ARCHIVED - RPP 2006-2007
Canada Public Service Agency

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Section II: Overview

2.1 Our mandate and strategic outcome

Our mandate is to modernize and foster continuing excellence in people management across the public service.

This is the third Report on Plans and Priorities for the Public Service Human Resources Management Agency of Canada (the Agency), which was created on December 12, 2003.

The Agency is part of the Treasury Board Portfolio, along with the Treasury Board of Canada Secretariat and the Canada School of Public Service. It is one of the strategic arms of the Treasury Board to exercise its oversight and leadership responsibilities in human resources (HR) management in the public service—Canada's largest employer.

Its creation is anchored in the necessity to rejuvenate, strengthen, and modernize HR management in the public service—a sector where investments and changes have been limited for many years, leading to systemic challenges in various areas.

Indeed, until recently, HR legislation and practices had not changed for almost four decades in the federal public service. As a result, over the years, essential HR management functions had become outdated, too complex, and inflexible; managers had little say in HR decisions; and, HR management capacities in core areas had been eroded, resulting, in particular, in limited planning and performance monitoring systems to support effective accountability in this area.

At the same time, public service employees and managers have been facing increasing challenges, including rising demand for services, resource constraints, talent shortages, the changing nature of work, as well as constant pressures for greater efficiencies, notwithstanding the necessity to restore Canadians' confidence in their public service.

In this context, the Agency was created to modernize and foster continuing excellence in people management across the public service. Its primary focus is to implement and support a new HR management regime—one that enables managers and public service employees to deliver better results for Canadians. Acting on behalf of the employer (the Treasury Board), its role is to provide the leadership and focus needed to promote, enable, and ensure effective and results-driven people management across the public service.

As such, the Agency contributes to the strengthening and modernizing of public-sector management as a whole and therefore supports all of the Government of Canada Outcomes. The Agency's vision is to serve Canadians by striving for a workforce and a workplace second to none.

The Agency's strategic outcome is a modern, professional public service dedicated to the public interest and supporting ministers in democratic governance, representative of the Canadian public, and serving Canadians with excellence in the official language of their choice, with employees effectively and ethically led in a high-quality work environment respectful of their linguistic rights.

2.2 Roles of the Treasury Board and central agencies in HR management

The Agency is part of the Treasury Board portfolio. As the general manager and employer of the public service, the Treasury Board is the government's management board, overseeing the operations of the government. It manages the government's financial, personnel, and administrative responsibilities and establishes policies that govern each of these areas.

In its role as the management board of government, the Treasury Board promotes improved management performance and develops policies and priorities to support the prudent and effective management of the government's human, financial, information, and technology resources.

As the employer, the Treasury Board is responsible for HR management in the public service and the determination of terms and conditions of employment. It is the principal employer within the government and the employer of the majority of employees working in departments and agencies and other portions of the public service identified in schedules I and IV of the Financial Administration Act. These employees are appointed under the Public Service Employment Act. This group of employees makes up the core public administration.

There are three organizations within the Treasury Board portfolio, each playing a unique role in supporting the Board's role as the general manager and employer: the Treasury Board of Canada Secretariat (the Secretariat), the Canada School of Public Service (the School), and the Agency.

• The Secretariat provides advice and support to Treasury Board ministers in their role of ensuring value for money and provides oversight of the financial management functions in departments and agencies. From an HR management perspective, the Secretariat manages compensation, pensions, benefits, and labour relations.
• The School was createdon April 1, 2004, through the consolidation of training functions from various organizations to serve as a common learning service provider for the federal public service, as well as to bring a more unified approach to serving the common learning and development needs of public service employees.
• The Agency brings together most of the HR management functions that the Treasury Board is responsible for as the employer, chiefly:
  • values and ethics (including the legislation for disclosure of wrongdoing);
  • implementation of the Public Service Modernization Act (PSMA);
  • HR planning, accountability, and reporting to Parliament;
  • management and modernizaton of the classification system;
  • employment policy;
  • learning policy;
  • management of all aspects of the Executive Group; and
  • employment equity and the official languages programs.

All the Agency programs cover the core public administration, which represents about 185,000 employees from 84 public service organizations. The program that supports the Official Languages Act, however, covers about 200 institutions, including some private organizations such as Air Canada and NAVCAN, for a total of about 460,000 employees.

