des services. En matiére de langue de travail et de gestion des ressources humaines, le comité a déja identifié la Monnaie royale canadienne comme étant une institution qui pourrait s'améliorer. Dans tous les cas, les mieux placés pour expliquer au comité les résultats sont les institutions et leurs représentants. Q2 : Le Secrétariat du Conseil du Trésor du Canada s’est engagé de donner au comité les statistiques sur I’évolution de postes bilingues et des exigences linguistiques au cours des 10 derniéres années, basé sur le Rapport annuel des langues officielles. Linda Lapointe: ‘Au début de votre présentation, vous avez dit que vous dirigiez le Secteur de la gouvernance, de la planification et des politiques, duquel relevait le Centre d'excellence en langues officielles. Ensuite, vous avez dit que le rapport produit permettait de prendre acte du rendement des organisations. Sur une période de cing ans, avez-vous vu une amélioration notable a la suite des mesures que vous avez prises? Avez-vous un exemple démontrant que le rapport vous a permis de faire des améliorations? Carl Trottier: Il est difficile de donner un exemple précis lorsqu’on travaille a I'amélioration continue. Linda Lapointe: Y a-t-il une tendance positive? Carl Trottier Oui. Linda Lapointe: Parle-t-on d'une augmentation de 1%, 2 %, 5%, 10 % ou 20 %? Carl Trottier: Je peux vous fournir des données assez intéressantes. Entre 1978 et 2015. Linda Lapointe: Crest trop loin. Parlez-nous des 10 demiéres années. Carl Trottier: Ce sont les données que j'ai ici pour vous aujourd'hui, mais je peux vous faire parvenir celles qui couvrent les 10 derniéres années. Linda Lapointe: Oui. oov2a7Les tableaux (annexe 1) en piéce jointe démontrent que le nombre de postes bilingues et les exigences linguistiques sont a la hausse. En effet, 39,7 p. 100 des postes étaient bilingues dans 'administration publique centrale et 25,6 p. 100 de ces postes exigeaient une capacité supérieure de bilinguisme en 2005. Sur une période de 10 ans, le pourcentage de postes bilingues a augmenté pour atteindre 43,3 p. 100 en 2015 alors que le pourcentage de postes exigeant une capacité supérieure de bilinguisme a aussi augmenté pour atteindre 29 p. 100 en 2015. II s’agit d'augmentations de 3,6 p. 100 et de 3,4 p. 100 respectivement. Le tableau 4 montre que le nombre de titulaires de postes bilingues dans t'administration publique centrale qui satisfont aux exigences linguistiques de leurs postes a augmenté depuis 2005, passant de 58 279 (88,5 p. 100) en 2005 a 75 172 en 2015 (95,5 p. 100). Ainsi, la capacité bilingue qui existe au sein de administration publique centrale a continué d'augmenter au fil des 10 demiéres années. I importe de noter que c'est en 2005 que les politiques du Conseil du Trésor instituent la dotation impérative de postes bilingues comme norme. La dotation impérative veut dire qu'une personne nommée a un poste bilingue doit satisfaire aux exigences linguistiques au moment de la nomination. Q3 : Pourriez-vous fournir au comité plus de détails sur la performance de la Monnaie royale du Canada, y compris sa performance en matiére de langue de travail? Linda Lapointe : Selon linformation que jai ici, ily aurait un petit quelque chose principalement du 0616 de la Monnaie royale canadienne. Ces gens auraient de la difficulté & atteindre les objectifs. Les grandes institutions semblent meilleures; les gens ont répondu « presque toujours » ou, du moins, « trés souvent ». Avez-vous noté cela, principalement a la Monnaie royale canadienne. Carl Trottier : Je ne peux pas vous dire précisément ce que nous avons fait dans ce cas, mais Je pourrai vous faire parvenir information & ce sujet si vous le désirez. Il incombe a 'administrateur général de s'assurer que son organisme se conforme aux exigences législatives et administratives et prenne les mesures requises pour surveiller application des instruments de politique. Cela est conforme aux principes fondamentaux de gestion moderne du secteur public qui veut que l'administrateur général soit désigné pour rendre des comptes sur le rendement de son organisation. Ces pratiques sont conformes a la Loi sur la gestion des finances publiques et au Cadre principal des politiques du Conseil du Trésor. Les informations transmises au comité en décembre 2016 démontrent les forces et les faiblesses d'un certain nombre d'institutions, comme la Monnaie royale canadienne. La Monnaie royale canadienne participe activement aux activités de la communauté de pratique des langues officielles et au réseau des champions des langues officielles. Ces activités offrent de l'appui et des conseils horizontaux aux institutions fédérales. Le Secrétariat du Conseil du Trésor du Canada offre des ateliers de formation a tous, 0 oozeorganise des groupes de travail sur divers sujets, tels que l'offre active et les rencontres bilingues, et recense des bonnes pratiques. Le Bilan joint a 'annexe 2 contient de l'information précise sur la langue de travail aux pages 21-27 (sections 4 et 5). Les données tirées du Systeme d'information sur les langues officielles en date du 31 mars 2015, indiquent les éléments suivants : Des 130 superviseurs qui sont tenus d’étre bilingues, 91 peuvent s’acquitter de leurs fonctions de supervision dans les deux langues officielles. Des 113 ressources qui fournissent des services interes, 113 servent en anglais et 103 servent en francais. Le Secrétariat du Conseil du Trésor du Canada a communiqué avec r'institution afin de discuter des défis dont elle a fait état dans son bilan sur les langues officielles. institution elle-méme reconnait ces défis. Les représentants de la Monnaie royale canadienne seraient mieux placés pour fournir de plus amples informations. Q4 : Pouvez-vous envoyer la liste des institutions fédérales qui sont assujetties 4 la Loi sur les langues officielles et la liste des institutions qui doivent remplir un bilan au cours des cycles, soit annuels ou triennaux? Francois Choquette: Diaccord. Pouvez-vous en méme temps envoyer au Comité la liste des institutions fédérales assujetties 4 la Loi sur les langues officielles et la liste des institutions qui doivent remplir un bilan au cours des cycles, quils soient annuels ou triennaux? Certaines institutions doivent remettre un bilan annuel, alors que d'autres doivent remettre un bilan triennal. Pouvez-vous envoyer cela a la greffiére, afin que nous ayons la liste complete des institutions assujetties a la Loi sur les Iangues officielles, de méme que celles qui doivent remplir un bilan annuel ou triennal? Ainsi, nous pourrons faire un suivi et vérifier si nous avons regu tous les documents ou s'll nous en ‘manque. Carl Trottier: Oui. Nous allons méme vous foumir un petit gabarit qui vous permettra de faire plus facilement le suivi des documents que vous avez recus. Larticle 3(1) de la Loi sur les langues officielles définit ce qu’est une institution fédérale au sens de la loi. Selon cette définition «Les institutions du Parlement et du gouvernement du Canada, dont le Sénat, la Chambre des communes, la bibliothéque du Parlement, le bureau du conseiller sénatorial en éthique et le bureau du commissaire aux conflits d'intéréts et a Téthique, le Service de protection parlementaire, les tribunaux fédéraux, tout organisme — bureau, commission, conseil, office ou autre — chargé de fonctions administratives sous le régime d'une loi fédérale ou en vertu des attributions du gouverneur en conseil, les ministéres fédéraux, les sociétés d’Etat créées sous le régime d'une loi fédérale et tout autre organisme désigné par la loi a titre de mandataire de Sa Majesté du chef du Canada ou placé sous la tutelle du gouverneur en conseil ou d'un ministre fédéral ». oooz39Contrairement a la Loi sur la gestion des finances publiques, la Loi sur les langues officielles ne dresse pas une liste exhaustive des instances qui sont considérées, comme une institution fédérale au sens de la Loi. Ainsi, certaines instances sont assujetties a la Loi sur les langues officielles, en tout ou en partie, en raison de leur loi habilitante (p. ex., Loi sur la participation publique au capital d’Air Canada, Loi sur la cession des aéroports, Loi sur la commercialisation du CN, etc.). Cela signifie que le champ d’application des instruments de politique en langues officielles est plus large que celui d’autres instruments de politiques du Conseil du Trésor. Ilimporte aussi de noter que des changements législatifs ou réglementaires a la configuration de 'appareil gouvernemental (création de nouvelles instances, fusions ou dissolutions d’instances) peuvent avoir une incidence sur le nombre d’institutions fédérales assujetties a la Loi sur les langues officielles et a qui le Secrétariat du Conseil du Trésor du Canada demande de soumettre un bilan sur les langues officielles. Le comité trouvera donc en annexe 3 (Instituions fédérales devant soumettre un bilan sur les langues officielles).la liste des institutions fédérales qui doivent soumettre un bilan au cours du présent cycle triennal, soit de 2014 a 2017. La liste des institutions qui doivent soumettre un bilan a chaque année se trouve @ annexe 4 (Institutions fédérales devant soumettre un bilan sur les langues officielles chaque année). A annexe 5 (Bilans sur les langues officielles soumis par année au cours du cycle actuel), vous trouverez la liste des institutions qui ont soumis ou qui soumettront un bilan au cours de cycle actuel de trois ans. Les bilans des institutions seront disponibles auprés du comité au mois de mai. Les bilans pour 2014-2015 ont été soumis au mois de mai 2015, les bilans pour 2015-2016, au mois de mai 2016 et les bilans pour 2016- 2017 seront soumis au mois de mai 2017. 2 ozoQ5 : Pourriez-vous fournir au comité le cadre de politiques? Le vice-président (M. John Nater): ‘Nous devons vous interrompre et passer a un autre intervenant. J'ai une question 4 vous poser avant de céder la parole 4 M. Vandal. Vous avez dit que vous deviez composer avec le cadre qu'on vous avait fourni. Pourriez-vous nous transmettre ce cadre? Carl Trottier: ‘Nous allons le préparer et vous le transmettre, oul La Charte canadienne des droits et libertés, la Loi sur les langues officielles et le Réglement sur les langues officielles - communications avec le public et prestation des services établissent le cadre législatif qui régit toutes les obligations linguistiques. Les institutions doivent toujours se conformer a leurs obligations, que leur situation particuliére soit visée ou non dans un instrument du Conseil du Trésor. La partie VIII de la Loi sur les langues officielles fixe la mission du Conseil du Trésor du Canada a légard des langues officielles. A titre de conseil d'administration du gouvernement et d'Employeur de la fonction publique, le Conseil du Trésor établit les lignes de conduite et les normes générales pour l'ensemble des institutions fédérales afin de veiller a la coordination générale des principes et programmes fédéraux d'application des parties IV, V et VI de cette loi. Le Secrétariat du Conseil du Trésor du Canada appuie les administrateurs généraux dans la mise ceuvre de la Loi sur les Jangues officielles. |I appuie la mission du Conseil du Trésor pour élaborer des politiques et fixer les attentes uniformes et cohérentes en la matiere. Les pratiques modemes de gestion du secteur public, telles que reflétées dans la Loi sur la gestion des finances publiques et dans le Cadre principal des politiques du Conseil du Trésor (joint en annexe 6), misent sur la responsabilisation de administrateur général Le Cadre principal des politiques du Conseil du Trésor explique le but des politiques et des autres instruments du Conseil du Trésor et la facon dont ils sont structurés. I! résume les exigences générales communes a l'ensemble des instruments de politique du Conseil du Trésor et explique les responsabilités, les obligations redditionnelles et les attentes générales des ministres et des administrateurs généraux en ce qui concerne l'application des instruments de politique du Conseil du Trésor. II désigne les administrateurs généraux comme premiers responsables de faire appliquer les instruments de politique obligatoires du Conseil du Trésor au sein de leur organisation, den surveiller et verifier l'application, de prendre les mesures correctives voulues en cas de non-conformité, de signaler au Secrétariat du Conseil du Trésor du Canada les questions qui concernent la conformité et de donner des conseils sur 'élaboration des. politiques. De plus, les responsabilités des administrateurs généraux sont énoncées a la section 7 de la Politique sur les langues officielles (la Politique). La Politique énonce également le rdle que joue le Secrétariat du Conseil du Trésor en matiére de surveillance l'échelle du gouvernement quant a la mise en ceuvre des patties IV, V et VI de la Loi sur les langues officielles. De plus, le commissaire aux langues officielles peut mener des enquétes sur la conformité des institutions avec leurs a 024obligations Iégislatives en matiére de langues officelles. II est également possible de former un recours devant la Cour fédérale. La Loi énonce aussi le rdle des comités parlementaires en stipulant que «le Parlement désigne ou constitue un comite, soit du Sénat, soit de la Chambre des communes, soit mixte, chargé spécialement de suivre application de la présente loi, des reglements et instructions en découlant, ainsi que la mise en ceuvre des rapports du commissaire, du président du Conseil du Trésor et du ministre du Patrimoine canadien. » En terminant, le comité notera que la Directive sur la prime au bilinguisme fait partie du cadre de politique des langues officielles, mais que celle-ci est établie conjointement entre le Conseil du Trésor en tant qu’employeur et le Comité national mixte qui représente les syndicats. Q6: Serait-il possible de fournir un organigramme et de Vinformation sur le réle des champions en langues officielles? Bernard Généreux: ‘Merci, monsieur le président. Vous avez parié tantot de donner un breffage technique. Evicemment, nous allons en reparler au sein du Comité. M. le président vous a remercié de votre collaboration, et j'en fais de méme. En plus du breffage technique, est-ce qu'il serait possible qu'on nous fournisse un organigramme? Etes-vous en mesure de monter un organigramme? Cela nous permettrait de voir, en un coup doeil, rensemble des éléments de chaque ministére et les rbles de chacun, notamment les champions. Carl Trottier: Diaccord. Veuillez trouver ci-joint 'organigramme pour le Centre d’excellence en langues officielles (annexe 7) ainsi qu'un document qui situe le Centre d'excellence en langues officielles dans le secteur de la gouvernance, de la planification et des politiques au sein du Secrétariat du Conseil du Trésor du Canada (annexe 8) Le champion des langues officielles au sein de chaque institution est nommé par administrateur général. Son réle vise des fonctions de leadership, d’écoute, de synthése, d'influence et de communication en matiére de langues officielles. De l'information additionnelle sur le réle du champion des langues officielles est accessible en cliquant sur le lien suivant http:/osez-dare.aadno-aandc.ac.ca/fra/1397666067034/1397666098648#i2 oooz42ANNEX 1 Annual Reports on Official Languages 1978, 2000, 2005 to 2015 Tables 1, 2,4 and 5 —ssssSssss—“(iR oooz43Statistical Tables Table 1 Bilingual positions and bilingual employees in the core public administration Bilingual Sie Intermediate al positions % | _ proficiency % Picts me proficiency % 1978 7%. 6.0% 11.0% 4.0% 21.0% 2000 21.0% 11.0% 3.0% 35.0% 2005 25.6% 11.1% 3.3% 40.0% 2006 26.0% 11.4% 3.2%) 40.1% 2007 26.4% 11.6% 3.0% 41.1%. 2008 41.1% 2009 411% 2010 26.7% 2.3% 41.3% 2011 28.0% 2.0% 45.0%. 2012, 29.0% 2.2% 44.8% 2013 29.1% 21% 45.2% 2014 29.2% 21% 45. 5% 2015 29.0% 21% 45.7% Table 2 Language requirements of positions in the core public administration English or ic) Essential ry Essential Cit dace oozesANNEX 1 Table 4 Bilingual positions in the core public administration - Linguistic status of incumbents Eas a ce eo ee 1978 36446 «69.7% 14,462 -27.7% += «1,982 2.7% 0 0.0% 52,900 2000 41,832 828% 5,030 100% 6B 1.8% 2.705 5.4% 50,535 2008 58,279 885% «3,889 8.9% 2,050 3.1% 1666 2.5% 65,884 2006 63,755 89.5% 3,772 5.9% «ATA 2.1% 2267 32% © 71,268 2007 65,466 90.8% «3.633 « 5.0% ©=— 1,297 1.8% 1,742 24% 72,438 2008 69,596 «91.7% «3,748 A.9% © 1,080 1.4% 1467 1.9% 75,889 2008 73,726 92.5% 3481 44% 960 1.2% 1521 1.9% 79,688 2010 77331 93.2% 3625 44% «= B31. 1.0% 1198 1.4% 82,985 2011 78,981 94.3% 3,192 38% © «IT._—s0.7% 988 1.2% «© 83,778 2012 70,969 «95.1% 2,868 3.4% 408. 0.5% 854 1.0% 83,998 2013 76,332 95.4% 2867 36% 268 0.3% 541 0.7% 80,008 2014 75881 95.6% 2,776 35% 178 0.2% 568 0.7% 79,403 2015 75172 95.5% 2,909 37% —*141_—«0.2% 526 0.7% 78,748 ions in the core public admit required (oral interaction) ration ~ Level of second-language proficiency Sees me Ej ey Other cool 1978 3771 7.2% «30.983 88.2% «13.816 = 26.4% «= 3,730 7.1% 52,300 2000 12,836 25.4% «= 34677 68.6% = 1,085 21% 1,937 3.8% 50,535 2005 20514 31.1% 42,479 64.5% = 1,011 1.5% 1,880 2.9% 65,884 2006 22,216 © 31.2% 45,674 64.1% 1,000 14% 2,379 3.3% 74,269 2007 22,983 31.9% 46,304 64.2% nt 13% 1,940 2.7% 72,138 2008 24,867 32.4% 48,781 64.9% 718 09% = 1,828 2.4% 75,889 2008 25616 32.1% «51,558 64.7% 682 09% 1,834 2.3% 79,688 2010 26,738 32.2% «$3,659 «64.7% 724 09% = 1,864 2.2% 82,985 2011 26,996 32.2% «54,437 65.0% 648, 08% «= 1,737 2.1% 83,78 2012 27,463 32.7% $4,182 64.5% 629 08% = 1,854 2.0% 83,998 2013 26,302 32.9% 51,478 64.9% 621 08% 1607 2.0% 80,008 2014 26,333 332% «50,968. 64.2% 560 07% 1,542 1.9% 79,403 2015 26,434 33.6% © 50,407 84.0% 534 07% 1,373 1.7% 78,748 EO; ovozas‘No content on page / aucun contenu sur la page > ooo24sANNEXE 1 Rapports annuels sur les langues officielles 1978, 2000, 2005 a 2015 Tableaux 1, 2,4 et 5 oooz47Tableaux statistiques Tableau 1 Postes bilingues et bassin d’employés bilingues au sein de I'administration publique centrale Ee Caaee ener} errr} recy Dine Seu reuse fi a 1978 24,7 % 6.0% 11,0% 40% 21,0% 2000 35,3 % 210% 11,0% 3,0% 35,0 % 2005 39,7 % 25,6 % 111% 3.3% 40,0 % 2006 40,6 % 26,0 % 114% 3.2%) 40,1 % 2007 40,2 % 26.4% 11.6% 3,0% 41,1.% 2008 40,5 % 26,7 % 41.1% 2009 40,4 % 26.5% 411% 2010 41,0.% 267% _ 413% 2011 MA% 28.0% 45.0% 2012 42.5% 29,0 % 448% 2013 42.8% 29,1 % 45.2% 2014 43,3 % 29,2 % 45,5 % 2015 43.3% 29,0 % 45,7 % Tableau 2 Exigences linguistiques des postes au sein de I’administration publique centrale oe ues oe Pod con rt ube up eset fase Total 1978 128196 60,5 %| 211 885 2000 75.562 52,8 % 143 052 2005 84200 50,8 %| 165 831 2006 91284 51.3% 177773 2007 91.983 51,2°% 479.490 2008 95.688 51.0% 187 580 2009 100191 50,8 %| 197 126 2010 102484 50,6 %| 202 537 2011 101648 50,3 %| 202 180 2012 98.451 49,9 % 197 486 2013 93.314 49.9% 187 105 2014 90.827 49,6 %| 183 201 2015 90 298 181 866 oooz4eANNEXE 1 Tableau 4 Postes bilingues au sein de I'administration publique centrale - Situation linguistique des titulaires ee ‘Annéo Cas caus peu. ic 1978 36446 697% 14462 27.7% +«—«1:392S 2.7 % 52.300 2000 41832 82.8% 5030 10.0% 968 19% 2705 54% 50.535 2005 58279 885% «© 3889. 59% © «2050 3.1% 1666 2.5% «65,884 2006 63756 © 895% ©3772 83% «1474 1% 2267 3.2% 74,269 2007 65466 908% += 3633S 5.0% +1297: 18% 1742 24% 72,438 2008 60596 917% «= «3746S «4.9% += 1080: 1,4% 1467 1.9% 75,889 2008 73726 925% 3481 44% 960 12% 1621 1,9% 79,688 2010 77331 93.2% = 3625 44% «= 831 10% 1198 1,4% 82985 2011 78981 943% 3192 38% 617 07% 988 12% 8378 2012 79869 951% «= 2869. 