Thank you, general.
Good morning, Mr. Chairman, ladies and gentlemen.
I would like to start by explaining achievements to date with regard to the implementation of the Official Languages Program Transformation Model 2007-2012, which has three aims.
The first aim is to efficiently manage bilingual personnel. The first phase of the project to review the linguistic designation of units and functions consisted of a complete review of the linguistic designation of all Canadian Forces units, 568 to be exact, which brought on 28 additional bilingual units. This phase has been completed.
The second phase of the project entails the review of military functions and civilian positions. This portion of the project has started and should be completed by the end of 2009.
This review will indicate how to optimize our resources by staffing linguistically qualified personnel in bilingual functions and by better defining which civilian positions need to be bilingual.
As part of the first aim, we can see that a better understanding of the functional approach is taking place and its gradual integration will allow commanding officers to benefit from all competencies, including linguistic competencies, of CF members in their unit by employing them at the right place at the right time.
Services that need to be offered in both official languages are ensured by bilingual staff in a single organization.
The second aim is to enhance awareness and education. Official languages visibility was increased by focusing on specific areas of concern, like linguistic rights, and offering clear and accessible information to all civilian employees, military personnel and their dependents.
Articles, pamphlets, presentations, kiosks, posters and brochures are among the major activities that took place in the last year or are currently taking place. I have copies here, if you wish.
The network of coordinators of official languages, that is the personnel designated to advise Commanders of Commands and Group Principals on official languages issues, has been revived and has increased its participation in awareness and education initiatives.
An online course to OL was designed for the OL coordinator and its content was customized to Defence needs.
The third aim is performance measurement.
Performance indicators have been developed as well as a performance measurement system, which are currently being piloted. System implementation is planned for March 31, 2011.
There have been other achievements. The endorsement of Canadian Forces senior officers and the support of department executives are, in my opinion, key to the successful implementation of the model thus far.
The model also includes policy development in support of its aims and activities. Some policies have already been promulgated, such as delivery of training and education in both official languages and second language education and training for Canadian Forces members. Other policies have been drafted, revised, and are currently awaiting legal review before promulgation in the near future.
In conclusion, the model is a witness to our continued progress. Now in its mid-term of five years of implementation, we can foresee the model's aims being achieved, its activities being carried out, and I am confident that the defence workplace will fully integrate linguistic duality in its organizational culture.
Thank you very much.