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Canadian artistic expressions and cultural content are created and accessible at home and abroad.
This strategic outcome speaks to the importance placed by the Government of Canada on the continued existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers, and Canada’s cultural heritage. The Government recognizes the significant contribution that the Canadian artistic, cultural and heritage sectors make to our identity and our economy, and that special measures are required to ensure that Canadians have access to Canadian cultural content. The Conference Board of Canada estimates that the cultural sector generated $46 billion in gross domestic product and employed 662,000 people in 2007.
The program activity aims to improve Canadians’ direct access to diverse 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 that are valued by their community, and institutions that offer training of the highest calibre, in preparation for artistic careers.
Sub-activities |
1.1 Arts Presentation Canada Program 1.2 Cultural Spaces Canada Program 1.3 Fathers of Confederation Building Trust 1.4 National Arts Training Contribution Program 1.5 Canadian Arts and Heritage Sustainability Program |
Note: Announcements made in Budget 2009 will fall under this Program Activity. Given that a number of processes must be completed to have the funds allocated, the current planned spending does not reflect the new investments. Please consult page 7 of this report for more information on Budget announcements.
The arts reflect and define Canada as an accomplished and innovative country, and project a vibrant image of Canada. The arts are at the core of the cultural economy; they contribute to the development of a competitive workforce of creative, knowledgeable workers and industry investors. The arts allow Canadians to embrace their linguistic, ethno-cultural, Aboriginal and regional diversity while strengthening their community identity and pride in Canada and in being Canadian.
Programs and activities in this area help to ensure that Canadian artists are prepared for professional artistic careers in Canada and abroad, that the sustainability of arts and heritage organizations across Canada is strengthened, and that Canadians in a variety of communities across the country have access to cultural infrastructure as well as a diverse range of artistic, culture
and heritage activities.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
Canadian artists are prepared for professional artistic careers in Canada and abroad. | Percentage of graduates from funded institutions who are working professionally in Canada and abroad. | ||||
The sustainability of arts and heritage organizations receiving support from the Department is strengthened. | Number of funding sources of arts and heritage organizations, by type. | ||||
Canadians in a variety of communities have access to arts, culture and heritage activities. | Number of communities reached, by geographic location and type (type means: rural, remote or urban). | ||||
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
119.9 |
38.7 |
37.1 |
191.8 |
101.3 |
101.3 |
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.
Note: Announcements made in Budget 2009 will fall under this Program Activity. Given that a number of processes must be completed to have the funds allocated, the current planned spending does not reflect the new investments. Please consult page 7 of this report for more information on Budget announcements.
Sub-activities |
2.1 Broadcasting Policy 2.2 Canadian Television Fund 2.3 Film and Video Policy 2.4 Film or Video Production Tax Credit 2.5 Canada Music Fund 2.6 Book Publishing Industry Development Program 2.7 Canada Magazine Fund 2.8 Publication Assistance Program 2.9 Canadian Culture Online 2.10 Canada New Media Fund 2.11 Copyright Policy 2.12 Cultural Sector Investment Review 2.13 Trade Routes Program* 2.14 TV5 2.15 UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions |
Canadians benefit both economically and socially from Canadian film and video, book, periodical, music, broadcasting and interactive digital media industries. The creation of Canadian cultural content and its accessibility, both at home and abroad, help to engage citizens and build a collective sense of shared citizenship, and to instil national pride. Culture also makes a valuable contribution to a nation’s overall innovation capacity; innovation is critical to Canada’s productivity and international competitiveness in the knowledge-based economy. A strong creative economy is a key asset for attracting foreign direct investment, knowledge workers, tourists and students and creates a positive image of Canada abroad.
By creating conditions that foster vibrant and competitive cultural industries, programs and activities in this area support the creation and production of diverse Canadian cultural content, which in turn helps to ensure that cultural industries are sustainable and that Canadian cultural content is accessible in Canada and abroad.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
A range of Canadian cultural content is created and produced. | Number of cultural works created and produced by category. | ||||
Canadian cultural industries receiving funding from Canadian Heritage are sustainable. | Gross revenues and/or profit margins of Canadian cultural industries. | ||||
Canadian cultural content is accessible in Canada and abroad. |
Domestic and international reach of Canadian cultural content :
|
||||
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
223.4 |
177.8 |
170.6 |
329.8 |
258.4 |
258.4 |
This program activity promotes access to Canada’s heritage, the preservation and protection of items of historical and heritage significance, and the sustainability of organizations that preserve and present Canadian heritage. This is accomplished by providing funding as well as capacity-building resources and services to the heritage community, to support the preservation and protection of heritage collections and objects, and to facilitate the creation and presentation of exhibitions and other forms of heritage content. The objectives are to improve Canadians’ access to diverse, quality heritage products and experiences, and to provide youth employment opportunities in the heritage fields.