3.4% «= 4080.5 % 854 10% 83.998 2013 76332 954% 2867 36% 268 03% 541 07% 80008 2014 75881 956% 2776 35% 178 02% 568 07% 79.403 2015 75172 955% 2909 37% 141 02% 528 07% 78.748 Tableau 5 Postes bilingues au sein de I’administration publique centrale - Niveau de compétence requis en langue seconde (interaction orale) Année Nive Niveau B Ets Total 1978 3771 7.2% 30983 592% 13816 264% 3730 7.1% 52.300 2000 12836 25.4% © 34677 68.6% = 1085 21% «1937 3.8% 50 535 2005 20514 311% «42479 64,5% = 1011 18% 1880 2.9% 65,884 2006 22216 31.2% 45674 64,1% ©1000 14% 2379 33% 71,269 2007 22983 31.9% «46304 64,2% ont 13% 1940 2.7% 72,138 2008 24567 32.4% «48781 64.3% 715 0.9% 1826 24% 75,889 2008 25616 32.1% «51556 64,7 % 682 0.9% 1834 2.3% 79,688 2010 26738 32.2% «3659 64,7 % 724 0.9% 1864 22% 82.985 2011 26956 92.2% 54437 65.0% 648 08% «= 1737 2.4% 83778 2012 27463 32.7% «54182 64,5 % 699 08% 1654 2.0% 83 998 2013 26302 32.9% «51478 64,3% 621 08% 1607 2.0% 80 008 2014 26333 93.2% «50968. 64.2% 560 07% 1842 1.9% 79.403 2015 26434 33.6% 50407 640% 534 07% 1373 1.7% 78748 oozeNo content on page / aucun contenu sur la page we gn wri d 02s0ANNEX 2/ANNEXE 2 REVIEW ON OFFICIAL LANGUAGES 2014-15/ BILAN SUR LES LANGUES OFFICIELLES 2014-2015 Prepared by / Préparé par : Armand Nina, Senior Manager, Linguistic Services and Official Languages Chef principal, Services linguistiques et Langues officielles Insert name of institution / Royal Canadian Mint Insérer le nom de l’institution / Monnaie royale canadienne 0251Review on Official Languages 2014-15 Bilan sur les langues officielles 2014-2015 Minister responsible / Ministre responsable Name / Nom: The Honourable Joe Oliver / L'honorable Joe Oliver Deputy Head / Administrateur général Name / Nom : Sandra Hanington, President and CEO / Présidente de la Monnaie Official Languages Champion (or other senior official(s) responsible for official languages) / Champion des langues officieles (ou autres hauts fonctionnaires responsables des langues officelles: Name / Nom Simon Kamel, Interim Vice-President, Corporate and Legal Services, and Corporate Secretary, Official Languages Champion (at executive level / Vice-président intérimaire, Services juridiques et généraux, et Secrétaire de la Societé, ‘Champion des langues officielles (au niveau de la haute direction) ‘Armand Nina, Senior Manager, Linguistic Services and Official Languages, Official Languages Co-Champion (at middle management level | Chef principal, Services linguistiques et langues officielles, Co-champion des langues officieles (auprés des cadres intermédiaires). Name of the person responsible for official languages (Parts IV, V and VI of the Official Languages Act )/ Nom de la personne responsable des langues offcielles (parties IV, V et VI de la Loi sur les langues officielles) Name / Nom: Armand Nina Exact ttle / Titre exact : Senior Manager, Linguistic Services and Official Languages / Chef principal, Services linguistiques et langues officielles ‘+ Telephone number / Numéro de telephone : 613-990-6951 * Email / Courriel: nina@mint.ca / nina@monnaie.ca Name of the national coordinator or contact person responsible for the implementation of section 41 (Part Vil) of the Official Languages Act. | Nom du coordonnateur national ou de la personne-ressource responsable de la mise en couvre de larticle 41 (partie Vil) de la Loi sur les langues officielles Name / Nom: Armand Nina © Exact tile / Titre exact : Senior Manager, Linguistic Services and Official Languages / Chef principal, Services linguistiques et langues officielles '* Telephone number / Numéro de téléphone : 613-990-6951 ‘© Email / Courriel: nina@mint.ca / nina@monnaie.ca Name(s) ofthe regional contact persons) for section 41 of the OLA (if applicable) / Noms de la ou des personnes- ressources en région pour Varticle 41 de la LLO (le cas échéant) Name / Nom: N/A slo + Exacttitle / Titre exact '* Telephone number / Numéro de téléphone © Email / Courriel ooo2s2Review on Offical Languages 2014-15 Bilan sures langues offcielles 2014-2015 ooo2saReview on Official Languages 2014-15 Bilan sur les langues officielles 2014-2015 General Information Context In accordance with sections 44 and 48 of the Official Languages Act (OLA), the Minister of Canadian Heritage and the President of the Treasury Board must each submit an annual report to Parliament on matters relating to official languages under their mandate ‘The President of the Treasury Board must report on the status of Parts IV, V and VI of the OLA in federal institutions. The Minister of Canadian Heritage must report on the implementation of Part VII of the OLA by federal institutions. The information provided by your institution through this questionnaire will be used to evaluate your Performance and to produce both the President of the Treasury Board's and the Minister of Canadian Heritage’s 2014-15 annual reports on official languages. The first two blocks of questions (governance and monitoring) allow you to take stock of the overall management of the official languages program in your institution. To facilitate your work and to show consistency across the various parts of the OLA, these blocks of questions cover Parts IV, V, VI and. Vilof the OLA, The other blocks of questions are used to evaluate the application of the parts of the OLA specifically under the mandate of President of the Treasury Board or the Minister of Canadian Heritage; therefore, these blocks consist of separate questions. The questions Clarify the results that the Treasury Board of Canada Secretariat and Canadian Heritage could bring out in their respective annual reports on official languages for 2014-15, Institutions that are asked to submit an annual review for 2014-15 to the Treasury Board of Canada Secretariat and do not do so may be mentioned in the 2014-2015 Annual Report on Official Languages. Renseignements généraux Contexte Conformément aux articles 44 et 48 de la Loi sur les langues officielles (LLO), le ministre du Patrimoine canadien et le président du Conseil du Trésor doivent chacun déposer un rapport annuel au Parlement sur les questions relevant de leur mission en matiere de langues officielles. Le président du Conseil du Trésor doit faire rapport sur état des parties IV, V et VI de la LLO au sein des. institutions fédérales. Le ministre du Patrimoine canadien doit faire rapport sur la mise en ceuvre de la partie VIl de la LLO par les institutions fédérales. Les renseignements que votre institution fournit dans ce questionnaire servent a évaluer votre rendement et 4 rédiger les rapports annuels sur les langues. officielles de 2014-2015 du président du Conseil du ‘Tresor et du ministre du Patrimoine canadien Les deux premiers blocs de questions (governance et surveillance) permettent de faire le point sur la gestion de l'ensemble du programme des langues Officielles au sein de votre institution. Dans le but de faciliter votre travail et de démontrer une cohérence d'action par rapport aux différentes parties de la LLO, ‘ces blocs de questions portent donc sur les parties IV, V, Viet VII de la LO, Comme les autres blocs de questions servent a évaluer application de parties de la LLO relevant expressément du mandat du président du Conseil du ‘Trésor ou du ministre du Patrimoine canadien, ces séries de questions comportent des questions distinctes. Ces questions servent a préciser les résultats que le Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien pourraient faire ressortir dans leur rapport annuel respectif sur les langues officielles 2014-2015 Iimporte de noter qu'il est possible que les institutions appelées @ soumettre un bilan annuel pour 2014-2015 mais qui ne se conforment pas a la demande du Secrétariat du Conseil du Trésor du Canada pourraient faire l'objet d'une mention dans le Rapport annuel sur les langues officielles 2014-2015, ooo2s4Review on Official Languages 2014-15 Bilan sur les langues officielles 2014-2015 Instructions. Please return this duly completed document to us in both official languages no later than May 29, 2018, to: OLReview-BilanL O@tbs-sct.gc.ca AND rtailé1-gateway4 1@pch.ac.ca For more information, please contact the Official Languages Centre of Excellence (613-946-0519) of the Treasury Board of Canada Secretariat or the Interdepartmental Interdepartmental Relations and Accountabilty Directorate at Canadian Heritage (819-994-3577), ‘A.copy of this document must be sent to the Office of the Commissioner of Official Languages and to both Parliamentary Standing Committees on Official Languages. You will ind their addresses below: Mr. Graham Fraser Commissioner of Official Languages Office of the Commissioner of Official Languages 30 Victoria Street Gatineau, Quebec K1A 0T8 comm@clo-ocol,gc.ca Mr. David Chandonnet Committee Clerk House of Commons Standing Committee on Official Languages House of Commons of Canada 131 Queen Street, 6" Floor Ottawa, Ontario KIA 0AB lang@perl.gc.ca Mr. Daniel Charbonneau Clerk Senate Standing Committee on Official Languages Senate of Canada Chambers Building, Room 1051 40 Elgin Street Ottawa, Ontario KIA 0A4 ollo@sen.parl Federal institutions are responsible for communicating their results regarding the implementation of Part VIl of the OLA to the various community stakeholders (e.g., the Fédération des communautés francophones et acadienne du Canada (FCFA) and the Quebec Community Instructions Veuilez retourner ce document diment rempli dans les deux langues officielles au plus tard le 29 m: 2016, a: OLReview-BlanLO@ibs-sctae.ca ET portailé-gateway41@pch ao.ca Pour de plus amples renseignements, priere de ‘communiquer avec le Centre d'excellence en langues officielles du Secrétariat du Conseil du ‘Trésor du Canada (613-948-0519) ou avec la Direction des relations interministerielles et de la responsabilsation & Patrimoine canadien (819-994- 3677). Une copie de ce document doit étre acheminée au Commissariat aux langues officielles, ainsi qu’aux deux comités parlementaires permanents des langues officielles dont vous trouverez les adresses i-dessous Monsieur Graham Fraser ‘Commissaire aux langues officielles Commissariat aux langues officielles 30, rue Victoria Gatineau (Québec) K1A OTB comm@clo-ocol.ac.ca Monsieur David Chandonnet Greffier du Comité Comité permanent des langues officielles de la ‘Chambre des communes ‘Chambre des communes du Canada 131, rue Queen, 6e étage Ottawa (Ontario) K1A 0A6 lena@parl.gc.ca Monsieur Danie! Charbonneau Greffier Comité sénatorial permanent des langues officielles Sénat du Canada Edifice Chambers, Bureau 1051 40, rue Elgin Ottawa (Ontario) K1A 0A4 ollo@sen.parl.gc.ca Par ailleurs, il revient aux institutions fédérales de communiquer leurs résultats relatifs a la mise en ceuvre de la partie Vil de la LO aux intervenants. ‘communautaires intéressés (entre autres la Fédération des communautés francophones et acadienne du Canada (FCFA) et le Quebec Community Groups Network (CGN) ooo2ssReview on Official Languages 2014-15 Bilan sur les langues officielles 2014-2015 Groups Network (QCGN)) Quantitative data for the Treasury Board of Canada Secretariat If your institution is part of the core public ‘administration, please note that the statistical data extracted from the Position and Classification Information System (PCIS) and from Burolis as of, March 31, 2015 will be used If your institution is not part of the core public administration, please complete the statistical appendices in the Official Languages Information ‘System (OLIS I!) attached to your template and return them to us with your review. The statistical data extracted from the Regulations Management ‘System as of March 31, 2015 will be used for this purpose. Federal institutions are responsible for keeping up- to-date the information on the location of their bilingual offices in Burolis / the Regulations Management System. Données quantitatives & fournir au Secrétariat du Conseil du Trésor du Canada Si votre institution fait partie de I'administration publique centrale, veuillez prendre note que nous Utlliserons les données statistiques tirées du Systeme d'information sur les postes et la classification (SIPC) et de Burolis, en date du 31 mars 2016. Si votre institution ne fait pas partie de administration publique centrale, veuillez remplir les annexes statistiques du Systéme d'information ‘sur les langues officielles Il (SILO I!) jointes a votre gabarit et nous les retourner avec votre bilan. Veuillez prendre note que nous utiliserons @ cette fin les données statistiques tirées du Systeme de gestion du Raglement, en date du 31 mars 2015. Les institutions fédérales sont responsables du maintien a jour des informations sur 'emplacement des bureaux bilingues de leur institutions dans Burolis / le Systéme de gestion du Reglement. ooo2s6Review on Official Languages 2014-15 Bilan sur les langues officielles 2014-2015 ‘Scale of measurement elements Nearly Always: Very often Often Sometimes Almost never NA in 90% or more of cases Between 70% and 89% of cases. Between 50% and 69% of cases Between 25% and 49% of cases In less than 25% of cases Does not apply to your institution Yes Completely agree with the statement No Completely disagree with the statement NA Does not apply to your institution Regularly With some regularity ‘Sometimes From time to time, but not regularly Almost never Rarely NA Does not apply to your institution Echelle pour les éléments de mesure Presque toujours Trés souvent ‘Souvent Quelquefois Presque jamais SiO Oui Non SiO Dans 80 % des cas ou plus, Entre 70 % et 89 % des cas Entre 50 % et 69 % des cas Entre 25 % et 49 % des cas Dans moins de 25 % des cas Ne s’applique pas dans le contexte de votre institution Totalement daccord avec lénoncé Totalement en désaccord avec lénoncé Ne s'applique pas dans le contexte de votre institution Réguiiérement De temps @ autre Presque jamais S/O ‘Avec une certaine assiduité Ici et a dans le temps sans régularité En de rares occasions Ne s'applique pas dans le contexte de votre institution ooo2s7Review on Official Languages 2014-15 Bilan sur les langues officielles 2014-2015 ‘The following document aims to take stock of the status of official languages in your institution It is divided into three sections: ‘+ The first section consists of joint questions on Parts IV, V, VI, Vil of the Act. The answers will therefore be used by the Treasury Board of Canada Secretariat and by Canadian Heritage. ‘These questions relate to the governance and monitoring of official languages in your institution. ‘+ The second section consists of questions related to the responsibilities of the Treasury Board, such as communications with and services to the public in both official languages, language of work and human resources management. This section also includes narrative questions on these themes, ‘+ The third section consists of questions related to the responsibilies of Canadian Heritage. These narrative questions relate to Part VIl of the Act and, more specifically, to the implementation of the federal commitment towards enhancing the vitality and development of official language minority communities and the advancement of French and English in Canadian society (section 41 of the OLA) Le présent document vise a dresser un bilan de la situation des langues officelles dans votre institution. II est divisé en trois sections ‘+ La premiére section comprend des questions communes au sujet des parties IV, V, VI et VIl de la Loi. Les réponses seront donc utilisées par le Secrétariat du Conseil du Trésor du Canada et par Patrimoine canadien, Ces questions se rapportent & la gouvernance et la surveillance du dossier des langues officielles au sein de votre institution, ‘= La deuxiéme section traite des questions liées aux attributions du Conseil du Trésor, comme les ‘communications avec le public et la prestation des services dans les deux langues offcielles, la langue de travail et la gestion des ressources humaines. Elle englobe aussi des questions & développement sur un ou l'autre de ces themes. ‘+ La troisieme partie comprend des questions relevant de Patrimoine canadien. II ‘agit de questions a développement touchant la partie VIl de la LLO et, plus particuliérement, la mise en ‘ceuvre de engagement fédéral a 'égard de l'spanouissement et du développement des minorités de langue officielle et de la mise en valeur du frangais et de anglais dans la société canadienne (article 41 de la LLO) ooo2se‘Common Questions - Treasury Board of Canada Secretariat and Canadian Heritage Questions communes - Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien 1 - Governance of the Official Languages / Gouvernance des langues officielles Indicator 1 - Effectiveness of measures in place to ensure strong leadership in the area of 1 - Efficacité des mesu pour assurer un leadership fort en matiére de langui institution. throughout the institution. ss prises Note: Please use the scale included in the « General Information » section / Nota : Veuillez utiliser échelle présentée dans la section « Renseignements généraux ». Measurement Criterion / Critere de mesure EEC a eT 1a) The institution has a distinct official languages action Yes (Include copy / Qui (Joindre plan or has integrated precise and complete objectives |__| une copie en annexe) into another planning instrument in order to ensure No (Explain) / Non (Expliquer) respect of its obligations with regard to Parts IV, V, VI and VII (section 41) of the OLA. LLinstitution a un plan d'action distinet sur les langues officielles ou a intégré des objectifs précis et complets dans un autre instrument de planification de facon & veiller au respect de ses obligations en vertu des parties IV, V, VI et VII (article 41) de la LLO. Clarifications (Optional) / Précisions (Facultatif): ‘The Royal Canadian Mint has an OL Policy that covers all those sections, and it is being updated currently. In addition, we have an Action Plan that is currently being reviewed by the Executive to enhance compliance to Parts V and VI, but it cannot be appended here for the moment as it has not been officially approved yet. No action plan is needed for part lV as the Mint automatically and continually sees to it that the Canadian public receives its services and publications in both Official Languages, at the same time and with the same quality. Our record is almost flawless as regards service to the public, including OL minorities - zero complaint record in 2015 from the Office of the Commissioner and the public. Regarding part Vil, our operational model, products and services are not directly relevant to the promotional and developmental aspects implied by part VII insofar are we do not have pan-Canadian regional offices or ilar presence or mandate; however, our circulations coins, which are omnipresent across the entire Canadian territory, including OL minorities, are also, occasionally, inspired by Canadian artists or artworks from OL minorities and from First Nations. La Monnaie royale canadienne a une politique sur les langues officielles couvrant toutes ces parties de la LLO; cette politique est en cours de révision. De plus, un plan d'action ayant pour objectif d’améliorer la conformité aux parties V et VI de la LLO fait actuollement objet d'un examen par la direction, mais n'a pas encore été approuvé officiellement et ne peut donc étre joint au présent document. Pour ce qui est de la partie IV, aucun plan d'action n'est nécessaire puisque la Monnaie veille toujours systématiquement & offrir a la population canadienne ses services et ses publications dans les deux langues officielles, ultanément et selon les mémes critéres de qualité. Jusqu’ici, nous avons un parcours presque sans fautes en ce qui concerne les services offerts au public, y compris aux minorités de langue officielle. En 2015, nous n’avons regu aucune plainte du Bureau du Commissaire, ni du public. Par ailleurs, a 'heure actuelle