2016–17 Departmental Results Report

The original version was signed by:

The Honourable Karina Gould, P.C., M.P.
Minister of Democratic Institutions

Message from the Interim Commissioner of Official Languages of Canada

Ghislaine Saikaley

Our 2016–17 Departmental Results Report informs Parliamentarians and Canadians about our work and the results we have achieved over the past fiscal year. To improve the way in which we report to Canadians, we have replaced the Departmental Performance Report with a new, simplified report.

The year has been marked by transition, with the short extension of Commissioner Graham Fraser’s second mandate until December 17, 2016, and then my appointment as Interim Commissioner of Official Languages.

Our organization continued its work preparing for the arrival of a new Commissioner, achieving the objectives described in the 2016–17 Report on Plans and Priorities and ensuring optimal use of public funds.

We also continued our efforts to raise awareness among federal institutions and the Canadian public about the situation of official language minority communities and respect for linguistic duality. Linguistic duality is still strongly supported by Canadians, as confirmed by the results of a public opinion survey released by the Office of the Commissioner of Official Languages in August 2016.

This year, as Canada celebrates the 150th anniversary of Confederation, the Office of the Commissioner has an opportunity not only to continue raising awareness among key decision makers about federal institutions’ official languages obligations, but also to ensure that Canada’s linguistic duality is an integral part of the celebrations. To highlight the importance of Canada’s linguistic duality as one of the pillars of our country’s history, we posted our Official Languages in Canada: 150 Years of History timeline on our website in February 2017 and organized a conference called 150 Years of Legislative and Judicial Bilingualism: History, current reality and outlook for the future on March 5, 2017. The topics addressed during the conference helped participants to take stock of events since 1867, evaluate the progress that has been made and examine the current and future challenges that must still be overcome.

Of the 1,355 complaints received by the Office of the Commissioner in 2016–2017, 1,018 were deemed admissible and investigated. This is a 40% increase over the previous year, which highlights the need to continue our interventions among federal institutions to ensure full compliance with the obligations set out in the Official Languages Act. We have also continued to work with federal institutions to ensure that our recommendations are addressed.

Other high priority files this year included the Audit of Bilingual Services to the Travelling Public Provided by the Canadian Air Transport Security Authority, the bilingual capacity of the superior court judiciary, the Early Childhood: Fostering the Vitality of Francophone Minority Communities report and promoting active offer of services in both official languages to Canadians.

Ghislaine Saikaley

Results at a glance

Actual spending
Total actual spending for 2016-17 (dollars) Total actual full-time equivalents for 2016-17
20,434,720 158

Program 1.1: Protection

Program 1.2: Promotion

Priority 1: Optimize the impact of strategic official languages initiatives.

  • Two reports were tabled in Parliament: the Special Report to Parliament – Air Canada: On the road to increased compliance through an effective enforcement regime and a report to Parliament on the investigation into the Courts Administration Service. The latter was regarding the language in which Federal Court decisions are published on-line.
  • New strategies were developed to manage complaints.
  • The Audit of Bilingual Services to the travelling public provided by the Canadian Air Transport Security Authority was completed and published.
  • Key partners were consulted to gather information and feedback on the following four categories of our activities: audits and audit follow-ups; report cards and observations; the annual report; and promotional and educational products. The Office of the Commissioner wanted to know whether its tools are helping its partners meet their official languages objectives and whether the tools are being provided efficiently and effectively. The results were encouraging and will help the Office of the Commissioner to improve our tools.
  • Targeted prevention interventions were conducted and discussions were held with federal institutions. These had a positive impact on the protection of language rights as a result of the conclusions and recommendations that were made for federal institutions regarding official languages initiatives.
  • Planning began for activities to celebrate the 150th anniversary of Confederation, collaboration continued with key decision makers to ensure that linguistic duality is an integral part of the celebrations, and measures were taken to ensure ongoing promotion of linguistic duality within Canadian society.
  • Monitoring and sustained strategic interventions also continued, particularly in the areas of service to the public, language of work in the public service and the development of official language minority communities.

Priority 2: Ensure that the organization is managed effectively during the transition period.