Finally, for all these programs, the Agency has both an oversight and enabling role. On the one hand, it must set policies and standards, and then monitor and report to Parliament on the performance of departments and agencies in the area of HR management. On the other, it must facilitate the work of departments and agencies and be an agent of change.

As such, the Agency is different and complementary to the Public Service Commission of Canada (PSC). While the Agency acts on behalf of the Treasury Board (the employer), the PSC is an independent agency reporting directly to Parliament. It is primarily responsible for safeguarding the integrity of the staffing system. It also provides public service-wide recruitment services.

The chart below summarizes the main roles and responsibilities of central agencies regarding HR management across the public service.

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2.3 The new HR management regime and challenges ahead

Since its creation, a key focus for the Agency has been to lead the implementation of the new Public Service Modernization Act (PSMA), which received Royal Assent in November 2003. This new Act represented the most significant transformation in more than 35 years in HR management, transforming the way public service employees are hired, developed, and managed.

Indeed, prior to the PSMA, HR legislation had not kept pace with changes for almost four decades. The staffing processes had become too cumbersome, constraining, and lengthy; the delivery of training programs was too fragmented; and the conflict resolution system was mainly based on rules instead of dialogue, mutual interests, and co-development. As a result, the PSMA led to profound legislative changes in strategic areas. In particular, the PSMA was designed to:

• modernize staffing to support managers in getting the skilled employees they need, faster;
• promote more collaborative and constructive labour-management relations;
• provide all employees with access to more integrated and accessible training programs; and
• clarify roles and responsibilities in the area of HR management across the public service.

Thus, the PSMA has been a major turning point for HR management in the public service, beginning the establishment of a new HR management regime. One of the most significant changes is the shift in primary responsibility for HR management away from central agencies into the hands of deputy heads and from HR professionals to line managers. Indeed, managers now have more authority and flexibility—but also more responsibility and accountability—to manage their people. Under the PSMA, most staffing actions are now delegated from the PSC to deputy heads and through them to the lowest possible level. There is also a new definition of "merit"that moves away from the rules-based concept of "best qualified" to a values-based approach that allows managers to hire, more efficiently, the right fit for the organization by considering the current and future skills needed within the entire organization—not just for the job. Deputy heads can also customize their staffing systems to meet the specific business needs of their organization, and managers have greater flexibility and discretion to use their own judgment in assessing candidates and making staffing decisions.

Since December 2005, the PSMA has come into force and the implementation of the new infrastructure required to support the Act is well-advanced. The next step is to bring this new infrastructure to maturity and take full advantage of the benefits of the PSMA. However, while the PSMA has been the catalyst for HR management modernization, it must also be complemented by transformations in other areas that affect the performance of HR management.

In particular, considerable capacity building in the area of HR planning and accountability is required. This is not only a prerequisite for the greater delegation resulting from the PSMA, but also essential for contributing to the strengthening of accountability, transparency, and trust in the public service as a whole. However, this is an area where a lot remains to be done.

This includes the rationalization of the HR component of Treasury Board policies, which are at the heart of what we do as a central agency, followed by the implementation of effective HR programs and services. However, while progress has been made over the last years, making more than 100 HR policy instruments simpler, more integrated, and results-based is a complex project, and further efforts must be made to complete this initiative.

Another pressing challenge is the necessity to embed public service values and ethics at all levels across the public service, including the implementation of legislation regarding the disclosure of wrongdoing. Public service values and ethics transcend all management disciplines and are the foundation required to support any strong culture of accountability, integrity, and transparency.

At the same time, the Agency must sustain the modernization of the classification system and lead the re-engineering of corporateHR processes and information systems—two strategic areas that are essential to strengthen accountability, decision making, and reporting while driving efficiencies and in enabling a simplified and more flexible staffing system resulting from the PSMA. The modernization of the classification system is also a key element for pay equity, compensation, collective bargaining, and labour relations management, for which the Secretariat has responsibility.

Another area of focus is to improve how we address—from a government-wide perspective—HR capacity issues resulting from emerging shortages of knowledge and skills in core functions rather than relying solely on the initiative of individual departments. Departmental HR planning and public service renewal efforts and recruitment strategies must also be facilitated at the government level in order to respond in a more timely and efficient manner to common HR capacity needs.