notre modéle opérationnel et nos produits et services ne sont pas directement liés aux aspects promotionnels ou développementaux décrits a la partie VII de la LLO; nous n'avons pas de bur oon2s9‘Common Questions - Treasury Board of Canada Secretariat and Canadian Heritage Questions communes - Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien Measurement Criterion / Critére de mesure DEST a OL ragionaux, ni de presence ou de mandat similaire a la grandeur du pays. Cependant, nos pieces de circulation, présentes partout au Canada, y compris dans les collectivités de langue officielle en situation minoritaire, s’inspirent a l'occasion d'couvres d'artistes canadiens ou autochtones qui appartiennent a une minorité de langue officielle. Note de MNT le 6 juillet 2015: Uinformation relative au Plan d’action n’a été fournie qu’a titre indicatit seulement. II n'a pas encore recu I'approbation de la haute direction et n’a donc pas été mis en ceuvre jusqu’a présent. Comme le nouveau leadership de la Monnaie est encore en période de transition, ila été décidé que approbation du Plan d’action serait renvoyée a 2016. A votre demande, j'ai annexé la politique actuelle de la Monnaie sur les LO. Bien qu'elle soit toujours en vigueur, cette politique fait objet d'une refonte en profondeur en ce moment pour qu'elle soit remise & jour. La nouvelle politique des LO de la Monnaie entiérement revue et améliorée sera soumise & I'approbation du Conseil d/administration en automne 2015. b) Obligations arising from Parts IV, V, VI and VII (section Regularly / Réguliérement 41) of the OLA, are on the Senior Management | Sometimes / De temps a autre Committee's agenda ‘Almost never / Rarement Les obligations découlant des parties IV, V, VI et VII N/A (Explain) / S/O (Expliquer) (article 41) de la LLO sont a ordre du jour du Comité de la haute direction de institution Clarifications (Optional) / Précisions (Facultatif): ©) The champion (and/or co-champion), the person or ¥_| Regularly / Réguligrement persons responsible for Parts IV, V, VI and VIl (section ‘Sometimes / De temps a autre 41) of the OLA meet to discuss the official languages ‘Almost never / Rarement file. N/A (Explain) / S/O (Expliquer) Le champion (et/ou le co-champion), la ou les personnes responsables des parties IV, V, VI et Vil (article 41) de la LLO se réunissent pour discuter du dossier des langues officielles. Clarifications (Optional) / Préci ns (Facultati aking nein ao ad Yes ec oy of wrng performance objectives related to Parts IV, V, VI and eee Ae oe hae Vil of the OLA, as appropriate. Hee ou gabant en annexe) 5 [No INon En tenant compte de la taille et du mandat de NIA (Explain) / S/O (Expliquer) oo2s0‘Common Questions - Treasury Board of Canada Secretariat and Canadian Heritage Questions communes - Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien Measurement Criterion / Critere de mesure DET a eed Tinstitution, les ententes de rendement comprennent, des objectifs de rendement a gard de la mise en ceuvre des parties IV, V, VI et Vil (article 41) de la LO, le cas échéant Clarifications (Optional) / Précisions (Facultatif): A key OL Champions strategic initiative at the Mint has enabled the integration of OL accountability withi the Governance pillar of the Mint’s still burgeoning Corporate Social Responsibility framework; we are exploring having KPIs for OL performance linked to corporate performance plans. Les champions des langues officielles a la Monnaie ont réussi une importante initiative stratégique qui consistait a intégrer I'élément « langues officielles » au pilier « gouvernance » du cadre de responsabilité sociale de lentreprise, qui est en cours d’élaboration. Nous étudions maintenant la possibilité de se doter licateurs de rendement clés (IRC) en matiére de langues officielles et de les associer aux plans de rendement de l'entreprise. ©) An official languages committee, network or working Regularly / Réguliérement group made up of representatives from different sectors ‘Sometimes / De temps a autre oF regions of your institution holds meetings to deal ‘Almost never / Rarement horizontally with questions related to Parts IV, V, VI and There is no such committee /Un Vil (section 41) of the OLA. ¥_| tel comité n’existe pas Un comité, un réseau ou un groupe de travail sur les NAA (Explain) / S/O (Expliquer) langues officielles composé de représentants des différents secteurs ou régions de votre institution se réunit pour traiter de facon horizontale des questions. touchant les parties IV, V, VI et VII (article 41) de la An Official Languages Committee will be launched at the Mint in 2015. Un comité des langues offi les sera mis sur pied a la Monnaie en 2016. 2 - Monitoring of Official Languages / Surveillance des langues officielles monitor the impl 10 0261‘Common Questions - Treasury Board of Canada Secretariat and Canadian Heritage Questions communes - Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien Note: Please use the scale included in the « General Information » section / Nota : Veuillez utiliser échelle présentée dans la section « Renseignements généraux » Measurement Criterion / Critére de mesure DUCES Ae a) Measures are regularly taken to ensure that employees |_v_| Yes /Oui are well aware of the federal government's obligations No /Non. related to Parts IV, V, VI and VIl (section 41) of the N/A (Explain) / S/O (Expliquer) OLA, Des mesures sont prises réguliérement pour s’assurer que les employés sont bien au fait des obligations religes aux parties IV, V, VI et VIl (article 41) de la LO. Clarifications (Optional) / Précisions (Facultatif): b) Mechanisms are in place to regularly monitor the Yes / Oui implementation of Parts IV, V, VI and VIl (section 41) of [7 | No / Non. the OLA and to inform the deputy head of the results, N/A (Explain) 7 S/O (Expliquer) Des mécanismes sont en place afin d'assurer un suivi régulier de la mise en ceuvre des parties IV, V, VI et VII (aiticle 41) de la LLO et pour informer l'administrateur général des résultats. Clarifications (Optional) / Précisions (Facultatif): To some extent, the deputy head is kept informed of our OL obligations, especially by the Executive OL Champion; but there are no specific mechanisms. Dans une certaine mesure, l'administrateur général est tenu sourant de nos obligations aux termes d la LO, plus particuliérement par le champion des langues officielles au niveau de la haute direction, mai aucun mécanisme précis n'est en place. ©) Activities are carried out throughout the year to Yes /Oul measure the availability and quality of the services 7—T Ne Non offered in both official languages (Part IV) N/A (Explain) / S/O (Expliquer) Des activités sont réalisées au cours de lexercice pour mesurer la disponibilité et la qualité des services offerts, dans les deux langues officielles (partie IV). Clarifications (Optional) / Précisions (Facultatify For Part IV, all our activities (marketing literature, advertising, labeling and product literature, etc.) are systematically bilingual to serve Canada’s both OL communities, including its OL minoriti ‘Aux fins de la partie IV, toutes nos activités (documents de marketing, publicité, étiquettes, documents d'information sur les produits, etc.) sont systématiquement bilingues afin de servir les deux collectivités de langue officielle du Canada, y compris celles dont la langue officielle est en situation minoritaire. 4) Activities are carried out to periodically measure Yes / Oui whether employees (in regions designated as bilingual_ | 7 | No/ Non u ooo2s2‘Common Questions - Treasury Board of Canada Secretariat and Canadian Heritage Questions communes - Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien Measurement Criterion / Critére de mesure USCS for language-of-work purposes) can use their official N/A (Explain) / S/O (E language of choice in the workplace (Part V). Des activités sont réalisées pour mesurer périodiquement si le personnel peut utliser la langue officielle de son choix au travail (dans les régions désignées bilingues aux fins de la langue de travail) (partie V), ‘As mentioned earlier, an action plan has already been developed to address this and is pending approval. Tel qu'il a été mentionné précédemment, un plan d'action a ce sujet est en cours d’élaboration et en attente d'une approbation officielle. @) Mechanisms are in place to ensure that the institution Yes / Oui remains systematically informed of official language No TNon’ minority communities’ priorities (Part Vil). [INIA (Explain) 7 S/O (Expliquer) Des moyens sont pris pour s'assurer que I'institution se tient systématiquement au fait des priorités des ‘communautés de langue officielle en situation minoritaire (partie VII) Clarifications (Optional) / Précisions (Facultat ‘The Mint’s circulation products have a national reach, and our publications are always available to OL minorities, Les piéces de circulation de la Monnaie ont une portée et une distribution nationales, et ses publications sont toujours accessibles aux collectivités de langue officielle en situation minoritai )_Mechanisms are in place to determine and document Yes /O1 2 0263‘Common Questions - Treasury Board of Canada Secretariat and Canadian Heritage Questions communes - Secrétariat du Conseil du Trésor du Canada et Patrimoine canadien Measurement Criterion / Critére de mesure USCS 'No/ Non [N/A (Explain) 7 S/O (Expliquer) Clarifications (Optional) / Précisions (Facultatif): Note de MNT le 6 juillet 2015 : Le modale commercial de la Monnaie ne revét pas grande pertinence par rapport, aux parties IV et VIl de la LLO (nous n’avons pas de point de service vraiment régional; nos pieces de monnaie contiennent des inscriptions bilingues jaso facto et circulent aux quatre coins du pays; nos communications avec le public pancanadien sont toujours bilingues). Parties V et VI elles concernent les installations de la Monnaie dans la Région de la capitale nationale; nous n’avons pas de « mécanisme » pour mesurer de facon formelle incidence de décisions liée aux LO sur les employés. Toutefois, le coordonateur des LO est trés visible et — vu la taille relativement petite de notre institution ~ il est également co-champion des LO. Ce co-champion intervient au niveau des cadres intermédiaires et reléve directement d’un vice-président qui, ul, est champion des LO pour I'institution et intervient au niveau de la haute direction. Ce double palier d’intervention, !'un au niveau de la haute direction et 'autre au niveau des cadres intermédiaires, est trés efficace pour demeurer au fait de la situation en mati@re de LO et intervenir efficacement. 9) Audit or evaluation activities are undertaken, eitherby | 7 | ves;oui the intemal audit unit or by other units, to evaluate to what extent official languages obligations are a implemented. (Explain) / S/O (Expliquer) Des activités de verification ou d'évaluation sont menées, soit par I'unité de verification interne ou par d'autres unites, afin d'évaluer le degré d’application des exigences en matiere de langues officielles. ‘Those audits are rather informal and carried out by the OL co-champions. Ces activités de verification sont effectuées de fagon plutét informolle par les co-champions des langues officielles. | h) When the institution’s monitoring activities or v_| Yes / Oui mechanisms show shortcomings or deficiencies steps No/ Non are taken and documented to improve or rectify the NAA (Explain) S/O (Expliquer) situation quickly. Lorsque les activités ou les mécanismes de suivi révélent des manquements ou des lacunes, des mesures sont mises de l'avant et documentées pour améliorer ou rectifier la situation dans les meilleurs délais. Clarifications (Optional) / Précisions (Facultati 1B ooozs4‘Questions fromTreasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, 3 - Communications with and Services to the Public in Both Official Languages / Communications avec le public et prestation des services dans les deux langues officielles Indicator 1 - Effectiven sures in ph gues officielies par | aux désignés Note / Nota ‘+ Please use the scale included in the General Information section. | Veuillez utiliser échelle présentée dans la section Renseignements généraux. '* If your response is ‘often’, "sometimes', or “almost never" to one of the questions, if you wish, in the "Clarifications" section, you can include the measures you have taken to improve the situation. / Si vous répondez « souvent », « quelquefois », ou « presque jamais » a lune ou l'autre des questions, vous pouvez indiquer, si vous le désirez, dans la section «Précisions» les mesures que vous avez prises pour améliorer la situation. In offices designated bilingual for communications with and services to the public purposes/ Dans les bureaux désignés bilingues aux fins des communications avec le public et de la prestation des services DER UAC Mu ics LES a) Oral communications are in the official language chosen |_v _| Nearly always / Presque toujours by the public when the office is designated bilingual. Very often / Trés souvent (Often / Souvent Les communications orales se font dans la langue ‘Sometimes / Queiquefois officielle choisie par le public lorsque le bureau est ‘Almost never / Presque jamais designe bilingue. NAISIO b) Written communications are in the official language v_| Nearly always / Presque toujours chosen by the public when the office is designated Very often / Trés souvent bilingual. Often / Souvent ‘Sometimes / Quelquefois Les communications écrites se font dans la langue ‘Almost never / Presque jamais officielle choisie par le public lorsque le bureau est NATSIO désigné bilingue. 4 oozes‘Questions fromTreasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, ©) All communications material is produced in both official |_v_| Nearly always / Presque toujours languages and is simultaneously issued in full in both Very often / Trés souvent official languages when the material comes from a Ofien / Souvent designated bilingual office. ‘Sometimes / Quelquefois ‘Almost never / Presque jamais Tout le matériel de communications est produit dans les NIATSIO deux langues officielles et est diffusé simultanément et intégralement dans les deux langues officielles lorsque le materiel vient d'un bureau désigné bilingue. ¥_| Nearly always / Presque toujours d) The English and French versions of web sites are simultaneously posted in full and are of equal quality. Les versions frangaise et anglaise du contenu des sites Web sont affichées intégralement et simultanément et sont de qualité égale. Clarifications (Optional) / Précisions (Facultatif) Very often / Trés souvent [often / Souvent ‘Sometimes / Quelquefois [Almost never / Presque jamais N/A 1 SIO 1s ooo2s6‘Questions fromTreasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, Following Phase 1 of the Official Languages Regulations Re-application Exercise, a number of unilingual offices became bilingual; they had until January 10, 2015 to comply with their new linguistic obligations. Only institutions whose offices had to meet this deadline are required to answer the following question. Ala suite de la premiére phase de l’Exercice de révision de l'application du Réglement sur les langues officielles, certains bureaux unilingues sont devenus bilingues; ils avaient jusqu’au 10 janvier 2015 pour s’acquitter de leurs nouvelles obligations linguistiques. Seules les institutions ou des bureaux avaient a respecter cette date d’échéance doivent répondre a la question suivante, Measurement Criterion / Critére de fusicy Measure / Mesure €) Have the newly designated bilingual office or Yes /Oui offices of your institution put in place the No (Explain) Non resources necessary to meet their new linguistic (Expliquez) obligations? Le ou les bureaux nouvellement désignés bilingues de votre institution ont-ils mis en place les ressources nécessaires pour s'acquitter de leurs nouvelles obligations linguistiques? Clarifications (Optional) / Précisions (Facultatif): The re-application exercise was not applicable to the Royal Canadian L’Exercice de révision de l'application du Réglement ne s’applique pas la situation de la Monnaie royale canadienne. 16 ooze?‘Questions fromTreasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, nsure the active offer of co facil ~ Efficacité des mesures prises po ices au publi s deux langues officielles dans les bureaux Measurement Criterion / Critere de mesure EEC ete a) Signs identifying the institution's offices or facilities are |__| Nearly always / Presque toujours in both official languages at all locations. Very often / Trés souvent Often / Souvent Les panneaux et enseignes identifiant les bureaux de institution sont dans les deux langues officielles dans tous ses bureaux. ‘Sometimes / Quelquefois ‘Almost never / Presque jamais N/AI SIO b) Appropriate measures are taken to greet the public in person in both official languages. Nearly always / Presque toujours Very often / Trés souvent Often / Souvent Des mesures appropriées sont prises pour accueillrle ‘Sometimes / Quelquefois public en personne dans les deux langues officelles. ‘Almost never / Presque jamais N/AISIO ©) Appropriate measures are taken to greet the public by telephone in both official languages. Nearly always / Presque toujours Very often / Trés souvent Often / Souvent ‘Sometimes / Quelquefois ‘Almost never / Presque jamais NAT SIO Des mesures appropriées sont prises pour accueillir le public dans les deux langues officielles au téléphone. v d) Appropriate measures are taken to greet the public in | Nearly always / Presque toujours | both official languages using recorded messages. Very often / Trés souvent [Often/Souvent Des mesures appropriées sont prises pour accueillir le ‘Sometimes / Quelquefois public dans les deux langues officielles lors de Almost never / Presque jamais l'utilisation des messages enregistrés. NATSIO | Clarifications (Optional) / Précisions (Facultatif) wv ooozse‘Questions fromTreasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, indicator 3 - Effectiveness of measures in place to ensure that third parties acting on alf of offices or facilities des se offices or facilitie Indicateur 3 - E les tiers qui agissent pour le c forment aux o gations lin Measurement Criterion / Critére de mesure uistiques de ated bilingual respect the linguistic obligations of cacité des mesures prises pour s’assurer eaux. USCA a) Contracts and agreements with third parties include clauses setting out the office's or facility's linguistic ‘obligations with which the third party must comply. Les marchés et les accords conclus avec des tiers, ‘comprennent des clauses qui énoncent les obligations linguistiques des bureaux auxquelles les tiers doivent se conformer. Nearly always / Presque toujours Very often / Trés souvent Often / Souvent ‘Sometimes / Queiquefois ‘Almost never / Presque jamais NAISIO b) Measures are taken to verify if these clauses are respected, Des dispositions sont prises pour verifier si ces clauses sont respectées. Nearly always / Presque toujours Very often / Trés souvent Often / Souvent ‘Sometimes / Quelquefois ‘Almost never / Presque jamais N/ATSIO Clan ations (Optional) / Préci 18 ooo2s9‘Questions fromTreasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, veness of measures in place choice, / Indica nés biling at offices or facilities designated dias de facon effi offic / Measurement Criterion /Critére de mesure DCE wus Your institution selects and uses media that reach the targeted public in the most efficient way possible in the official language of their choice Votre institution choisit et utilise les médias qui lui permettent de joindre de la maniére la plus efficace le Public visé dans la langue officielle de son choix. Clarifications (Optional) / Précisions (Facultatif) Nearly always / Presque toujours [Very often/ Trés souvent Often / Souvent ‘Sometimes / Quelquefois ‘Almost never / Presque jamais NAT SIO 19 0270Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, 4 - Language of Work / Langue de travail ve use of both o ficial a eur 1 - Efficacité des pour encourager I nilieu de travail en de maintenir un mi des deux lan s officielles In regions designated bilingual for language-of-work purposes / Dans les régions désignées bilingues aux fins de la langue de travail ERM ko cu eae ku me UES ST a) Senior management communicates effectively with Nearly always / Presque toujours employees in both official languages. Very often / Trés souvent ¥_| Often / Souvent La haute direction communique efficacement avec les ‘Sometimes / Quelquefois employés dans les deux langues officielles. ‘Almost never / Presque jamais NIA/ SIO b) Senior management encourages employees to use the Nearly always / Presque toujours official language of their choice in the workplace. Very often / Trés souvent ¥_| Often / Souvent La haute direction encourage le personnel a utiliser la ‘Sometimes / Queiquefois langue officielle de son choix dans le milieu de travail ‘Almost never / Presque jamais N/A/SIO ©) Incumbents of bilingual or either / or positions are Nearly always / Presque toujours supervised in their preferred official language, Very often / Trés souvent regardless of whether the supervisors are located in Often / Souvent bilingual or unilingual regions. ¥ | Sometimes / Queiquefois ‘Almost never / Presque jamais Les titulaires de postes bilingues ou réversibles sont NATSIO supervisés dans la langue officielle de leur choix, indépendamment du fait que les superviseurs sont situés dans des régions bilingues ou unilingues. 