  • Initiatives were introduced to optimize complaint processing.
  • The case management system modernization project was fully implemented, and the transition from the old system to the new one went smoothly.
  • An activity-based costing analysis was conducted to optimize resources.
  • Briefing material was prepared for the next Commissioner in order to ensure a smooth transfer of corporate knowledge.
  • The Interim Commissioner took every opportunity to communicate with staff to support employees, ensure transparency and maintain business continuity. She also participated in various events, forums and meetings, visited each region in Canada and met with official language minority communities.

For more information on the Office of Commissioner of Official Languages’ plans, priorities and results achieved, please see the “Results: What we achieved” section of this report.

Raison d’être, mandate and role: Who we are and what we do

Raison d’être

The Commissioner of Official Languages oversees the full implementation of the Official Languages Act, protects the language rights of Canadians and promotes linguistic duality.

Mandate and role

Section 56 of the Official Languages Act states: It is the duty of the Commissioner to take all actions and measures within the authority of the Commissioner with a view to ensuring recognition of the status of each of the official languages and compliance with the spirit and intent of this Act in the administration of the affairs of federal institutions, including any of their activities relating to the advancement of English and French in Canadian society.

Under the Act, therefore, the Commissioner is required to take every measure within his or her power to ensure that the three main objectives of the Official Languages Act are met:

  • Ensure the equality of the status and use of English and French in Parliament, the Government of Canada, the federal administration and the institutions subject to the Act.
  • Support the development of official language minority communities in Canada.
  • Advance the equality of English and French in Canadian society.

For more general information about the Office of the Commissioner of Official Languages, please see the “Supplementary information” section of this report.

Operating environment and key risks

Operating environment

The activities described in the 2016–17 Report on Plans and Priorities continued as usual under the leadership of Interim Commissioner Ghislaine Saikaley, who has headed the organization since Commissioner Graham Fraser’s departure on December 16, 2016.

Certain actions taken by the federal government in the past year have created new opportunities in official languages. The reinstatement of the Court Challenges Program, full university status for Royal Military College Saint-Jean and a commitment to making bilingualism a requirement for new Supreme Court judges are positive signs that suggest a renewal of official languages governance within the federal government.

Key government and community stakeholders have expressed a keen interest in files that the Office of the Commissioner considers to be pivotal in the application of the Official Languages Act, including the modernization of the Official Languages (Communications with and Services to the Public) Regulations and the regulations concerning language of work within the public service . Not only does the Office of the Commissioner plan to make its position on these files known to the government during the 2017–2018 fiscal year, it will also ensure that the interests of official language minority communities are taken into consideration and that government actions are focused on achieving concrete results. The Office of the Commissioner also plans to do the same for the new official languages action plan, on which the Department of Canadian Heritage conducted public consultations in 2016.

The celebrations surrounding the 150th anniversary of Confederation are an opportunity to showcase linguistic duality as a key aspect of Canada’s history, a fundamental component of our country today and a valuable asset for the future.

For the Office of the Commissioner, the 150th anniversary of Confederation in 2017 will also serve as a springboard for the 50th anniversary of the Official Languages Act in 2019. These two anniversaries will provide an opportunity for various official languages stakeholders in government, communities and academia to examine the application of the Act, outline courses of action for the future and possibly propose legislative amendments. The Office of the Commissioner will be fully involved in these discussions.

Canadians still strongly support linguistic duality and the learning of both official languages, as evidenced by separate surveys conducted in 2016 by the Office of the Commissioner and Canadian Heritage.

In this time of opportunity, however, there are still challenges to overcome. Official language policy continues to be the subject of much debate, both for the federal government and for some provincial governments. Because of inadequate funding, the demand for French immersion programs continues to exceed the supply in many regions.

The courts continue to examine various remedies, including some that directly involve the federal government. Providing a bilingual greeting (active offer) continues to be a challenge for federal employees, even though it has been a legislative obligation since 1969. And community groups are reporting that their employees and members are stretched to the limit, even though the government’s objectives on the vitality of official languages communities are often achieved as a result of these organizations’ actions across the country.

It should be noted that the number of official languages complaints filed by Canadians has been rising steadily over the past three years, and that the Office of the Commissioner’s activities are closely connected to these complaints because they must be investigated and may require recommendations, which must then be followed up.

In addition to investigations, the Office of the Commissioner can also conduct activities—including audits—to measure federal institutions’ compliance. The Office of the Commissioner decides which tools are the most suitable to address issues that concern one or more institutions.

