Report to / Rapport au :

Corporate Services and Economic Development Committee

Comité des services organisationnels et du développement économique

and Council / et au Conseil

27 August 2007 / le 27 août 2007

Submitted by / Soumis par : Kent Kirkpatrick, City Manager/

Directeur des services municipaux

Contact / Personne-ressource : Pierre Pagé, City Clerk / Greffier de la Ville

580-2424 ext. / poste: 22408 / Pierre.Page@.ottawa.ca

City-wide / À l’échelle de la ville

Réf. : ACS2007-CMO-CCB-0016

Ce rapport est également disponible en français.

SUBJECT: REPORT ON FRENCH LANGUAGE SERVICES

OBJET : RAPPORT SUR LES SERVICES EN FRANÇAIS

REPORT RECOMMENDATION

That the Corporate Services and Economic Development Committee recommend Council receive the 2005-2007 Report on French Language Services.

RECOMMANDATION DU RAPPORT

Que le Comité des services organisationnels et du développement économique recommande au Conseil de recevoir le rapport 2005-2007 sur les services en français.

EXECUTIVE SUMMARY

This report presents an overview of the delivery of French language services at the City of Ottawa for the period spanning from January 1 2005 to March 31 2007; it also underscores the challenges to be met over the years to come.

During the period covered by this report, the City of Ottawa made some progress. For example, the City increased the number of subsidised child care spaces available in French and recently published the first edition of a guide of recreational activities offered in French.

Notwithstanding these examples, the active offer of services in French to the community and to members of City staff still has a way to go. Notably, French should be better integrated in all City organized events, and additional efforts are needed to speed up the use of French as one of the City’s two languages of work.

The report also indicates that the project intended to designate positions to individuals who possess a specified level of bilingualism is continuing. It is anticipated that approximately 20% of all City positions will be so designated. No employees will lose their jobs as a result of the designation process.

Second-language training programs continue to be very popular, and success (93.7%) and satisfaction (84%) levels are very high. Six of the 12 senior executives who had to take language training used this service in 2006 and 2007.

Since the municipal merger, the volume of texts to be translated has steadily increased. Between 2005 and 2006, this increase was over 9%. Generally speaking, the quality of texts in French continues to improve although the shortage of available resources means that the City can revise only a small portion of the texts translated by outside suppliers. Two new tools will soon support the work of the Translation Service: an improved software program for routing the work and a computerized text bank.

The agreement with the Department of Canadian Heritage for the improvement of French language services at the City of Ottawa was renewed to March 31, 2007. Primarily, the agreement made it possible to: improve and increase translation and simultaneous interpretation services, carry out a major upgrade of the second-language training program, conduct a number of studies on the best methods of delivering services in French, undertake an inventory of services in French available to the homeless and to vulnerable tenants, and lastly, fund the activities of the Business Assistance project.

The report concludes that the delivery of French language services must be further integrated into the City’s overall procedures. For example, the report underscores the fact that the City’s Bilingualism Policy requires all municipal services to prepare an annual plan on the delivery of French language services, supported by assessment and monitoring measures. Such plans would allow all services to meet their responsibilities with regard to the active offer of French language services to the community and to municipal employees.

BACKGROUND

Paragraph R.1.7 of the Bilingualism Policy, adopted by the City of Ottawa on 9 May 2001, states that progress reports on the implementation of the bilingualism policy should be submitted for Council consideration. Two follow-up reports were presented to City Council in November 2002 and July 2005.

This report presents an account of actions taken and results obtained for the period spanning from 1 January 2005 to 31 March 2007. This report also deals with immediate and future challenges to the implementation of the bilingualism policy at the City of Ottawa.

The report does not present an account of all the activities carried out by City departments and personnel, nor does it provide an overview of the wide variety of French-language services provided on a daily basis.

Instead, this report details activities involving:

· The French Language Services Division (FLSD);

· The process by which bilingual positions are designated;

· The second language training program and professional development workshops in French;

· Translation Services;

· Simultaneous interpretation services;

· The agreement between the City and the Department of Canadian Heritage;

· The Business Assistance Project.

DISCUSSION

Implementation of the Bilingualism Policy and development of French-language services

The primary mandate of the French Language Services Division (FLSD) is to oversee the implementation of the Bilingualism Policy. To do this, the FLSD:

· Acts as a resource centre for municipal services on questions related to bilingualism and the delivery of French language services;

· Provides advice on the quality, availability and accessibility of French language services to the elected representatives and the municipal administration;

· Disseminates information on the Bilingualism Policy and its implementation;

· Coordinates the centralized translation and simultaneous interpretation services;

· Maintains the City’s terminology bank;

· Conducts various kinds of documentary and archival research ;

· Maintains close ties with the francophone community;

· Receives and manages all public and employee complaints regarding French language services;

· Manages, on behalf of the City, the agreements reached with the Department of Canadian Heritage.

Overview

The last two years have seen significant progress in the area of French language services in the City of Ottawa.