20 0274Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, EEE a UR eM cs Uae d) Managers and supervisors who occupy bilingual positions in bilingual regions supervise each employee in the language chosen by that employee regardless of the linguistic identification of the employee's position. Les gestionnaires et les superviseurs occupant des postes bilingues dans les régions bilingues supervisent chaque employé dans la langue officielle de son choix, peu importe la désignation linguistique de son poste. Nearly always / Presque toujours Very often / Trés souvent ‘Often / Souvent Sometimes / Quelquefois ‘Almost Never / Presque jamais N/ATSIO e) Personal and central services are provided to employees in bilingual regions in the official language of the employee's choice, Les services personnels et centraux sont fournis aux employés situés dans les régions bilingues dans la langue officielle de leur choix. Nearly always / Presque toujours Very often / Trés souvent ‘Often / Souvent ‘Sometimes / Quelquefois ‘Almost never / Presque jamais N/AISIO )_ Employees obtain training and professional development in the official language of their choice. Les employés obtiennent la formation et du perfectionnement professionnel dans la langue officielle de leur choix. Nearly always / Presque toujours Very often / Trés souvent ‘Often / Souvent ‘Sometimes / Queiquefois ‘Almost never / Presque jamais NA/SIO 9) Meetings are conducted in both official languages and employees may use the official language of their choice during meetings. Les réunions sont menées dans les deux langues officielles et les employés peuvent utiliser la langue officielle de leur choix durant les reunions. Nearly always / Presque toujours Very often / Trés souvent ‘Often / Souvent ‘Sometimes / Quelquefois ‘Almost never / Presque jamais N/AISIO. 21 oooz72Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, EEE a UR eM cs UU aed h) Documentation and regularly and widely used work v_| Nearly always / Presque toujours instruments and electronic systems are available in the Very often / Trés souvent official language of the employees’ choice. ‘Often / Souvent ‘Sometimes / Queiquefois La documentation, les instruments de travail et les ‘Almost never / Presque jamais systemes informatiques d'usage courant et généralisé N/A/SIO sont disponibles dans la langue officielle de choix des employes. i) Itis possible for employees to write documents in their Nearly always / Presque toujours official language of choice. Very often / Trés souvent ‘Often / Souvent Le personnel a la possibilté de rédiger des documents [~7_| Sometimes / Quelquefois dans la langue officielle de son choix. ‘Almost never / Presque jamais N/A/ SIO 22 ooo273Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, In regions designated bilingual for language-of-work purposes / Dans les régions désignées bilingues aux fins de la langue de travail DES eco ee eee ce Cees a) The English and French versions of the Web sites v_| Nearly always / Presque toujours intended for employees are simultaneously posted in Very often / Trés souvent full and are of equal quality. Often / Souvent ‘Sometimes / Quelquefois Les versions francaise et anglaise des sites Web ‘Almost never / Presque jamais destinés aux employés sont affichées intégralement et NIA/SIO simultanément et sont de qualité égale. Clarifications (Optional) / Précisions (Facultatif) 23 oooz7aQuestions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, In unilingual regions / Dans les régions unilingues Indicator 3 ~ Effectiveness of measures in place concerning language of work in unilingual ementa la la egions. / Indicateur 3 - Efficacité des me Measurement Criterion / Critére de mesure USS a) Regularly and widely used work instruments are Nearly always / Presque toujours available in both official languages for employees who |_¥_| Very often / Trés souvent are responsible for providing bilingual services to the (Often / Souvent public or to employees in bilingual regions, [Sometimes / Queiquefois ‘Almost never / Presque jamais Les instruments de travail d'usage courant et généralisé NIA SIO sont disponibles dans les deux langues officielles pour le personne! devant offrir des services bilingues au public ou aux employés d'une région désignée bilingue. Clarifications (Optional) / Précisions (Facultatif) 24 ovo27sQuestions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, 5 - Human Resources Management /Gestion des ressourc ndicator 1 ~ Effectiveness of measures in place con humaines human resources management DUCES en Lee CMe CRS RLS DEST wae OLKy a) Overall, the institution has the necessary resources to fulfill its linguistic obligations related to services to the public and language of work Nearly always / Presque toujours Very often / Trés souvent Often / Souvent [Sometimes / Quelquefois institution dispose globalement des ressources ‘Almost never / Presque jamais nécessaires pour pouvoir s'acquitter de ses obligations N/AISIO linguistiques en matiére de service au public et de langue de travail b) The language requirements of bilingual positions are Nearly always / Presque toujours established objectively. The linguistic profiles reflect the Very often / Trés souvent duties of employees or their work units as well as the Often / Souvent obligations with respect to service to the public and Y | Sometimes / Quelquefois language of work. ‘Almost never / Presque jamais NAISIO Les exigences linguistiques des postes bilingues sont établies objectivement. Les profils linguistiques correspondent au travail des employés ou de leurs, unites de travail et tiennent compte des obligations linguistiques relatives au service au public et la langue de travail ©) Bilingual positions are staffed by candidates who are Nearly always / Presque toujours bilingual upon appointment. Very often / Trés souvent Often / Souvent Les postes bilingues sont dotés par des candidats qui [7 | Sometimes / Quelquefois sont bilingues au moment de leur nomination. ‘Almost never / Presque jamais NA/SIO d) Administrative measures are put in place to always Nearly always / Presque toujours ensure that the bilingual requirements of a function are Very often / Trés souvent met in order to offer services to the public and to | Often / Souvent employees in the official language of their choice when required by Treasury Board policies. Des mesures administratives sont prises pour que les fonctions bilingues soient toujours assurées afin d'offrir des services au public et aux employés dans la langue officielle de leur choix lorsque les politiques du Conseil de Trésor exigent. ‘Sometimes / Quelquefois ‘Almost never / Presque jamais N/ATSIO 25 ooo276Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, Measurement Criterion / Critére de mesure DUET ward €) Language training is granted for career advancement. |v _| Nearly always / Presque toujours Very often / Trés souvent La formation linguistique est accordée pour la Often / Souvent progression de carriére ‘Sometimes / Quelquefois ‘Almost never / Presque jamais N/A/ SIO ) The institution provides working conditions conducive to Nearly always / Presque toujours the use and development of second-language skills of ¥__| Very often / Trés souvent ‘employees returning from language training and, to that Often / Souvent end, gives employees all reasonable assistance to do Sometimes / Quelquefois 0, particularly by ensuring that they have access to the tools necessary for learning retention, institution assure des conditions de travail propices & "utilisation et au perfectionnement des compétences en langue seconde des employés de retour de formation, linguistique et leur fournt 4 cette fin toute aide raisonnable, notamment en s'assurant quils ont acces aux outils nécessaires au maintien de acquis. Clarifications (Optional) / Précisions (Facultatif) ‘Almost never / Presque jamais NAISIO 26 oooz77Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, 6 - Other questions related to Parts IV, V, and VI of the OLA / Autres questions reliées aux parties IV, V et VI de la LLO Note: Please respond to the following questions in both official languages. / Nota : Veuillez répondre aux questions qui suivent dans les deux langues offcieles. (Qi. How do you ensure that your organization's official languages function adequately meets the governance requirements as outlined in the Policy on Official Languages? What measures are you taking and what are the results (or the expected results)? Qi. Comment votre organisation s’assure-t-elle que sa fonction des langues officielles respecte de facon adéquate les exigences en matiére de gouvernance tels qu’énoncés dans la Politique sur les langues officielles? Quelles mesures prenez-vous et quels sont les résultats (ou les résultats prévus)? ‘At The Mint has an in-house Linguistic Services and Official Languages Section which provides the corporation with the capacity to provide services in English and in French to the Canadian population and also promotes, and ensures compliance to the OLA. We also have a two-tier OL Champion system to ensure OL advocacy at the two main levels required to leverage buy-in for OL initiatives. The OL Coordinator who doubles as an OL Co- Champion (given the relatively small size of the Corporation) works in close collaboration with the OL Champion, who, as a Vice-President, works at CEO, Board of Directors and similar top executive level to win top-down buy-in and, especially and increasingly, to enhance OL visibility within the Mint as well as ensuring a culture shift aimed at gaining increased compliance and positive attitude regarding OL in our workplace designated as bilingual. Other measures include the preparation of an Action Plan in collaboration with Human Resources to review and address gaps regarding language of, work in the Mint’s facility in the National Capital Region. This Action Plan is pending review by the Executive. Finally, 201 is also the target year for the launch an internal OL Committee at the Mint with a view to promote OL in the workplace and to provide a forum for addressing OL issues or areas for improvement. Ri La section interne Services linguistiques et Langues officielles assure la prestation de services ‘en frangais et en anglais a la population canadienne ot fait la promotion de la LLO, en plus de veiller & son. application. Un systéme a deux niveaux pour les champions des LO veille également sur ce dossier aux deux principaux niveaux requis pour favoriser l'adhésion ‘aux diverses initiatives en matiére de langues officielles. Le coordonnateur des LO qui est également co-champion (compte tenu de la taille relativement modeste de I'entreprise), travaille en &troite collaboration avec le champion des langues officielles qui, a titre de vice-président, intervient auprés de la président. de la haute direction afin d'obtenir leur approbation et de faciliter la participation des échelons inférieurs aux différentes initiatives, surtout et, de plus en plus, améliorer la visibilité des LO a la Monnaie et axer la culture de ’entreprise vers une plus grande conformité et une meilleure promotion des LO dans notre milieu de travail désigné bilingu Parmi les autres mesures mises en place, rappelons le plan d'action préparé en collaboration avec les Ressources humaines afin de repérer et de combler les lacunes en matiére de langue de travail aux installations de la Monnale situées dans la région de la capitale nationale. Le plan d'action est en cours examen par la direction. Enfin, soulignons qu’en 2015 un comité sur les langues officielles sera mis sur pied pour promouvoir le respect des obligations de la Monnaie en matiere de langue de travail et créer un lieu d’échanges. servant ala résolution de problemes ou a Pamélioration de certains points dans ce dossier. 27 oozeQuestions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, ‘Q2. How does your institution ensure that it has the capacity (as defined in the Directive on Official Languages for Communications and Services) to fulfill its linguistic obligations related to a) communications with and services to the public (Part IV) and b) language of work (Part V)? How does your institution ensure that it maintains an adequate capacity and fuffils its linguistic obligations during any strategic or operational review? Q2. Comment votre institution s'assure qu'elle dispose de la capacité (tel que définie dans la Directive sur les langues officielles pour les communications et les services) pour satisfaire & ses obligations linguistiques en matiére de a) communications et services au public (partie IV) et b) langue de travail (partie V)? Comment votre institution s'assure-t-elle de maintenir une capacité institutionnelle adéquate et de satisfaire a ses obligations linguistiques dans le cadre de tout ‘examen stratégique et opérationnel? ‘A2 The OL Coordinator, who is also an OL Co- Champion—given the small size of our corporation—very actively and proactively sees to it that communications with and services to the public are always carried out in the country’s both OL. ion is required by law to conduct its anticipation of profit, and this clear legal mandate sometimes leads to difficult operational choices. R2 Le coordonnateur des langues officielles, qui est également co-champion (compte tenu de la taille relativement modeste de notre entreprise) veille tres activement, et de facon proactive, a ce que les communications et les services offerts au public soient toujours accessibles dans les deux langues officielles du Cana La Monnaie est tenue par la Loi de mener ses activités en vue de réaliser un bénéfice, et ce mandat législatif clair nous oblige quelquefois 4 faire des choix opérationnels difficiles. 28 oooz79Questions from Treasury Board of Canada Secretariat Questions du Secrétariat du Conseil du Trésor du Canada, ‘QS. Describe your institution's most important accomplishment and biggest challenge in the area of official languages this year. la plus grande réussite et le plus grand re de langues officielles de votre institution cette année, AS (Our most important accomplishment regarding OL in the past year is a “zero complaint” score from the public. While complaints sent by members of the public to the Office of the Commissioner averaged only one (1) complaint during the previous few years, last year’s zero-complaint ‘Score was an encouraging reflection of our commitment to serve Canada’s population, including OL minorities, in both OL languages. ur biggest challenge is adapting to the recent growth in personnel while ensuring that OL. remains at the forefront of our that OL principles are not sacrificed over perceived efficiencies. R3 Notre plus grande réussite au cours de la derniére année est sans doute notre dossier exempt de plainte du public. Bien que le Bureau du Commissaire ne recoive en moyenne qu'une plainte du public par année a lendroit de la Monnaie, nous considérons notre note parfaite de la derniére année comme un signe encourageant de l'efficacité de notre ‘engagement a servir la population canadienne dans es deux langues officielles, y compris les minorités de langue officielle. Notre défi le plus évident consiste @ nous adapter a la croissance du personnel dans Ventreprise tout en veillant garder les LO comme important aspect des pratiques d’embauche, et de veiller a ce que les principes liés aux LO ne soient pas sacrifiés au nom d'éventuelles économies a réaliser. 