The Office of the Commissioner’s resources currently allow for very limited flexibility in terms of new initiatives. An ongoing budget review exercise helps the organization to reallocate resources, as needed, to meet priorities. This exercise also allows for some leeway in dealing with the financial pressures the organization is facing, much the same as other federal institutions.

Key risks

Risks Mitigating strategy and effectiveness Link to the department’s programs Link to mandate letter commitments or to government-wide and departmental priorities
Project Management Capability

The Office of the Commissioner established an investment planning process that contains a formal process for managing projects (including evaluation and approval). This investment plan helps the organization to strengthen its project management capability.

The Office of the Commissioner also introduced a governance structure to manage and monitor projects approved through the investment plan.

  • Protection
  • Promotion
  • Internal Services

Strategic Outcome

Rights guaranteed by the Official Languages Act are protected and linguistic duality is promoted as a fundamental value of Canadian society.

Level of Resources

The Office of the Commissioner completed an activity-based costing analysis to assess resource requirements. This analysis helped the executive committee to make certain decisions regarding resource allocation.

The Office of the Commissioner reviewed its budgeting and forecasting processes to increase their efficiency and better support financial decision making.

  • Protection
  • Promotion
  • Internal Services

Strategic Outcome

Rights guaranteed by the Official Languages Act are protected and linguistic duality is promoted as a fundamental value of Canadian society.

Parliamentary Relations The Office of the Commissioner developed and implemented an official languages intervention strategy for key members of Parliament. This strategy helped the organization to develop relationships with Parliamentarians following the 2015 election. Promotion

Strategic Outcome

Rights guaranteed by the Official Languages Act are protected and linguistic duality is promoted as a fundamental value of Canadian society.

The three risks faced by the Office of the Commissioner were caused by a number of factors related to its operating environment. The risks related to project management capability and level of resources could be considered threats, and the risk related to parliamentary relations was an opportunity for the organization.

Results: What we achieved

Programs

Protection of Language Rights

Description

Through this program, the Office of the Commissioner of Official Languages investigates complaints filed by citizens who believe their language rights have not been respected, evaluates compliance with the Official Languages Act by federal institutions and other organizations subject to the Act through performance measurements and audits, and intervenes proactively to prevent non-compliance with the Act. As well, the Commissioner may intervene before the courts in cases that deal with non-compliance with the Official Languages Act.

Results

A special report to Parliament was tabled in June 2016, entitled Air Canada: On the road to increased compliance through an effective enforcement regime. The purpose of this special report was to provide Parliament with an overview of the problem regarding Air Canada’s level of compliance with the Official Languages Act.

A report to Parliament on the language in which Federal Court decisions are posted on-line was tabled in November 2016. This report was regarding an investigation into the Courts Administration Service about issues and a dispute that have been going on for several years.

The Commissioner wrote to the President of the Treasury Board to share his concerns about the Treasury Board’s policy regarding the linguistic designation of management or supervisory positions in designated bilingual regions and the impact for employees. This resulted in the creation of a working group composed of representatives from the Office of the Commissioner and the Treasury Board of Canada Secretariat to clarify and understand both organizations’ positions on the linguistic designation of positions.

The Audit of Bilingual Services to the Travelling Public Provided by the Canadian Air Transport Security Authority was published in March 2017. The audit was conducted following a gradual increase in the number of complaints, which indicated a systemic problem regarding active offer and the delivery of services in both official languages at checkpoints in certain designated bilingual airports.

The follow-up to the 2013 Horizontal Audit of Accountability for Official Languages Transfer Payments to the Provinces was published in October 2016. The follow-up activities concerned two of the three federal institutions that were audited: Canadian Heritage and Immigration, Refugees and Citizenship Canada.

The follow-up to the 2012 Audit of the Delivery of Bilingual Services to Visitors by Parks Canada was also conducted, and the report was published in September 2016.

The Office of the Commissioner published and promoted a report on Commissioner Fraser’s interventions before the courts during his decade in office.

In 2016–2017, the Office of the Commissioner began the Audit of the Availability of Learning Services in English and in French at the Canada School of Public Service. The objective of the audit was to verify whether the institution is taking its language obligations into account when planning and designing its learning activities, whether these activities are of equal quality in both official languages and whether they are provided in a timely manner to all federal employees. The audit also seeks to confirm whether the institution has mechanisms for ongoing monitoring and improvement of its learning activities in both official languages.