For example, in July 2006, Council adopted a catch-up plan that will see the City subsidize a proportional number of French language child-care places by the year 2010. This initiative will require an injection of $2.3 million new dollars.

In addition, last year the Parks and Recreation Branch announced the implementation of a new planning and delivery structure for French language recreation programs. The working group, which consists of partners and two City employees, aims to coordinate and improve the French language services provided by the City and its partners. Because of their efforts, the City published the first edition of Mon guide francophone des loisirs which lists services provided in French by the City and it’s partners. The management model adopted by recreational services could serve as a model for other City activities. The City should be able to measure the benefits of this guide (increase in activities offered; increase in registration) by 2008.

The City’s Housing Branch and the FLSD participated in the creation of the Coalition pour prévenir l'itinérance chez les francophones d'Ottawa (CPIFO) [Coalition for preventing homelessness among francophones in Ottawa]. This Coalition aims at improving the services offered in French to the homeless and to tenants at risk. CPIFO’s first major activity was to organize a community forum on homelessness in November 2006. It is currently working on a directory of French language services for the homeless that will be accessible on the Internet.

During the first few months of 2007, the City undertook a “parallel drafting” pilot project in Public Health. The project revised and adapted translated texts to make them easier to read and to ensure that they meet the needs of the targeted groups. Already, the project has proven successful in a field where even the best of translations are not as effective as texts conceived and written in the language of the intended readership. Parallel drafting should also prove useful in other fields of public education and information.

Since 2005, work has been ongoing on issues related to staffing within the City administration. These issues will be discussed in detail in the section entitled the Designation of Bilingual Positions Project. This project is a key aspect of the implementation of the Bilingualism Policy.

It is important to note that, in October 2006, the Ontario Superior Court handed down its verdict in a suit against the City of Ottawa that sought to declare the Bilingualism Policy discriminatory and unconstitutional. The Court dismissed the plaintiff’s argument and ruled that the policy had been applied in a “just and reasonable manner,” in particular with respect to designation of bilingual positions.

Another example of the progress made in the area of French language services in the City of Ottawa is the first ever Mayor of Ottawa’s Rendez-vous francophone, which took place at City Hall on 21 March 2007. The occasion provided an opportunity to launch a new Web site developed by the City in collaboration with several partners. The site, called Raconte-moi Ottawa [Tell me about Ottawa], tells the story of the contribution of Ottawa’s French-speaking community to the history of Ottawa. It will soon be accessible online in both English and French.

During the period of this report, the City continued to strengthen its relations with the francophone community by participating in community networks, events and forums and by supporting the French Language Services Advisory Committee (FLSAC). Members of the FLSD have made numerous presentations that have enriched the dialogue between the community and certain sectors of municipal activity.

Part of the FLSD’s mandate includes receiving and dealing with complaints from the public and City personnel regarding French language services. In 2005, the FLSD received 32 complaints, compared with 30 in 2006. When investigating a complaint, the FLSD’s mandate requires it to see that every effort be made to correct the situation and to find solutions that prevent recurrences. The FLSD will recommend potential solutions, and, where appropriate, will suggest systemic improvements.

Despite the advances and successes enumerated in the preceding paragraphs, the active delivery of French language services, both to the community at large and to City staff, still presents challenges. Corporate culture can be slow to change and, on occasion, provisions of the Bilingualism Policy are forgotten and not implemented.

For example, the number of senior managers taking second language training to meet the requirements of their position should increase.

French needs to be better integrated to the format of all City events, both those intended for the general public and those for staff.

Additional efforts are required to accelerate the use of French as one of the two languages of municipal administration.

Finally, the provision of French language services sometimes lacks focus which, as might be expected, hinders results and discourages demand. The City must clearly define the function of actively providing French language services to the general public and to staff so that departments and employees understand their responsibility in this field. As per policy, the offer needs to be proactive; service levels in French are not to be based on current demand but on the City’s commitment to offer services of comparable quality and accessibility in both official languages.

Challenges

· To get all municipal services to prepare annual action plans for the delivery of French language services, supported by evaluation and control measures.

· To develop an implementation plan for the Bilingualism Policy.

· To develop, for management, tools, guidelines and procedures to promote best practices and improve proactive delivery of French language services.

· To get municipal services to further recognize their responsibility to proactively offer French language services to the community and City staff, both as part of everyday work and when conceiving services and programs.

· To underline that the active offer of French language services fosters increased demand from the general population and from staff.

· To work collaboratively with second-line City services on improving French language services (ex.: public health, community funding, services for the homeless and tenants at risk, emergency measures and services to employees).

· To promote the Bilingualism Policy among all City employees.

· To seek to encourage a more sustained dialogue between the francophone community and municipal services.

· To manage the treatment and resolution of complaints to avoid recurrences and to improve overall services in French.

Designation of bilingual positions

The Bilingualism Policy requires that a certain number of positions in the City’s administration be filled by individuals who have attained or who are in the process of attaining a predefined degree of proficiency in English and French. This is what is meant by designated bilingual positions.

This measure is seen as the pre-eminent means of ensuring that services are proactively offered in both languages to City residents and employees.