29 ozo‘Questions from Canadian Heritage Questions de Patrimoine canadien 7 - Development of official-language minority communities and promotion of English and French in OLA) / Développement des com situation minoritaire et promotio société canadienne Note: Please respond to the followin the Canadian society (Part VII of the munautés de langue officielle en n du frangais et de l'anglais dans la (Partie VII de la LLO) 19 questions in both official languages. Nota’ Veuillez répondre aux questions qui suivent dans les deux langues officielles. Tangible Results / Des résultats concrets = The partners of the Roadmap 2013-2018 must identify one initiative of the Roadmap 2013-2018, and if applicable, one initiative “outside” of the Roadmap 2013-2018"** 4, Ifyour institution had to highlight three key initiatives or more in relation to the development of official-language minority ‘communities, which ones would those be? a) Describe these initiatives. b) What are the tangible impacts of these initiatives onfn the official-language minority communities? ‘c) What do you think is the determining ‘success factor for these initiatives? ** [es partenaires de la Feuille de route 2013-2016 doivent présenter une initiative de la Feuille de route 2013-2018 et sil ya lieu, une initiative « hors » de la Feuille de route 2013-2018 *** Si votre institution devait souligner trois initiatives clés ou plus ayant contribué au développement des communautés de langue officielle en situation minoritaire, quelles seraient-elles? a) Décrivez ces initiatives. b) Quels sont es effets concrets de ces initiatives: dans/pour les communautés de langue officielle ‘en situation minoritaire? ©) Quel est, selon vous, le principal facteur de succes de ces initiatives? and visibly displaye artists whose artworks sometimes inspire our coin designs occasionally come from OL minorit (toujours bilingues) sont ai inoritaire du Canada. Qui pl et leurs documents d'information appartiennent quelquefois a des artistes provenant minoritaire. .ccessibles & toutes les collectivités de langue lus est, grace a un partenariat avec Postes Canada, ingues sont offerts et visiblement exposés dans tous it d'une communauté de langue offi “The partners ofthe Roadmap 2013-2018 ‘must identify one initiative of the Roadmap 2013-2018, and if applicable, one initiative “outside” of the Roadmap 2013-2018""* 7 Les parlenaires de la Feuille de route 2013-2018 doivent présenter une initiative de la Feuille de route 2013-2018 et sily a lieu, une initiative « hors » de la Feuille de route 2013-2018 30 oozes‘Questions from Canadian Heritage Questions de Patrimoine canadien 2, if your institution had to highlight three key 2. Sivotre institution devait souligner trois iniiatives initiatives or more in relation to the promotion clés ou plus ayant contribué a la promotion du of English and French in Canadian society francais et de l'anglais dans la société (Please do not confuse with obligations related canadienne (A ne pas confondre avec les to services to the public or language of work, Obligations relatives au service au public ou la 4, bilingual Web sites or language training for | langue de travail, comme les sites Web bilingues ou staff), which ones would those be? la formation linguistique du personnel), quelles seraient-elles? a) Describe these initiatives. a) Décrivez ces initiatives, b) What are the tangible impacts of these b) Quels sont les effets concrets de ces initiatives initiatives on the Canadian society? dans la société canadienne? ©) What do you think is the determining ©) Quel est, selon vous, le principal facteur de ‘sucess factor for these initiatives? succes de ces initiatives? Our coins (which are always bilingual) reach all OL minority communities across Canada. In addition, through our collaboration with Canada Post, our products and related bilingual literature are available and visibly displayed in participating CP outlets across Canada, including OL minority regions. Also, artists whose artworks sometimes inspire our coin designs occasionally hail from OL minorities. Nos piéces de monnaie (toujours bilingues) sont accessibles a toutes les collectivités de langue officielle en situation minoritaire du Canada. Qui plus est, grace a un partenariat avec Postes Canada, os produits et leurs documents d'information bilingues sont offerts et visiblement exposés dans tous les comptoirs de Postes Canada participants au pays, y compris dans les collectivités de langue officielle en situation minoritaire. Enfin, les couvres dont s"inspirent les motifs de nos piéces appartiennent quelquefois a des artistes provenant d'une communauté de langue officielle en situation minoritaire. =" The partners ofthe Roadmap 2073-2078 = [es parianaires dela Faulle de route 2073-2078 ‘must identify one initiative of the Roadmap doivent présenter une initiative de la Feuille de route 2013-2018, and if applicable, one initiative 2013-2018 et sil a lieu, une iniatve « hors » de la “outside” of the Roadmap 2013-2018 =" Feuille de route 2013-2018 ** 3. Whatis the “key achievement’ with a regional 3. Quel « bon coup » ayant un impact régional impact (success stories or results in official- (succés ou résultats dans les communautés de language minority communities or on the langue officielle en situation minoritaie ou pour a promotion of English and French in Canadian promotion du frangas et de anglais dans la société Society) that your institution would like to canadienne) vote institution souhaite-telle highlight? souligner? ‘The Mint's profit-making mandate, operating model, products and services do not correspond to the developmental and promotional aspects implied by the question. Le mandat de la Monnaie consistant & réaliser un bénéfice, son modéle opérationnel, ses produits ‘et sos services ne sont pas directement liés aux aspects développementaux et promotionnels. abordés par la présente quest 31 oooze2ANNEX 3/ANNEXE 3 Federal Institutions Required to Submit a Review on Official Languages in 2014-15/ Institutions fédérales devant soumettre un bilan sur les langues officielles en 2014-2015 Large and Key Institutions/Grandes institutions et institutions clés ‘© (AEC) Atomic Energy of Canada Limited / Energie atomique du Canada, Limitée + (AGR) Agriculture and Agri-Food Canada / Agriculture et Agroalimentaire Canada ‘+ (AHS) Public Health Agency of Canada / Agence de la santé publique du Canada © (AIR) Air Canada / Air Canada ‘+ (AUD) _ Office of the Auditor General of Canada / Bureau du vérificateur général du Canada ‘© (BNK) Bank of Canada / Banque du Canada * (BSF) Canada Border Services Agency / Agence des services frontaliers du Canada + (CA) Courts Administration Service / Service administratif des tribunaux judiciaires ‘+ (CAP) Parks Canada / Parcs Canada (CLC) Canada Lands Company Limited / Société immo! © (CPO) Canada Post / Postes Canada (CSD) _ Employment and Social Development Canada / Emploi et Développement social Canada ‘+ (CSN) Canadian Nuclear Safety Commission / Commission canadienne de sireté nucléaire + (BCL) Defence Construction Canada / Construction de Défense Canada ‘+ (OFO) Fisheries and Oceans Canada / Péches et Océans Canada ‘+ (OND) National Defence / Défense nationale ‘+ (DUS) Industry Canada / Industrie Canada* + (OVA). Veterans Affairs Canada / Anciens combattants Canada ‘+ (EDC) Export Development Canada / Exportation et développement Canada ‘© (EXT) Foreign Affairs, Trade and Development Canada / Affaires étrangéres, Commerce et Développement Canada* ‘© (FBO) Business Development Bank of Canada / Banque de développement du Canada © (FCC) Farm Credit Canada / Financement agricole Canada ‘© (IMC) Citizenship and immigration Canada / Citoyenneté et Immigration Canada ‘+ (MNT) Royal Canadian Mint / Monnaie royale canadienne ‘© (MOT) Transport Canada / Transports Canada ‘+ (NAC) National Arts Centre Corporation / Société du Centre national des Arts ‘© (NHW) Health Canada / Santé Canada © (PA) Oshawa Port Authority / Administration portuaire d'Oshawa ‘+ (PCH) Canadian Heritage / Patrimoine canadien ‘© (PEN) Correctional Service Canada / Service correctionnel Canada sre du Canada Limitée ‘© (RCM) Royal Canadian Mounted Police (civilian personnel) / Gendarmerie royale du Canada {Personnel civil) ‘+ (RSN) Natural Resources Canada / Ressources naturelles Canada oozesANNEX 3/ANNEXE 3 ‘© (SIF) Office of the Superintendent of Financial Institutions Canada / Bureau du surintendant des institutions financiéres Canada ‘© (STC) Statistics Canada / Statistique Canada ‘© (SVC) Public Works and Government Services Canada / Travaux publics et Services gouvernementaux Canada* ‘+ (T8D) Treasury Board of Canada Secretariat / Secrétariat du Conseil du Trésor du Canada © (VIA) VIARail Canada Inc. / VIA Rail Canada Inc. ‘Small Institutions/Petites institutions ‘+ (BLO) _Belledune Port Authority / Administration portuaire de Belledune = (CEO) Office of the Chief Electoral Officer / Bureau du directeur général des élections ‘© (CFC) Financial Transactions and Reports Analysis Centre of Canada / Centre d'analyse des opérations et déclarations financiéres du Canada + (CGC) Canadian Grain Commission / Commission canadienne des grains (C88) Canadian Centre on Substance Abuse / Centre canadien de lutte contre les toxicomanies ‘© (DIC) Canada Deposit Insurance Corporation / Société d'assurance-dépéts du Canada (ENR) National Energy Board / Office national de I'énergie ‘+ (ESO) Federal Economic Development Agency for Southern Ontario / Agence fédérale de développement économique pour le Sud de Ontario (FFM). Freshwater Fish Marketing Corporation / Office de commercialisation du poisson d'eau douce (FPN) Farm Products Council of Canada / Consell des produits agricoles du Canada ‘© (HLT) Hamilton Port Authority / Administration portuaire de Hamilton ‘© (HRC) Canadian Human Rights Commission / Commission canadienne des droits de la personne ‘© (IPC) _ Office of the information Commissioner of Canada / Commissariat & "information du Canada ‘+ (NED) Canadian Northern Economic Development Agency / Agence canadienne de développement économique du Nord ‘© (NPB) Parole Board of Canada / Commission des libérations conditionnelles du Canada + (OCC) Canadian Centre for Occupational Health and Safety / Centre canadien d'hygiéne et de sécurité au travail © (OPC) Office of the Privacy Commissioner of Canada / Commissariat la protection de la vie privée au Canada ‘+ (PHA) Halifax Port Authority / Administration portuaire de Halifax ‘+ (PNR) Prince Rupert Port Authority / Administration portuaire de Prince-Rupert © (PTA). Port Alberni Port Authority / Administration portuaire de Port-Alberni ‘+ (REC) _ RCMP External Review Committee / Comité externe d'examen de la GRC (RID) Ridley Terminals ine. / Ridley Terminals Inc. oozesANNEX 3/ANNEXE 3 ‘© (RTC) Canadian Radio-television and Telecommunications Commission / Conseil de la radiodiffusion et des télécommunications canadiennes ‘© (SIN) Saint John Port Authority / Administration portuaire de Saint-Jean + (STL) _Septlles Port Authority / Administration portuaire de Sept-lles ‘© (STS) _St.John’s Port Authority / Administration portuaire de St. John's + (THB) Thunder Bay Port Authority / Administration portuaire de Thunder Bay ‘+ (TRR) _Trois-Riviéres Port Authority / Administration portuaire de Trois-Rivigres ‘+ (158) Transportation Safety Board of Canada / Bureau de la sécurité des transports du Canada ‘© (VPA) Vancouver Fraser Port Authority / Administration portuaire de Vancouver Fraser *The names of institutions used in this list are the ones as mentioned inthe Registry of Applied Titles as cof March 31, 2015. /Les noms dinstitutions employés dans cette liste sont ceux els que mentionnés dans le Registre des titres d'usage en date du 31 mars 2015 Only one federal institution did not submit a review in 2014-15, because it was in the last stages of privatization: / Une seule institution fédérale n‘a pas soumis de bilan en 2014-2015 parce qu'elle était alors a la derniére étape de sa privatisation : ‘© (CWB) Canadian Wheat Board / Commission canadienne du blé oozesANNEX 3/ANNEXE 3 Federal Institutions Required to Submit a Review on Official Languages in 2015-16/ Institutions fédérales devant soumettre un bilan sur les langues officielles en 2015-2016 Large and Key Institutions/Grandes institutions et institutions clés ‘+ (ACO) Atlantic Canada Opportunities Agency / Agence de promotion économique du Canada atlantique © (AGR) Agriculture and Agri-Food Canada / Agriculture et Agroalimentaire Canada © (AIR) Air Canada / Air Canada ‘© (BAL) Library and Archives Canada / Bibliothéque et Archives Canada + (BSF) Canada Border Services Agency / Agence des services frontaliers du Canada + (CES) Canada School of Public Service / Ecole de la fonction publique du Canada + (CMH) Canada Mortgage and Housing Corporation / Société canadienne d'hypotheques et de logement © (CPO) Canada Post / Postes Canada ‘+ (CSA) Canadian Space Agency / Agence sp: (CSD) _ Employment and Social Development Canada / Emploi et Développement social Canada ‘+ (CTA) Canadian Air Transport Security Authority / Administration canadienne de la sireté du transport aérien ‘+ (OFO) Fisheries and Oceans Canada / Péches et Océans Canada ‘+ (OND) National Defence / Défense nationale ‘© (OE) Environment and Climate Change Canada / Environnement et Changement climatique Canada ‘= (OUS) Innovation, Science and Economic Development Canada / Innovation, Sciences et Développement économique Canada + (OVA). Veterans Affairs Canada / Anciens combattants Canada + (EXT) Global Affairs Canada / Affaires mondiales Canada (FIN) Department of Finance Canada / Ministére des Finances Canada ‘© (GSS) _ Shared Services Canada / Services partagés Canada ‘© (IAN) _ Indigenous and Northern Affairs Canada / Affaires autochtones et du Nord Canada ‘© (ICA) Canadian Food inspection Agency / Agence canadienne d'inspection des aliments ‘+ (IMC) Immigration, Refugees and Citizenship Canada / Immigration, Réfugiés et Citoyenneté Canada + (US) Department of Justice Canada / Ministére de la Justice Canada ‘* (MOT) Transport Canada / Transports Canada ‘+ (NAR) Canada Revenue Agency / Agence du revenu du Canada © (NAV) NAV Canada / NAV Canada © (NHW) Health Canada / Santé Canada ‘+ (NRC) National Research Council Canada / Conseil national de recherches Canada le canadienne oozesANNEX 3/ANNEXE 3 ‘© (PCO) Privy Council Office / Bureau du Conseil privé ‘© (PEN) Correctional Service Canada / Service correctionnel Canada ‘+ (PPD) Public Prosecution Service of Canada / Service des poursuites pénales du Canada ‘© (PSC) Public Service Commission of Canada / Commission de la fonction publique du Canada ‘© (PSP) Public Safety Canada / Sécurité publique Canada ‘+ (RCM) Royal Canadian Mounted Police (civilian personnel) / Gendarmerie royale du Canada {Personnel civil) ‘+ (RSN) Natural Resources Canada / Ressources naturelles Canada ‘© (SVC) Public Services and Procurement Canada / Services publics et Approvisionnement Canada ‘+ (TBD) Treasury Board of Canada Secretariat / Secrétariat du Conseil du Trésor du Canada ‘© (VIA) VIARail Canada Inc. / VIA Rail Canada Inc. ‘Small institutions/Petites institutions (APM). Montreal Port Authority / Administration portuaire de Montréal ‘(ATN) Canadian Transportation Agency / Office des transports du Canada © (CCL) Canada Council for the Arts / Conseil des Arts du Canada ‘© (CM) Canadian Museum of Immigration at Pier 21 / Musée canadien de immigration au Quai a + (COL) Office of the Commissioner of Official Languages / Commissariat aux langues officielles © (COP) Copyright Board Canada / Commission du droit d'auteur Canada ‘+ (CSI) Canadian Security inteligence Service / Service canadien du renseignement de sécurité ‘+ (CSW) Status of Women Canada / Condition féminine Canada ‘+ (EAA) Canadian Environmental Assessment Agency / Agence canadienne d'valuation environnementale © (FCG) Miltary Grievance External R mi © (FDC) Telefilm Canada / Téléfilm Canada ‘© (FIA) _ Office of the Commissioner for Federal Judicial Affairs Canada / Commissariat & la magistrature fédérale Canada (FRO) Canada Economic Development for Quebec Regions / Développement économique Canada pour les régions du Québec ‘© (INF) _ Infrastructure Canada / Infrastructure Canada ‘+ (INT) _ Office of the Public Sector integrity Commissioner of Canada / Commissariat a intégrité du secteur public du Canada ‘+ (MHR) Canadian Museum for Human Rights / Musée canadien pour les droits de la personne ‘+ (NCC) National Capital Commission / Commission de la capitale nationale ‘+ (NFB) National Film Board / Office national du film ‘© (NGC) National Gallery of Canada / Musée des beaux-arts du Canada ‘* (NSE) _ Sciences and Engineering Research Canada / Recherches en sciences et en génie Canada sw Committee / Comité externe diexamen des grief aires 5 oooze7ANNEX 3/ANNEXE 3 ‘+ (OCI) The Correctional Investigator Canada / L'Enquéteur correctionnel Canada + (PAG) Great Lakes Pilotage Authority Canada / Administration de pilotage des Grands Lacs Canada ‘+ (PCH) Canadian Heritage / Patrimoine canadien ‘© (RPP) Civilian Review and Complaints Commission for the RCMP / Commission civile d’examen et de traitement des plaintes relatives dla GRC ‘+ (RRF) Canadian Race Relations Foundation / Fondation canadienne des relations raciales ‘+ (SIS) St. Lawrence Seaway Management Corporation / Corporation de gestion de la voie maritime du Saint-Laurent ‘* (SSH) Social Sciences and Humanities Research Council of Canada / Conseil de recherches en sciences humaines du Canada ‘+ (SUC) Office of the Registrar of the Supreme Court of Canada / Bureau du registraire de la Cour supréme du Canada ‘+ (TOR) Toronto Port Authority / Administration portuaire de Toronto ‘© (TRC) Destination Canada / Destination Canada ‘© (TRR) _Trois-Riviéres Port Authority / Administration portuaire de Trois-Riviéres ‘+ (WCO) Western Economic Diversification Canada / Diversification de l'économie de Ouest Canada Airports/Aéroports ‘+ (YEG) Edmonton Regional Airports Authority / Administration des aéroports régionaux d'Edmonton ‘+ (YFC) Greater Fredericton Airport Authority Inc. / Administration de I'aéroport du Grand Fredericton Inc. ‘© (YH2) Halifax International Airport Authority / Administration de I'aéroport international diHalifax ‘+ (YMT) Montreal Airports / Aéroports de Montréal ‘© (YOW) Ottawa Macdonald-Cartier International Airport Authority / Administration de V'aéroport international MacDonald Cartier Ottawa © (YB) Quebec Airport Inc. / Aéroport de Québec Inc. ‘+ (YOM) Greater Moncton Airport Authority Inc. / Administration de l'aéroport du Grand Moncton Ine. © (YOR) Regina Airport Authority / Administration de I'aéroport de Régina ‘+ (YSI) Saint John Airport inc. / Aéroport de Saint John Inc. + (YVR) Vancouver International Airport Authority / Administration de I'aéroport international de Vancouver ‘+ (YWG) Winnipeg Airports Authority Inc. / Administration des aéroports de Winnipeg Inc. ‘+ (YKE} Saskatoon Airport Authority / Administration de 'aéroport de Saskatoon ‘+ (YC) Calgary Airport Authority / Administration de I'aéroport de Calgary © (1Y1) Victoria Airport Authority / Administration de 'aéroport de Victoria ooozeeANNEX 3/ANNEXE 3 ‘+ (YT) _St-John’s international Airport Authority / Administration de 'aéroport international de St. John's © (YZ) Greater Toronto Airports Authority / Administration des aéroports du Grand Toronto "The names used in this list are the ones as mentioned in the Registry of Applied Titles as of March 31, 2016. / Les noms employés dans cette liste sont ceux tels que mentionnés dans le Registre des titres d'usage en date du 31 mars 2016. Note : This list does not include institutions having to submit a Review only to Canadian Heritage. / Cette liste ne comprend pas les institutions qui sont tenues de soumettre un bilan & Patrimoine canadien uniquement. Only one federal institution did not submit a review in 2015-16: it is Blue Water Bridge Authority, which has been amalgamated into Federal Bridge Corporation Limited, an institution that did not have to submit a review this year. / Une seule institution fédérale n’a pas soumis un bilan pour l'exercice allant de 2015 8 2016. II s‘agit de l'Administration du pont Blue Water, laquelle a été intégrée a la Société des Ponts fédéraux Limitée et cette derniére n’avait pas 8 soumettre de bilan cette année. oozeANNEX 3/ANNEXE 3 Federal Institutions Required to Submit a Review on Official Languages in 2016-17/ Institutions fédérales devant soumettre un bilan sur les langues officielles en 2016-2017 Large and Key Institutions/Grandes institutions et institutions clés (AIR) Air Canada / Air Canada + (BSF) Canada Border Services Agency / Agence des services frontaliers du Canada © (CBC) Canadian Broadcasting Corporation / Société Radio-Canada ‘+ (CNR) Canadian National Railway Company / Compagnie des chemins de fer nationaux du canada + (CPO) Canada Post / Postes Canada (CSD) _ Employment and Social Development Canada / Emploi et Développement social Canada (CSE) _ Communications Security Establishment Canada / Centre de la sécurité des télécommunications Canada © (DFO) Fisheries and Oceans Canada / Péches et Océans Canada (OND) National Defence / Défense nationale (DUS) Innovation, Science and Economic Development Canada / Innovation, Sciences et Développement économique Canada © (EXT) Global Affairs Canada / Affaires mondiales Canada © (FPF) Canadian Forces Morale and Welfare Services / Services de bien-8tre et moral des Forces canadiennes (GSS) _ Shared Services Canada / Services partagés Canada © (IMC) Immigration, Refugees and Citizenship Canada / Immigration, Réfugiés et Citoyenneté Canada ‘© (IRB) immigration and Refugee Board of Canada / Commission de limmigration et du statut de réfugié du Canada ‘© (MAI) Marine Atlantic Inc. / Marine Atlantique S.C.C. © (MOT) Transport Canada / Transports Canada * (NAR) Canada Revenue Agency / Agence du revenu du Canada ‘© (HW) Health Canada / Santé Canada (PCH) Canadian Heritage / Patrimoine canadien (PEN) Correctional Service Canada / Service correctionnel Canada (RCM) Royal Canadian Mounted Police / Gendarmerie royale du Canada © (RSN) Natural