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As Minister of Canadian Heritage and Official Languages, I present the Department of Canadian Heritage’s 2009–2010 Report on Plans and Priorities. This report builds on the Department’s progress in revising its structure to report on how it manages and allocates resources to its many programs and activities. The implementation of new reporting tools will
reinforce accountability and transparency in program management and delivery.
As the 2009 Budget indicated, culture reflects who we are as a nation, how we see ourselves as citizens, and how we present ourselves to the world. Every day in every part of the country, Canadians experience our rich and diverse cultural heritage through the works of our incredibly talented artists. With this budget, the Government is recognizing the significant contribution the
cultural sector makes in stimulating and strengthening our economy. We are highlighting the importance of our artistic institutions, supporting training for the next generation of artists, and investing directly in our communities.
This Report does not reflect the full implementation of the renewal of certain programs or the results of Strategic Review, which are currently being phased in. As such, this document does not completely capture the Government’s commitment to funding levels for arts, culture, heritage and official languages.
In June 2008, the Government of Canada announced the Roadmap for Canada’s Linguistic Duality 2008–2013: Acting for the Future. I am proud of our linguistic duality, a core Canadian value that provides significant benefits for Canadians, at home and abroad. The Roadmap builds on existing commitments and proposes new investments that will allow English and French
minority-language communities to receive services in their own language.
As well, in less than a year from now, Canada will be hosting the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler. The Games serve as a venue to test the talent of Canada’s athletes and will also provide a unique opportunity to showcase our vibrant and diverse culture to the world. I look forward to working with my colleague, the Honourable Gary Lunn, Minister
of State (Sport), and all the other partners to ensure that the 2010 Games are truly Canada’s Games.
The Honourable James Moore, P.C., M.P.
The Department of Canadian Heritage and Canada’s major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to promote culture, the arts, heritage, official languages, citizenship and participation, Aboriginal, youth, and sport initiatives.
The Department of Canadian Heritage is responsible for formulating policies and delivering programs that help all Canadians participate in their shared cultural and civic life. The Department’s legislative mandate is set out in the Department of Canadian Heritage Act, which offers an extensive but not exhaustive list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”
The Department oversees the administration of a large set of governing legislation, notably: the Broadcasting Act, the Copyright Act (shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, and the Physical Activity and
Sport Act (shared with Health Canada).
The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural policies related to copyright, foreign investment and broadcasting, as well as policies related to arts, heritage, official languages, sports, state ceremonial and protocol, and Canadian symbols. The Department’s main activities involve funding community and other
third-party organizations to promote the benefits of culture, identity, and sport for Canadians. The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 19 other organizations that make up the Canadian Heritage Portfolio.
In October 2008, the Minister of Citizenship and Immigration became the Minister of Citizenship, Immigration and Multiculturalism. Consequently, the responsibilities related to multiculturalism were transferred from the Department of Canadian Heritage to Citizenship and Immigration Canada.
The Department’s work is structured around the following three strategic outcomes:
The Program Activity Architecture (PAA) serves to provide an overview of how the Department’s programs and activities are linked and how their expected results are organized to contribute to achieving the Department’s Strategic Outcomes and mandate. To accompany the PAA, a Performance Measurement Framework (PMF) was developed and serves as an objective basis for collecting information related to the intended results of the Department’s programs. The 2009–2010 Report on Plans and Priorities is primarily based on the PAA and the expected results and performance indicators identified in the PMF. One area of continued focus for the Department is the establishment of appropriate targets at all levels of the PMF.
For 2009–2010, Canadian Heritage undertook a major review of its PAA with a view to better represent its programs and activities and enhance the management of its resources and the production of its financial and non-financial reports.
The restructuring of the PAA was done in accordance with the Management, Resources and Results Structure Policy and the recommendations from assessments conducted under the Management Accountability Framework. The revised PAA, presented on the following page, provides a more cohesive departmental story.
The table below illustrates the redistribution of financial resources by program activity from 2008–2009 to 2009–2010.