Since 2002, the City has been working on the Designation of Bilingual Positions Project. When completed in 2007, it will be followed by procedures and mechanisms to oversee ongoing designation.

The Designation of Bilingual Positions Project

The designation process sets out to formalize procedures and practices that have been in place since amalgamation. Currently, several positions are unofficially designated as bilingual, enabling the City to provide services in both official languages.

The Project contains several stages:

· First, the second-language training program and evaluation tools were revised in 2002 and 2003. The City adopted a new scale of second-language proficiency and ensured that second-language training was adapted to the City’s services, positions and terminology. The revision of the second-language training program also facilitated the development of training adapted to particular work groups, for example, long-term care teams. [1]

· Staff of each branch were surveyed between 2004 and 2005 on their interaction with clients both from the public and from the municipal workforce.

· In 2005 and 2006, a language services consultant evaluated the data provided by all the municipal services and formulated a series of recommendations for the FLSD review.

· Currently, the recommendations have been forwarded to the municipal services for examination and validation. The FLSD has prepared a tool kit (FAQ, discussion notes …) to assist directors and managers in this process.

· Following the approval of the recommendations, the data concerning designated positions, as well as the language profiles associated with them, will be recorded in the City’s databanks.

· To prepare for ongoing designation, for example as new positions are created or re-organised, Employee Services has developed or adapted several policies and procedures on designation, staffing and second language training.

A number of initiatives are already underway to ensure the success of the process by which bilingual positions are designated . For example:

· Working groups have been created consisting of personnel of various City services, Employee Services, Corporate Communications and the FLSD;

· The City’s language proficiency scale has been finalized and the second-language training curriculum has been firmly anchored to the scale, particularly by putting the emphasis on oral communication and work related situations;

· Language profiles have been prepared and approved on the basis of this scale; [2]

· New staffing formulas are being prepared and City databanks are being updated to receive information on designated positions;

· Presentations have been made to management teams, the elected representatives and the unions.

Every position in the City of Ottawa will be reviewed over the course of the Designation Project. When formulating recommendations, the position’s requirements, the clientele’s language requirements and geographic distribution, and the level and method of interaction with the public will be considered.

There are two types of designated positions:

· A designated position requires a specific level of proficiency in English or French as a second language; applicants who do not meet the second language proficiency requirements at the time of hire will need to enrol in second language training and show progress.

· A Day One Ready designated position requires a specific and immediate level of proficiency in English or French as a second language at the time of hire. This designation applies mainly to front line services to residents and employees, as well as to positions related to health, safety and security. For example, many of these positions are found in client services and emergency services.

Employees currently occupying a position that is destined to become a “designated position” and who do not meet the position’s language requirements will be encouraged to take language training to improve their second-language proficiency. If an employee is within three years of retirement, he or she will not be required to meet the designation requirements of the position.

To optimize effectiveness, the City will need to fill designated bilingual positions by proactively hiring and promoting individuals who already meet the language proficiency requirements.

Also, in accordance with the Bilingualism Policy, all positions in senior management and executive groups are designated bilingual at varying levels of proficiency (approximately 35 positions).

No employee will lose his or her job as a result of designation.

The City will continue to hire and promote applicants on the basis of merit. In the case of designated bilingual positions, “merit” will include a second-language proficiency requirement.

Ongoing designation

Once the Designation of Bilingual Positions Project is complete, responsibility for designating bilingual positions will rest with hiring managers. They will be required to ensure that there are enough bilingual positions in their team to meet the requirements of service delivery and to achieve the objectives set for English and French language services.

The City will continue to hire and promote the most qualified and able candidates. Concerning a designated position, proficiency in the second language (English or French) will be taken into consideration. The most qualified candidate will be the one who best satisfies the position’s requirements as a whole. This policy will also apply to senior management positions.

Preliminary observation

When the designation process is complete, it is expected that approximately 20% of all City positions will be designated as requiring a certain degree of second-language proficiency. A current estimate indicates that 30% of City employees are bilingual.

It is important to remember that no employees will lose their jobs due to the designation process. The process is intended to formalize the designation of positions, not employees.

DESIGNATION OF BILINGUAL POSITIONS

NUMBER OF RECOMMENDED POSITIONS FOR CERTAIN SECTORS

Sector	Total number of positions	Recommended number of designated positions	Recommended % of designated positions
Senior management positions	35	35	100%
Offices of the City Manager and the Auditor General	35	21	60.0%
Corporate Services	2,246	376	16.7%
Planning and Growth Management	374	85	22.7%
Community and Protective Services (incomplete)	3,649	1,085	29.7%
Public Works and Services (incomplete)	2,486	122	4.9%
TOTAL (incomplete)	8,790	1,689	19.2%

Challenges

· Complete the process of validating the recommendations for the initial designation of positions.

· Final approval of the designation process is expected in 2007.

· Further internal communication action will be required, in particular with regard to employees in positions that will be designated bilingual.

· Data from the designation process and the ongoing designation must continue to be recorded and kept up to date in City databanks.