Resources Canada / Ressources naturelles Canada (SVC) Public Services and Procurement Canada / Services publics et Approvisionnement Canada © (TBD) Treasury Board of Canada Secretariat / Secrétariat de Conseil du Trésor du Canada © (VIA) WiARail Canada inc. / VIA Rail Canada Inc. ‘Small Institutions/Petites institutions 0290ANNEX 3/ANNEXE 3 {ATS) Administrative Tribunals Support Service of Canada / Service canadien d’appui aux tribunaux administratifs (CCB) The Jacques-Cartier and Champlain Bridges Inc. / Les ponts Jacques-Cartier et Champlain Ine. {CCC} Canadian Commercial Corporation / Corporation commerciale canadienne (CDC) Canadian Dairy Commision / Commission canadienne du lait (CHR) Polar Knowledge Canada / Savoir polaire Canada (Cic) Canadian intergovernmental Conference Secretariat / Secrétariat des conférences intergouvernementales canadiennes (CMC) Canadian Museum of History / Musée canadien de l'histoire (CPM) Military Police Complaints Commission of Canada / Commission d'examen des plaintes concernant la police militaire du Canada {CRI) Canadian institutes of Health Research /Instituts de recherche en santé du Canada (FBP) Federal Bridge Corporation / Société des ponts fédéraux {FNA) Financial Consumer Agency of Canada / Agence de la consommation en matiére financiére du Canada (GGS)_ Office of the Secretary to the Governor General / Bureau du secrétaire du gouverneur général (IOR} International Development Research Centre / Centre de recherches pour le développement international (106) Indian oil and Gas Canada / Pétrole et gaz des Indiens Canada (LOB) Office of the Commissioner of Lobbying of Canada / Commissariat au lobbying du Canada (MINS) Canadian Museum of Nature / Musée canadien de la nature (NBC) National Battlefields Commission / Commission des champs de bataille nationaux (NNO) Nanaimo Port Authority / Administration portuaire de Nanaimo (NST) Canada Science and Technology Museum / Musée des sciences et de la technologie du Canada (PAA) Atlantic Pilotage Authority Canada / Administration de pilotage de 'Atlantique Canada (PAL) Laurentian Pilotage Authority Canada / Administration de pilotage des Laurentides Canada (PAP) Pacific Pilotage Authority Canada / Administration de pilotage du Pacifique Canada (PxR) Patented Medicine Prices Review Board Canada / Conseil d'examen du prix des médicaments brevetés Canada (8c) Quebec Port Authority / Administration portuaire de Québec (SGN) Saguenay Port Authority / Administration portuaire du Saguenay (S18) Seaway International Bridge Corporation Ltd. / a Corporation du pont international de la vole maritime Limitée (SIR) Security intelligence Review Committee / Comité de surveillance des activités de renseignements de sécurité 029ANNEX 3/ANNEXE 3 + (STD) Standards Council of Canada / Conseil canadien des normes ‘+ (WIN) Windsor Port Authority / Authorité portuaire de Windsor "The names used in this list are the ones as mentioned in the Registry of Applic {as of March 31, 2016. / Les noms employés dans cette liste sont ceux tels que mentionnés dans le Registre des titres diusage en date du 31 mars 2016. Note: The Treasury Board Secretariat (in collaboration with Canadian Heritage) reserves the right to modify this list, as required, to reflect cases of non-compliance and changes to the status or mandate of federal institutions (mergers, dissolutions, change of name, or change of status relative to the Official Languages Act or any other relevant federal legislation). This list does not include institutions having to submit a Review only to Canadian Heritage. Note : Le Secrétariat du Conseil du Trésor (en collaboration avec Patrimoine canadien) se garde le droit de modifier cette liste, au besoin, afin de tenir compte de cas de non-conformité et de changements de nom, de statut ou de mandat d’institutions fédérales (fusions, dissolutions, changement de nom ou de statut en vertu de la Loi sur les langues officielles ou de toute autre loi fédérale pertinente). Cette liste ne comprend pas les institutions qui sont tenues de soumettre un bilan a Patrimoine canadien uniquement. 10 0292Federal Insti Large and Key In ANNEX 4/ANNEXE 4 ns Required to Submit a Review on Official Languages every year (as of February 8, 2017) Institution fédérales devant soumettre un bilan sur les langues offici les chaque année (au 8 fév ier 2017) ions/Grandes institution et institutions clés CODE FEDERAL INSTITUTION NAME - ENGLISH NOMS DES INSTITUTIONS FEDERALES - FRANCAIS AIR_| Air Canada ‘Air Canada BSF _| Canada Border Services Agency | Agence des services frontaliers du Canada cPO_| Canada Post Postes Canada CSD _| Employment and Social Development Canada Emploi et développement social Canada DFO _| Fisheries and Oceans Canada Péches et des Océans Canada DND _| National Defence Défense nationale DUS _| Innovation, Science and Economic Development Canada Innovation, Sciences et Développement économique Canada EXT _| Global Affairs Canada Affaires mondiales Canada IMC __| immigration, Refugees and Citizenship Canada Immigration, Réfugiés et Citoyenneté Canada MOT _| Transport Canada Transports Canada NHW_| Health Canada ‘Santé Canada PCH _| Canadian Heritage Patrimoine canadien PEN _| Correctional Service Canada Service correctionnel Canada RCM _| Royal Canadian Mounted Police Gendarmerie royale du Canada RSN_| Natural Resources Canada Ressources naturelles Canada ‘SVC _| Public Services and Procurement Canada Services publics et Approvisionnement Canada TBD _| Treasury Board of Canada Secretariat ‘Secrétariat du Conseil du Trésor du Canada WA _| VIA Rail Canada Inc. VIA Rail Canada Inc. “Agriculture and Agri-Food Canada (AGR), Veterans Affairs Canada (DVA) and Canada Revenue Agency (NAR) are large and key institutions that submit a review twice over the current three year cycle. “Agriculture et Agroalimentaire Canada (AGR), Anciens combattants Canada (DVA) et Agence du revenu du Canada (NAR) sont des grandes institutions ¢t institutions clés qui doivent soumettre un bilan deux fois sur le cycle de trois ans actuel 0293Annex 5: Submitted Reviews on Official Languages by year in current cycle Annexe 5: Bilans sur les langues officielles soumis par année au cours du cycle actuel Annex 5/Annexe 5 ‘ACO _| Atlantic Canada Opportunities Agency ‘Agence de promotion économique du Canada atlantique x ‘AEC _| Atomic Energy of Canada Limited Energie atomique du Canada, Limitée x ‘AGR__| Agriculture and Agri-Food Canada Agriculture et Agroalimentaire Canada x x ‘AHS __| Public Heatlh Agency of Canada ‘Agence de la santé publique du Canada x ‘AIR __| Air Canada Air Canada x x ‘APM _| Montreal Port Authority ‘Administration portuaire de Montréal x ‘ATN __| Canadian Transportation Agency Office des transports du Canada x ‘ATS _ | Administrative Tribunals Support Services of Canada ‘Service canadien d appui aux tribunaux administratifs AUD __| Office of the Auditor General of Canada Bureau du verificateur général du Canada x BAL _| Library and Archives of Canada Bibliotheque et Archives Canada x BLD _| Belledune Port Authorit ‘Administration portuaire de Belledune x BNK | Bank of Canada Banque du Canada x BSF _ | Canada Border Services Agency ‘Agence des services frontaliers du Canada x x CAJ | Courts Administration Service ‘Service administratf des tribunaux judiciaires x ‘CAP _| Parks Canada Parcs Canada x CBC _| Canadian Broadcasting Corporation ‘Société Radio-Canada CCB_| The Jacques Cartier and Champlain Bridges Ine. Les ponts Jacques-Cartier et Champlain Inc. CCC_ | Canadian Commercial Corporation Corporation commerciale canadienne CCL_| Canada Council for the Arts Conseil des Arts du Canada x ‘CDC __| Canadian Dairy Commision ‘Commission canadienne du lait ‘CEO _| Office of the Chief Electoral Officer Bureau du directeur général des élections x CES | Canada School of Public Service Ecole de la fonction publique du Canada x CFC __| Financial Transactions and Reports Analysis Centre of Canada Centre d'analyse des opérations et déclarations financiéres du Canada x CGC _| Canadian Grain Commission Commission canadienne des grains x CHR _| Polar Knowledge Canada ‘Savoir polaire Canada CIC | Canadian Intergovernmental Conference Secretariat ‘Secrétariat des conférences intergouvernementales canadiennes CLC_| Canada Lands Company Limited Société immobilére du Canada Limitée x ‘CMC _| Canadian Museum of History ‘Musée canadien de Thistoire ‘CMH | Canada Mortgage and Housing Corporation ‘Société canadienne dhypothéques et de logement x 0294Annex 5/Annexe 5 ‘CMli__[ Canadian Museum of immigration at Pier 21 ‘Musée canadien de immigration au Quai 21 x CNR _| Canadian National Railway Compan) Compagnie des chemins de fer nationaux du Canada ‘COL _| Office of the Commissioner of Official Languages Commissariat aux langues officielles x ‘COP _| Copyright Board Canada Commission du droit d'auteur Canada x CPM_| Military Police Complaints Commission of Canada ‘Commission d'examen des plaintes concernant la police militaire du Canada ‘CPO _| Canada Post Postes Canada x x CRI_| Canadian Institutes of Health Research Insttuts de recherche en santé du Canada ‘CSA _| Canadian Space Agency ‘Agence spatiale canadienne x CSB_| Canadian Centre on Substance Abuse Centre canadien de lutte contre les toxicomanies x ‘CSD _| Employement and Social Development Canada Emploi et Développement social Canada x x CSE_| Communications Security Establishment Canada Centre de la sécurité des télécommunications CSi_| Canadian Security Inteligence Service Service canadien du renseignement de sécurité x CSN | Canadian Nuclear Safety Commission ‘Commission canadienne de sireté nucleaire x ‘CSW_| Status of Women Canada Condition feminine Canada x CTA_| Canadian Air Transport Security Authority ‘Administration canadienne de la sUreté du transport aérien x DCL_| Defence Construction Canada Construction de Défense Canada x DFO _| Fisheries and Oceans Canada aches et Océans Canada x x DIC _ | Canada Deposit insurance Corporation Société dassurance-dépots du Canada x DND _| National Defence Défense nationale x x DOE_| Environment and Ciimate Change Canada Environnement et Changement climatique Canada x DUS _| Innovation, Science and Economic Development Canada Innovation, Sciences et Développement économique Canada x x DVA _| Veterans Affairs Canada ‘Anciens combattants Canada x x EAA _| Canadian Environmental Assessment Agency ‘Agence canadienne d'valuation environnementale x EDC _| Export Development Canada Exportation et développement Canada x ENR _| National Energy Board Office national de énergie x ESO _| Federal Economic Development Agency for Southern Ontario ‘Agence fédérale de développement économique pour le Sud de FOntario x EXT _| Global Affairs Canada Affaires mondiales Canada x x FBD__| Business Development Bank of Canada Banque de développement du Canada x FBP _| Federal Bridge Corporation Société des ponts fédéraux FCC _| Farm Credit Canada Financement agricole Canada x FCG _| Miltary Grievance Extemal Review Committee Comité exteme d'examen des grefs militares x FDC _| Telefilm Canada Telefilm Canada x FFM _| Freshwater Fish Marketing Corporation Office de commercialisation du poisson dleau douce x FIN | Department of Finance Canada Ministere des Finances Canada x ooo29sAnnex 5/Annexe 5 FJA__ | Office of the Commissioner for Federal Judicial Affairs Canada ‘Commissariat & la magistrature fédérale Canada x FNA | Financial Consumer Agency of Canada ‘Agence de la consommation en matiére financiére du Canada FPF _| Canadian Forces Morale and Welfare Services Services de bien-étre et moral des Forces canadiennes FPN _| Farm Products Council of Canada Conseil des produits agricoles du Canada x FRD_ | Canada Economic Development for Quebec Regions Développement économique Canada pour les régions du Québec x GS _| Office of the Secretary to the Governer General Bureau du secrétaire du gouverneur général ss _| Shared Services Canada Services Partagés Canada x HLT _ | Hamilton Port Authority ‘Administration portuaire de Hamilton x HRC _| Canadian Human Rights Commission ‘Commission canadienne des droits de la personne x IAN _| Indigenous and Northern Affairs Canada Affaires autochtones et du Nord Canada x ICA __| Canadian Food Inspection Agenc ‘Agence canadienne d'inspection des aliments x 1DR___| International Development Research Centre Centre de recherches pour le développement international IMC | Immigration, Refugees ans Citizenship Canada Immigration, Réfugiés et Citoyenneté Canada x x INF | Infrastructure Canada Infrastructure Canada x INT _| Office of the Public Sector integrity Commissioner of Canada Commissariat a lintegrité du secteur public du Canada x 10G __| Indian Oil and Gas Canada Pétrole et gaz des Indiens Canada IPC | Office of the Information Commissioner of Canada ‘Commissariat a linformation du Canada x IRB | Immigraton and Refugee Board of Canada ‘Commission de limmigration et du statut de réfugié du Canada JUS | Department of Justice Canada Ministére de la Justice Canada x LOB _| Office of the Commissioner of Lobbying of Canada Commissariat au lobbying du Canada MA\__| Marine Atlantic inc Marine Atlantique S.C.C. MHR_| Canadian Museum for Human Rights Musée canadien pour les droits de la personne x MNS __| Canadian Museum of Nature Musée canadien de la nature MNT _| Royal Canadian Mint Monnaie royale canadienne x MOT _| Transport Canada Transports Canada x x NAC _| National Arts Centre Corporation ‘Société du Centre national des Arts x NAR _| Canada Revenue Agency ‘Agence du revenu du Canada x NAV_| NAV Canada NAV Canada x NBC__| The National Battlefields Commission ‘Commission des champs de bataille nationaux NCC_| National Capital Commission ‘Commission de la capitale nationale x NED _ | Canadian Northern Economic Development Agency ‘Agence canadienne de développement économique du Nord x NEB _ | National Film Board Office national du film x NGC_| National Gallery of Canada Musée des beaux-arts du Canada x NHW_| Health Canada ‘Santé Canada x x NNO | Nanaimo Port Authority ‘Administration portuaire de Nanaimo 0296Annex 5/Annexe 5 NPB _| Parole Board of Canada ‘Commission des libérations conditionnelles du Canada x NRC _| National Research Council Canada Conseil national de recherches Canada x NSE _| Science and Engineering Research Canada Recherches en sciences et en génie Canada x NST _| Canada Science and Technology Museum, ‘Musée des sciences et de la technologie du Canada ‘OCC _| Canadian Centre for Occupational Health and Safety Centre canadien dhygiéne et de sécurité au travail x ‘OCI_| The Correctional investigator Canada L’Enquéteur correctionnel Canada x ‘OPA _| Oshawa Port Authority ‘Administration portuaire d’Oshawa x ‘OPC _| The Office of the Privacy Commissioner of Canada ‘Commissariat & la protection de la vie privée au Canada x PAA | Atlantic Pilotage Authority Canada ‘Administration de pilotage de Atlantique Canada PAG _| Great Lakes Pilotage Authority Canada ‘Administration de pilotage des Grands Lacs Canada x PAL _| Laurentian Pilotage Authority Canada ‘Administration de pilotage des Laurentides Canada PAP | Pacific Pilotage Authority Canada ‘Administration de pilotage du Pacifique Canada PCH _| Canadian Heritage Patrimoine canadien x x PCO _| Privy Council Office Bureau du Conseil privé x PEN _| Correctional Service Canada Service correctionnel Canada x x PHA _| Halifax Port Authority ‘Administration portuaire de Halifax x PNR | Prince Rupert Port Authority ‘Administration portuaire de Prince-Rupert x PPD _| Public Prosecution Service of Canada Service des poursuites pénales du Canada x PSC _| Public Service Commission of Canada ‘Commission de la fonction publique du Canada x PSP _| Public Safety Canada ‘Sécurité publique Canada x PTA _| Port Alberni Port Authority ‘Administration portuaire de Port-Alberni x PXR _| Patented Medicine Prices Review Board Canada Conseil d'examen du prix des médicaments brevetés Canada ‘QBC_| Quebec Port Authorit ‘Administration portuaire de Québec RCM_| Royal Canadian Mounted Police ‘Gendarmerie royale du Canada x x REC _| RCMP External Review Committee Comité exterme d'examen de la GRC x RID _| Ridley Terminals Inc. Ridley Terminals Inc. x RPP _| Civilian Review and Complaints Commission for the RCMP, ‘Commission civile d'examen et de traitement des plaintes relatives & la GRC x RRF_| Canadian Race Relations Foundation Fondation canadienne des relations raciales x RSN__| Natural Resources Canada Ressources naturelles Canada x x RTC _| Canadian Radio-television and Telecommunications Commission | Conseil de la radiodiffusion et des télécommunications canadiennes x 'SGN_| Saguenay Port Authority ‘Administration portuaire du Saguenay SIB___| Seaway International Bridge Corporation Lta. La Corporation du pont international de la voie maritime Limitée ‘SIF | Office of the Superintendent of Financial institutions Canada Bureau du surintendant des institutions financiéres Canada x ‘SIR__| Security Intelligence Review Committee. Comité de surveillance des activités de renseignement de sécurité 'SJN__| Saint John Port Authority ‘Administration portuaire de Saint-Jean x 0297Annex 5/Annexe 5 SLS The St_ Lawrence Seaway Management Corporation Corporation de gestion de la Voie Maritime du Saint-Laurent. x ‘SSH _| Social Sciences and Humanities Research Council of Canada Conseil de recherches en sciences humaines du Canada x ‘STC _| Statistics Canada Statistique Canada x STD_| Standards Council of Canada Conseil canadien des normes 'STL_| Septlles Port Authority ‘Administration portuaire de Septiles x STS _| St_John's Port Authority Administration portuaire de St. John's x ‘SUC _| Office of the Registrar of the Supreme Court of Canada Bureau du registraire de la Cour supréme du Canada x ‘SVC _| Public Services and Procurement Canada ‘Services publics et Approvisionnement Canada x x TBD __| Treasury Board of Canada Secretariat Secrétariat du Conseil du Trésor du Canada x x THB | Thunder Bay Port Authority ‘Administration portuaire de Thunder Bay x TOR _| Toronto Port Authority Administration portuaire de Toronto x TRC | Destination Canada Destination Canada x TRR_| Trois-Rivigres Port Authority ‘Administration portuaire de Trois-Rivigres x x TSB __| Transportation Safety Board of Canada Bureau de la sécurité des transports du Canada. x VIA __| VIA Rail Canada Ine VIA Rail Canada inc. x x \VPA__| Vancouver Fraser Port Authority ‘Administration portuaire de Vancouver Fraser x WCO | Western Economic Diversification Canada Diversification de économie de 'Ouest Canada x WIN __| Windsor Port Authori ‘Administration portuaire de Windsor YEG _| Edmonton Regional Airports Authority Administration des aéroports régionaux d'Edmonton x YEC _| Greater Fredericton Airport Authority Ine ‘Administration de aéroport du Grand Fredericton Ine. x YHZ_| Halifax international Airport Authority ‘Administration de Taéropor international d'Halifax x YMT _| Montreal Airports: Aéroports de Montréal x YOW | Ottawa Macdonald-Cartier International Airport Authority Administration de T'aéroport international MacDonald Cartier Ottawa x YQB _| Quebec Airport Inc. Aéroport de Québec Inc. x YOM _| Greater Moncton Airport Authority Inc ‘Administration de 'aéroport du Grand Moncton x YOR _| Regina Airport Authority ‘Administration de 'aéroport de Régina x YSJ Saint John Airport Inc. Aéroport de Saint John Inc. x YvR_| Vancouver Intemational Airport Authorit ‘Administration de Taéroport international de Vancouver x YWG _| Winnipeg Airports Authority Inc. Administration des aéroports de Winnipeg Inc. x YXE__| Saskatoon Airport Author “Administration de faéroport de Saskatoon x YYC_| Calgary Airport Authority Administration de Taéroport de Calgary x YYJ Victoria Airport Authority Administration de |'aéroport de Victoria x YT _| St. John's Intemational Airport Authori ‘Administration de Taéropor international de St John's x YYZ __| Greater Toronto Airports Authority Administration des aéroports du Grand Toronto x 0298Annex 6 Foundation Framework for Treasury Board Policies 1. Purpose This foundation framework" a. Explains the purpose of Treasury Board policies and other instruments, such as directives and guidelines, and how they are structured; b. Summarizes general requirements common to all Treasury Board policy instruments; and c. Builds on the Guidance for Deputy Minist and A untable Gover tA Guide for Ministers and Secretaries of State (Privy Council Office) by explaining the general responsibilities, accountabilities and expectations of ministers and deputy heads in applying Treasury Board policy instruments. 