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ARCHIVED - 2010-11 - Main Estimates

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Canadian Heritage

Ministry Summary

Vote	(thousands of dollars)	2010–11	2009–10	Difference
		Main Estimates	Main Estimates

	Canadian Heritage
	Department
1	Operating expenditures	216,811	265,654	(48,843)
5	Grants and contributions	901,281	959,770	(58,489)
(S)	Contributions to employee benefit plans	25,762	26,929	(1,167)
(S)	Minister of Canadian Heritage and Official Languages –
	Salary and motor car allowance	79	78	. . . . .
(S)	Minister of State (Sport) – Motor car allowance	2	. . . . .	2
(S)	Salaries of the Lieutenant-Governors	1,196	1,196	. . . . .
(S)	Payments under the Lieutenant-Governors
	Superannuation Act	637	637	. . . . .
(S)	Supplementary Retirement Benefits – Former
	Lieutenant-Governors	182	182	. . . . .

	Total Department	1,145,949	1,254,446	(108,497)

	Canada Council for the Arts
10	Payments to the Canada Council for the Arts	181,697	180,786	911

	Total Agency	181,697	180,786	911

	Canadian Broadcasting Corporation
15	Payments to the Canadian Broadcasting Corporation for
	operating expenditures	985,342	956,978	28,364
20	Payments to the Canadian Broadcasting Corporation for
	working capital	4,000	4,000	. . . . .
25	Payments to the Canadian Broadcasting Corporation for
	capital expenditures	101,564	91,630	9,934
30	Pursuant to subsection 46.1(3)(b) of the Broadcasting
	Act , to authorize a total indebtedness in respect of
	borrowings under subsections 46.1(1) and 46.1(2) of
	the Act of an amount not to exceed $220,000,000	. . . . .	. . . . .	. . . . .

	Total Agency	1,090,906	1,052,608	38,298

	Canadian Museum for Human Rights
35	Payments to the Canadian Museum for Human Rights for
	operating and capital expenditures	55,850	1,500	54,350

	Total Agency	55,850	1,500	54,350

	Canadian Museum of Civilization
40	Payments to the Canadian Museum of Civilization for
	operating and capital expenditures	65,325	62,266	3,059

	Total Agency	65,325	62,266	3,059

	Canadian Museum of Nature
45	Payments to the Canadian Museum of Nature for
	operating and capital expenditures	30,361	32,385	(2,024)

	Total Agency	30,361	32,385	(2,024)

	Canadian Radio-television and Telecommunications
	Commission
50	Program expenditures	14	. . . . .	14
(S)	Contributions to employee benefit plans	5,651	5,352	298

	Total Agency	5,665	5,352	313

	Library and Archives of Canada
55	Operating expenditures	97,071	. . . . .	97,071
60	Capital expenditures	11,998	. . . . .	11,998
(S)	Contributions to employee benefit plans	11,216	11,167	49
	Appropriations not required
–	Program expenditures	. . . . .	110,216	(110,216)

	Total Agency	120,285	121,383	(1,098)

	National Arts Centre Corporation
65	Payments to the National Arts Centre Corporation for
	operating expenditures	35,183	35,175	8

	Total Agency	35,183	35,175	8

	National Battlefields Commission
70	Program expenditures	7,486	7,354	131
(S)	Contributions to employee benefit plans	387	365	22
(S)	Expenditures pursuant to paragraph 29.1(1) of the
	Financial Administration Act	1,600	1,600	. . . . .

	Total Agency	9,472	9,319	154

	National Film Board
75	Program expenditures	67,218	65,062	2,155
(S)	National Film Board Revolving Fund	. . . . .	. . . . .	. . . . .

	Total Agency	67,218	65,062	2,155

	National Gallery of Canada
80	Payments to the National Gallery of Canada for operating
	and capital expenditures	41,266	41,672	(406)
85	Payment to the National Gallery of Canada for the
	acquisition of objects for the Collection and other costs
	attributable to this activity	8,000	8,000	. . . . .

	Total Agency	49,266	49,672	(406)

	National Museum of Science and Technology
90	Payments to the National Museum of Science and
	Technology for operating and capital expenditures	30,684	34,604	(3,920)

	Total Agency	30,684	34,604	(3,920)

	Office of the Co-ordinator, Status of Women
95	Operating expenditures	9,717	8,585	1,132
100	Grants and contributions	19,950	19,950	. . . . .
(S)	Contributions to employee benefit plans	1,170	1,113	57
(S)	Minister of State – Motor car allowance	2	. . . . .	2

	Total Agency	30,840	29,648	1,191

	Public Service Commission
105	Program expenditures	85,766	79,814	5,952
(S)	Contributions to employee benefit plans	13,195	11,952	1,243

	Total Agency	98,962	91,767	7,195

	Public Service Labour Relations Board
110	Program expenditures	12,401	6,071	6,330
(S)	Contributions to employee benefit plans	1,253	751	503

	Total Agency	13,654	6,821	6,833

	Public Service Staffing Tribunal
115	Program expenditures	4,917	1,567	3,349
(S)	Contributions to employee benefit plans	547	11	535

	Total Agency	5,463	1,579	3,885

	Registry of the Public Servants Disclosure Protection
	Tribunal
120	Program expenditures	1,644	1,644	. . . . .
(S)	Contributions to employee benefit plans	184	184	. . . . .

	Total Agency	1,828	1,828	. . . . .

	Telefilm Canada
125	Payments to Telefilm Canada to be used for the purposes
	set out in the Telefilm Canada Act	105,418	104,662	756

	Total Agency	105,418	104,662	756

Note: Details may not add to totals due to rounding.