Interventions were conducted among federal institutions, including the Parliamentary Protective Service, to raise awareness among managers about their organization’s language obligations.

The Commissioner asked for and obtained intervenor status in three court cases filed under the Official Languages Act: one on the language of services and communications (Fédération des francophones de la Colombie-Britannique v HRSDC et al.), one on language of work in the public service (André Dionne v Office of the Superintendent of Financial Institutions et al.) and one on the constitutionality of the Official Languages (Communications with and Service to the Public) Regulations(Société franco-manitobaine v Attorney General of Canada et al.).

The Office of the Commissioner continued to increase initiatives under the complaints process by developing four new strategies to have a greater impact on federal institutions and to manage new complaints about these institutions more effectively.

A revised process of the follow-up to recommendations made in final investigation reports was put in place to validate whether institutions were implementing the Commissioner’s recommendations. This revised process helps the Commissioner to conduct timely follow-up activities in order to ensure that institutions are implementing the recommendation(s) and to assess whether further intervention should be undertaken in the event that an institution has not implemented the recommendation(s) issued to ensure that they meet their official languages obligations. Early indications have shown that this new process is having a positive impact on institutions, full implementation of the Commissioner’s recommendations.

The Office of the Commissioner conducts a review of internal investigation processes on an ongoing basis to help better manage the increase in complaints. In 2016–2017, the Office of the Commissioner received 40% more complaints than in 2015–2016; and in 2015–2016, there had been an increase of 32% over the previous year.

As a result of streamlining efforts, there was a notable improvement in achieving the service standard for the formal investigation process, which rose from 15% to 40% despite the same level of resources as previous years.

Results achieved
Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
The Canadian population receives responses to its complaints and inquiries according to established service standards. Percentage of responses provided within established service standards:
  • responses to inquiries within 30 working days
  • formal investigations within 175 working days
  • facilitated resolution within 90 working days
70% March 2017
  • Responses to inquiries completed within established service standards: 31/36 (86%)
  • Formal investigation process completed within established service standards: 214/537 (40%)
  • Facilitated resolution process completed within established service standards: 123/211 (58%)
  • Overall achievement of objectives: 47%
45% This indicator was modified in 2015-2016.
Federal institutions and other organizations subject to the Official Languages Act improve their capacity to meet the requirements of the Act. Percentage of the Commissioner's recommendations (made through audits and investigations) that have been implemented 60% March 2017
  • Investigation recommendations partially or fully implemented: 68/72 (94%)
  • Audit recommendations partially or fully implemented: 8/12 (67%)
  • Overall achievement of objectives: 92%
100% This indicator was modified in 2015-2016.
The Canadian population benefits from the Commissioner’s interventions before the courts. Percentage of legal proceedings involving the Commissioner that had a positive impact on the interpretation or application of the Act or the Charter 65% March 2017 Result: 72%
Of the nine court decisions in the past three years, five had a positive impact on the interpretation or application of the Act or the Charter, while two decisions had a mitigated impact and positive results for certain issues.
57.5%  
Budgetary financial resources (dollars)
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
(authorities used)
2016–17
Difference
(actual minus planned)
6,967,574 6,967,574 7,784,195 7,554,792 587,218
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference
(actual minus planned)
61 63 2

Promotion of Linguistic Duality

Description

Through this program, the Office of the Commissioner of Official Languages (OCOL) works with parliamentarians, federal institutions and other organizations subject to the Official Languages Act, official language communities and the Canadian public in promoting linguistic duality. OCOL builds links between federal institutions, official language communities and the different levels of government to help them better understand the needs of official language communities, the importance of bilingualism and the value of respecting Canada’s linguistic duality. To fulfill its role in that promotion, OCOL conducts research, studies and public awareness activities and intervenes with senior federal officials so that they instill a change in culture to fully integrate linguistic duality in their organizations.

Results

In 2016–2017, the Office of the Commissioner focused on strategic initiatives to raise awareness among federal institutions and Canadians about the situation of official language minority communities, the importance of language rights and respecting linguistic duality. The Office of the Commissioner must ensure ongoing contact with various organizations, federal institutions and provincial and territorial partners in order to promote linguistic duality in all provinces and territories across Canada.

Linguistic duality is still strongly supported by Canadians, as confirmed by the results of a public opinion survey released by the Office of the Commissioner of Official Languages in August 2016.