Sub-activities |
3.1 Museums Assistance Program 3.2 Canada Travelling Exhibition Indemnification Program 3.3 Canadian Heritage Information Network 3.4 Canadian Conservation Institute 3.5 Movable Cultural Property Program |
Cultural heritage reflects and defines our sense of Canadian identity. The opportunities provided by museums and other heritage institutions encourage the discovery of the rich diversity of Canada’s history and culture and strengthen the bonds between our past, our present and our future in an increasingly pluralistic society.
Museums and other heritage organizations have important roles in preserving the past and providing learning opportunities; they constitute highly trusted sources of information. Heritage institutions also play an important role in attracting tourists in all regions and in both large and small communities, thus contributing to the economic development of these communities.
The programs and services offered by the Department assist heritage institutions to improve their knowledge, skills and practices, to preserve their collections and to make Canadian and international heritage available to the public.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
Heritage institutions and heritage workers have improved their professional knowledge, skills and practices. | Improvement in professional knowledge, skills and practices reported by participants in learning opportunities provided by the Heritage Group, including online learning materials, publications, training and financial assistance. | ||||
Heritage collections are preserved by heritage institutions for current and future generations. | Number of heritage collections and objects (artifacts and works of art) whose preservation has been supported by program interventions (expert services, export regulation, direct and tax-based financial support). | ||||
Canadian and international audiences access content presented by heritage institutions. | Number of visits/visitors to travelling exhibitions and online exhibitions and other digital heritage content. | ||||
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
36.8 |
37.0 |
35.4 |
191.9 |
191.9 |
191.9 |
Canadians have a sense of their Canadian identity
This strategic outcome asserts the need for Canadians of all origins (as members of communities and society) to connect with one another, to better understand their country and its basic shared values, and to come together and celebrate as contributors to Canadian society, thereby strengthening their sense of Canadian identity.
The strategic outcome also suggests that this identity arises out of a knowledge of Canadian political and social history, the conduct of national ceremonial activities, active citizen participation in the civic and cultural life of Canadian communities – including opportunities for shared celebration and commemoration – and measures taken to improve social cohesion and
socio-economic inclusion.
This program activity promotes Canadian identity through building trust, pride and a sense of national purpose in Canadians. It represents and celebrates Canada to Canadians and 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.
Sub-activities |
4.1 Celebration and Commemoration Program 4.2 State Ceremonial and Protocol 4.3 International Expositions 4.4 Canadian Studies Program 4.5 Exchanges Canada Program 4.6 Katimavik Program |
Through a fostering of Canadian identity and belonging that includes Canadians from all backgrounds, Canada’s social foundations are strengthened. The programs offer Canadians the opportunity to learn about our history, civics, symbols and institutions, and to participate in events of national significance. They enable Canadian youth to connect with one another, explore Canada’s diversity, understand their roles as citizens and actively engage in their communities and country. Together, they administer activities that promote attachment to Canada and provide a platform to showcase Canadian culture, talent and innovation to the world.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
Knowledge of and appreciation for Canada’s shared values and common interests by Canadians, particularly youth, and by the international community. | Number and rate of Canadians reached by PCH initiatives who report increased level of awareness, knowledge of and appreciation for Canada's values and culture. | ||||
Extent of international recognition for Canada’s values and common interests. | |||||
Percentage of Canadians reached by activities, events, commemorations and exhibits. | |||||
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
131.3 |
71.2 |
67.4 |
129.1 |
112.4 |
112.4 |
Canada's ability to leverage the benefits of diversity depends on its success at ensuring that Canadians are engaged and have the opportunity to participate in the economic, social, political and cultural aspects of Canadian society. Through different initiatives, this program activity also fosters increased intercultural understanding and works toward the goal that Canadians live in a society where they are treated fairly and equitably, regardless of their background.
