Horizontal Initiative – Official Languages

The Roadmap for Canada's Official Languages 2013-18 (Roadmap 2013-18), allocated a budget of $1,124,04 million over five years, is a continuation of efforts deployed in the preceding Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future and continues to reflect commitments that stem from Part VII of the Official Languages Act.

The Roadmap 2013-18 is a Government of Canada policy statement. It includes 28 initiatives intended to strengthen and promote linguistic duality which are implemented by 14 federal institutions. The initiatives are grouped according to three pillars: education, immigration and community support. Within the framework of the Roadmap 2013-18, the Government of Canada is especially committed that these initiatives are focused on achieving tangible results for Canadians and committed to implementation centred on the optimal use of public funds and increased effectiveness of program delivery.

Web Site: https://www.canada.ca/en/canadian-heritage/corporate/publications/plans-reports/departmental-results-report-2016-2017/roadmap-official-languages-2013-2018.html

The architecture of the Roadmap 2013-2018 is based on a Program Alignment Architecture (PAA) model. The strategic outcome for the Roadmap 2013-18 is: «Canadians live and thrive in both official languages and recognize the importance of French and English for Canada's national identity, development and prosperity ».

The Roadmap 2013-18 aligns with the federal commitments under Part VII of the Official Languages Act and is presented in three pillars that contribute to the achievement of the following objectives:

• Education: Canadians benefit from education and training opportunities in their first official language and for learning the other official language of the country, and from access to technological tools, taking advantage of the many economic, cultural and national identity advantages resulting from these.
• Immigration: Newcomers' skills in one or both official languages are reinforced and allow them to contribute more to the needs of Canada's economic, social and cultural development. The number of French-speaking immigrants settling in OLMCs is also increased.
• Communities: The vitality of both official languages and the communities that embody them (i.e. OLMCs) is increased, enabling them to contribute fully to Canadian society, and to Canada's history, national identity, development and prosperity.

The architecture of the Roadmap 2013-18 is structured so that the results of each of the 28 initiatives of the Roadmap 2013-18 contribute to achieving the objectives of the three pillars and collectively, to the strategic outcome.

The Minister of Canadian Heritage Is responsible for the coordination of the implementation of the Roadmap 2013-18. The Official Languages Branch (OLB) of Canadian Heritage supports the Minister of Canadian Heritage in this implementation and is responsible for the coordination of the accountability of the Roadmap 2013-18. The OLB especially gathers financial and non-financial information from the partners to present planning and reporting of the initiatives of the Roadmap 2013-18.

The OLB will also support the overall governance of official languages through various mechanisms and committees:

• The Committee of Assistant Deputy Ministers on Official Languages (CADMOL) which meets in plenary session once in the fall to approve the planning and strategic direction for official Languages.
• The Executive Committee of Assistant Deputy Ministers on Official Languages (EX-CADMOL) which meets on a quarterly basis to discuss and support strategic activities regarding official languages, including the implementation of the Roadmap 2013-18.
• The committee of Directors general (DG Forum) from Roadmap 2013-18 partner organizations and official languages coordination departments meets regularly to discuss strategic policy issues and government-wide strategies related specifically to the Roadmap 2013‑18.

In addition to these committees, other federal stakeholders and bodies have key roles and responsibilities in the broader governance of official languages.

The year 2016-17 is the fourth year of the implementation of the Roadmap 2013-2018. Many initiatives are underway in priority areas of actions on official languages, such as, education, immigration, health, youth, arts and culture, justice or economic development.

Many of these initiatives aim to provide funding (through grants and contributions programs) to enhance development of information strategies for Canadians and immigrants, to increase the bilingual services for Canadians in different priority areas or to implement agreements between the Government of Canada and provincial and territorial governments.

The various committees that ensure the governance of this horizontal initiative will monitor to the implement different strategies to measure, achieve and evaluate the results in the 2016-17 year.