The Office of the Commissioner continued to promote linguistic duality through presentations in French language schools and in French-immersion schools across the country. The Office of the Commissioner’s promotional efforts also targeted federal public servants, who were offered workshops on bilingual meetings, supplied with our guide called Effective practices for chairing bilingual meetings and equipped with our Bilingual Meetings: Take Action! tool.

Promotional activities were held across the country to promote linguistic duality in Canadian society and foster the development of official language minority communities. Here are some examples:

  • Development and publication of a series of infographics that present data on official language minority communities and second language learning in each province and territory. Available on-line, these documents were largely used by various community groups.
  • Organization of a panel in the Atlantic region to highlight National Francophone Immigration Week, in cooperation with the Société nationale de l’Acadie and the Atlantic Canada Opportunities Agency.
  • Organization of a workshop in November 2016 entitled What Now for French Immersion? in partnership with Canadian Parents for French. Tied to the 50th anniversary of the birth of French immersion in suburban Montreal in 1965–1966, this event was held at Vanier College in Montréal and saw education experts assess the strengths and weaknesses of French immersion programs in which more than 375,000 Canadian children are currently enrolled.

As part of the preparations for the 150th anniversary of Confederation, the Office of the Commissioner promoted its Celebrating Canada guide and by participated actively on Canada 150 interdepartmental committees in order to strengthen its message and raise awareness among key decision makers about federal institutions’ obligations. To ensure that linguistic duality is an integral part of the anniversary celebrations, the Office of the Commissioner developed a Canada 150 strategy to encourage event organizers and partners to consider the importance of linguistic duality when planning activities as part of the festivities.

To highlight the importance of Canada’s linguistic duality as one of the pillars of our country’s history, the Office of the Commissioner posted its Official Languages in Canada: 150 Years of History timeline on its website and organized a conference called 150 Years of Legislative and Judicial Bilingualism: History, current reality and outlook for the future in partnership with the Laskin 2017 competition and the Fédération des associations de juristes d’expression française de Common Law Inc. The Office of the Commissioner also prepared a series of five videos featuring Canadian personalities speaking in their second official language. The videos will be posted on its social media sites in 2017–2018.

Other high profile files in 2016–2017 included the early childhood report entitled Early Childhood: Fostering the Vitality of Francophone Minority Communities published in October 2016, the study on promoting active offer published in July 2016, and the active offer tools developed specifically to support federal institutions in meeting their objectives in terms of compliance with the Act.

In order to remain relevant in its approaches and positions, the Office of the Commissioner also began an exploratory study on the impact of the digital age on the Official Languages Act. The study will be continued in 2017–2018.

Still in transition, the Office of the Commissioner has prepared the development and implementation of a Parliamentary strategy for when the new Commissioner starts.

Results achieved
Expected results Performance Indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
Parliament receives advice and information about the official languages implications of evolving legislation, regulations and policies. Number of appearances before parliamentary committees and interactions with parliamentarians 28Footnote 1 March 2017 19
  • 3 appearances before the Senate
  • 3 appearances before the House of Commons, including the 2015–2016 annual report and the Special Report on Air Canada
  • 13 interactions with parliamentarians
15
  • 2 appearances before the Senate
  • 1 appearance before the House of Commons, including the 2014–2015 annual report and the Office of the Commissioner’s Main Estimates
  • 12 interactions with parliamentarians
Plus 360 letters sent from the Commissioner to parliamentarians, including Ministers, following the election of the Liberal government
4 appearances before parliamentary committees, for the following files:
  • 2013-2014 annual report
  • Bill C-520
  • the Office of the Commissioner’s Main Estimates
  • the economic development of minority communities
Canadian society is informed of official languages rights and obligations, and of the fundamental value of linguistic duality in Canada. Number of promotional activitiesFootnote 2 1,000 March 2017 950 promotional activities, including:
  • 13 speeches;
  • 3 press conferences;
  • 9 press releases;
  • 2 opinion pieces;
  • 830 meetings;
  • 48 information kiosks;
  • 18 promotional articles; and
  • 27 interviews.
Plus 391 responses to general enquiries.
884 promotional activities, including:
  • 20 speeches;
  • 1 press conference;
  • 7 press releases;
  • 2 opinion texts;
  • 789 meetings;
  • 22 information kiosks;
  • 4 publications;
  • 16 promotional articles; and
  • 23 interviews.
Plus 555 responses to general enquiries.
1,433 promotional activities, including:
  • 39 speeches;
  • 2 press conferences;
  • 10 press releases;
  • 7 opinion pieces;
  • 781 meetings;
  • 33 information kiosks;
  • 7 publications;
  • 2 e-newsletters;
  • 35 promotional
  • articles; and
  • 46 interviews.
Plus 471 responses to general enquiries.
Percentage of the Commissioner's recommendations (made through annual reports, studies and other documents) that were implemented, in whole or in part, or were otherwise addressed within reasonable timelines. 60 March 2017
  • 100% of the recommendations in the 2014–2015 annual report were partially or fully implemented.
  • 75% of the recommendations in the study on language training entitled Challenges: The New Environment for Language Training in the Federal Public Service were implemented.
  • 80% of the recommendations in the study on language of work entitled Beyond Bilingual Meetings: Leadership Behaviours for Managers were implemented.
33% of the recommendations in the 2013–2014 annual report were implemented.