2. Context Ministers, deputy heads and Treasury Board each have authorities for public sector management. Ministers and deputy heads have authority to manage the people, resources and activities of their departments towards the objectives set out in legislative mandates and government policy. In particular, deputy heads manage by exercising authorities assigned to them by a person (for example, a minister), by a body (the Public Service Commission, for example), or by statutory instrument (such as a departmental act, the Financial Administration Act, or Order in Council). Finally, the Treasury Board of Canada, as the management board, has the authority to ensure that the government as a whole is managed in a coherent and effective manner. The government's management regime establishes minimum standards for how ministers and deputy heads use their authorities and manage public resources. This management regime consists of sound management practices, strong public service values, and clear rules set out in legislation and Treasury Board policies. Modem public sector management practices are set out in the Management Accountability Framework (MAF), which establishes general expectations of deputy heads. The MAF describes the general and interdependent management practice: such as accountability, stewardship, values, and performance that every organization needs in order to create a productive and innovative working environment. The MAF also serves as a tool for both departments and Treasury Board to assess management performance. ‘The MAF emphasizes strong values as being fundamental to guiding sound management decisions. The Values and Ethics Code for the Public Service states "how oo0299Annex 6 ends are achieved should be as important as the achievements themselves" . The manner in which results are achieved is an important reflection of the democratic, ethical, professional, and people values described in the Code. Canadians will look to both the results achieved and the means used to assess their trust in the competence and integrity of the government. Beyond the general expectations of MAF and the requirements of the Code, certain management functions must be conducted according to specific rules that are set out in legislation and policies. As appropriate, the Treasury Board issues policy instruments pursuant to the Financial Administration Act and more than 20 other pieces of enabling legislation that provide it with the authority to establish pay rates and benefits for government employees, control and report on public expenditures, and establish rules for managing people and public resources. The Financial Administration Act (FAA, sections 16.3-16.5) now designates deputy ministers of departments identified in Part | of Schedule VI of the Act, as well as heads of institutions identified in Parts II and III of Schedule VI of the Act, as accounting officers for their organizations, within the framework of ministerial responsibility and accountability to Parliament. The changes to the FAA create a legal obligation for accounting officers to appear before parliamentary committees to answer questions in four specific areas: + The measures taken to organize the resources of the organization to deliver departmental programs in compliance with government policies and procedures; + The measures taken to maintain effective systems of internal control in the organization; + The signing of the accounts that are required to be kept for the preparation of the Public Accounts pursuant to section 64; and + The performance of other specific duties assigned to him or her by or under this or any other act in relation to the administration of the organization. 3. Treasury Board policy instruments 3.1 Purpose of policy instruments There are a variety of circumstances that lead to the creation of a Treasury Board management or administrative policy instrument. Similarly, policy instruments may serve one or more general purposes: + Establish and strengthen a consistent management approach across government; Manage significant risks to the operations of all departments; and + Reflect and put into action public service values such as probity, prudence, equity and transparency. 00300Annex 6 Collectively, Treasury Board's policy instruments convey an integrated approach to the discipline of public sector management. Policy instruments provide clear direction to departments on how to orient their activities toward the achievement of results, attract and retain qualified people, embed a citizen focus in the delivery of programs and services, be good stewards of public resources and assets, and assist ministers in their accountability to Parliament. In providing this direction, policy instruments strike a balance that respects the individual authorities and responsibilities of ministers and deputies, ensures a minimum standard of management excellence is maintained in the government as a whole, and fosters a working environment that encourages departments to be responsive and innovative. Treasury Board revises its policy instruments from time to time in consultation with departments. This ongoing effort takes into consideration the risks and benefits associated with a particular issue and a proposed course of action. One of the goals of this effort is to maintain a suite of policy instruments that adequately responds to the perceived risks of the time in a cost-effective manner. In order to promote a consistent and disciplined approach to rule making, policy centers are expected to follow the seven core principles set out in the Smart Rules Charter, appended as Annex A. Another goal is to continuously improve upon several recurring themes in public sector management: how to manage in a way that preserves public trust, enhances efficiency and effectiveness, and ensures transparency and accountability. 3.2 Design and structure As stated above, ministers, deputy heads and Treasury Board each have a role in public sector management. However, Treasury Board's role is unique because, through mandatory policy instruments, it sets the parameters within which all ministers and deputy heads must exercise the various authorities assigned to their position. Therefore, mandatory policy instruments must clearly express each player's, responsibilities and respect existing lines of accountability With this goal in mind, Treasury Board is guided by four principles of effective accountability when developing or updating policy instruments. First, the roles, responsibilities and performance expectations for all players are clearly described. Second, performance expectations are balanced with the capacity (skills and resources) of all players to deliver. Third, credible and timely information is reported to demonstrate policy compliance and good management performance. This information is also essential to the continuous improvement of public sector management. And finally, there is a process in place to oversee compliance and management performance and to administer consequences, good or bad, related to compliance and the performance achieved. In addition to influencing policy development, these four principles are essential to the application of policy instruments within departments, which is discussed later in this document. 00304Annex 6 Treasury Board issues a range of policy instruments that are designed to establish mandatory requirements (rules) or voluntary best practices. There are three types of mandatory instruments (policies, directives and standards) and two voluntary instruments (guidelines and tools). Table 1 provides further definition. The decision to put in place a mandatory versus a voluntary instrument depends on the issue being addressed, the management objective, and whether a lack of consistency across government has the potential to create inequities, inefficiencies or risks that would jeapordize the achievement of the policy objective. Policies are directed at deputy heads and are designed to achieve certain high-level management objectives. Each policy describes specific and measurable results that help departments and Treasury Board to assess whether the policy objective has been achieved. Policies also set out specific requirements or actions that deputy heads must take to achieve the intended results and, ultimately, the policy objective. The other policy instruments are, for the most part, directedat managers and specialists in administrative functions (explain the how). 3.3 Scope The scope of Treasury Board's policy instruments covers a range of administrative or program-related functions. The headings under which most policy instruments have been grouped reflect their historical importance, how the scope of administrative activities has evolved and adapted to address technological innovations, changes in management practice, and increasing expectations of Canadians. As stated previously, Treasury Board adapts its policies to the changing environment and so the scope and functional areas may change over time. Most of the policy instruments fall under one of these functional headings: financial people (human resources) information management and information technology assets and acquired services service j. compensation of employees g. official languages moeaese Each of these policy areas has a higher-level policy framework that outlines the rationale and principles upon which the policy instruments are based. There are also several policies in other functional areas that do not require a separate policy framework because this Foundation Framework and the policies themselves provide the underlying principles and rationale. These policies include the subjects of communications and federal identity, security, and learning Table 1 - Structure and description of Treasury Board policy instruments Instrument Description Usual Appli 00302Policy Framework Policy Directive Standard Guideline Tools Formal statement that provides context and broad guidance with respect to policy themes or clusters. Also provides the supporting structure within which specific Treasury Board policies and other instruments can be understood in strategic terms. Explains why Treasury Board sets policy in particular area. Formal direction that imposes specific responsibilities on departments. Policies explain what deputy heads and their officials are expected to achieve. Formal instruction that obliges departments to take (or avoid) specific action. Directives explain how deputy heads’ officials must meet the policy objective. A set of operational or technical measures, procedures or practices for government-wide use. Standards provide more detailed information on how managers and functional specialists are expected to conduct certain aspects of their duties A document providing guidance, advice or explanation to managers or functional area specialists. Examples include recognized best practices, handbooks, communications products and audit products. Audience Ministers, Deputy Heads Ministers Deputy Heads Managers & Functional Specialists Annex 6 Architectural Mandatory Mandatory Mandatory Voluntary Voluntary 4. General responsibilities and accountabilities with respect to management According to section 7.(1) of the Financial Administration Act, Treasury Board may act on all matters relating to general administrative policy in the federal public administration. In exercising this authority, Treasury Board, supported by the Treasury Board Secretariat (TBS) + Identifies and assesses management-related issues to determine if a government-wide approach is necessary; + Formulates, communicates, reviews, adjusts and evaluates policy instrument + Oversees, interprets, and provides advice to departments on the application of policy instruments; 00303Annex 6 + Makes decisions with regard to departmental submissions pursuant to the control mechanisms established by a particular policy; and + Reports to Parliament and the public on whole-of-government management performance. The Treasury Board is accountable to Cabinet acting as Governor-in-Council and to the prime minister for the policies it issues and for management and financial performance across government. All ministers, including the President of the Treasury Board, are accountable to the prime minister and to Parliament for the use of authority granted under legislation. The Secretary of the Treasury Board and the Comptroller General are, in turn, accountable to the President of the Treasury Board for the activities they undertake in support of Treasury Board. They are also accountable to the Prime Minister through the Clerk of the Privy Council Ministers are responsible for the effective operation of their department, which includes respecting management rules set out in legislation and Treasury Board policies. Ministers are individually accountable to the prime minister and Parliament for their department's performance. For a more thorough discussion on the full scope of ministerial responsibilities and accountabilities, please refer to the Privy Council Office's Accountable Government: A Guide for Ministers and Secretaries of State 2007. Deputy heads are responsible for applying Treasury Board's mandatory policy instruments within their organization, monitoring and auditing their application, taking corrective action in cases of non-compliance, reporting to TBS on matters regarding compliance, and providing advice on the development of policies, often in committees and special studies co-ordinated by TBS. Deputy heads are accountable to their ministers, to the prime minister through the Clerk of the Privy Council, and to the Treasury Board for applying Treasury Board policies. in practice, a deputy head's accountability to the Treasury Board is often fulfilled through their interaction with the Secretary of the Treasury Board. This interaction includes the MAF management assessment process and providing reports to and working with these organizations. For a more thorough discussion on the full scope of accountabilities, deputy heads may refer to the Privy Council Office Guidance for Deputy Ministers and to the Treasury Board Secretariat's Review of the Responsibilities and Accountabilities of Ministers and Senior Officials - Meeting the Expectations of Canadians. 5. Applying Treasury Board policy instruments When applying Treasury Board policy instruments, and in all their duties, public servants must reflect the values and uphold the behaviour articulated in the Values and Ethics Code for the Public Service. Policy instruments are applied in departments by following the same four principles for effective accountability used to develop policy instruments, which was discussed earlier in Section 3.2. While the specific requirements contained in policy instruments will vary with subject matter, there are general 00304Annex 6 requirements common to most policy instruments that deputy heads must have in place in order for their departments to achieve the expected results and objectives. These general requirements are explained in this section Treasury Board and TBS also have a role in ensuring policy instruments are applied, and this is also explained below. 5.1 Clear roles, responsibilities and performance expectations Setting clear roles, responsibilities and performance expectations involves the following three steps: + Allmanagers and employees are trained and understand how policy instruments shape their respective duties and the operations of the entire department; + The requirements set out in mandatory policy instruments are used in defining the responsibilities of deputy heads, managers and functional specialists, as deemed appropriate. In assigning responsibilities, deputy heads should strive to delegate decision-making authority to the most appropriate level to achieve results; and + Similarly, objectives and expected results set out in mandatory policy instruments are used to establish reasonable performance expectations for individuals and organizational units. 5.2 Balancing expectations with capacity to deliver In addition to the requirement to train employees, the following three general requirements help establish departmental capacity to deliver: + Sufficient resources are allocated and used efficiently to apply Treasury Board policy instruments; + Appropriate processes and systems are in place to organize and control activities; and + Quality information on policy-related activities is collected and used to make decisions, monitor compliance with policy instrument requirements, evaluate results, continuously improve management practices, and provide a fair and reliable account through reports. 5.3 Reporting Reporting is one of the principle means through which departments fulfil their ‘commitment to the public service value of transparency. Through reporting, a department's management successes and failures are opened to the scrutiny of Treasury Board, Parliament and the public. Reporting is also the means through which departments demonstrate compliance with policy and statute, allowing for appropriate monitoring and oversight.Annex 6 Although policy reporting requirements and mechanisms may vary from policy to policy, it is essential that the principles of effective accountability set out in this Framework are upheld. Policy reporting is developed in consultation with departments with a view of ensuring that it efficiently meets the needs of decision-makers and supports accountable government. To this end, policy centers will adhere to the following principles when designing reporting requirements: + Reporting requirements should respect the oversight responsibilities and accountabilities of deputy heads; + Reporting requirements should have a clear purpose; + Reporting requirements should seek timely and meaningful information to meet the purpose; + Reporting requirements should be efficient — the cost to create and submit information should be minimal; and + Reporting requirements should leverage existing data sources and should not duplicate other requirements. 