Western Economic Diversification Canada
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Detailed Report on Results

A.  Awareness (in-house activities)

[Training, information, orientation, awareness, communication and other activities carried out in-house in order to educate employees and/or senior managers of the federal institution about linguistic duality and the priorities of OLMCs; senior manager performance contracts and recognition programs; and consideration of the viewpoints of OLMCs in research, studies and investigations carried out in-house.]

Expected result:
Creation of lasting changes in the federal institution’s organizational culture; employees and management are aware of and understand their responsibilities regarding section 41 of the OLA and OLMCs.

Activities carried out to achieve the expected result

What activities were carried out during the reporting year? What was done?

Outputs

What products or services came from the activities carried out during the reporting year?

Progress made in achieving the expected result

What has changed as a result of the activities carried out during the reporting year?

Awareness Activities related to Planning:    
·  Integrate OL perspective into corporate planning processes The national OL coordinator directly contributed to the departmental planning team efforts in 2009-2010. Templates for corporate planning documents were routinely assessed for OL consideration.  Consideration of OL is integrated into corporate and regional planning documents using an approach that is consistent with other federal horizontal programs that WD manages, and that is consistent with the approach used by OGDs.
Awareness Activities related to Program Delivery:    

Apply an OL lens to:

·   Memorandum to Cabinet (MC) and Treasury Board (TB) submission processes;

·   policy and program development and implementation; and

·   grants and contributions (Gs&Cs) and project due diligence processes.

The OL Team made a number of important interventions in 2009-2010 (e.g.: Federal Roadmap, Canada Business renewal MCs) and recommendations are considered and/or incorporated into MCs, TB submissions and Gs&Cs programs and/or projects. 

WD OL Team was consulted on:

1)      one MCs; and
2)      3 TB submissions; and
3)      OL lens (tool for a more consistent OL consultation/assessment/consideration requirements) implemented and utilized as a due diligence process for all WD projects (2986 projects for this fiscal).

Promote the implementation of new and/or the review of policies and procedures (e.g. awareness activities including briefings, training, active offer, set up budget for OL expenditures-integrate into WD budget process, and Gs&Cs due diligence update for OL lens):

·   develop a regional office annual checklist to determine WD service levels and gaps with respect to service to the public; and

·   in-house training of new OL lens for all projects to update staff on any new or updated policies and procedures.

In 2009-10:

Approval obtained for OL Team notional budget and processes implemented to manage the budget in all regional offices thus raising awareness of OL resource requirements.
Broadened staff awareness and engagement. Stronger engagement of senior operations managers. Systemic approach to considering OL implications in program delivery.
Awareness Activities related to the Workplace:    

Briefing sessions or other activities in each region to:

·   explain relevant OLA sections and WD obligations;

·   updates on OL Team activities;

·   promote WD’s second language training policy;

·   promote learning opportunities for French to staff; and

·   raise awareness of Bulletin 41-42 to program officers (Section 41-42 Bulletin is sent directly to regional OL coordinators for distribution to the ADM and staff).

·   WD Intranet update of OL.

Increased OL information sharing through ADM OL Champion information e-mails to Executive Committee members to advise on OL related news and issues. Distributed DM messages that promote OL related activities and events such as Rendez-vous de la Francophonie (RVF) 2010. WD second language training policy was promoted to all staff. Regions maintain a suite of regular activities to encourage the use of the French language and promote understanding of OLMCs.  ADM OL Champion keeps WD executives aware of current issues and news on OL to support them to better manage their OL responsibilities. All regions have access to the Bulletin 41-42 on a regular basis. Staff have increased awareness of OL related activities and events that promote understanding of OLMCs. Staff gained increased awareness of opportunities to learn the OL of Canada that can contribute to the delivery of WD programs in their regions.

Federal Priorities:

·   2010 Olympic Games

·   Trade & Investment   

A strategic collaboration with PCH supported the Place de la Francophonie project during the 2010 Olympic Games. More specifically, it allowed OLMCs to promote the tourism and agri-food potential of Canada through francophone community representation. WD also contributed efforts in the realization of a partnership with Canada Border Services Agency, Tourism BC and the francophone community for the creation and distribution of francophone tourism brochures at both the Toronto and Vancouver international airports.  WD invited ANIM to present CENTRALIA, an international business to business forum to take place next fiscal year, for an all staff meeting as well with ODGs through federal council in order to gain understanding of this 2010 international event. All WD staff were provided access to the OCOL briefing, and the OL Team gained understanding and awareness of OCOL requirements to the OCOL priorities for 2010. Other Government Departments (OGDs) awareness of 2010 related opportunities for OLMCs was raised and this may stimulate ideas and collaboration on concrete initiatives.