Department

Strategic Outcome

Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Program Activity Descriptions

Cultural Industries

This program activity supports the Canadian cultural sector to ensure that a range of Canadian cultural content is produced and is accessible to domestic and international audiences. It also creates conditions that foster sustainability of the Canadian cultural industries. This program activity aims to enable Canadian creators, entrepreneurs, cultural exporters, producers and cultural industries to develop, market and export Canadian cultural content. This is achieved through delivering programs and services in the form of grants, contributions, tax credits and, policies, regulatory and legislative measures.

Core Concept: Encouraging the creation of Canadian cultural content and its consumption both at home and abroad.

Arts

This program activity is necessary to improve Canadians' direct access to varied artistic experiences, and to contribute to the sustainability of the arts sector. This is accomplished through funding programs that support: the presentation of professional arts festivals or performing arts series; the improvement of arts and heritage infrastructure; the improvement of business and management capacity of arts and heritage organizations; a greater integration of arts and heritage within municipal planning; as well as institutions that offer training of the highest calibre, in preparation for professional artistic careers.

Core Concept: Encouraging access, sustainability, and excellence in the arts for all Canadians.

Heritage

This program activity is necessary to ensure that Canada's cultural heritage is preserved and accessible to Canadians today and in the future. It enables the heritage sector to improve professional knowledge, skills and practices, to preserve and present heritage collections and objects, and to create and circulate exhibitions and other forms of heritage content. This is accomplished by providing funding such as grants, contributions and tax incentives; expertise, information, training and other services; and regulatory and legislative measures. Core Concept: Promoting the preservation and presentation of Canada's cultural heritage.

Strategic Outcome

Canadians share, express and appreciate their canadian identity.

Program Activity Descriptions

Official Languages

Canadian Heritage is responsible for the planning, implementation and management of the Official Languages Support Programs pertaining to the promotion of linguistic duality within Canada and the development of official-language minority communities, in accordance with Canadian Heritage's mandate pursuant to article 43 of the Official Languages Act (OLA). It connects to the Government Outcome "A diverse society that promotes linguistic duality and social inclusion". Canadian Heritage plays a coordination and support role among federal institutions in the implementation of their commitment to the development of official-language minority communities and to the promotion of linguistic duality, as conferred by article 42 of the OLA. Canadian Heritage is also responsible for the horizontal coordination of the Official Languages Program (OLP) covering all activities of federal institutions subject to the OLA, including language of service or of work, support for linguistic duality within Canada and support for the development of official-language minority communities.

Promotion of and Attachment to Canada

This program activity promotes Canadian identity through building trust, pride and sense of national purpose in Canadians. It represents and celebrates Canada to Canadians and Canada to the world, showcasing ingenuity, achievements, innovations, excellence and leadership; expresses shared values, cultural diversity and place in the global community. It also promotes civic education, participation among young Canadians through exchanges, forums and community service, as well as provides them with the opportunity to learn about and understand Canada's society, diversity, history and institutions. Core Concept: Promoting Canadian values to Canadians and the world.

Engagement and community participation

This program activity aims to ensure that Canadians are engaged and have the opportunity to participate in the civil, social and cultural aspects of life in Canada and in their communities. This is accomplished through funding programs and initiatives that support the efforts of communities to: build stronger citizen engagement and social inclusion through the performing and visual arts; express, celebrate and preserve local heritage; contribute to increasing the respect for and awareness of human rights in Canada and develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede Aboriginal peoples' community and personal prospects.

This program has strong social benefits, as it contributes to the preservation of the history and identity of Canada's diverse communities, while offering a way for traditions and identities to evolve over time. The program supports the Department's mandate to strengthen Canadian identity and values and building attachment to Canada.

Strategic Outcome

Canadians participate and excel in sports.

Program Activity Descriptions

Sport

This program activity promotes development and excellence in sports among Canadians and Canadian communities. This is accomplished through support for high-performance athletes in national and international sporting events, enhancing Canada's ability to host national and international sporting events and supporting the development of excellence in coaching and sports organizations. In recent years this program has been expanded to include promoting participation in sports by Canadians of all ages and abilities. This program activity provides funding, expertise and other services to Canadian athletes, sport organizations and event organizers.

Core Concept: Enhancing and promoting Canadian participation and excellence in sports, sports organizations and sporting events.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)		2010–11 Main Estimates				2009–10

		Budgetary			Total	Main Estimates

	Operating	Grants	Contributions	Less:
			and other	Revenues
			transfer	credited
			payments	to the vote

Official Languages	22,204	38,923	298,632	. . . . .	359,759	356,896
Cultural Industries	35,140	91,074	85,680	3,500	208,394	221,692
Sport	19,495	27,000	133,317	. . . . .	179,812	197,318
Arts	20,311	33,538	71,910	. . . . .	125,759	116,413
Internal Services	87,595	. . . . .	. . . . .	. . . . .	87,595	87,653
Promotion of and Attachment to Canada	27,205	8,405	44,107	500	79,217	106,985
Engagement and community participation	10,706	15,895	37,877	. . . . .	64,478	130,674
Heritage	25,894	3,664	12,076	700	40,934	36,815

	248,549	218,499	683,600	4,700	1,145,948	1,254,446

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2010–11	2009–10
	Main Estimates	Main Estimates