Such a government-wide approach to the management of HR capacity issuesis also a key enabler to better support the PSMA objective of a simplified and more responsive staffing system. It is also essential for better achieving targets and required cultural changes in the areas of official languages and employment equity, thereby contributing toa more inclusive, representative, and accessible public service.

The management and development of leadership is also a top priority. The Executive Group plays a critical role in delivering on the priorities that are mentioned above (particularly in the areas of values and ethics, and accountability). However, the Executive and feeder groups face their own demographic challenges in various areas, including succession planning, skills development and mobility.

Finally, in strengthening further the administration of the public service, a priority for the Agency is to implement a new learning policy with mandatoryrequirements in key areas, particularly for new employees, core functional groups, as well as supervisors at all levels.

All these transformations constitute key pieces of an emerging new HR management regime and a renewed public service—a regime marked by greater delegation and increased accountability. Traditionally, central agencies were described as "rule-driven" and "enforcement-oriented." In this new regime, the Agency has a dual role: on one hand, it has to enable organizations to meet the new standards for HR management and, on the other, it must oversee monitoring systems designed to facilitate accountability and transparency in a spirit of continuous improvement.

The real culture change made possible by the PSMA lies in going beyond the letter of the law to embrace the spirit of modernization and public service renewal, as well as in creating a shift in our mindset as to how we approach HR management in the public service. This will require sustainable change management programs and engagement strategies at all levels.

2.4 Our strategic planning framework

To implement and support the new HR management regime presented in the previous section, the Agency articulates its priorities and plans around three interrelated program activities (or strategic outcome components). Each of these three program activities is composed of key results areas.

Modernized HR management and strengthened accountability

• Optimize and sustain PSMA benefits in the long run
• Modernize the Public Service Classification System
• Strengthen HR planning, accountability, reporting,and transparency

Effective, ethical leadership and a quality work environment

• Foster strong, effective learning and ongoing leadership renewal
• Promote and embed public service values and ethics at all levels

A representative and accessible public service

• Achieve and preserve employment equity plans and priorities
• Achieve and preserve official languages plans and priorities

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An overview of the context, objectives, and plans for each of these key results areas is presented in section 2.6.

2.5 Our financial and human resources at a glance

Total for the Agency

	2006–07	2007–08	2008–09
Financial Resources ($ millions)	104.7	68.3	67.4
Human Resources (Full-time equivalents)	667	488	479

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Total by Program Activity

	Planned Spending
	2006–07	2007–08	2008–09
Modernized Human Resources Management and Strengthened Accountability	47.8	16.7	16.7
Optimize and sustain Public Service Modernization Act benefits in the long run Modernize the public service classification system Strengthen HR planning, accountability, reporting, and transparency
Effective, Ethical Leadership and a Quality Work Environment	43.7	40.9	40.0
Foster effective learning and ongoing leadership renewal Promote and embed public service values and ethics at all levels
Representative and Accessible Public Service	13.2	10.7	10.7
Achieve and preserve employment equity plans and priorities Achieve and preserve official languages plans and priorities
Total	104.7	68.3	67.4

As illustrated above, the Agency's total planned spending is expected to decrease by $37.3 million (or 36%) over the next three years, from $104.7 million in 2006-07 to $67.4 million in 2008-09. This net decrease is mainly explained as follows:

• Modernized human resources management and strengthened accountability: a decrease of $23.4 million in approved funding to address mandated provisions of the Public Service Modernization Act and of $7.7 million for the reform of the Classification System.
• Effective, ethical leadership, and a quality work environment: a decrease of $2.7 million in approved funding to address mandated provisions of the Public Service Modernization Act, a decrease of $0.5 million due to ending of authorized spending for support activities, and savings of $0.5 million resulting from the Expenditure Review Committee exercise.
• A representative and accessible public service: a decrease of $1.9 million in approved funding to address mandated provisions of the Public Service Modernization Act, a decrease of $0.5 million due to ending of authorized spending of some initiatives related to employment equity, and savings of $0.1 million resulting from the Expenditure Review Committee exercise.

2.6 Overview of key plans and priorities by program activity

This section presents an overview of the Agency's most significant priorities and plans for each of its three program activities:

• modernized HR management and strengthened accountability;
• effective, ethical leadership and a quality work environment; and
• a representative and accessible public service.