Rendez-vous de la Francophonie (RVF):

·   Developed a coordinated department-wide action plan to promote and foster participation in RVF 2009.

·   Developed an approach to engage staff in running RVF in the future.

All OL Team members participated in organizing events and encouraged staff participation to both WD events and events held by other OL stakeholders.  The OL Team was successful in engaging non-OL Team staff to take a role in organizing the RVF.

All regions successfully held RVF activities with positive feedbacks from participants. Awareness messages, and activities were designed to increase staff awareness and understanding of OLMCs.

There was an increased participation by WD staff than previous years.

Response from staff and other OL stakeholders was positive and events were well attended.

·  Establish dialogue with WD’s research and/or policy units to encourage a OL lens on WD sponsored research.

The national OL coordinator engaged WD’s corporate research capacity in OL issues and priorities.

WD participated on two national research committees.

And a Program Activity of research and analysis is included as a potential funding activity under the Roadmap’s EDI program.

Industry Canada (IC) and the regional development agencies (RDAs) shared information to support the development of a research plan under the EDI.

The OL Team gained an understanding of how research is managed in WD and will build on this in the coming years to consider OLMCs in WD research.

Directors of policy have been approached to consider the development of a strategy to better support the francophone community.

Awareness Activities related to HR Management:

   

·  WD continues to include OL commitments in senior management performance contracts as well as in those of the OL regional and national coordinators

The performance management agreements for senior management, the ADM OL Champion and the national OL coordinator contain commitments for OL responsibilities. 

WD senior management continues to recognize the relevance of the OLA in the context of the department’s economic development priorities.

·  Promote OL in the context of Public Service Renewal (internal)

Bilingual student was hired to support the WD OL Team.

Increase linguistic duality through public renewal and increased Section 41 outputs.

·  Utilize WD policy advocacy/communications in Ottawa to encourage the use of an OL lens within the department, on Cabinet items and departmental communications

A policy analyst and a communications officer are on the OL Team to bring their critical expertise to the OL file.

Policy advocacy on Cabinet items and/or WD communications has considered OLMCs where appropriate. 

Policy development related to the Roadmap, renewal of the WD’s official organization partners as well as the related communications strategies took OLMCs into consideration.

·  Develop and implement a funded OL training policy

In 2009-2010, a WD OL training policy for both French and English was approved, funded, and implemented.

A corporate budget of $50,000 was provided for full-time OL training related to career development. This is in addition to regional budgets for OL training that cover statutory, career development related, and part-time OL training.

A clear policy and commitment of resources for OL training demonstrated to staff the value WD management places on OL capacity in the department. 

 

99.4 per cent of employees met the language requirement for their positions.

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B.  Consultations (sharing of ideas and information with OLMCs)

[Activities (e.g., committees, discussions and meetings) through which the federal institution consults the OLMCs and interacts with them to identify their needs and priorities or to understand the potential impacts on their development; activities (e.g., round tables and working groups) that explore possibilities for cooperation within the existing mandate of the federal institution or as a part of developing a new program or new policy; participation in consultations with OLMCs coordinated by other government bodies; and consultation of OLMCs by regional offices to determine their concerns and needs.]

Expected result:

Creation of lasting relationships between the federal institution and OLMCs; the federal institution and OLMCs understand each other's needs and mandates.

Activities carried out to achieve the expected result

What activities were carried out during the reporting year? What was done?

Outputs

What products or services came from the activities carried out during the reporting year?

Progress made in achieving the expected result

What has changed as a result of the activities carried out during the reporting year?

WD led consultations:

   

Conduct formal and informal consultations with OLMCs stakeholders such as:

·  All partners meetings

·  Ongoing  FEDO/WD meetings

·  EDI consultations with WD project officers

·  National OL coordinator outreach to OLMC organizations such as FEDOs and others

·  Participation in FEDO board meetings

National OL coordinator and/or regional OL coordinators’ attendance at outreach or FEDO board meetings or strategic planning exercises in the western regions.