· Those responsible for staffing, whether managers or Employee Services officers, will need to integrate designation requirements into their procedures.

· Starting in the Fall of 2007, increased demand for second-language training programs and proficiency tests should be anticipated.

· Maintain on-going actions to encourage the hiring and promotion of bilingual individuals to designated bilingual positions to enable work units to meet their service objectives.

Second-language training and professional training in French

SLT

Throughout the period covered by this report, a number of municipal employees have taken advantage of the City’s second-language training programs (SLT) and as a result have been able to upgrade their knowledge and improve their skills to serve their clients more effectively.

Between 2005 and 2007, the City consolidated its SLT program structure. Besides self-directed courses and private training, courses are now offered at 20 different levels, from beginner to advanced. The Employee Services Learning Centre offers three 12-week sessions a year to some 30 groups of differing levels.

SLT PROGRAM REGISTRATION – GROUPS

Session	French as a second language	English as a second language	Total
January to March 2005	249	3	252
April to June 2005	256	18	274
Sept. to Dec. 2005	251	18	269
Total 2005	756	39	795

January to March 2006	293	17	310
April to June 2006	227	8	235
Sept. to Dec. 2006	237	8	245
Total 2006	757	33	790

January to March 2007	206	9	215

The above table shows that an average of 257 people per session take part in second-language training groups. A little over 95% of participants are registered in French language courses.

The success rate in group SLT programs is very high, with an average progression rate of 93.7%.

SLT PROGRAM SUCCESS RATES – GROUPS

Session	Number of participants	Participants completing their level	Success %
January to March 2005	252	249	98.8%
April to June 2005	274	259	94.5%
Sept. to Dec. 2005	269	254	94.4%
Total 2005	795	762	95.8%

January to March 2006	310	296	95.4%
April to June 2006	235	218	92.7%
Sept. to Dec. 2006	245	209	85.3%
Total 2006	790	723	91.5%

January to March 2007	215	201	93.4%

With such a strong success rate (93.7% for the period of this report), it is not surprising that 84.0% of the people participating in group language courses declared themselves to be “satisfied” or “very satisfied” with their learning experience. Approximately 42% of those who took the training filled out the evaluation questionnaire.

SLT PROGRAM SATISFACTION RATE – GROUPS

Session	Participant “satisfied” or “very satisfied”
January to March 2005	86%
April to June 2005	89%
Sept. to Dec. 2005	85%
Total 2005	87%

January to March 2006	76%
April to June 2006	82%
Sept. to Dec. 2006	78%
Total 2006	79%

January to March 2007	89%

In addition to the second language group training, approximately 35 people participate in the self-directed training program for students at the intermediate or advanced levels. The self-directed training program is designed to enable students to address their specific training needs.

The Bilingualism Policy requires that senior management positions be filled by incumbents with a specific degree of proficiency in both official languages. Training options available to those Senior Managers requiring training include: private or semi-private training, group training, and an option of one or two week full time intensive or immersion training programs. Since 2006, senior managers have been evaluated to assess their progress towards meeting the language requirements of their position.

In January 2007, it was determined that of the City’s 34 senior managers:

· 15 meet or exceed the language requirements of their positions;

· 4 are exempted from language training, because they are less than 3 years from retirement or are acting incumbents;

· 15 require additional language training.

Of this last group, it is worth noting that:

· 12 are at an intermediate or advanced level;

· Only 6 took advantage of the training available to them during 2006 and the first 3 months of 2007.

The training provided is based on four language skills (listening, reading, speaking and writing); priority in all training programs is given to listening and speaking. The emphasis of the language training is on work related situations and vocabulary.

It should be noted that the language scale used by the City for its’ SLT programs is also used to define the language proficiency associated with bilingual designated positions. As a result, an employee in a designated position who participates in language training can easily establish a correlation between his or her learning achievements and the language profile of his or her position.

SECOND LANGUAGE PROFICIENCY LEVELS

Beginner 1 – Uses a few isolated words and memorized expressions of two or three words with little accuracy. Understands a few isolated words and simple short sentences on personal topics, spoken slowly, with frequent repetitions in face-to-face situations. Reads/understands words on familiar topics. Writes words on personal topics with little accuracy.

Beginner 2 – Uses a few simple, unconnected sentences on personal and general topics with little accuracy. Understands slow and simple speech on personal and general topics, with frequent repetitions in face-to-face situations. Reads/understands words and simple/complex sentences in short general texts. Writes words and simple sentences on personal and general topics with little accuracy.

Beginner 3 – Uses linked simple and complex sentences on personal and general topics with frequent errors. Understands slow and simple speech on personal, general and some work-related topics, with frequent repetitions in face-to-face situations. Reads/understands short paragraphs on general and some work-related topics with clarification. Writes simple and complex sentences to form paragraphs on personal and general topics with little accuracy.