2.6.1 Modernized HR management and strengthened accountability

This program activity is at the heart of the modernization of HR management in the federal public service.

As previously mentioned, the Agency has as its primary mandate to strengthen and rejuvenate HR management—a sector where investments and changes have been limited for many years, leading to systemic challenges in various areas.

To address these challenges, the Agency has articulated its strategy around three key results areas: the implementation and support of the Public Service Modernization Act (PSMA); the modernizaton of the Public Service Classification System; and the establishment of effective and integrated HR planning and accountability systems.

Optimizing and sustaining PSMA benefits in the long run

The implementation of the PSMA has been the catalyst for the modernization of HR management. Passed in November 2003, this Act began a new era of HR management in the public service, transforming the ways public service employees are hired, managed, and supported.

The goals of this Act are multi-faceted. First, it is designed to establish a simplified and more flexible staffing system by empowering managers to attract and hire the right people when and where they are needed. Second, it aims to create a more effective working environment by fostering more collaborative labour-management relations. Third, it clarifies roles and strengthens accountability for deputy heads and their managers. Finally, it provides employees at all levels with better and more integrated access to continuous learning.

Today, all legislative components of the PSMA have come into force. The new management infrastructure required to support the legislation is being implemented and the effective integration of the Act's HR management requirements into the operations of departments and agencies has begun. Looking ahead, the Agency, in support of its overall stewardship obligations, will continue its efforts and leadership to realize the full advantages of PSMA benefits, as well as to ensure their sustainability in the long run.

Among the main priorities, the Agency will complete the review of specific HR policies that are required to support deputy heads, managers, and HR professionals in exercising their new prerogatives and responsibilities. It will also establish new centres of policy expertise to better support departments and agencies in these areas, including matters related to the new employment policy, staffing recourse, and the new Informal Conflict Management System resulting from the new Public Service Labour Relations Act.

Another key priority for the Agency will be to monitor PSMA initiatives and report through the use of an effective performance measurement infrastructure, including departmental assessments and reporting and accountability mechanisms, as well as a comprehensive set of measures and expectations.

At the same time, the Agency will provide leadership and supporting initiatives to bring about the transition and change management necessary for ongoing sustainability of the PSMA and HR modernization. In particular, PSMA funding will continue to be provided to departments and agencies; ongoing communications and training programs will be delivered; new monitoring and guiding change management activities will be implemented; ongoing support will be provided to small agencies; and a major effort will be made to recruit post-secondary graduates in HR and mid-career HR professionals across Canada.

Finally, the Agency will complete the system changes required to support PSMA new information management requirements and continue to assist departments and agencies in moving towards more common HR processes, systems, and services.

Modernizing the Public Service Classification System

Sustainable modernization of HR management requires modern systems for organizing and evaluating the work that public service employees perform for Canadians. This is not only a key element for pay equity, compensation, collective bargaining, and labour relations management but also a prerequisite to support the PSMA objective of a more effective, simplified, and flexible staffing system. Begun in 2003, classification modernization is progressing well. As we move forward, the Agency will continue to build on the foundation established over the past three years.

First, the Agency will continue to make progress on updating and modernizing the classification standards of various occupational groups. At the same time, it will complete the transfer of the qualification standards from the PSC and will initiate the development of new or updated qualification standards in targeted areas.

Further progress will also be made towards the update of the classification policies and guidelines. The goal is to ensure greater accountability on the part of, and provide greater flexibility to, the managers who use the classification system and to the HR professionals who advise them.

Investments will also be made in the development and support of the classification specialist community through targeted recruitment and retention initiatives; the completion of a new training module; and a better use of the Web-based technology to drive efficiencies.

In the area of performance reporting, using the Classification Monitoring Framework, several departments provided their first classification program monitoring reports by March 2006, as planned.

These monitoring activities will be ongoing and expanded to additional departments thereafter. A cost-tracking system to assess the classification standards modernization costs in departments (including the Agency) will also be operational, generating reports in 2006–07.

Strengthening HR planning, accountability, reporting, and transparency

This is the third building block supporting HR management modernization. Effective HR planning and accountability are not only essential to balance the greater delegation resulting from the PSMA but also critical for achieving a strong culture of accountability. However, this is an area where considerable capacity building is required. Building on the foundation established over the last two years, the Agency will continue to focus on targeted improvements in re-building HR planning capacities and in strengthening accountability and transparency to Parliament.