The FEDOs and OLMC stakeholders were consulted and OLMC priorities were confirmed.

·  Communications and consultations to strengthen working relationships with the Western Canada Business Service Network (WCBSN) partners such as the Community Futures Development Corporations to raise profile of OLMC issues, priorities and find ways to raise OLMC awareness of WD and WCBSN services and make their services more accessible to OLMCs.

The FEDOs participated in the all partners regional meeting with the other members of the WD official Network (Western Canada Business Service Network or WCBSN) and WD for increased collaboration among the Network partner.

This participation helped maintain relationships and partnerships, and facilitated sharing of information and perspectives.

Facilitation for the implementation of the linguistic duality value. 

WD participation in OGD led consultations:

   

WD participation in national or regional consultations led by OGDs (or other organizations) such as:

·  Canadian Heritage

·  Human Resources and Skills Development Canada (HRSDC)

·   Citizenship and Immigration Canada

·   Industry Canada (IC)

·  Le Réseau de développement économique et d’employabilité (RDEE) Canada

·  Regional Federal Councils

WD participated in the meetings of the HRSDC-National Committee and the RDEE-Canada – Francophone Table. WD briefings on western Canadian OLMC related initiatives were presented.

 

Regular and frequent consultations were held by Industrie Canada (IC) and RDAs to develop the Roadmap and the EDI program, as well as share information on OLMCs.

Preparation work for upcoming national consultation with PCH and IC.

 

WD officials engaged in all consultations held by Canadian Heritage. 

The HRSDC and RDEE meetings provided WD with a national perspective on OLMC issues.

 

WD is collaborating with IC and the RDAs on OLMC consultations with respect to EDI implementation.  This collaboration is a longstanding and ongoing relationship that facilitates efficient and effective OLMC consultations.

 

WD is engaged in the consultations related to the Citizenship and Immigration Canada strategic immigration framework.  WD brings a western Canadian perspective and also, WD keeps abreast of issues related to francophone immigrants that can enhance WD activities.

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C.  Communicatons (transmission of information to OLMCs)

[External communications activities to inform OLMCs about the activities, programs and policies of the federal institution and to promote the bilingual character of Canada; inclusion of OLMCs in all information and distribution lists; and the use of the federal institution's web site to communicate with OLMCs.]

Expected result:

OLMC culture reflects a broad understanding of the federal institution's mandate; OLMCs receive up-to-date and relevant information about the federal institution's programs and services.

Activities carried out to achieve the expected result What activities were carried out during the reporting year? What was done? Outputs What products or services came from the activities carried out during the reporting year? Progress made in achieving the expected result What has changed as a result of the activities carried out during the reporting year?
External Communications Activities:    
Develop and implement a WD OL communications strategy (which includes EDI communications plan):

·  WD’s OL strategy (Section 41 Action Plan) to be posted on the WD web site.
A draft WD OL communications strategy was developed in October 2008. Alignment of the WD OL communications strategy with the Roadmap effectively provides guidance in WD communications with OLMCs.
WD OL Team provides an OLMC perspective in communications strategies for WD programs. A communications officer was added to the OL Team in 2009-2010. Added communications expertise and advice improved the promotion of OLMC considerations in the development of WD communications strategies.
Posting to the WD web site and/or providing briefings to OLMCs on the 2008 FEDO Impact Assessment (promotion of WD best practices –FEDO model of delivery). The FEDO Impact Assessment was completed in 2009-2010.  An executive summary has been posted on the WD web site. WD’s FEDO model for program and service delivery to OLMCs was shared as a best practice.
Internal communications activities or tools that support communications with OLMCs:
Communications tools:

·  Update internal OL Team shared drive.

·  Improve management understanding of OL issues through regular e-mail updates
Place de la Francophonie article preparation. An OL shared folder was created to facilitate efficient access to OL Team information. A stand-alone e-mail account was created for the national OL coordinator to facilitate knowledge transfer and management and sharing of information. Management of information and communications with OLMCs and other OL stakeholders improved.

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D.  Coordination and Liaison (does not include funding – internal coordination and liaison with other government institutions)

[Coordination activities (research, studies, meetings, etc.) carried out by the federal institution itself along with other federal institutions or other orders of government; participation in activities organized by other federal institutions, other orders of government, etc.; and participation of official languages champions, national and regional coordinators, and others in various government forums.]