Grants
Grants to support Canadian periodicals through the Canada Periodical
Fund	72,775,054	45,400,000
Grants to organizations, associations and institutions to promote the
vitality and long-term development of official-language minority
communities through the Development of Official-Language
Communities Program	33,322,973	36,823,000
Grants to the Athlete Assistance Program	27,000,000	26,677,000
Grants to the Canada Cultural Investment Fund	19,038,432	14,884,000
Grants in support of the Building Communities through Arts and Heritage
Program	14,355,000	12,405,000
Grants to the Canada Arts Presentation Fund	10,500,000	10,000,000
Grants to the Canada Book Fund	8,300,000	. . . . .
Grant to TV5 Monde	8,000,000	4,940,000
Grants to organizations, associations and institutions to promote the full
recognition and use of the official languages in Canadian society
through the Enhancement of Official Languages Program	5,599,842	5,098,000
Grants in support of the Celebration and Commemoration Program	5,500,000	5,434,000
Grants to the Canada Cultural Spaces Fund	4,000,000	3,000,000
Grant to Canadian museums and heritage organizations to promote
professional management of, and access to, Canada's diverse heritage	2,500,000	2,500,000
Grants to the Canada Music Fund	2,000,000	. . . . .
Grants to support the Aboriginal Peoples' Program	1,340,000	1,340,000
Grants to institutions and public authorities in Canada in accordance with
Section 35 of the Cultural Property Export and Import Act	1,163,680	1,164,000
Grants in support of the Canadian Studies Program	1,150,060	200,000
(S) Payments under Lieutenant-Governors Superannuation Act	637,000	637,000
Grants in support of the Human Rights Program	200,000	195,293
(S) Supplementary Retirement Benefits – Former Lieutenant-Governors	182,000	182,000
Grants to the Lieutenant-Governors of the provinces of Canada toward
defraying the costs incurred in the exercise of their duties:
Quebec	147,372	147,372
Ontario	105,627	105,627
British Columbia	97,814	97,814
Newfoundland	77,510	77,510
Alberta	75,940	75,940
Manitoba	73,762	73,762
Saskatchewan	73,758	73,758
Nova Scotia	64,199	64,199
New Brunswick	62,947	62,947
Prince Edward Island	57,071	57,071
Grants in support of Innovative Youth Exchange Projects	100,000	100,000

Total grants	218,500,041	171,815,293

Contributions
Contributions to support the Development of Official-Language
Communities Program	192,709,011	189,867,000
Contributions for the Sport Support Program	117,000,972	101,113,596
Contributions to support the Enhancement of Official Languages Program	105,923,289	104,923,000
Contributions to support the Aboriginal Peoples' Program	31,984,907	56,522,911
Contributions to the Canada Book Fund	28,366,301	36,637,660
Contributions to the Canada Music Fund	23,828,331	22,364,982
Contributions to the Canada Cultural Spaces Fund	22,949,850	25,332,485
Contributions to the Canada Arts Training Fund	22,742,440	16,703,920
Contributions to the Canadian Television Fund	20,400,000	20,400,000
Contributions in support of the Katimavik Program	19,776,000	19,776,000
Contributions in support of the Exchanges Canada Initiative	17,686,359	17,686,359
Contributions to the Canada Arts Presentation Fund	17,378,855	17,862,112
Contributions for the Games' Hosting Program	16,315,575	43,992,404
Contributions to Canadian museums and heritage organizations to
promote professional management of, and access to, Canada's diverse
heritage	12,076,284	11,946,000
Contributions to the Canada New Media Fund	6,625,000	14,196,077
Contributions in support of the Celebration and Commemoration Program	6,329,553	19,155,641
Contributions to the Canada Cultural Investment Fund	6,144,273	3,862,680
Contributions in support of the Building Communities through Arts and
Heritage Program	4,800,000	1,350,000
Contributions to TV5	4,460,900	2,470,000
Contributions to non-profit cultural organizations and institutions to
enhance cultural infrastructures and support cultural development:
Contribution to Fathers of Confederation Buildings Trust,
Charlottetown, P.E.I.	2,305,000	1,580,000
Contributions to support the Canada Periodical Fund	1,999,544	14,881,638
Contributions in support of the Court Challenges Program	900,000	. . . . .
Contributions to the Arts, Culture and Diversity Program	390,000	390,000
Contributions in support of the Canadian Studies Program	315,040	190,000
Contributions in support of the Human Rights Program	192,280	192,280

Total contributions	683,599,764	743,396,745

Items not required
Contributions in support of the Community Historical Recognition
Program	. . . . .	9,932,614
Contributions in support of the Multiculturalism Program	. . . . .	9,394,124
Grants in support of the Multiculturalism Program	. . . . .	7,315,035
Contributions in support of the Canadian Culture On-line Program	. . . . .	5,567,143
Contributions in support of the National Training Program in the Film and
Video Sector	. . . . .	2,519,400
Contributions to Arts and Heritage Sustainability Program (Capacity
Building Component)	. . . . .	2,365,479
Grants to Canadian Arts and Heritage Sustainability Program (Capacity
Building Component)	. . . . .	2,000,000
Contributions in support of the Trade Routes: Canada's Trade
Opportunities Program	. . . . .	1,976,000
Contributions in support of the Canadian Feature Film Policy: Canadian
Independent Film and Video Fund	. . . . .	1,531,400
Grants in support of the Community Historical Recognition Program	. . . . .	1,127,672
Contribution to the Canadian Arts and Heritage Sustainability Program
(Networking component)	. . . . .	1,000,000
Grants to Arts Presentation Canada (Development Component)	. . . . .	500,000
Contributions in support of the Canadian Feature Film Policy: Audio-
Visual Preservation Trust	. . . . .	148,200

Total items not required	. . . . .	45,377,067

Total	902,099,805	960,589,105

Canada Council for the Arts

Strategic Outcome

A vibrant and dynamic arts sector in Canada.

Program Activity Descriptions

Grants and services to support creation, production and dissemination of arts for individuals and organizations

Provides grants and services to professional Canadian artists and arts organizations.

Arts promotion to foster public knowledge and appreciation of the Canadian arts and culture

To encompass all activities within the organization for the promotion of arts at the national and international levels including partnerships and networks with multiple stakeholders, rental of art works, recognizing artistic excellence with our different prizes.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10

	Budgetary	Total	Main

	Operating		Estimates

Grants and services to support creation, production and
dissemination of arts for individuals and organizations	161,097	161,097	165,592
Internal Services	12,291	12,291	10,423
Arts promotion to foster public knowledge and appreciation
of the Canadian arts and culture	8,309	8,309	4,771

	181,697	181,697	180,786

Note: Details may not add to totals due to rounding.