For HR planning, the Agency will deliver in 2006–07 the new Succession Management Tool and an updated version of the Integrated HR and Business Planning Tool Kit, to better reflect best practices and policies. In addition, to better support departments and agencies with more pertinent needs assessments to support planning and HR management, the Agency plans to increase its own research and analytical capacities, starting in 2006–07.

At the same time, the Agency will strengthen the dissemination of HR data and intelligence through a stronger Web presence. In doing so, it will continue to develop the Employee Passport initiative to transfer electronic employee records securely between departments—a key step towards the creation of the Central Public Service Employee Database accessible by all departments and agencies. This will begin in 2006–07.

The Agency will also take on a leadership role in developing government-wide strategies to complement and facilitate departmental HR planning and recruitment efforts in common priority areas. This approach will begin to be implemented in 2007.

On another front, the Agency will begin the implementation of the HR management performance indicators through the Management Accountability Framework. Once implemented, these performance indicators should provide a stable baseline measurement against which progress will be assessed and reported to Parliament. The implementation of these performance indicators will be facilitated through the development of practical tools. The new HR Information Management, Planning and Accountability Policy will also be finalized.

The Agency will also focus on making more accessible key information on the performance of HR management across the public service, including results from the public service employee surveys, through a Web-based reporting system.

Finally, during the fiscal year, the President of the Treasury Board will table in Parliament the first annual report on HR management across the public service, as required under the PSMA. The report will cover a range of aspects of HR management in 2005-06.

2.6.2 Effective, ethical leadership and a quality work environment

Competent, ethical, accountable, and vibrant leadership is a key factor in successfully modernizing HR management and re-establishing trust in the public service. This is particularly true in the context of greater delegation resulting from the Public Service Modernization Act (PSMA), in which leaders need to understand their responsibilities and how to discharge them.

As a result, a key program activity for the Agency is to foster and support the development of highly competent leaders, guided by the highest ethical standards and able to create and sustain a quality work environment.

In addition, as the policy centre for learning, the Agency sets the direction and learning requirements for all public service employees, recognizing that career-long learning is a key success factor to develop and maintain a highly competent and ethical workforce.

In this regard, the Agency's priorities are articulated around two key results areas: foster effective learning and ongoing leadership renewal; and, promote and embed public service values and ethics at all levels.

Fostering effective learning and ongoing leadership renewal

As presented in the Agency's last departmental performance report, significant progress has been made in this area over the last two years. Looking ahead, a key priority for the Agency will be to monitor the implementation of the Policy on Learning, Training and Development. In support of this, the Agency will develop standards, directives, and guidelines for public service employees and managers, as well as establish the infrastructure required to monitor and report on their effective implementation. The Agency will also provide policy advice and tools to departments and agencies and will work in collaboration with the Canada School of Public Service to ensure courses developed to support the new Policy meet the employer's knowledge standards.

The new integrated leadership development programs will also be implemented and the need for additional programs will be examined. The Agency will support departments in the recruitment of high-potential leaders for accelerated and tailored development, particularly in the HR and financial communities. The Agency will also assist regional councils and other functional communities where there are shortages.

The revised key leadership competencies, established in August 2005, will be an integral part of leadership development planning. The Agency will also provide assistance to departments and other partners to integrate this profile into their HR management activities and monitor the effective integration of the profile.

The Agency will also create an integrated framework to enhance the management of all aspects of HR for the executive community.

All these transformations will need to be supported by effective change management programs to engage public service employees and leaders in career-long learning and skills development.

Promoting and embedding public service values and ethics at all levels

2006–07 is the third year of development for the Office of Public Service Values and Ethics, created in fall 2003. Since then, many key elements of the foundation for a strong culture of public service values and ethics have been put in place.

Looking ahead, a high priority will be to support the government in the further development and implementation of disclosure protection legislation.

In addition, there will be continuing efforts to develop widespread employee awareness, understanding, and application of public service values and ethics. These include a new series of learning, communications, change management, and engagement measures for leaders and employees, as well as certification programs to ensure responsible departmental officials have the capacity to promote public service values and advise on ethical issues.