Intermediate 1 – Uses linked simple and complex sentences on personal/general and simple work-related topics with frequent errors. Understands simple speech spoken at close to normal rate on personal/general and some work-related topics with frequent repetitions in face-to-face situations. Reads/understands paragraphs made up of simple and complex sentences on general and some work-related topics with some clarification. Writes simple and complex sentences to form paragraphs on general and some work-related topics with frequent grammatical and spelling errors.

Intermediate 2 – Uses complex sentences on general and work-related topics with frequent errors. Makes himself or herself understood in some routine work situations. Understands speech delivered at normal rate on personal, general and routine work-related topics in different situations, with frequent repetitions. Reads/understands the gist of texts on general and some work-related topics. Writes simple and complex sentences on general and work-related topics with frequent grammatical and spelling errors.

Intermediate 3 – Uses complex sentences in general and work-related situations with frequent errors. Makes himself or herself understood in most routine work situations. Understands speech delivered at normal rate on personal, general and routine work-related topics in different situations with occasional repetition. Reads/understands some details in texts on a variety of general and work-related topics. Writes simple and complex sentences on general and work-related topics with frequent grammatical or spelling errors.

Advanced 1 – Uses complex structures in general and some unexpected and complex work situations with frequent errors. Makes self understood in all routine work situations. Understands speech delivered at normal rate in different situations on personal, general and work-related topics and some rapid speech on personal and general topics. Reads/understands most details in texts on a variety of general and work-related texts. Writes complex sentences on general and work-related topics with occasional grammatical and spelling errors.

Advanced 2 – Uses complex structures in general and all work-related situations with frequent errors but always makes himself or herself understood. Understands most rapid speech on personal, general and work-related topics in different situations. May experience some difficulty with work-related topics when slurred speech is involved. Reads/understands details in a variety of complex texts on general and work-related topics. Writes complex sentences with detailed reasoning on general and work-related topics with occasional grammatical or spelling errors.

Advanced 3 – Uses complex structures in all types of situations with occasional errors. Understands all rates of speech and slurred speech on general and work-related topics in all situations. Reads/understands all types of texts. Writes general and work-related texts with few errors.

The City is continuing to refine and develop the teaching materials and methods used in the City’s SLT program.

As an example, 2005 saw the launch of the “Computer-Assisted Language Learning program” (CALL). The program uses the Tell Me More software and is offered in four rooms dedicated to this purpose in the Learning Centre. In each session, the use of the computer is integrated into the more traditional learning activities of approximately 20 groups. CALL is available at the beginner, intermediate and advanced levels.

Over the last three years the language training curriculum has been upgraded to include City material e.g. Intranet and includes a direct focus on City work situations.

In the Fall of 2006, the City incorporated specialized hour-long pronunciation workshops into the group class curriculum.

A new approach was tested in 2007 to offer second-language training to groups of workers from the same unit. This type of specialized training allows for greater emphasis on the vocabulary and operations of each work group.

The City’s database has been upgraded to improve recording and reporting of employees’ progress.

Achieving language goals has recently been included in the City’s Performance Development Program for the Senior Management Group (Directors and Deputy City Managers). If acceptable progress is not being made, the efforts to attain second language proficiency will be evaluated alongside the other criteria for performance measurement as they relate to progress through the salary range for the position. A statement has been added to the Individual Contribution Agreement form.

Similar measures will need to be developed for other employees in designated positions.

Also, new criteria were established to determine priority access to language training in anticipation of an increased demand resulting from the Designation of Bilingual Positions Project. Participants are now accepted in the training program based on the importance of languages in the performance of their duties:

· Employees in a designated position who do not meet the second language proficiency requirements of that position;

· Employees in a designated position who meet the second language proficiency requirements of their position and who wish to maintain or enhance their proficiency;

· Eligible employees, not in a designated position, who have been with the City for at least one year and wish to register in Second Language Training as a career development objective with the City of Ottawa.

It should be noted that the City is working hard to meet all requests for language training.

Finally, the management of the SLT program was consolidated within Employee Services. One-and-a-half staff now coordinate this program.

SLT challenges

· To manage the increased demand for tests and training following the initial designation process.

· To ensure that the programs offered meet employees’ needs, especially those of senior management.

· To offer alternative delivery options in order to address operational requirements (evening and weekend training, e-learning options through the City Intranet).

· To develop procedures to monitor the progress in second language training of employees in designated positions.

Professional development in French

Through its Learning Centre within Employee Services, the City of Ottawa continues to offer its employees opportunities to enhance their competencies in numerous areas. Most of these workshops are offered in French and on a variety of subjects. These workshops are usually very well received by the participants.

Since 2005, the City has sought to promote the sessions in French more actively, with more publicity, and in a way that is better targeted to potential clients.

PROFESSIONAL DEVELOPMENT WORKSHOPS IN FRENCH

Period	Number of workshops	Number of participants
2005	9	40
2006	15	69

Challenges for professional development in French

· To better promote this service, with the goal of offering workshops in French to specific work teams.

· To continue surveying the training needs and motivation of francophone employees.

· To build client loyalty by providing a regular service.