Canadian Broadcasting Corporation

Strategic Outcome

A national public broadcasting service that is primarily Canadian in content and character.

Program Activity Descriptions

Television Services

National, regional and local television broadcasting services in English and French.

Radio Services

National, regional and local radio broadcasting services in English and French, and an international service, Radio Canada International.

Transmission and distribution of programs

The distribution of the national broadcasting service to virtually all parts of Canada through satellite, microwave and landlines. Included is the provision of the signal that delivers service to the individual radio and television receivers through CBC/SRC transmitters, payments to privately-owned affiliates carrying CBC/SRC programs, and facilities to delay or pre-release broadcasts as required in the different time zones of the country.

Newsworld

CBC Newsworld is an English-language news and information specialty service distributed through satellite and cable delivery. The incremental cost of its operations is funded from its revenues.

R�seau de l'information

Le R�seau de l'information is a French-language news and information specialty service distributed through satellite and cable delivery. The incremental cost of its operations is funded from its revenues.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10

		Budgetary		Total	Main Estimates

	Operating	Capital	Less:
			Revenues
			credited
			to the vote

Television Services	968,901	77,876	382,338	664,439	641,465
Radio Services	335,744	20,474	12,106	344,112	335,482
Transmission and distribution of programs	66,494	7,214	8,567	65,141	67,656
Internal Services	17,215	. . . . .	. . . . .	17,215	16,780
Newsworld	79,216	. . . . .	79,216	. . . . .	. . . . .
R�seau de l'information	49,298	. . . . .	49,298	. . . . .	. . . . .
Galaxie	. . . . .	. . . . .	. . . . .	. . . . .	(8,775)

	1,516,867	105,564	531,525	1,090,906	1,052,608

Note: Details may not add to totals due to rounding.

Canadian Museum for Human Rights

Strategic Outcome

Enhanced knowledge of human rights, with special but not exclusive reference to Canada, in order to enhance the public's understanding of human rights, to promote respect for others and to encourage reflection and dialogue.

Program Activity Descriptions

Accommodation

The focus of this activity in the early years will be to manage all stages of the capital construction project–including choosing the final design–leading to its commissioning and public opening. The Board will be fully acountable for overseeing all aspects of the building project, including choosing the final design, establishing the time-frames for construction and managing risks throughout.

Prior to the opening of the facility, the Museum will also be establishing the appropriate mechanisms to provide for effective, efficient operations and maintenance and its ongoing security, accessibility and sustainability.

Stewardship and Corporate Management

The Stewardship and Corporate Management Activity is aimed at ensuring the private and public funds invested in the Museum are managed in a transparent, accountable manner; that resources are effectively deployed, developed, directed, administered and controlled; and that the corporation optimizes the value it contributes to Canadians and Canadian society.

Museum Content and Program

In becoming the world's first museum dedicated to the exploration of human rights, the Canadian Museum for Human Rights (CMHR) is breaking new ground; there is no precedent for a museum of this nature. In its early years, the primary focus of this activity will be on establishing an innovative and unique public program that includes developing a sound research and scholarship capacity; accessible and engaging exhibits and educational programming that promote reflection and dialogue; a strong capacity of national outreach, engagement and service to Canadians; and strong Marketing and Communications to ensure a high level of awareness about the CMHR and its programs and services.

Program by Activities

(thousands of dollars)	2010–11			Main Estimates 2009–10

	Budgetary		Total	Main

	Operating	Capital		Estimates

Accommodation	1,514	40,000	41,514	300
Stewardship and Corporate Management	8,094	. . . . .	8,094	600
Museum Content and Program	6,242	. . . . .	6,242	600

	15,850	40,000	55,850	1,500

Note: Details may not add to totals due to rounding.

Canadian Museum of Civilization

Strategic Outcome

Interest in, knowledge of and appreciation and respect for human cultural achievements and human behaviour through collections of historical and cultural objects, exhibitions, programs and research reflecting a Canadian perspective.

Program Activity Descriptions

Accommodation

Managing and maintaining all facilities and related security and hosting services.

Exhibit, Educate and Communicate

Develops, maintains, and communicates exhibits, programs and activities to further knowledge, critical understanding, appreciation and respect for human cultural achievements and human behaviour.

Collect and Research

Manages, develops, conserves and undertakes research on the collections to enhance program delivery and augment the scientific knowledge base.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10

		Budgetary		Total	Main Estimates

	Operating	Capital	Less:
			Revenues
			credited
			to the vote

Accommodation	22,764	8,572	. . . . .	31,336	31,914
Exhibit, Educate and Communicate	18,366	. . . . .	1,063	17,303	16,255
Collect and Research	12,985	. . . . .	95	12,890	10,683
Internal Services	17,638	. . . . .	13,842	3,796	3,414

	71,753	8,572	15,000	65,325	62,266

Note: Details may not add to totals due to rounding.

Canadian Museum of Nature

Strategic Outcome

Interest in, knowledge of and appreciation and respect for the natural world through collections of natural history objects, public education programmes and research reflecting a special but not exclusive perspective on Canada.

Program Activity Descriptions

Accommodation

Provides secure and functional facilities that meet all safety and building code requirements including a renovated Museum facility that furthers the vision and mandate of the Museum.

Public education programmes

Develops and maintains exhibitions, programmes, electronic and print publications, the Museum's website nature.ca and activities to foster an understanding of, and empathy with, nature.

Research

Explores the past and assists Canadians in preparing for the future by conducting both systematics and applied research, as well as by developing and maintaining networks and linkages with Canadian and international scientific communities.