5.4 Oversight and consequences 5.4.4 Oversight Departments and Treasury Board each have oversight responsibilities. Ministers and deputy heads oversee policy application within their departments, while Treasury Board, with the assistance of TBS oversees policy application government-wide. (Note that Treasury Board also has oversight responsibility for government expenditures, but that is not discussed in this document.) Ministers and deputy heads need to be supported by sound management expertise and a strong system of controls in order to fuffil their oversight responsibility. Internal audit and program evaluation are examples of two key activities involved in oversight. Treasury Board has established policies that set minimum standards of conduct for these activities. The other key oversight tool is the Management Accountability Framework, which describes the 10 general and interdependent management conditions that deputy heads are expected to create within their departments. The MAF is used to assess overall management performance. Performance against each of the MAF elements is assessed using indicators that are in part shaped by the most important and high-level requirements contained in Treasury Board policies. Integrating the MAF expectations and Treasury Board policy requirements in this fashion reinforces the fact that MAF and policies are complementary and mutually supporting — both are necessary in managing departments. Should unresolved questions arise on the interpretation of a policy instrument, departments should contact TBS for an advance interpretation in order to clarify the matter. Should the issue remain unresolved, or a dispute should arise, the minister may 000306Annex 6 seek a Treasury Board decision on the interpretation and application of the policy instrument. The Treasury Board executes its oversight in a manner that respects the accountabilities for management that rest with ministers and deputies. The Treasury Board oversees policy compliance, maintenance of internal control systems and, based on a risk assessment, certain departmental transactions. In performing this oversight role, it relies on a number of sources, such as departmental audits, program evaluations, departmental performance reports, Treasury Board submissions, reports submitted to Treasury Board pursuant to policy requirements, reports from the Office of the Auditor General, the Public Accounts of Canada and on discussions with departmental officials at all levels. All this information is collected and reviewed by TBS and categorized against the 10 elements of the MAF. The information is then used to update policy instruments and as the basis for discussions with deputy heads regarding their management performance. The Financial Administration Act (section 16.5) now sets out a mandatory process to follow whenever the appropriate minister for an organization listed in Parts | and Il of Schedule VI of the FAA (the process does not apply to organizations listed in Part Ill of Schedule VI), and the accounting officer for the organization, are unable to agree on the interpretation or application of TB policies, directives or standards. In these instances, the accounting officer, with a copy to his or her minister, is required to write the Secretary of the Treasury Board to seek written guidance on the matter. If the matter remains unresolved following receipt of written guidance from the Secretary of the Treasury Board, then the responsible minister is required to refer the matter to Treasury Board for a decision. The referral must take the form of a Treasury Board submission and be signed by the responsible minister. A copy of the decision of the Treasury Board will be provided to the Auditor General as a confidence of the Queen's Privy Council 5.4.2 Consequences The measures taken by a department to ensure application of Treasury Board policies will play an important role in determining the working relationship between individual departments and the Treasury Board. The level of oversight exercised by Treasury Board will be based largely on the department's own internal management and oversight regime and the actions taken within the department to deal with issues of non- compliance. When cases of policy non-compliance arise, the root causes and circumstances that led to failure are rarely simple. There are often several related factors. Non-compliance can be due to lack of knowledge, gaps in oversight, difficulties in interpretation and application of policies and regulations and, in more rare instances, deliberate actions that must be addressed through disciplinary measures. The extent to which the actions 00307Annex 6 or inactions of individuals or departments contributed to non-compliance makes the investigation process critical to deciding on remedial or disciplinary measures. The Treasury Board's decision to take further action or to intervene in cases of non- compliance (i.e., negative consequences for departments) hinges on the degree of risk involved in the management problem at hand. Interventions take various forms, including informal follow-ups, requests for specific information or additional reports, external audits or other investigations, formal direction on specific preventative or corrective measures to be taken by the department, and withdrawal of authority. Deputy heads are responsible for implementing appropriate responses and corrective measures in their department (including negative consequences for individuals). These measures should also decrease the likelihood of recurrence. In an effort to ensure some consistency in the government's approach to policy non-compliance, Treasury Board policies explain possible institutional, and in some cases, individual consequences. ANNEX A: Smart Rules Charter + Rules are clear, understandable and accessible + Rules do not overlap or conflict with each other + Rules include clear accountabilities, permit monitoring and define consequences of non-compliance + Rules are efficient - the administrative benefits of a rule should outweigh the administrative costs of following the rule + Rules are only imposed where justified by evidence-based criteria + Rules are put in place only if alternative instruments (e.g. voluntary measures, information strategies) are insufficient to meet policy or program objectives + Rules are effective in addressing and controlling concerns Footnotes Footnote fn1 The terms "deputy head” and "department are used throughout this document. The definition of these terms will vary depending on the topic of a Treasury Board policy. "Deputy head" generally includes both deputy ministers and deputy heads, and in specific cases may include heads of Crown corporations. "Department" is generally used within the meaning of section 2 of the Financial Administration Act, but in specific cases may include Crown corporations. However, certain organizations have legislative authority to establish their own Policies for specific administrative functions, and a Treasury Board policy does not apply in those cases. 00308Annex 6 Return to footnote [1] referrer Footnote fn2 Treasury Board of Canada Secretariat, Values and Ethics Code for the Public Service, 2003, p.5. Return to footnote [2] referrer Date modified: 2008-06-24 00309Annex 6 Policy Framework for People Management Effective date This Framework is effective as of July 19, 2010, and applies to the core public administration Context The federal public service undertakes complex and diverse work developing policy and delivering programs and services to Canadians. Effective people management is a cornerstone of a high performing public service and a key enabler in building Canadians’ trust in and satisfaction with government. Over the years, people management has evolved to keep pace with changes in the business context. New challenges of fast paced change, globalization, increasingly more complex, diverse situations and fiscal considerations now have to be addressed to ensure continuing excellence in public service. People management goes beyond the transactional activities associated with human resources to building a culture of excellence on foundations such as leadership, values and ethics and employee engagement and development. It is an integral part of achieving operational objectives and requires sustained leadership and investment of time and resources. It also requires the engagement of managers, employees, human resources practitioners, central organizations, and bargaining agents. This Framework outlines an approach to people management that builds on past changes and further enables organizations to manage people in a way that best accomplishes their business objectives. The approach is based on legislated authorities, common principles, sound risk management practices and enhanced collaboration between parties. The application of this approach is expected to achieve a public service that i. Attracts, recruits and retains talented individuals, and maximizes the potential of its workforce to meet both current and future organizational needs; ii, Provides a workplace where employees have meaningful work in a fair, safe, supportive and ethical environment; il, Fosters leadership that sets clear direction, engages employees and demonstrates and promotes the public service values and ethics; and iv. _ Invests in an infrastructure of people and systems that enables high quality people management services. 0310Annex 6 Purpose The Framework sets out the principles that will guide the approach to people management governance and the development of people management policy. It also sets out the principles that will effectively foster excellence in people management. Finally, the Framework clarifies the roles and responsibilities of Treasury Board Secretariat, Office of the Chief Human Resources Officer (OCHRO), deputy heads and several other parties in shaping people management. Principles The following principles are fundamental to people management and apply to and guide decisions related to: i. People management governance (both within departments and across the core public administration) © Recognition that there exists an inter-dependency between the role of, OCHRO and the deputy heads; and o Deputy heads have a responsibility in supporting the corporate people management agenda for the public service. ii. People management policy development: © Focuses on priorities, areas of high risk or issues where a common approach is warranted; © Respects the primary role and authority of deputy heads in exercising their responsibilities for managing their employees; and © Provides departments and agencies with people management flexibilities to respond to their business needs. ji, | People management practice: © Leadership, empowerment and employee engagement are fostered at all levels of the organization; Linguistic duality and diversity of backgrounds and skills are reflected across the public service; A respectful workplace is fostered through inclusiveness and meaningful dialogue with all parties; co Trust and a spirit of horizontal collaboration is cultivated; © Innovation and creativity are nurtured and recognized; and o Aneffective people management information infrastructure supports business success and accountabilities. Roles and Responsibilities Deputy heads have primary responsibility for the effective management of the people in their organizations. In accordance with the principles above, they are responsible for planning and implementing people management practices that deliver on their operational objectives and for assessing their organization's people management 0314Annex 6 performance. They are also responsible for working individually and collectively to foster a culture of people management excellence in the public service. Other key departmental players are the Heads of Human Resources, who have an essential role in supporting deputy heads in futfiling their responsibilities, as well as departmental managers, who are responsible for ensuring effective people management in all activities falling under their area of responsibilty. The Treasury Board may act on all matters relating to people management unless otherwise provided for under legisiation. For example, those areas specifically conferred ‘on the Public Service Commission under the Public Service Employment Act. The Treasury Board Secretariat, Office of the Chief Human Resources Officer (OCHRO) supports the Treasury Board on matters regarding people management and enables deputy heads in fulfling their roles and responsibilities for people management by: + Developing broad policy direction; + Assessing and preparing reports on the state of people management in the Public service; + Working with deputy heads and to develop people management capacity and to advance corporate people management priorities; and + Establishing common business processes and shared systems. Furthermore, it is responsible for the management of compensation, including compensation planning” and reporting, classification standards, pensions and benefits, collective bargaining and effective labour management-relations. Where warranted, it also leads corporate people management projects and initiatives. Other central organizations have key roles in government-wide people management + The Privy Council Office supports the Clerk in his role as Head of the Public Service including identifying and driving specific public service-wide people management priorities. + The Canada School of Public Service has a legislated mandate to provide earning, training and development in the public service and to assist deputy heads in meeting the learning needs of their organizations. + The Public Service Commission is responsible for independently safeguarding the integrity of the staffing system and the non-partisanship of the public service The Human Resources Council, comprised of Heads of Human Resources, is an integral part in shaping a shared people management agenda and is engaged through established governance structures. The Bargaining Agents represent unionized employees in the workplace. They are engaged by the Treasury Board Secretariat, departments and other organizations in 00312Annex 6 meaningful consultations in areas such as the people management agenda and policy development that could affect their membership. Other parties ‘A number of other parties such as tribunals, commissions and boards have important roles and responsibilities related to people management, as defined in legislation. Certain departments have people management responsibilities, such as Department of Public Works and Government Services for administrative pay matters and the Department of Human Resources and Skills Development for Worker's Compensation, Health and Safety issues. For additional information regarding these parties and others please see Section 9, "References". Monitoring and Reporting Specific monitoring and reporting requirements are described in the individual policy instruments associated with this Framework. The Treasury Board Secretariat-OCHRO will use information gathered through its monitoring and assessment activities to assess and to report, as necessary, on the people management performance of individual organizations. It will also prepare an annual report to Parliament on the overall state of people management in the public service The Foundation Framework for Treasury Board Policies includes additional information on reporting and oversight of Treasury Board policies. Consequences The Treasury Board Framework for the Management of Compliance explains the role and application of consequences with respect to Treasury Board policies. Specific consequences for non-compliance are outlined in individual policy instruments associated with this Framework Enquiries ‘The Treasury Board of Canada Portfolio is responsible for the policy instruments to which this Framework applies. Please direct any enquiries related to this framework to: ‘TBS Public Enquiries Treasury Board of Canada Secretariat Telephone: 613-957-2400 Ottawa ON K1A ORS Facsimile: 613-952-1010 00313Annex 6 References Values and Ethics Code for the Public Sector (under development in 2010) ‘TB Frameworks Foundation Framework for Treasury Board Policies Framework for the Management of Compliance Policy Framework for the Management of Assets and Acquired Services Governance and Expenditure Management Framework (yet to be published) Framework for the Management of Risk (yet to be published) Financial Management Policy Framework (yet to be published) Policy Framework for Information and Technology Policy Framework for the Management of Compensation Related Legislation Canada Labour Code (Part Il - Occupational Health and Safety) Canada School of Public Service Act Canadian Human Rights Act Department of Public Works and Government Services Act Employment Equity Act Financial Administration Act Government Employees Compensation Act Official Languages Act Public Servants Disclosure Protection Act Public Sector Equitable Compensation Act Public Service Employment Act Public Service Labour Relations Act Public Service Superannuation Act Collective Agreements Other parties. Canadian Human Right Commission Canadian Human Rights Tribunal Commissioner of Official Languages Department of Human Resources and Skills Development Canada Department of Public Works and Government Services Canada Occupational Health and Safety Tribunal of Canada Public Service Disclosure Protection Tribunal Public Service Integrity Commissioner Public Service Labour Relations Board Public Service Staffing Tribunal ooas14Annex 6 Footnotes Footnote fn1 Core public administration - departments as defined in Schedule |, and the other portions of the federal public administration named in Schedule IV of the Financial Administration Act. Return to footnote 1 referrer Footnote fn2 This is a shared responsibility with the TBS-Expenditure Management Sector Return to footnote 2 referrer Date modified: 2010-07-15 000315Annex 6 Policy on Official Languages 1. Effective Date 1.1 This policy takes effect on November 19, 2012 and replaces the Official Languages Policy Framework, the Policy on the Use of Official Lanquages for Communications with and Services to the Public, the Policy on Lanquage of Work, and the Policy on Official Languages for Human Resources Management. 2. Application 2.4 This policy applies to all institutions that are subject to Parts IV (Communications with and Services to the Public), V (Language of Work), VI (Participation of English- speaking and French-speaking Canadians) and section 91 (Staffing) of the Official Languages Act (OLA), with the exception of the Senate, the House of Commons, the Library of Parliament, the office of the Senate Ethics Officer, and the office of the Conflict of Interest and Ethics Commissioner. In places, this Policy also refers to Part VII (Advancement of English and French) of the OLA, given the close links between official languages obligations for institutions that are found in Parts IV, V, VI and VIL Requirements under this policy apply, however, only to institutions subject to Parts IV, V and VI and section 91 of the OLA 3. Context 3.1 The Official Lanquages Act (OLA) is based on the Constitution Act of 1867 and the Canadian Charter of Rights and Freedoms (the Charter). Its quasi-constitutional status has been recognized by the Canadian courts. 3.2 The OLA reaffirms the equality of status of English and French as the official languages of Canada and establishes equal rights and privileges as to their use in institutions. The OLA sets out the obligations of institutions with regard to official languages. The Official Lanquages (Communications with and Services to the Public Regulations (the Regulations) define the scope of certain provisions of the OLA with respect to communications with and services to the public. 3.3 The OLA defines the responsibilities and duties of the Treasury Board in the area of official languages. They include providing the general direction and coordination for the policies and programs of the Government of Canada of the parts of the OLA relating to the implementation of communications with and services to the public, language of work and the equitable participation of English-speaking and French-speaking Canadians in institutions. 3.4 The OLA also defines the responsibilities and duties of the Minister of Canadian Heritage in the area of official languages. This role relates to the obligation of 00316