Analysis is still ongoing with regard to whether the recommendations in the studies on language training and language of work have been implemented. The results will be included in the next Departmental Performance Report.
This indicator was added in 2015–2016.
Budgetary financial resources (dollars)
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
(authorities used)
2016–17
Difference
(actual minus planned)
6,971,568 6,971,568 7,174,607 6,638,658 (332,910)
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference
(actual minus planned)
53 54 1

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet the corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the organization’s Internal Services delivery model. The 10 service categories are Management and Oversight Services, Communications Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Materiel Services and Acquisition Services.

Since legal remedies are set out in the Act, the Office of the Commissioner’s Legal Services are excluded from its Internal Services and are an integral part of Program 1.1 – Protection of Language Rights. As well, given their specific mandate, the Office of the Commissioner’s Communications Services are not included in Internal Services, but rather form part of Program 1.2 – Promotion of Linguistic Duality.

Results

In accordance with its second organizational priority, which was to ensure that the organization is managed effectively during the transition period, the Office of the Commissioner:

  • developed and implemented a new financial strategy to adjust operations and salary resource levels, and optimized the use of its resources. This exercise also provided some flexibility to deal with potential financial pressures;
  • completed the development and implementation of new applications to support the work of the Protection of Language Rights program;
  • developed an investment plan to report on issues such as future developments of the information management system;
  • allocated a full-time resource to facilitate the transition toward the automated Phoenix pay system and to monitor and ensure quality control of the new system; and
  • implemented the transition action plan to prepare staff for the change in leadership.
Budgetary financial resources (dollars)
2016–17
Main Estimates
2016–17
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending
(authorities used)
2016–17
Difference
(actual minus planned)
6,952,477 6,952,477 6,669,692 6,241,270 (711,207)
Human resources (full-time equivalents)
2016–17
Planned
2016–17
Actual
2016–17
Difference
(actual minus planned)
46 41 (5)

Analysis of trends in spending and human resources

Actual expenditures

Departmental Spending Trend Graph
  2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
Sunset programs - Anticipated - - - - - -
Statutory 2,349,834 2,115,940 2,105,197 2,134,492 2,134,492 2,134,492
Voted 20,066,040 18,114,091 18,329,523 18,595,492 18,595,492 18,595,492
Total 22,415,874 20,230,031 20,434,720 20,729,984 20,729,984 20,729,984

Actual spending has decreased from 2014–15 to 2016–17 mainly due to the implementation of arrears payments for salaries in May 2014, which resulted in the use of additional spending authorities in 2014–15.

Budgetary performance summary for Programs and Internal Services (dollars)
Programs and Internal Services 2016–17
Main Estimates
2016–17
Planned spending
2017–18
Planned spending
2018–19
Planned spending
2016–17
Total authorities available for use
2016–17
Actual spending (authorities used)
2015–16
Actual spending (authorities used)
2014–15
Actual spending (authorities used)
Protection of Language Rights 6,967,574 6,967,574 7,255,494 7,255,494 7,784,195 7,554,792 6,673,506 7,134,848
Promotion of Linguistic Duality 6,971,568 6,971,568 6,840,895 6,840,895 7,174,607 6,638,658 6,059,233 7,007,231
Subtotal 13,939,142 13,939,142 14,096,389 14,096,389 14,958,802 14,193,450 12,732,739 14,142,079
Internal Services 6,952,477 6,952,477 6,633,595 6,633,595 6,669,692 6,241,270 7,497,292 8,273,795
Total 20,891,619 20,891,619 20,729,984 20,729,984 21,628,494 20,434,720 20,230,031 22,415,874