Expected result:

Co-operation with multiple partners to enhance OLMC development and vitality and to share best practices.

Activities carried out to achieve the expected result What activities were carried out during the reporting year? What was done? Outputs What products or services came from the activities carried out during the reporting year? Progress made in achieving the expected result What has changed as a result of the activities carried out during the reporting year?
WD led coordination and liaison:    
WD OL Team meetings and conference calls on regular basis:

·   Strategic results planning for OL implementation

·  FEDO network partner meeting
OL Team conference calls were held on a monthly basis. Three two-day planning sessions were held between the OL coordinators in June, Jan, and March of 2010. Two pan west video conferences were held with the FEDOs. ·   Exec participation to CTFO presentation (FEDO tourism project). Common goals developed, and information on OLMC projects and programs, best practices and lessons learned were shared. The OL Team has a shared vision that better positions it to deliver on its goals in a coordinated manner. The OL Team has an understanding of its requirements and functions effectively to meet the needs of OLMCs.
Canadian Heritage or OGD led coordination and liaison:    
Participate in horizontal and intergovernmental committees on OL such as:

·   Council of Networks of OL Champions

·   Best Practices Forum, Regional Federal Councils and OL sub committees
The WD OL Champion attended OL Champion meetings in 2009-2010. Regional OL coordinators participated in Regional OL sub committees of Federal Council meetings, if in place and/or PCH Section 41 committee. Information and best practices were shared that enabled WD to better promote activities related to OL and OLMCs such as sharing data on OLMCs, and the delivery of RVF 2010.  This improved efficiency and economy for these activities.
·  Committee of Assistant Deputy Ministers on OL (CADMOL)

·  Supreme Court decision on The Centre d'avancement et de leadership en développement économique communautaire de la Huronie (CALDECH):

·   Communications working group

·   Policy working group
The ADM OL Champion, or an alternate, participated in CADMOL and CALDECH meetings. WD’s perspective helped influence Canadian Heritage’s activities and allowed Canadian Heritage to better coordinate federal activities. WD’s perspective influenced the Government of Canada’s OL strategy and programs.
·  Participation in national OL coordinators’ conferences The WD National OL Coordinator attended the national OL coordinators’ meetings held in 2009-2010. Attendance allowed OL Team members to build networks and relationships, gain information, and share best practices.
·  Participation in regional coordinators’ network conferences (e.g. AB, SK, MB, BC). WD regional OL coordinators are members and participate on the Interdepartmental Network of Regional OL Coordinators in their respective regions Networks were strengthened, information was shared and activities were coordinated nationally such as the RVF 2010.
·  Participation in the Coordinating Committee on OL Research (CCRLO) and bilateral discussions with the Canadian Heritage statistical unit to consider western focused OLMC research. And engage in research for the next action plan The national OL coordinator or an alternate participated. Relationships were established and information was shared on research activities.

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E.   Funding and Program Delivery

[Implementation of the federal institution's programs and delivery of its services; funding, alone or in cooperation with other federal institutions, of OLMC projects; and inclusion of the needs of OLMCs in the delivery of the federal institution's programs and services.]

Expected result:

OLMCs are a part of the federal institution's regular clientele and have adequate access to its programs and services; OLMC needs (e.g. geographic dispersion and development opportunities) are taken into account.

Activities carried out to achieve the expected result

What activities were carried out during the reporting year? What was done?

Outputs

What products or services came from the activities carried out during the reporting year?

Progress made in achieving the expected result

What has changed as a result of the activities carried out during the reporting year?

Implementation of WD funding:

   

·  Provide core funding to FEDOs including a one year extension for year 2010-11

·  Develop and support projects with OLMCs

·  Consider the development and support of pan-West projects

·  Canada’s Economic Action Plan (CAF & RinC)

Delivered existing approved core funding for OLMC organizations to deliver direct business services.

Projects in the various western provinces, including pan-western projects, were funded.

Provided advice/briefings on OLMC organizations, project proponents, communications, and OLA aspects with respect to project development.

WD provided funding of $2.18M/year and ongoing monitoring of the fifth year of FEDO funding in the current five-year agreements.  See Annex B for FEDO results for 2009 2010.  FEDO outcomes include increased community stability, increased capacity of community organizations, jobs created/maintained/improved, and businesses created/maintained/expanded.

One year extension for year 2010-11 was approved (FEDO).