($ millions) | Arts | Cultural Industries | Heritage | Promotion and Attachment to Canada | Engagement and Inclusion | Official Languages | Sport | Internal Services | Total | |
---|---|---|---|---|---|---|---|---|---|---|
2008–2009 Program Activities |
Creation of Canadian content and performance excellence |
0.4 |
84.7 |
- |
0.1 |
- |
- |
140.0 |
10.1 |
235.3 |
Sustainability of cultural expression and participation |
43.8 |
51.8 |
4.2 |
0.1 |
- |
- |
32.2 |
15.5 |
172.0 |
|
Preservation of Canada’s Heritage |
0.3 |
1.9 |
11.6 |
- |
21.3 |
- |
- |
6.0 |
41.1 |
|
Access to Canada’s Culture |
74.1 |
79.5 |
12.9 |
0.2 |
1.0 |
- |
2.5 |
22.7 |
192.8 |
|
Promotion of inter-cultural understanding |
0.1 |
0.5 |
- |
- |
6.3 |
115.2 |
- |
3.2 |
125.4 |
|
Community Development and capacity-building |
0.2 |
0.6 |
- |
- |
0.5 |
256.6 |
- |
3.7 |
261.6 |
|
Participation in Community and Civic Life |
1.1 |
4.4 |
8.2 |
130.9 |
102.5 |
3.4 |
22.6 |
26.4 |
275.2 |
|
Total |
119.9 |
223.4 |
36.8 |
131.3 |
131.7 |
375.2 |
221.7 |
87.7 |
1,303.5 |
The financial resources table below provides a summary of the total planned spending for Canadian Heritage for the next three fiscal years.
2009-2010 | 2010-2011 | 2011-2012 |
---|---|---|
1,303.5 | 1,062.7 | 1,023.0 |
The human resources table below provides a summary of the total planned human resources for Canadian Heritage for the next three fiscal years.
2009-2010 | 2010-2011 | 2011-2012 |
---|---|---|
2,421.5 | 2,151.7 | 2,152.2 |
Budget 2009: Canada's Economic Action Plan announced new investments that will have an impact on the resources of the Department of Canadian Heritage over the next few years. The Budget announcements are not reflected in the financial information provided in this report. They include:
In fiscal year 2004–2005, the departmental spending was $1.264 billion. The increase in actual spending from 2005–2006 to 2006–2007 is mainly due to the increase in funding for the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler. Between 2006–2007 and 2008–2009, resources remain stable mainly due to the funding of some programs
or initiatives such as the 400th anniversary of Québec City in 2008, the Building Communities through Arts and Heritage program, the official languages support programs, and the federal policy for hosting international sport events.
The reduction of Planned Spending for 2009-2010 (depicted by a solid line in the graphic below) is largely the result of the sunsetting of various programs, including: the Canadian Television Fund, the Canada Music Fund, Cultural Capitals of Canada, and the networking and capacity-building components of the Canadian Arts and Heritage Sustainability Program. It should be
noted that some programs are due for renewal by March 31, 2010 and consequently were not addressed in Budget 2009 and these will be treated in the context of the normal budget planning process in the future.