A Health System Responsive to the Needs of Canadians

OLMC Development

$3,770,919

(excludes PSPC Accommodations)

$11,781

(excludes PSPC Accommodations)

• Develop new content (quizzes, articles, headlines) to help Canadians communicate better in both official languages.
• Post articles written by Canadian contributors, including articles from OLMC.
• Conduct promotional activities by various means, including Portal ambassadors and social media (Twitter, LinkedIn).
• Complete the migration of the Portal content to the Canada.ca website and complete the total revamping of the Portal.

• 400 updates to the Portal (quizzes, articles, headlines)
• 4 000 000 page views in the Portal, including the Writing Tools
• 50 new articles written by contributors
• 80 ambassadors contributing to the promotion of the Portal
• 1 advertising campaign and 80 other promotional initiatives carried out

Technology Development and Advancement

Information and Communication Technologies

• An improved version of the Portage machine translation technology incorporating deep learning will be released in 2016: PORTAGE II-3.0. This will be licensed to at least the current three commercial clients (CLS Lexi-tech, Traductions Serge Belair, and Silex Créations) via our reseller, Terminotix Inc.
• The Portage on Civil Servants' Desks (POCSD), a joint project between the NRC, the Translation Bureau, and Shared Services Canada, will continue in 2016-17. The objective is to develop and make available a specially customized version of the Portage system for English-to-French and French-to-English translation to all federal public servants. The second phase, to be done in 2016-17, will be for the Translation Bureau to post-edit Portage's machine translations for a small number of public servants (100-200) for initial tests.

In 2016-2017, IRCC will continue to:

• Conduct promotion and recruitment activities in Canada and abroad, primarily through an expansion of frequency and locations or current targeted promotion and recruitment event including Destination Canada Job Fair;
• Provide settlement services to French-speaking clients;
• Coordinate, consult and collaborate with key stakeholders; and
• Conduct strategic data development as well as research and develop knowledge sharing projects for immigration to both FMCs and English-speaking communities in Quebec (ESCQ).

In addition, IRCC will invest $1M to support the integration of French-speaking immigrants in New Brunswick in 2016-2017. As IRCC is moving toward a more standardized approach at the national level, ongoing investments will aim for a more consistent approach to foster immigration to FMCs across the country.

400 music showcases presented

200 OLMC artists perform at music showcases

• Increased public engagement activities, delegations and special initiatives leading to stronger networks and connections with community.
• Increased national and international touring and travel opportunities in order to strengthen existing markets or development new ones.
• New and/or improved professional development opportunities for OLMC artists, leading to stronger market development capacity.

• 25% increase in applications from Francophone OLMC artists and arts organizations in Council's regular dissemination programs; success rate maintained
• 10% increase in success rate for Anglophone OLMC artists and arts organizations in Council's regular dissemination program; application rate maintained
• Increased diversity of travel and touring grant destinations – 30% for Francophone OLMC; 10% for Anglophone OLMC
• 80% increase in satisfaction with the quality of tools / workshops / special initiatives

A Health System Responsive to the Needs of Canadians

OLMC Development

$9,823,455

(excludes PSPC Accommodations)

52,505$

(excludes PSPC accommodations)

$4,090,214

(excludes PSPC Accommodations)

$81,730

(excludes PSPC accommodations)

• OLMCs are better informed, skilled, resourced and served.
• Enabling Fund recipient organizations support the coalescence of resources and efforts and enable community-wide participatory approaches. It is expected that together they will leverage additional funding to support community economic and human resources development.
• OLMCs make use of this increased capacity to strengthen their communities by shaping their economic and human resources development.

• Strengthened collaborative relationships with stakeholders who work with francophone adults outside Quebec and Anglophones in Quebec.
• New contribution agreements signed with organizations that work on a project for the francophone adults outside Quebec and Anglophones in Quebec to help them develop the essential skills necessary for the workplace so they are better prepared to find and keep a job, and adapt and perform better at work.

• Ongoing collaboration with the various stakeholders working for francophone adults outside Quebec and Anglophones in Quebec.
• Contribution Agreements signed for implementation of projects submitted under the call for concepts launched by OLES in February 2015 which are related to the essential skills needs of francophone adults outside Quebec and Anglophones in Quebec.