Sub-activities |
5.1 Multiculturalism Program* 5.2 Action Plan against Racism* 5.3 Human Rights Program 5.4 Building Communities through Arts and Heritage Program 5.5 Aboriginal Peoples’ Program 5.6 Historical Recognition Program* |
Canadians are engaged and have the opportunity to participate in the social, cultural and civic life of their communities and country. The programs in this area contribute to the celebration and preservation of local arts and heritage and emphasize inclusiveness as a key to Canadian identity, including strengthened Aboriginal cultural identity and participation in Canadian society.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
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. | Level of engagement and participation in social, cultural, and economic aspects of Canadian life by Canadians of various backgrounds (measured through results achieved through specific interventions). | ||||
Financial Resources ($ millions)* | Human Resources (Full-time Equivalents)* | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
131.7 |
119.3 |
113.4 |
251.7 |
241.3 |
241.2 |
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. 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 Official Languages Act. Canadian Heritage is also responsible for the horizontal coordination of the Official Languages Program (OLP) covering all activities of federal institutions subject to the Official Languages Act, including language of service or of work, support for linguistic duality within Canada and support for the development of official-language minority communities.
Sub-activities |
6.1 Development of Official-Language Communities Program 6.2 Enhancement of Official Languages Program 6.3 Official Languages Coordination Program |
Canadians enjoy the benefits of linguistic duality to live and work in communities that reflect Canadian values with respect to the use of English and French, and have access to government services in the language of their choice. This is accomplished through enhancing the capacity of Canadians living in official-language minority communities to live and work in the language of their choice, through increasing the proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality and through strengthening the capacity of the Government of Canada relating to official languages. More precisely, Canadians will benefit from a range of actions in the areas of health, immigration, justice, economic development, and arts and culture.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
Canadians recognize and support linguistic duality. | Recognition by Canadians of the benefits of linguistic duality. | ||||
Members of official-language-minority communities can live in their language, in their communities. | Satisfaction of official-language minority communities with access to programs and services provided by community organizations, and provincial, territorial and local governments. | ||||
Official-language minority communities confidence regarding enhancement of their community. | |||||
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
375.2 |
363.7 |
348.5 |
130.0 |
131.3 |
131.3 |
Canadians participate and excel in sport
This outcome speaks to the beneficial effects of sport participation on the health and well-being of individuals, on the cohesion of communities, and on Canadians’ pride in their country. To this end, it portrays a spectrum of sport participation from playground to podium, and recognizes the inspirational value of sporting excellence in Canadian life, as well as the regard in which world-class Canadian athletes are held at home and abroad. It asserts the importance of sport to Canadian identity. It also speaks to the importance of the sport system at all levels, enabling sport participation by Canadians and, at the same time, fostering the development of high-performance athletes, coaches, and officials. This system includes national sport organizations and sport facilities throughout the country, and contributes directly to the capacity of Canadian communities to host the Canada Games and international sport events, which in turn further enhance Canada’s sport system and international sporting reputation.
This program activity promotes development and excellence in sport among Canadians and within 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 sport organizations. In recent years this program activity has been expanded to include promoting participation in sport by Canadians of all ages and abilities. This program activity provides funding, expertise and other services to Canadian athletes, sports organizations and event organizers.
Sub-activities |
7.1 Hosting Program 7.2 Sport Support Program 7.3 Athlete Assistance Program 7.4 2010 Federal Secretariat |
Sport is important to Canadians. It has the ability to engage citizens, build strong communities and improve the health of Canadians of all ages. Sport contributes to social cohesion and helps to surmount social barriers. It also contributes to national pride as Canadians celebrate the achievements of our athletes at Olympic and Paralympic Games. Sport enriches Canada’s cultural life, promoting Canadian values domestically and internationally and it contributes to economic development and prosperity.
In this area, the government works at home and abroad to promote development and excellence in sport among Canadians and Canadian communities. A highlight of this year will be the hosting of the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler in February and March 2010.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
Performance Measurement Framework | |||||
---|---|---|---|---|---|
Expected Results: | Performance Indicators: | ||||
The sport system provides benefits for Canadians. | Sport development opportunities provided by the Canadian sport system. | ||||
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
197.3 |
177.9 |
171.3 |
180.3 |
161.2 |
147.7 |
The following program activity supports all strategic outcomes within this organization.
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.
Sub-activities |
8.1 Governance and Management Structure 8.2 Resource Management Services 8.3 Asset Management Services |
The Management Accountability Framework (MAF) sets out the Government’s expectations for good management of a department or agency. The annual assessment process, performed by central agencies, informs the development of a departmental action plan that strategically supports the continuous improvement of the organization’s management capacity. The resulting strategies and actions contained in the action plan align to support the three departmental management priorities identified in Section I (integration of financial and non-financial information, Blue Ribbon Panel, and Public Service Renewal).
Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
---|---|---|---|---|---|
2009-2010 |
2010-2011 |
2011-2012 |
2009-2010 |
2010-2011 |
2011-2012 |
87.7 |
77.1 |
79.3 |
1,016.8 |
953.9 |
967.9 |