Performance Indicators
|
---|
Program Activity1 | Expected Results |
Forecast Spending ($ millions) |
Planned Spending ($ millions) |
Alignment to Gov’t of Canada Outcomes | ||
---|---|---|---|---|---|---|
2008-2009 | 2009-2010 | 2010-2011 | 2011-2012 | |||
Arts | Canadian artists are prepared for professional artistic careers in Canada and abroad; The sustainability of arts and heritage organizations receiving PCH support is strengthened; Canadians in a variety of communities have access to arts, culture and heritage activities. |
115.5 |
119.9 |
38.7 |
37.1 |
Vibrant Canadian Culture and Heritage |
Cultural Industries |
A range of Canadian cultural content is created and produced; Canadian cultural industries receiving funding from Canadian Heritage are sustainable; Canadian cultural content is accessible in Canada and abroad. |
336.0 |
223.4 |
177.8 |
170.6 |
Vibrant Canadian Culture and Heritage |
Heritage |
Heritage institutions and heritage workers have improved their professional knowledge, skills and practices; Heritage collections are preserved by heritage institutions for current and future generations; Canadian and international audiences access content presented by heritage institutions. |
38.1 |
36.8 |
37.0 |
35.4 |
Vibrant Canadian Culture and Heritage |
Total Planned Spending |
380.2 |
253.4 |
243.1 |
Performance Indicators
|
---|
Program Activity | Expected Results |
Forecast Spending ($ millions) |
Planned Spending ($ millions) |
Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|---|
2008-2009 | 2009-2010 | 2010-2011 | 2011-2012 | |||
Promotion of and Attachment to Canada |
Knowledge of and appreciation for Canada’s shared values and common interests by Canadians, particularly youth, and by the international community. |
107.2 |
131.3 |
71.2 |
67.4 |
Diverse society that promotes linguistic duality and social inclusion |
Engagement and Inclusion 2 |
Canadians of various backgrounds, reached with PCH initiatives, are engaged and have the opportunity to participate in social, cultural, political and economic aspects of Canadian life. |
120.5 |
131.7 |
119.3 |
113.4 |
Diverse society that promotes linguistic duality and social inclusion |
Official Languages |
Canadians recognize and support linguistic duality; Official-language minority communities can live in their language, in their communities. |
364.5 |
375.2 |
363.7 |
348.5 |
Diverse society that promotes linguistic duality and social inclusion |
Total Planned Spending |
638.3 |
554.3 |
529.3 |
Performance Indicators
|
---|
Program Activity | Expected Results |
Forecast Spending ($ millions) |
Planned Spending ($ millions) |
Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|---|
2008-2009 | 2009-2010 | 2010-2011 | 2011-2012 | |||
Sport | The sport system provides benefits for Canadians. |
220.3 |
197.3 |
177.9 |
171.3 |
Vibrant Canadian Culture and Heritage |
Total Planned Spending |
197.3 |
177.9 |
171.3 |
Operational Priorities | Type | Links to Strategic Outcome | Description |
---|---|---|---|
Promote the creation, preservation and dissemination of Canadian cultural content to domestic and international audiences. |
Ongoing |
Strategic Outcome 1 |
This operational priority supports the creation and preservation of Canadian cultural content and artistic works by Canadian creators and performers. It also supports the availability and accessibility of Canadian cultural content and products, both at home and abroad and access to Canada’s cultural heritage. The Department supports this priority through its policies, programs and legislative framework found under program activities 1, 2 and 3. |
Promote greater knowledge and understanding of Canada, and increase Canadians’ pride and engagement in our country and its communities. |
Ongoing |
Strategic Outcome 2 |
This operational priority supports the implementation of program activities that foster promotion of and attachment to Canada, through learning about Canada's history and civics, symbols and institutions, and participation in national and international events that celebrate and foster attachment to a strong and vibrant Canadian identity. It also supports ongoing efforts to engage Canadians of various backgrounds in the social, cultural and civic life of their communities and country. The Department supports this priority through its policies, programs and legislative framework found under program activities 4 and 5. |
Foster linguistic duality in Canadian society and enhance the development of official language minority communities. |
Ongoing |
Strategic Outcome 2 |
Through partnerships and agreements, this priority fosters the vitality of Canada's English- and French-speaking minority communities and enables them to participate fully in all aspects of Canadian life while enhancing the capacity of minority official language communities to have greater access to quality education and different programs and services in their language in their communities. This priority also promotes a better understanding and appreciation of the benefits of linguistic duality and encourages the public to recognize and support linguistic duality as a fundamental value of Canadian society. The Department supports this priority through its policies, programs and legislative framework found under program activity 6. |
Support high performance athletes, opportunities for all Canadians to participate and excel in sport, and the hosting of international sport events and the Canada Games. |
Ongoing |
Strategic Outcome 3 |
This operational priority supports high-performance athletes in national and international sporting events, enhances Canada’s ability to host national and international sporting events, supports the development of excellence in coaching and sports organizations and promotes participation in sports by Canadians of all ages and abilities. The Department supports this priority through its policies, programs and legislative framework found under program activity 7. |
Management Priorities | Type | Links to Strategic Outcome | Description |
---|---|---|---|
Integration of financial and non-financial information |
Ongoing |
Supports all strategic outcomes. |
This management priority supports the implementation of the Management, Resources and Results Structure policy providing a common government-wide approach to the collection, management and public reporting of financial and non-financial performance information. |
Blue Ribbon Panel |
Ongoing |
Supports all strategic outcomes. |
This management priority supports the implementation of the Independent Blue Ribbon Panel’s recommendations to make the delivery of grant and contribution programs more efficient while ensuring greater accountability. |
Public Service Renewal |
Ongoing |
Supports all strategic outcomes. |
This management priority supports the Clerk of the Privy Council’s initiative to ensure the federal public service preserves and strengthens its capacity to contribute to Canada’s successes through the provision of effective policy advice and efficient program and service delivery. |
The Department of Canadian Heritage delivers its mandate in a vibrant environment characterized by the rapid evolution of the social, economic and technological landscapes. Operating in such a dynamic environment carries both risks and opportunities for the organization.