At the same time, additional support will be provided to help departments and agencies meet their accountabilities in this area. In particular, in 2006–07, the Agency will complete the development and implementation of the public service values and ethics component of the Management Accountability Framework. To support this, departments and agencies will also be provided in 2006–07 with a road map for assessing and continuously improving their performance in this area. A measurement and evaluation strategy for collecting, assessing, and reporting performance against public service values and ethics will also be put in place.

On another front, the Agency will continue to ensure its policies that contribute to a culture of integrity are effectively implemented. This includes the update of the policy and systems for preventing and resolving cases of harassment and the Policy on the Indemnification of and Legal Assistance for Crown Servants. A strategy will be developed to ensure workplace well-being principles are part of departmental HR management regimes.

For all these areas, the Agency will also continue to strengthen its support to public service communities of practice in values and ethics.

2.6.3 A representative and accessible public service

The Employment Equity Act commits the government to achieve equality in the representation and participation of four designated groups: women, Aboriginal peoples, members of visible minorities, and persons with disabilities.

The Official Languages Act commits the government to serve Canadians in the official language of their choice, enabling employees in bilingual regions to work in their language of choice and ensuring equitable participation of English- and French-speaking Canadians.

Significant progress has been made since these acts came into force.

Achieving and preserving employment equity plans and priorities

Since the first annual report on employment equity a little over a decade ago, there continues to be strong statistical evidence that the situation for members of the designated groups has been improving—especially for women, Aboriginal peoples, and persons with disabilities. Representation rates in the public service for these three groups have now surpassed our workforce availability goals.

However, improvements can be made to increase the representation of persons in visible minority groups. Progress continues to be made towards narrowing the gap between representation and our workforce availability goal for this group.

Over the planning horizon, the Agency will intensify its efforts to assist departments and agencies to meet employment equity goals, in particular those relating to recruitment and career development for the visible minority group. It will also continue to improve participation and career advancement for women, Aboriginal peoples, and persons with disabilities.

The Agency will emphasize accountability of departments and agencies in the recruitment and career development of visible minorities. This includes the establishment of mechanisms to hold senior managers more accountable for results in meeting employment equity goals.

At the same time, the Agency will lead and support the development and implementation of an anti-racism strategy to facilitate the achievement of a welcoming corporate culture.

Moreover, the Agency will work on the new Diversity Policy, which recognizes the diversity of Canadian society. The objective is also to develop a clearer, simpler, and results-based policy to support the integration of diversity and employment equity goals into all aspects of HR management and business planning, as well as to facilitate accountability for results. This new Policy aims to replace the current Employment Equity Policy and the Policy on the Duty to Accommodate Persons with Disabilities in the Federal Public Service; directives on employment equity and the duty to accommodate will be issued at the same time as the Policy. Implementation will begin in 2006–07.

Finally, to complement these efforts, communication initiatives across the country will foster the understanding of diversity and employment equity obligations. In addition, the Agency will continue to facilitate an understanding of the obligations and benefits of employment equity by way of training programs.

Achieving and preserving official languages plans and priorities

As depicted in the last annual report on official languages, our vision of instituting cultural change is beginning to take root. However, achievements in some areas remain fragile. In particular, rights and obligations are still misunderstood; there are misperceptions about legal and policy requirements; and the number of executives and related feeder group members who are bilingual still has to grow. In addition, French continues to be underused as a language of work in bilingual regions and it is essential to ensure that supervisors in these regions are bilingual so employees can exercise their linguistic rights.

Respect for Canada's official languages is important in order to achieve official languages requirements in the workplace and give Canadians quality services. This emphasis is especially important as the government moves forward with electronic services, single-window service points, and integration with other partners and levels of government.

Leveraging on the progress made during the last few years, the Agency will continue to focus on three key results areas: improving service and accountability to Canadians; creating a truly bilingual workplace in regions designated as bilingual for language of work purposes; and meeting objectives for increasing bilingual capacities within the Executive Group and the executive feeder groups. Key plans for official languages are highlighted below.

First, by 2008, the Agency will have completed important steps in the implementation of its strengthened approach to accountability and reporting. In particular, our analysis published in the annual report to Parliament will be more results-oriented. There will also be an official languages management dashboard that will provide a clearer portrait of the situation in each institution.

At the same time, the Agency will launch a series of communications in 2006–07 to raise awareness and support the effective implementation of its recently modernized policies across the public sector.

Support will continue to be provided to institutions through networks such as those of the official languages champions and federal regional councils.

 

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