In 2009-2010, WD funded various projects that resulted in a total investment of $12,689,159 (economic stimulus package for $8,846,159, EDI for $710,000 and other WD programs $3,133,000).

Implementation of the Roadmap funding:

   

·  Provide funding for OLMC projects

·  Seek opportunities to collaborate in joint research studies

·  Seek opportunities to develop projects within interdepartmental agreements:

  • e.g.: EDI Interdepartmental Implementation Team activities

Two projects were funded under the EDI and the WD contribution was $710,000.

Coordination by RDAs and IC took place in the implementation and collaboration on potential national EDI projects.

MOU with Canadian Heritage on La place de la francophonie (2010 Olympic Games)

As funding was only issued in the last quarter of 2008-2010, it is too early to have any results at this time.

Collaboration with RDAs and IC was positive and facilitated the roll out of the EDI, and the consideration of OLMC related research and projects that have a national perspective but are regionally sensitive.

OLMCs had high visibility during the Olympics.

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F.   Accountability

[Activities through which the federal institution integrates its work on the implementation of Section 41 of the OLA into departmental planning and accountability mechanisms (e.g. the Report on Plans and Priorities (RPP), the Departmental Performance Report (DPR), departmental business plan, and status report on implementation of Section 41 of the OLA); internal audits and evaluations of programs and services; and regular review of programs and services as well as policies by senior managers of the federal institution to ensure implementation of Section 41 of the OLA.]

Expected result:

Full integration of the OLMC perspective and Section 41 of the OLA into the federal institution's policies, programs and services; the reporting structure, internal evaluations and policy reviews determine how to better integrate OLMCs’ perspective.

Activities carried out to achieve the expected result

What activities were carried out during the reporting year? What was done?

Outputs

What products or services came from the activities carried out during the reporting year?

Progress made in achieving the expected result

What has changed as a result of the activities carried out during the reporting year?

Accountability Activities related to Planning & Governance:

   

·  Accountability framework established for the management of OL in WD (e.g., Terms of reference, job description for the national OL coordinator position with a salary and operations and maintenance (O&M) budgets, position included in the departmental organization chart, and the OL Team’s governance and processes are formalized.)

WD OL activities were integrated into WD’s organization structure.  The national OL coordinator position was approved by the Executive Committee. 

OL governance with respect to minutes, information sharing, and role and responsibilities of ADM OL Champion and OL coordinators were approved by the Executive Committee.

Completed a clear accountability framework and resources were secured for the position that will allow for improved management of the OL function.

Completed a governance framework that clarified the roles and responsibilities of the OL Team and enhanced the broader understanding of OL obligations, OLMC considerations and opportunities across WD.

·  Review the planning process and develop a comprehensive multi-year WD OL strategy.

·  Develop a WD OL logic model that is integrated into WD’s strategic framework, as well as the federal OL strategy (the Roadmap).

A systematic OL planning cycle was developed and synchronized with the departmental planning cycle and framework.  A strengthened and clarified linkage to overall departmental priorities was made by the completion of a multi-year WD OL strategy.

Implemented a comprehensive three-year OL strategy that reflects OL priorities and that forms the framework for all WD’s OL activities that will facilitate planning and reporting into the future. Completed year two of a three year plan

 

   

Accountability Activities related to Reporting:

   

·  The ADM OL Champion briefs the Executive Committee on a regular basis and provides OL guidance, advice, and/or recommendations for WD

The ADM OL Champion regularly briefs the Executive Committee to provide progress reports or to seek support for OL initiatives.

OL is integrated into the decision-making processes and culture of the department.

·  Information tracking for effective management of OL Team resources and future budgeting.

The financial management of OL activities was reviewed and clarified

OL expenses were tracked and used as a management tool for securing resources to sustain OL activities.

External to WD reports:

·  Departmental reports such as the RPP, DPR

·  An annual report on OL for the Treasury Board Secretariat

·  Section 41 Action Plan for OL and Annual Status Reports for Canadian Heritage

·  The Roadmap: EDI evaluation in accordance with the Horizontal Results-based Management Accountability Framework

WD responses to external audits or reports:

·  OCOL Report Card

·  OCOL: OL complaints

All reporting requirements were actioned.

OL considerations are included in WD’s accountability and reporting mechanisms.

The WD initiated assessment of the FEDOs, provided insights on meeting the needs of OLMCs in Western Canada.