Collections management

Develops, preserves and makes accessible collections of natural history specimens, objects and information materials to meet the growing needs of both the public and private sectors for research, education and informed decision-making about the natural world.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10

		Budgetary		Total	Main Estimates

	Operating	Capital	Less:
			Revenues
			credited
			to the vote

Accommodation	9,619	3,272	255	12,636	15,803
Internal Services	7,676	. . . . .	1,700	5,976	6,307
Public education programmes	5,526	. . . . .	165	5,361	4,402
Research	4,113	. . . . .	33	4,080	3,805
Collections management	2,331	. . . . .	23	2,308	2,068

	29,265	3,272	2,176	30,361	32,385

Note: Details may not add to totals due to rounding.

Canadian Radio-television and Telecommunications Commission

Strategic Outcome

Canadians have access to a wide variety of high quality Canadian produced programming and to reliable, affordable and high quality telecommunication services.

Program Activity Descriptions

Canadian Broadcasting

The Broadcasting Act requires the Canadian Radio-television and Telecommunications Commission regulate and monitor broadcasters and broadcasting services, including radio, television, cable distribution and direct-to-home satellite systems, through the issuance of licences. This program is important in order to ensure the predominance of Canadian content and by providing Canadians with a full access to the broadcasting system, as participants in the industry and as audiences.

Canadian Telecommunications

The Telecommunications Act requires that the Canadian Radio-television and Telecommunications Commission regulate and supervise the telecommunications industry by approving tariffs and fostering competition. The Commission's regulation of the telecommunications industry is based on an increased reliance on market forces and, where required, effective and efficient regulation. As a result of the Commission's regulation of the telecommunications industry, Canadians have access to reliable telephone and other high-quality telecommunications services at affordable prices.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates			2009–10

	Budgetary		Total	Main

	Operating	Less:		Estimates
		Revenues
		credited
		to the vote

Internal Services	16,453	14,414	2,039	1,952
Canadian Broadcasting	17,476	15,528	1,948	1,827
Canadian Telecommunications	14,128	12,450	1,678	1,573

	48,057	42,392	5,665	5,352

Note: Details may not add to totals due to rounding.

Library and Archives of Canada

Strategic Outcome

Current and future generations of Canadians have access to their documentary heritage.

Program Activity Descriptions

Managing the documentary heritage of interest to Canada

The building of national documentary resource for all aspects of the study of Canada is fundamental to the mandate of Library and Archives of Canada (LAC). The LAC collection consists of published and unpublished materials in a variety of formats acquired through legal deposit, agreements with government institutions and selected private materials purchased or received by donation. To access the contents of collections, they must be described. Description can take many forms and provide various layers of access but is governed by nationally and internationally accepted codes of practice. At the same time, holdings are also described to meet Canadians' expectations for timely and equitable access. Once materials enter the LAC collection they are managed to ensure their long-term preservation and accessibility through policies, procedures and various programs including storage, conservation, restoration and copying. To fulfill its role as a permanent repository of the government records and publications, the LAC enters into agreements with government institutions to ensure that documents of historical and archival value are eventually transferred to LAC. LAC also provides advice to assist government institutions in fulfilling their obligations under Sections 12 and 13 of the Library and Archives of Canada Act .

Making the documentary heritage known and accessible for use

All materials that become part of the LAC collection are intended for use by those interested in Canada. LAC provides information and services including consultation, research and lending, across multiple channels to facilitate access to the documentary heritage to a wide variety of clients. It also establishes programs, such as the Portrait Gallery of Canada, and encourages or organizes programs such as exhibitions, publications and performances, to make known and interpret the documentary heritage. LAC also provides information resources and standards such as the national catalogue and supports the infrastructure necessary to ensure its accessibility to those interested in Canada.

Managing the disposition of the Government of Canada records of continuing value

Through the issuance of Records Disposition Authorities, the development of record-keeping advice, tools and guidance, and the provision of Federal Records Centre services for departments of the Government of Canada, LAC enables and facilitates the management of information within federal agencies and ensures that government's archival and historical records are identified and appropriately preserved.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)			2010–11 Main Estimates				2009–10

			Budgetary			Total	Main

	Operating	Capital	Grants	Contributions	Less:		Estimates
				and other	Revenues
				transfer	credited
				payments	to the vote

Managing the documentary heritage of
interest to Canada	52,336	11,998	36	. . . . .	. . . . .	64,370	57,301
Internal Services	29,516	. . . . .	. . . . .	. . . . .	. . . . .	29,516	29,606
Making the documentary heritage
known and accessible for use	18,323	. . . . .	. . . . .	1,710	550	19,483	24,612
Managing the disposition of the
Government of Canada records of
continuing value	6,916	. . . . .	. . . . .	. . . . .	. . . . .	6,916	9,864

	107,091	11,998	36	1,710	550	120,285	121,383

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2010–11	2009–10
	Main Estimates	Main Estimates

Grants
International Serials Data System	25,000	25,000
International Federation of Library Associations and Institutions	11,000	11,000

Total grants	36,000	36,000

Contributions
Canadian archival community in support of archival projects leading
to the development of a national network of Canadian archives,
holdings, activities and services	640,000	640,000
Canadian Council of Archives for activities in support of the National
Archival Development Program	570,000	570,000
Canadian archival community in support of projects relating to the
conservation of archival records, conservation research, and
conservation training and information	500,000	500,000

Total contributions	1,710,000	1,710,000

Total	1,746,000	1,746,000

National Arts Centre Corporation

Strategic Outcome

Strong and dynamic performing arts in the National Capital Region and across Canada.

Program Activity Descriptions

Programming

Performing arts programming in Music, English theatre, French theatre, Dance and other forms of programming, as well as Programming support services.