ESDC plans to work with the Quebec Community Group Network (QCGN) and Fédération des aînées et aînés francophones du Canada (FAAFC) to implement the Social Partnership Initiative (SPI) in OLMCs. SPI expands its target clientele beyond early childhood to include youth and family issues of both English- and French-speaking minority communities. SPI will also encourage OLMCs to find new revenue sources to develop community-based activities that address the social and economic issues that affect them.

QCGN planned results for 2016-2017 (some ongoing through 2017-2018) would include:

• Establishing governance working groups to disburse funds, to develop the evaluation framework and to put in place knowledge sharing tools
• Establishing a transparent and open process to receive project applications at the community level
• Establishing an evaluation outline for the community projects funded
• Funding and conducting several community-based projects
• Implementing a knowledge sharing tool
• Developing a tool to measure shared outcomes to share across Canada (including findings and reflections from external as well as internal partnerships)

FAAFC planned results for 2016-2017 (some ongoing through 2017-2018) would include:

• Ensuring that Francophone and Acadian communities are better equipped financially to deal with important social development issues.
• Collaborating with private sector organizations and promoting social entrepreneurship to develop and support projects that create significant income for associations.
• Better equipping and engaging communities to undertake social development projects in language minority settings.
• Providing suitable services to people in a language minority setting through the new projects.
• Engaging a greater number and wider variety of partners involved in various social development projects.
• Improving the capacity of Francophone and Acadian associations and developing greater community collaboration to address important social development and innovation issues in a concrete and effective way.

• Better understanding of OLMCs economic issues:
• 4 face-to- face meetings to engage with Anglophone and Francophone follow-up committees held
• 10 studies funded and/or undertaken in collaboration with Anglophone and Francophone OLMCs, regional development agencies and other government departments in order to deepen understanding of issues related to specific areas (tourism, entrepreneurship, coop development, etc.)

Innovation, Science and Economic Development Canada

Federal Economic Development Agency for Northern Ontario (FedNor)

• Capacities, new expertise and partnerships developed:
• Currently 10 active projects for the 2016-2017 fiscal year
• A leverage ratio of 1:1 (For every dollar invested through EDI contributions, an anticipated $1.00 will be leveraged from other sources)

• Leverage: A leverage ratio of 1:0 (For every dollar invested invested through EDI contributions, an anticipated $1.00 will be leveraged from other sources)
• Projects: As FedNor has a continuous intake process, it is difficult to estimate the number of projects that will be approved in any given year. Only planned spending can be estimated.

Quebec Economic Development Program/ Focus

Targeted and Temporary Support

Final expected result (Program 1.3 Strengthening Community Economies): The community of Quebec has a strong economy.

Intermediary expected result (Sub-program 1.3.3 Targeted and /or temporary Support): The communities stabilize or strengthen their economy.

Target final result: $5,5 M of investment generated in the communities for targeted and/or temporary support projects (EDI contribution to the target)

Target intermediary result: 11 communities that benefit from targeted and/ or temporary support (EDI contribution to the target)

Community Economic Development -

OLMCs

Number of businesses and organizations supported: 700 (by December 31, 2017)

Number of partnerships established: 45 (by December 31, 2017)

Funds leveraged against FedDev Ontario contributions: $2,000,000 (by December 31, 2017)

Business Development and Innovation

Community Economic Growth

• Capacities, New expertise, and Partnerships Developed
• Enterprises Developed and Communities Developed
• Capacities, New Expertise, and Partnerships Developed

• 65 - Capacities, New expertise, and Partnerships Developed
• 95 - Enterprises Developed and Communities Developed
• 65 - Capacities, New Expertise, and Partnerships Developed

Economic Development

Business Development

• Creation of a labour recruitment and retention strategy for the three territories;
• Creation of labour recruitment tools specifically for Canada's three territories;
• In the medium term, an increase in the number of skilled and specialized bilingual workers in the three territories;
• Recruitment of at least 40 workers

• Research to determine what attracts Francophones to the North. This includes determining which sectors need employees most, and identifying opportunities stemming from the Government of Canada's recent immigration reforms
• A recruitment campaign including development of promotional material, recruiting tools, and attendance at key targeted events. And,
• a final evaluation phase that will include surveys and interviews with employees to determine the project's effectiveness.