An increasingly diverse Canadian population, coupled with global connectivity and unprecedented technological change, contributes significantly to the transformation we are witnessing in social and consumer behaviours, civic participation and social cohesion. In this context, the Department of Canadian Heritage is committed to ensuring the programs and services it delivers are both
reflective of the changing environment and relevant to its overall organizational goals and objectives. More than ever, in these difficult economic times, responding effectively to change provides an opportunity to preserve and celebrate Canadian society, culture and identity.
On a day-to-day basis, the Department of Canadian Heritage carries out its mandate – in close collaboration with its various stakeholders – largely through the delivery of grant and contribution programs and, in some instances, via third-party organizations. In an era of increased transparency and accountability particular attention consequently needs to be applied to how
the Department manages its overall performance, tells its performance story and that of its funding recipients, and how policies and programs must evolve to adapt to the rapidly changing global environment. The processes for periodic review, evaluation and renewal of programs constitute key tools in this endeavour.
As with most public service organizations, the Department of Canadian Heritage is also faced with management challenges that influence the development of policies and programs and the elivery of benefits to Canadians. For instance, the Department deals with the ongoing challenge to recruit, develop and retain a workforce that meets the high standards that citizens and taxpayers have the right to expect from the public service. It must ensure that its workforce increasingly reflects the diverse make-up of Canadian society. The Department of Canadian Heritage is committed to providing its employees with a healthy and inclusive workplace rooted in values and ethics.
To address these challenges, the Department of Canadian Heritage has developed a corporate risk profile around five central themes: stewardship of resources; results measurement; human resource management; maintaining relevance in response to change; and information management. These themes are identified as key issues that – if left unmanaged – could hinder the
Department’s ability to deliver its mandate and achieve its expected results.
These challenges are being addressed through several mitigation strategies directed and overseen by the Department’s Executive Management Committee. These strategies are directly linked to the management priorities identified earlier and are supported by the planning highlights outlined for each of the Program Activities discussed in Section II of this report.
Vote # or Statutory Item (S) | Truncated Vote or Statutory Wording | 2008-2009 Main Estimates |
2009-2010 Main Estimates |
---|---|---|---|
1 |
Operating expenditures |
272.2 |
265.7 |
5 |
Grants and contributions |
1,088.8 |
959.8 |
(S) |
Salaries of Lieutenant-Governors |
1.1 |
1.2 |
(S) |
Payments under the Lieutenant-Governors Superannuation Act |
0.6 |
0.6 |
(S) |
Supplementary retirement benefits-former Lieutenant-Governors |
0.2 |
0.2 |
(S) |
Contributions to employee benefit plans |
28.3 |
26.9 |
(S) |
Minister of Canadian Heritage-salary and motor car allowance |
0.1 |
0.1 |
Total |
1,391.3 |
1,254.4 |
1For program activity descriptions, please see Section II of this document or access the Main Estimates online at http://www.tbs-sct.gc.ca/est-pre/estime.asp
2 For this year, resource information attached to the responsibilities related to multiculturalism, including the Multiculturalism Program, Canada’s Action Plan against Racism, and the Historical Recognition Program, are included in Canadian Heritage’s Report on Plans and Priorities. However, for planning information, see the report of Citizenship and Immigration.