Accommodation

Operating and maintaining the National Arts Centre.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates			2009–10

	Budgetary		Total	Main

	Operating	Less:		Estimates
		Revenues
		credited
		to the vote

Programming	29,137	11,272	17,865	17,860
Internal Services	11,471	. . . . .	11,471	11,468
Accommodation	5,848	. . . . .	5,848	5,847

	46,455	11,272	35,183	35,175

Note: Details may not add to totals due to rounding.

National Battlefields Commission

Strategic Outcome

The Battlefields Park of Quebec is a prestigious, accessible, safe and educational historic and urban site.

Program Activity Descriptions

Conservation and Development

As part of this program activity, the National Battlefields Commission (NBC) preserves the legacy of the Battlefields Park for future generations. To do so, the NBC ensures infrastructures maintenance and improvement when required, the horticultural landscape, and offers a protected site for all Canadian and foreign users and visitors.

Public Education and Services

The purpose of this program activity is to showcase the history of the site and its cultural, recreational and natural treasures so as to emphasize its dual role as a historical and a city park. In support of this program, the National Battlefields Commission welcomes visitors, puts on exhibits and educational activities, provides quality public services, and disseminates information to users and visitors from both Canada and abroad.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10

	Budgetary	Total	Main

	Operating		Estimates

Internal Services	5,901	5,901	5,748
Conservation and Development	2,749	2,749	2,749
Public Education and Services	822	822	822

	9,472	9,472	9,319

Note: Details may not add to totals due to rounding.

National Film Board

Strategic Outcome

The reflection of Canadian values and perspectives through the production of innovative Canadian audiovisual works accessible in relevant media of the day.

Program Activity Descriptions

Production of audiovisual works

The National Film Board (NFB)'s audiovisual works provide a uniquely Canadian perspective, including diverse cultural and regional perspectives, recognized across Canada and around the world, thereby playing a pivotal role in the Canadian film and television industry.

The NFB's programming fosters diverse voices and content in both official languages by encouraging participation from Aboriginal groups and ethnocultural communities.

The NFB's use of the recent production methods and technologies to provide quality works to be accessible on new distribution platforms and in new media.

NFB's production activities include the conceptualization, research, development, production and marketing of documentaries, animation films, new media content, as well as other emerging forms.

Distribution, Accessibility, Outreach

NFB's distribution, accessibility and outreach activities contribute to a dynamic Canadian culture and heritage.

The distribution of audiovisual work includes: commercializing its audiovisual catalogues and well established stock shot library and developing and diversifying markets (Theatrical, TV, Consumer and Institutional) for NFB products in Canada and abroad.

Activities will make works available in communities across Canada, especially those in remote, rural areas, and provide access to Aboriginal groups and official language minority groups.

Revolving Fund

The Estimates are based on cash requirements for the NFB over the fiscal year and the Revolving Fund is used to pay for the Board's expenses calculated on an accrual basis.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates				2009–10

		Budgetary			Total	Main Estimates

	Operating	Grants	Contributions	Less:
			and other	Revenues
			transfer	credited
			payments	to the vote

Production of audiovisual works	49,092	. . . . .	79	2,528	46,643	45,374
Distribution, Accessibility, Outreach	18,560	15	153	5,924	12,804	12,216
Internal Services	7,768	. . . . .	3	. . . . .	7,771	7,472

	75,420	15	235	8,452	67,218	65,062

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2010–11	2009–10
	Main Estimates	Main Estimates

Grants
Grants in support and promotion of Canadian cinematography	15,000	15,000

Total grants	15,000	15,000

Contributions
Contributions in support and promotion of Canadian cinematography	235,000	235,000

Total contributions	235,000	235,000

Total	250,000	250,000

National Gallery of Canada

Strategic Outcome

Interest in, knowledge of and appreciation and respect for visual art through collections of historic and contemporary works of art, programs and research that reflect a special but not exclusive perspective on Canada.

Program Activity Descriptions

Accommodation

To provide secure and suitable facilities, which are readily accessible to the public, for the preservation and exhibition of the national collections.

Collections

To acquire, preserve, research and document historic and contemporary works of art in order to represent and present arts heritage. It includes Curatorial Research, Acquisitions and Preservation.

Outreach

To foster broad access nationally and internationally to the Gallery's collection, research, exhibitions and expertise. It includes exhibitions, both in the National Capital Region and other venues in Canada and abroad, educational programming and publications, communications and marketing activities designed to reach as wide an audience as possible.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10

		Budgetary		Total	Main Estimates

	Operating	Capital	Less:
			Revenues
			credited
			to the vote

Accommodation	14,558	5,381	. . . . .	19,939	20,816
Collections	14,187	. . . . .	. . . . .	14,187	14,438
Outreach	13,083	. . . . .	. . . . .	13,083	13,184
Internal Services	10,257	. . . . .	8,200	2,057	1,234

	52,085	5,381	8,200	49,266	49,672

Note: Details may not add to totals due to rounding.

National Museum of Science and Technology

Strategic Outcome

Interest in, knowledge of and appreciation and respect for science and technology through collections of scientific and technological objects, programs and research reflecting a Canadian perspective.

Program Activity Descriptions

Accommodation

Facilities are an integral part of museum operations. They do more than house staff; they also provide a venue for the public, and housing for the collection. Facilities have a profound effect on museum visitation. Appropriate museum architecture attracts visitors, contributes to the atmosphere and becomes a symbol of the institution's mandate. A large portion of comments by visitors allude to their satisfaction or dissatisfaction with the quality of the facilities and their related services.

