Mid-term report for Official Languages

INTRODUCTION

        Continuing Evolution

Continuing Evolution

THE ACTION PLAN FOR OFFICIAL LANGUAGES

Released on March 12, 2003, the Action Plan for Official Languages consists of an accountability and coordination framework, and three main axes: education, community development and an exemplary public service. Assistance for the development of the language industries supports these three priority areas. The Government of Canada undertook to present interim and final reports on the implementation of the Action Plan for Official Languages.¹ This midterm report fulfils the first part of that commitment. The general information it contains on fiscal years 2003–04 and 2004–05 may lead to some adjustments. This is not yet, however, a formal evaluation of results. Monitoring and data-gathering will continue with a view to presenting a final report, scheduled for the Fall of 2008.

Since March 2003, two Speeches from the Throne have reiterated the priority given by the Government of Canada to Canada’s linguistic duality and also its firm intention to implement the Action Plan for Official Languages. In December 2003, a member of Cabinet was sworn in as Minister responsible for Official Languages and this practice was continued following the elections of June 2004. The Government remains resolute in its determination to maintain the momentum of its policy and Canada’s linguistic duality.

“Linguistic duality is at the heart of our identity. ...The Government will nurture this asset, which benefits all Canadians. It will ensure that minority language communities have the tools that enable their members to fully contribute to the development of Canadian society.” —Speech from the Throne, February 2, 2004.

“What makes our communities work is our deep commitment to human rights and mutual respect. The Government is committed to these values. ...It is implementing the Official Languages Action Plan and will continue to promote the vitality of official language minority communities.” —Speech from the Throne, October 5, 2004.

This determination, combined with a desire for transparency, is consistent with the way in which the Action Plan was prepared and the cross-government commitment made to report to Canadians on the results of policies and programs. In addition to describing the action taken by federal institutions, this midterm report presents the communities’ viewpoint concerning the initial assessment of the Action Plan. We know that much remains to be done. Taking into account findings of both the federal public service and other partners enables us to identify weaknesses and to prepare for the future with greater insight.

THE OFFICIAL LANGUAGES PROGRAM

Implementation of the Action Plan could not have occurred without consideration of where it came from. A look at the entire official languages policy quickly proved to be necessary. Over the months, the Official Languages Program has come to describe the whole set of activities whereby the Government of Canada fulfils its obligations and commitments contained in the Official Languages Act as described in the accountability and coordination framework. (see Annex 1).

The need to link the mandates and activities of all federal institutions does not mean that the particular roles assigned by the Act to certain lead ministers and organizations have altered. Those responsibilities remain unchanged. The role of the Minister responsible for Official Languages is one of general coordination, over and above Part VII of the Act, which is entrusted to the Minister of Canadian Heritage, and Parts IV, V and VI, for which the President of the Treasury Board is responsible. The Minister responsible for Official Languages provides the government with an overview and Canadians with a spokesperson capable of relating all parts of the Act. By presenting the measures taken in many areas and emphasizing interdepartmental collaboration, this midterm report attempts to illustrate this interdependence.

STRUCTURE OF THE MIDTERM REPORT

Chapter 1 sets out the way in which the Government of Canada consulted its partners: Ministerial consultations coordinated by the Privy Council Office, consultations held within the framework of the particular legislative responsibilities of Canadian Heritage and Treasury Board, and dialogue among the communities and numerous federal institutions in their areas of action. It describes how these exchanges fuelled the work of public servants and Ministers, and it identifies as accurately as possible the community viewpoint with the assistance of the Fédération des communautés francophones et acadienne (FCFA) and the Quebec Community Groups Network (QCGN).

Chapter 2 is chiefly concerned with the initiatives of the Action Plan for Official Languages and the investments of the institutions concerned since March 12, 2003. In all, $123.4 million has been spent out of the $751.3 million budgeted in the plan, with $36 million in the Enabling Fund added to the total in 2004–05. Overall, we conclude that the necessary structures have been established; implementation is well under way and should pick up speed from now on.

Chapter 3 describes horizontal coordination characterized in the horizontal management framework of the Official Languages Program. Arising from the requirement of shared accountability associated with the Action Plan, the framework focuses official languages management on obtaining results. It provides a governance structure for all areas of activity and performance measurement, relating the various dimensions to each other and pooling the indicators and their underlying data. In no case does it replace any of the performance measurement systems of any of the institutions; each department or agency remains responsible for detailed assessments of its initiatives. The framework relies on departments and agencies to report on the effect of all activities. Its application has just begun.

Chapter 4 discusses research. It cites the activities of the interdepartmental coordination committee chaired by the Privy Council Office, talks about the upcoming post-censal survey of official language minority communities, and stresses the major contribution of research to the compilation of the data needed for the evaluation of the Official Languages Program.

Chapter 5 proposes possible improvements for the continuation of the Action Plan and for the future of the Official Languages Program. It is difficult, at this midpoint, to draw conclusions about the results of the Action Plan, but the report reveals some lessons learned with the experience acquired since March 2003. Possibilities are also explored, aimed at maintaining a balance among the priorities identified and working toward renewal of the Action Plan for Official Languages in the broader context of the Official Languages Program.

The annexes contain additional information about the Official Languages Program (Annex 1); the communities’ viewpoints compiled by the FCFA and the QCGN (Annex 2); and the statement of expenditures at midterm (Annex 3). The horizontal management framework is the subject of a separate publication entitled Canada’s Linguistic Duality: A Framework to Manage the Official Languages Program.  

Note: For the purpose of this report and unless otherwise stated, community refers to an official language minority community (OLMC).

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