Translation and simultaneous interpretation

Translation

Since amalgamation, the volume and nature of texts to be translated has continued to expand. The first statistics available for 2007 appear to confirm this trend. Translation Services have generally succeeded in meeting the tightest deadlines even for often long, technical or urgent documents.

REQUESTS HANDLED BY TRANSLATION SERVICES

Period	No. of requests handled by City translators	No. of requests handled by freelances	Total no. of requests	Number of words
January to March 2006	1,231	1,939	3,170	2,529,491
April to June 2006	1,044	2,355	3,399	2,012,722
July to Sept. 2006	1,477	1,623	3,100	2,760,426
October to Dec. 2006	1,292	2,149	3,441	2,181,174
Total 2006	5,044	8,066	13,110	9,483,813

January to March 2007	1,006	2,475	3,481	n/a

The total number of requests for translation and revision handled by Translation Services went from 12,056 in 2005 to 13,110 in 2006, an increase of more than 9%. [3] In the first quarter of 2007, the number of requests was 3,481, which suggests a further increase in demand.

As one page of text contains an average of 350 words, the City will have translated a little over 27,000 pages in 2006.

The translation team is also responsible for the operation of the Info-langue telephone service, which answers questions from employees and provides language advice to them. Over the 15-month period from 1 January 2006 to 31 March 2007, the service received 2,879 calls, or about 10 calls per working day.

Overall, the quality of French texts continues to improve based on feedback from the Service’s clients. However, the available resources are such that the City can revise only a random portion of the texts translated by outside suppliers. At present, City staff generally reviews only texts with a wide distribution; this highlights the significant lack of revision and terminology resources.

From 2005 to 2007, the emphasis has been on the effectiveness of Translation Services and better management of its resources. The creation of the position of Coordinator, Translation and Revision, is part of this effort and has allowed an overhaul of the service with a view to continue improvement.

As well:

· Freelances used by the City receive more support and better supervision; this has resulted in an improvement to the quality of their work.

· Sustained efforts have been made to standardize terms used by the City, especially titles of branches and positions; the results of this work will be recorded in Lexis, the City’s terminology bank.

Since September 2006, Translation Services has been responsible for coordinating all of the City’s translation activities. Formerly, different municipal services sent their texts directly to freelances, and there was little quality control. The new centralized procedure allows for better monitoring of translated texts. The object of the new procedure is to ensure the quality of translated documents and the effective operation of the service.

Recently, other steps have been taken to speed up the handling of requests and meet ever-tighter deadlines. Two new software packages will soon be on-line and should facilitate the service.

The first of these, which has been in development for the last two years, will replace the tracking software currently used to assign texts to in-house translators and freelances. The new software will improve statistical operations, reduce the number of steps, and provide better monitoring and control.

The other new software will speed up translation times. Using a text memory bank, it will provide translators with previously translated texts so that identical or similar sections of text do not have to be retranslated.

There may be a period of transition until the new software programs are functioning fully. Additional revision and terminology resources will be required to properly configure the software so that the City can gain the maximum benefit and the anticipated medium- and long-term economies of scale.

In 2007, Ottawa Public Health conducted a pilot project to improve the quality of written documents published in French. This project has proved successful due to the development of a variety of innovative approaches to writing, translation and revisions.

Major challenges remain for translation at the City of Ottawa.

For example, too few departments factor in translation time when drawing up their schedules. This results in deadlines that are difficult if not impossible for Translation Services to meet. This could have a negative effect on the quality of the translation.

Challenges

· To fully integrate the two new software programs to improve the coordination of service, and to enhance the quality, consistency, and relevance of the texts produced.

· To find the required resources to transfer top quality translated texts to the software database to ensure its future usefulness.

· To find the required resources to keep updating the terminology database.

· To ensure that the City’s French-language publications are even more effective communication tools by increasing the volume of texts that go through the revision process and by encouraging the use of plain language whenever possible.

· Translation would also benefit from an active consideration of the client’s requirements in the preparation of French texts.

· To handle the increased demand for translation without compromising the quality of published texts.

· To allow for more time to ensure both the quality and availability of documents in both English and French.

Simultaneous interpretation

Over the last two years simultaneous interpretation was available at about 20% of City meetings and public events. This represents an increase of almost 50% over previous years.

This service is particularly appreciated during Council meetings and in public consultations, forums and events organized by the City and its partners. It allows members of both language communities to participate more fully in the City’s activities.

Challenges in simultaneous interpretation

· To better anticipate the needs for this service at City consultations and events.

· To enhance the dialogue between communities and with the City.

· To encourage more students to pursue this as a career choice.

Agreement between the Department of Canadian Heritage and the City of Ottawa

The agreement signed in 2002 between the Department of Canadian Heritage and the City of Ottawa aimed at improving the City’s capacity to deliver French language services. The agreement provided the City with a total of $2.5 million over five years for predefined activities. It was reached after the City adopted the Bilingualism Policy and created the French Language Services Division, in May 2001.

Recently the Department provided a further $500,000 and extended the agreement to 31 March 2007.