Actual human resources

Human resources summary for Programs and Internal Services (full-time equivalents)
Programs and Internal Services 2014–15
Actual
2015–16
Actual
2016–17
Planned
2016–17
Actual
2017–18
Planned
2018–19
Planned
Protection of Language Rights 65 64 61 63 64 64
Promotion of Linguistic Duality 55 53 53 54 57 57
Subtotal 120 117 114 117 121 121
Internal Services 46 44 46 41 42 42
Total 166 161 160 158 163 163

Expenditures by vote

For information on the Office of the Commissioner of Official Languages’ organizational voted and statutory expenditures, please consult the Public Accounts of Canada 2017.

Alignment of spending with the whole-of-government framework

Alignment of 2016-17 actual spending with the whole-of-government framework (dollars)
Program Spending area Government of Canada activity

2016–17 Actual spending

Protection of Language Rights Government affairs Transparency and Accountability 7,554,792
Promotion of Linguistic Duality Government affairs Transparency and Accountability 6,638,658
Total spending by spending area (dollars)
Spending area Total planned spending Total actual spending
Economic affairs - -
Social affairs - -
International affairs - -
Government affairs 13,939,142 14,193,450

Financial statements and financial statements highlights

Financial statements

Financial statements highlights

Condensed Statement of Operations for the year ended March 31, 2017 (dollars)
Financial information 2016–17
Planned results
2016–17
Actual
2015–16
Actual
Difference
(2016–17 actual minus 2016–17 planned)
Difference
(2016–17 actual minus 2015–16 actual)
Total expenses 23,894,207 23,491,289 23,245,665 (402,918) 245,624
Total revenues - - - - -
Net cost of operations before government funding and transfers 23,894,207 23,491,289 23,245,665 (402,918) 245,624
Condensed Statement of Financial Position as at March 31, 2017 (dollars)
Financial Information 2016–17 2015–16

Difference
(2016–17 minus
2015–16)

Total net liabilities 3,200,663 3,247,452 (46,789)
Total net financial assets 1,865,355 1,828,096 37,259
Departmental net debt 1,335,308 1,419,356 (84,048)
Total non-financial assets 2,127,915 2,282,027 (154,112)
Departmental net financial position 792,607 862,671 (70,064)

Supplementary information

Corporate information

Organizational profile

Interim Commissioner:
Ghislaine Saikaley
Enabling instrument:
Subsection 56(1) of the Official Languages Act
Year of commencement:
1970
Other:
The Commissioner of Official Languages is appointed by commission under the Great Seal, after approval by resolution of the House of Commons and the Senate. The Commissioner reports directly to Parliament.

Reporting framework

The Office of the Commissioner of Official Languages’ Strategic Outcome and Program Alignment Architecture of record for 2016–17 are shown below:

  • 1. Strategic Outcome: Rights guaranteed by the Official Languages Act are protected and linguistic duality is promoted as a fundamental value of Canadian society.
    • 1.1 Program: Protection of Language Rights
    • 1.2 Program: Promotion of Linguistic Duality
  • Internal Services

Supplementary information tables

Internal audit and evaluation

Internal audit completed in 2016–17
Title of internal audit Internal audit type Completion date
None N/A N/A
Evaluation in progress or completed in 2016–17
Title of evaluation Status Deputy head approval date Link to department’s programs
Evaluation of the Liaison Function Completed January 31, 2017 Promotion

Departmental Sustainable Development Strategy

Target 7.2: Green Procurement

As of April 1, 2015, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.

Scope and Context

The Office of the Commissioner of Official Languages (OCOL) procures over $5 million in goods and services per year, in multiple commodity categories. Although greening of our procurement can be integrated throughout our activities, OCOL is focusing on three prospective areas for greening its procurement: using standing offers for purchase of goods; replacing desktop computers with laptops to reduce energy consumption; and using recycled photocopy paper.

Performance Measurement
Expected result

Environmentally responsible acquisition, use and disposal of goods and services.