Sharing Knowledge

The Corporation seeks to engage Canadians in discovering, considering and questioning past and present developments in science and technology, and their impact on society and individuals. The Corporation fosters a sense of identity and belonging for all Canadians, as well as pride in Canada's scientific and technological history and achievements. It also encourages active and informed participation by Canadians in the future development of our technological society. The primary reason for interpreting Canada's scientific and technological heritage is to provide Canadians with meaningful information about themselves and Canada. Just as the Transformation of Canada theme directs research and collection activities, it likewise guides the Corporation in its knowledge dissemination activities. These typically depict the historical development of science and technology, provide information on the objects in the collection and review the relationships between science, technology and Canadian society. The Corporation disseminates knowledge to its audiences in three primary ways: through its public facilities, its Web sites and its publications.

Heritage Preservation

Heritage preservation includes two main components, Collection Management, which includes preservation and conservation, and Research, which comprises those activities contributing to the building of a knowledge base about the scientific and technological heritage of Canada. The Corporation, as the only comprehensive science- and technology- collecting institution in Canada, has a special responsibility for the development of a Canadian national collection. In view of the breadth of the potential subject matter to be covered, critical choices must be made in determining collection content and priorities. Collection development activities assist the Corporation in making informed decisions on collection content, while collection management activities encompass the activities required to manage the objects accessioned into the collection. The Corporation has identified seven major subject areas on which it will focus its research activities. These are: aviation, communications, manufacturing, natural resources, renewable resources including agriculture, scientific instrumentation and transportation.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10

		Budgetary		Total	Main Estimates

	Operating	Capital	Less:
			Revenues
			credited
			to the vote

Accommodation	7,670	5,451	. . . . .	13,121	16,662
Sharing Knowledge	10,920	105	. . . . .	11,025	10,664
Heritage Preservation	4,212	50	. . . . .	4,262	4,059
Internal Services	6,370	260	4,354	2,276	3,219

	29,172	5,866	4,354	30,684	34,604

Note: Details may not add to totals due to rounding.

Office of the Co-ordinator, Status of Women

Strategic Outcome

Equality for women and their full participation in the economic, social and democratic life of Canada.

Program Activity Descriptions

Women's participation in Canadian society

This program activity strengthens women's full participation by addressing their economic and social situations and their participation in democratic life through financial and professional assistance for projects and through strategic partnerships that leverage resources involving public institutions and non-governmental organizations.

Strategic policy analysis, planning and development

Status of Women develops strategic policy analysis, advice, and tools to support federal departments and central agencies in identification of policy priorities and in integrating gender-based analysis in existing and proposed policies, programs and initiatives. This is done through collaboration with other federal departments, provincial-territorial governments, civil society, and key international partners.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10

		Budgetary		Total	Main Estimates

	Operating	Grants	Contributions
			and other
			transfer
			payments

Women's participation in Canadian society	5,183	14,750	5,200	25,133	24,959
Internal Services	3,911	. . . . .	. . . . .	3,911	2,960
Strategic policy analysis, planning and
development	1,796	. . . . .	. . . . .	1,796	1,729

	10,890	14,750	5,200	30,840	29,648

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2010–11	2009–10
	Main Estimates	Main Estimates

Grants
Women's Program – Grants to women's and other voluntary organizations
for the purpose of furthering women's participation in Canadian
society	14,750,000	14,750,000

Total grants	14,750,000	14,750,000

Contributions
Women's Program – Contributions to women's and other voluntary
organizations for the purpose of furthering women's participation in
Canadian society	5,200,000	4,200,000

Total contributions	5,200,000	4,200,000

Items not required
Contributions to the Native Women's Association of Canada for the
Sisters in Spirit initiative	. . . . .	1,000,000

Total items not required	. . . . .	1,000,000

Total	19,950,000	19,950,000

Public Service Commission

Strategic Outcome

A highly competent, non-partisan and representative public service, able to provide service in both official languages, in which appointments are based on the values of fairness, access, representativeness and transparency.

Program Activity Descriptions

Staffing Services and Assessment

The Staffing Services and Assessment activity develops and maintains the systems that link Canadians and public servants seeking employment opportunities in the federal public service with hiring departments and agencies. It provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in recruitment, selection and development throughout the federal public service. This activity also includes delivering staffing services, programs and products to departments and agencies, to Canadians and public servants, through client service units located across Canada.

Oversight of Integrity of Staffing and Political Neutrality

The Oversight of Integrity of Staffing and Political Neutrality activity provides an accountability regime for the implementation of the appointment policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes monitoring departments' and agencies' compliance with legislative requirements, conducting audits, studies and evaluations, carrying out investigations, and reporting to Parliament on the integrity of public service staffing.

Appointment Integrity and Political Neutrality

The Appointment Integrity and Political Neutrality activity develops and maintains a policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes establishing policies and standards, providing advice, interpretation and guidance, administering delegated and non-delegated appointment authorities, and allowing exceptions as appropriate.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates			2009–10

(thousands of dollars)	2010–11 Main Estimates			2009–10

	Budgetary		Total	Main

	Operating	Less:		Estimates
		Revenues
		credited
		to the vote

		Budgetary	Total	Main Estimates

	Operating	Grants	Contributions
			and other
			transfer
			payments

Internal Services	37,115	. . . . .	37,115	38,517
Staffing Services and Assessment	42,672	14,000	28,672	21,623
Oversight of Integrity of Staffing and Political Neutrality	22,063	. . . . .	22,063	21,679
Appointment Integrity and Political Neutrality	11,112	. . . . .	11,112	9,948

	112,962	14,000	98,962	91,767

Note: Details may not add to totals due to rounding.

Public Service Labour Relations Board

Strategic Outcome

Harmonious labour relations in the federal Public Service and Parliament.