According to the terms of the agreements the City agreed to present the Department with a business plan detailing activities and a progress report summarizing the results achieved over the course of each year of the agreement. The City also agreed to invest at least $1.75 million in French language services in each year of the agreement.

The FLSD, on behalf of the City, is responsible for managing the agreement and coordinating its activities.

In 2005-06, funds received from the Department of Canadian Heritage served primarily to: [4]

· Improve and increase translation and simultaneous interpretation;

· Carry out a major upgrading of the second language training program (SLT) and increase opportunities for professional development in French;

· Fund all the activities of the Business Assistance Project;

· Undertake a study on childcare services subsidized by the City and underline the deficiencies in the language of service;

· Conduct a study on City recreational services offered in French and in English;

· Facilitate the process for designating bilingual positions, in particular by funding the services of an external consultant.

In 2006-07, translation, simultaneous interpretation, professional training and designation of bilingual positions activities, as well as the Business Assistance Project, all benefited from the Federal Government’s support.

Recently, a number of other activities have been added: ⁴

· A pilot project in writing and adapting public health texts in plain language;

· A computerized directory of French language services provided by the City and other agencies to tenants at risk and the homeless;

· The Mayor of Ottawa’s first Rendez-vous francophone, held at City Hall as part of the Rendez-vous de la Francophonie, an activity that will be repeated in future years;

· The launch of www.racontemoiottawa.com, a bilingual Web site presenting teaching material on the contribution of Ottawa’s French-speaking community to the City’s history;

· A study that will suggest models and procedures to ensure the quality of the City’s French language services as a whole. The study will propose a permanent process to allow each municipal service to set annual objectives for the delivery of improved services in French;

· Renewed support for the Association des municipalités françaises de l'Ontario (AFMO);

· Purchase of specialized software to support the operation and effectiveness of Translation Services.

Overview

The agreement between the Department of Canadian Heritage and the City of Ottawa has resulted in improved delivery of French language services to residents and City personnel.

Overall, the funding provided by the agreement has:

· Increased the number and quality of the City’s French language services;

· Increased the volume of documents translated, especially the new harmonized municipal by-laws;

· Increased provision of simultaneous interpretation;

· Enabled an extensive review and enhancement of the second-language training program;

· Launched the designation of bilingual positions;

· Initiated the Business Assistance Project and increased services provided to businesses;

· Compiled new data on French services delivered by the City that will help reach quality and equity objectives.

Federal Departmental spokespersons have referred to the City of Ottawa as a model for the delivery of municipal services and best practices. The City will continue to develop expertise that could be used by Canadian municipalities and institutions.

As a result of the agreement between the City of Ottawa and the Department of Canadian Heritage, the City’s corporate culture is increasingly including French language services in its strategic planning, work plans and actions aimed at achieving its priorities.

Challenges

· To continue developing our corporate culture.

· To follow up on the model design study.

· More specifically, to get every City service to produce an annual work plan for the delivery of French language services.

· To improve the emphasis on the official use of the French language in the City’s administration (procedures, notices, public and employee events…).

· To suggest new methods of developing French language services, while ensuring that there are no delays or setbacks.

· To continue the agreement with the Federal Government and explore the possibility of adding the Government of Ontario and other federal departments.

· To ensure the sustainability of the Business Assistance Project.

The Business Assistance Project

Funded entirely by the Department of Canadian Heritage, this project supports retailers who wish to improve their customer services in the two official languages. Initially coordinated by the City’s French Language Services Division (from 2002 to 2006), the Project came under the supervision of the Regroupement des gens d'affaires de la capitale nationale (RGA) as of 2006.

To date, there have been four project phases:

1) 2002-2003: a needs study to determine that businesses were interested in improving customer services in both languages and how best to meet those needs;

2) 2004-2005: in the pilot phase, translation and training services were offered to merchants in the Byward Market and St Laurent Shopping Centre;

3) 2005-2006: the Project was extended to new downtown shopping areas and new business activities, especially in the areas of tourism, hotels, and with new partners;

4) 2006-2007: the FLSD turned over management of the Project to the RGA but continues to support its major stages.

The Project is directed by a steering committee of partners including, but not limited to, the National Capital Commission (NCC), Public Works and Government Services Canada (PWGSC), the Department of Canadian Heritage, representatives of business groups, the Entrepreneurship Centre of the City and the Amicale francophone.

In 2005-06, to take advantage of the interest created by the pilot project, information kits were distributed to businesses. More than 1,200 visits to shops and businesses were completed in the Rideau Centre and on Rideau, Elgin and Sparks streets, as well as call-back visits to the Byward Market and St Laurent Shopping Centre. During these visits, 500 kits were distributed.

At the same time, visits were made to businesses renting premises in Federal Government buildings on Sussex, Elgin and Sparks streets; through the agency of the NCC’s Real Asset Management Division another 150 kits were distributed.

The Project was temporarily suspended on 31 March 2006, but its activities were re-launched on 25 October 2006 under the honorary chairmanship of the NCC Chair.

The RGA has also taken a number of actions to promote the Project and its services:

· Creating an Internet site accessible from the RGA site;

· Publishing a number of announcements and magazine and newspaper adds.;

· Setting up an information kiosk at RGA and partners’ events.