Performance indicator Targeted performance level
Departmental approach to further the implementation of the Policy on Green Procurement in place. On track
An internal policy is being developed and will be completed by March 31, 2019.
Number and percentage of specialists in procurement and/or materiel management who have completed the Canada School of Public Service Green Procurement course or equivalent, in 2016-17. 3
100%
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution towards green procurement, in 2016-17. 1
100%
Departmental green procurement target

Regular use of standing offers for purchasing office equipment that is environment friendly.

Performance indicator Targeted performance level
All requests for office equipment to be processed by the Procurement Section. 100%
Departmental green procurement target

Reduce energy consumption by replacing desktop computers with laptops

Performance indicator Targeted performance level
Desktop computers have been replaced by laptops for all employees. 100%
Departmental green procurement target

Use of photocopy paper with a 30% recycled content.

Performance indicator Targeted performance level
All photocopy paper purchased has 30% recycled content. 95%
On track
Implementation strategy element or best practice Targeted performance level
7.2.1.5. Leverage common use procurement instruments where available and feasible. Achieved
Additional activities Targeted performance level
Develop and implement an internal green policy for OCOL. On track

User fees

General and Financial Information by Fee
General Information
Fee name Fees for processing requests filed under the Access to Information Act
Fee type Regulatory fees
Fee-setting authority Access to Information Act
Section 11.(1) paragraphs a, b and c
Year introduced 1985
Year last amended 2016
Performance standard The office of the Access to Information must contact the applicant and provide the documents within 30 days of receipt of the request.
Performance results The applicants received a communication in the format of their choice in 100% of cases.
Other information No additional information to provide.
Financial Information 2016-17 (dollars)
Forecast Revenue Actual Revenue Full Cost
70 75 35,500
Financial Information, 2017–18, 2018–19 and 2019–20 (dollars)
Planning Year Forecast Revenue Estimated Full Cost
2017–18 70 40,000
2018–19 70 45,000
2019–20 70 41,000

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

For further information, contact one of the following offices:

Head Office

30 Victoria Street, 6th Floor
Gatineau, Quebec K1A 0T8

Telephone: 819-420-4877
Toll-free: 1-877-996-6368
TTY: 1-800-880-1990
Fax: 819-420-4873
E-mail: information@clo-ocol.gc.ca
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Regional Offices

Atlantic Region

Moncton

Telephone: 506-851-7047
Toll-free: 1-800-561-7109
Fax: 506-851-7046

Quebec Region

Montréal

Telephone: 514-283-4996
Toll-free: 1-800-363-0628
Fax: 514-283-6677

Ontario Region

Toronto

Telephone: 416-973-1903
Toll-free: 1-800-387-0635
Fax: 416-973-1906

Sudbury

Telephone: 705-671-4101
Toll-free: 1-888-272-3704
Fax: 705-671-4100

Manitoba and Saskatchewan Region

Winnipeg

Telephone: 204-983-2111
Toll-free: 1-800-665-8731
Fax: 204-983-7801

Regina

Telephone: 306-780-7866
Toll-free: 1-800-665-8731
Fax: 306-780-7896

Alberta, British Columbia, Northwest Territories,
Yukon and Nunavut Region

Edmonton

Telephone: 780-495-3111
Toll-free: 1-800-661-3642
Fax: 780-495-4094

Vancouver

Toll-free: 1-800-661-3642

Appendix: Definitions

Appropriation
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
Audgetary expenditures
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Core Responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.
Departmental Plan
Provides information on the plans and expected performance of appropriated departments over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Result
A Departmental Result represents the change or changes that the department seeks to influence. A Departmental Result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
Departmental Result Indicator
A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.
Departmental Results Framework
Consists of the department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report
Provides information on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
Evaluation
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.
Full-time equivalent
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government-wide priorities
For the purpose of the 2016–17 Departmental Results Report, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada's Strength; and Security and Opportunity.
Horizontal initiatives
An initiative where two or more federal organizations, through an approved funding agreement, work toward achieving clearly defined shared outcomes, and which has been designated (for example, by Cabinet or a central agency) as a horizontal initiative for managing and reporting purposes.
Management, Resources and Results Structure
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
Non-budgetary expenditures
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
Performance
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
Performance indicator
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
Performance reporting
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
Planned spending
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
Plans
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
Priorities
Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
Program
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Results
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
Statutory expenditures
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
Sunset program
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
Target
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
Voted expenditures
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.