Program Activity Descriptions

Adjudication, mediation and compensation analysis and research

The Public Service Labour Relations Board (PSLRB) is an independent quasi-judicial tribunal mandated by the Public Service Labour Relations Act and the Parliamentary Employment and Staff Relations Act to administer the collective bargaining and grievance adjudication systems in the federal Public Service and Parliament. Board members hold hearings with respect to grievance adjudication, complaints and other types of proceedings, throughout Canada. The PSLRB provides conciliation and arbitration services to assist parties in the renewal and negotiation of new collective agreements; mediation services to help parties work together to resolve grievances and complaints; and, an interactive training session on interest-based negotiations and mediation. A compensation analysis and research function consists of delivering information on comparative rates of pay, employee earnings, conditions of employment and benefits in the public and private sectors. The Board is required by statute to provide physical and administrative support services to the National Joint Council (NJC), but plays no direct role in its operations.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10

	Budgetary	Total	Main

	Operating		Estimates

Adjudication, mediation and compensation analysis and
research	9,711	9,711	4,512
Internal Services	3,943	3,943	2,309

	13,654	13,654	6,821

Note: Details may not add to totals due to rounding.

Public Service Staffing Tribunal

Strategic Outcome

Fair and impartial resolution of disputes related to internal appointments and lay-offs in the Government of Canada.

Program Activity Descriptions

Adjudication and mediation of complaints filed under the Public Service Employment Act

Pursuant to the new Public Service Employment Act , the mandate of the Public Service Staffing Tribunal (the Tribunal) is to consider and dispose of complaints stemming from an internal appointment, the implementation of a corrective measure ordered by the Tribunal, the revocation of an appointment or a lay-off. In considering whether a complaint relating to an internal appointment or a lay-off is substantiated, the Tribunal may interpret and apply the Canadian Human Rights Act .

If the Tribunal finds that the complaint is founded, it may order that compensation be paid. The Tribunal may also provide mediation services at any stage of a proceeding in order to resolve a complaint.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10

	Budgetary	Total	Main

	Operating		Estimates

Adjudication and mediation of complaints filed under the
Public Service Employment Act	3,884	3,884	1,579
Internal Services	1,579	1,579	. . . . .

	5,463	5,463	1,579

Note: Details may not add to totals due to rounding.

Registry of the Public Servants Disclosure Protection Tribunal

Strategic Outcome

Remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals.

Program Activity Descriptions

Reprisal Hearings Program

The Registry of the Public Servants Disclosure Protection Tribunal supports the Tribunal in fulfilling its mandate by supporting the effective management of the Tribunal's hearing processes, including by receiving documents, processing cases, maintaining Tribunal records, providing logistical support, providing legal and policy support, orientation and training to Tribunal members and informing clients of Tribunal procedures and directives.

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10

	Budgetary	Total	Main

	Operating		Estimates

Reprisal Hearings Program	1,828	1,828	965
Internal Services	. . . . .	. . . . .	862

	1,828	1,828	1,828

Note: Details may not add to totals due to rounding.

Telefilm Canada

Strategic Outcome

Canadians have access to high quality, popular Canadian audio-visual productions.

Program Activity Descriptions

Audience Development for Canadian AudioVisual Productions

The Canada Feature Film Fund (CFFF) is the primary instrument of the federal government's Canadian Feature Film Policy, entitled From Script to Screen: New Policy Directions for Canadian Feature Film. The objective of the Policy, and of the CFFF, is to capture 5% of the domestic box office. The CFFF provides assistance for screenwriting, project development, production, marketing and dubbing and subtitling of quality Canadian feature films and official co-productions that have high box office potential in Canada. In administering the CFFF, Telefilm seeks to support distinctively Canadian feature films that reflect Canadian society, including its cultural diversity. The financial assistance provided by Telefilm Canada is intended to contribute to the overall growth, and the professional and economic development of the Canadian film industry. Telefilm's financial participation may take various forms: investments, conditionally repayable advances, grants or performance envelopes. As an investor, Telefilm Canada shares the risks and eventual revenues of the productions it participates in financially. The CFFF is the subject of a Memorandum of Understanding (MOU) between Telefilm Canada and the Department of Canadian Heritage. Under the terms of the MOU, a minimum of one-third of funds are reserved for French-language projects.

Canadian Audiovisual Industry Development

This program activity is intended to complement Telefilm Canada's assistance to the Canadian audiovisual industry-feature film, television and interactive media sectors, by supporting activities that enhance the overall environment and conditions in which Canadian content creators produce, promote, sell and distribute their productions. The objectives of these activities are: to provide opportunities for Canadian companies in the audiovisual industry to leverage other sources of financing in Canada and abroad; to increase their capacity through sales and business development at markets; to provide high quality training initiatives and events for industry professionals, and to provide career advancement opportunities for content creators from visible minority, aboriginal and official languages communities.

Support in the form of grants is provided for the following : festivals and events that can raise the profile of Canadian productions with Canadian audiences; industry professionals who attend international festivals and markets; and professional development initiatives. In addition, Telefilm Canada certifies official treaty co-productions on behalf of the Minister of Canadian Heritage.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2010–11 Main Estimates			2009–10

	Budgetary		Total	Main

	Operating	Less:		Estimates
		Revenues
		credited
		to the vote

Audience Development for Canadian AudioVisual
Productions	96,837	10,000	86,837	85,187
Internal Services	13,348	. . . . .	13,348	15,487
Canadian Audiovisual Industry Development	6,233	1,000	5,233	3,988
Other Activities	. . . . .	. . . . .	. . . . .	. . . . .

	116,418	11,000	105,418	104,662

Notes:

Details may not add to totals due to rounding.

The 2009-10 funding associated with the program activity "Canada Feature Film Fund" in the 2009-10 Main Estimates is displayed under the new program activity entitled "Audience Development for Canadian Audio Visual Productions".

The 2009-10 funding associated with the program activity "Professional Development and Complementary Activities" in the 2009-10 Main Estimates is displayed under the new program activity entitled "Canadian Audiovisual Industry Development".

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