In 2006-07, through the cooperation of the new partners, the Project expanded to new business areas:

· Orleans-Ottawa team (mailings to members);

· Bayshore Shopping Centre distributed kits to its tenant businesses on two occasions and this has proved a good gateway to the West;

· Contact has been established with the Bank Street, Barrhaven, Carp, Manotick, Preston Street, Somerset Village, Sparks Street and Westboro business improvement areas (BIAs).

During this period, the services offered to businesses were consistent and included:

· A translation service at below market cost for which the business had to pay only $0.08 a word;

· Two- to six-hour second-language training workshops offered primarily to work teams;

· Support for recruitment of bilingual staff.

BUSINESS ASSISTANCE PROJECT – TABLE OF RESULTS

Service	2004-05	2005-06	2006-07	Total
Translation	30,839 words	3,765 words	69,135 words	161,956 words
Language training	58 persons	95 persons	24 persons	205 persons
Kits given out	812 kits	1,015 kits	786 kits	3,274 kits

Early in 2007, a satisfaction assessment of participating businesses was conducted. On the whole, clients said they were “very satisfied” and would not hesitate to recommend this project to their associates.

As a result of this project the NCC estimates that there has been a net improvement in French language services in downtown Ottawa. Public Works and Government Services Canada (PWGSC) is thinking of using the Business Assistance Project formula in other centres in Ontario and other parts of Canada.

Challenges

The biggest challenge is to ensure the Project’s sustainability. The RGA, with the support of the FLSD, is trying to get funds that will allow the Project to continue and expand its services and zones of activity. Potential funding partners, particularly provincial and federal departments responsible for economic development, will be investigated

CONSULTATIONS

This report was submitted to the members of the French Language Services Advisory Committee, who had several comments:

· The need for a broader, more active leadership throughout the corporation, starting with higher management, in all matters concerning services in French;

· The need for the corporate culture to evolve in such a way as to include the active offer of services in French in all relevant procedures, especially those pertaining to the design and planning of services;

· The need to improve services in French to employees as a means of impacting the corporate culture and, in time, improving services to the general public;

· The need to correct, in a timely fashion, outstanding and historical iniquities in French language services;

· The need to systematically promote French language services as an overarching priority of the City.

The FLSD also consulted with Employee Services in the preparation of the report.

Consultations on the designation of bilingual positions are presently underway; branches are asked to review and validate position recommendations for their work units.

FINANCIAL IMPLICATIONS

The delivery of some of the French language services offered by the City were made possible by grants from the Department of Canadian Heritage. Over the last 5 years, these grants averaged $500,000 per year; the latest grant ended 31 March 2007.

These grants were primarily used to develop models to enhance the development and delivery of services, rather than daily operations.

Although efforts to renew the current agreement with the Department are continuing, the City may have to increase the human and financial resources allocated to French language services if it wants to maintain and improve present levels. If the grants are not renewed, it could mean the end of the Business Assistance Project.

DISPOSITION

Following approval of this report by the Corporate Services and Economic Development Committee and City Council, the French Language Services Division, jointly with the City administration, will take the appropriate steps to implement the programs and projects discussed herein.

SUPPORTING DOCUMENTATION

Document 1 - Business Plan 2004-2005, presented to the Department of Canadian Heritage *

Document 2 - Business Plan 2005-2006, presented to the Department of Canadian Heritage *

Document 3 - Business Plan 2006-2007, presented to the Department of Canadian Heritage *

Document 4 - Activities Report 2004-2005, presented to the Department of Canadian Heritage *

Document 5 - Activities Report 2005-2006, presented to the Department of Canadian Heritage *

Document 6 - Activities Report on the City of Ottawa’s French Language Services, Bilan des résultats atteints entre 2001 et 2006, presented to the Department of Canadian Heritage *

* Documents are held on file with the City Clerk.

[1] The City’s second-language scale can be found in the following section of this report.

[2] The language profile associated with designated positions is based on four language skills: listening, speaking, reading, and writing. The level of proficiency associated with a particular designated position varies according to different criteria, especially the needs of the clientele served. A language profile will be developed for every designated position.

[3] As the estimated number of texts translated in 2002 was approximately 8,000; this represents an increase of 64% in four years.

[4] More detailed information on these projects and activities can be found in the relevant sections of this report.

Contact / Personne-ressource : Pierre Pagé, City Clerk / Greffier de la Ville

580-2424 ext. / poste: 22408 / Pierre.Page@.ottawa.ca

REPORT RECOMMENDATION

RECOMMANDATION DU RAPPORT

DISCUSSION

SLT PROGRAM REGISTRATION – GROUPS

Session

January to March 2007

SLT PROGRAM SUCCESS RATES – GROUPS

Session

January to March 2007

Session

January to March 2007

Translation and simultaneous interpretation

REQUESTS HANDLED BY TRANSLATION SERVICES

Challenges

The Business Assistance Project

FINANCIAL IMPLICATIONS