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2010-11
Report on Plans and Priorities
Canadian Heritage
The original version was signed by
The Honourable James Moore, P.C., M.P.
Minister of Canadian Heritage and Official Languages
Table of Contents
Section I – Departmental Overview
Section II – Analysis of Program Activities by Strategic Outcome
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- Program Activity 4: Promotion of and Attachment to Canada
- Program Activity 5: Engagement and Community Participation
- Program Activity 6: Official Languages
Section III – Supplementary Information
Minister's Message
From sea to sea to sea, Canadian Heritage supports arts and culture, citizenship and heritage, youth, Aboriginal peoples, official languages, and sport. The 2010–2011 Report on Plans and Priorities outlines what the Department will be doing over the next year to foster the development and growth of these sectors across the country.
Arts and culture are essential to our communities and our economy, and we continue to make unparalleled investments in this sector. This year, through Canada's Economic Action Plan, the Department is investing over $170 million in our country's artists and cultural organizations.
Our Government is committed to ensuring that Canadian consumers and creators are able to take advantage of rapidly changing technologies. We have revamped and modernized programs to help our creative and cultural industries navigate the changing landscape. Last summer, through nationwide consultations that we held on Canada's copyright legislation, Canadians provided the input that will help us develop approaches to enable our creators to be competitive internationally.
Canadian Heritage continues to support initiatives that engage Canadians. Through the Roadmap for Canada's Linguistic Duality, we will continue to invest in official-language minority communities in diverse sectors. Hosting celebrations, participating in international events such as Expo 2010 in Shanghai, and encouraging young Canadians to engage in programs that allow them to be active citizens are just a few examples of the work we do to provide challenging and meaningful choices to Canadians.
By the time this report is tabled, Canada will have welcomed thousands of visitors to the 2010 Olympic and Paralympic Winter Games. Our Government is proud to be part of the 2010 Winter Games, which have been a unique opportunity to showcase this country's excellence in sport and culture. Moving forward, my colleague the Honourable Gary Lunn, Minister of State (Sport) and I will explore new ways to build on the positive momentum of this incredible experience.
As the Minister of Canadian Heritage and Official Languages, I am pleased to present the Department of Canadian Heritage's 2010-2011 Report on Plans and Priorities.
The Honourable James Moore, P.C., M.P.
Section I – Departmental Overview
Summary Information
Raison d'être
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, as well as Aboriginal, youth, and sport initiatives.
Responsibilities
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, the Physical Activity and Sport Act (shared with Health Canada) and the Investment Canada Act in the cultural sector.
The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural legislation related to copyright, foreign investment and broadcasting, as well as policies related to arts, cultural industries, 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 organizations that make up the Canadian Heritage Portfolio.
Strategic Outcomes
The Department's activities are structured around three strategic outcomes. Further details on Strategic Outcomes are provided in Section II of this Report.
- Canadian artistic expressions and cultural content are created and accessible at home and abroad - this speaks to the importance of the continued existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers, and Canada's cultural heritage.
- Canadians share, express and appreciate their Canadian identity - this supports the mandate of fostering a stronger Canadian identity through active, engaged, inclusive citizenship, and the recognition of the importance of both linguistic duality and a shared civic identity.
- Canadians participate and excel in sport - this speaks to the beneficial effects of sport participation on the health and well-being of individuals and to the impact of international achievement in sport on Canadian pride.
Program Activity Architecture (PAA)
The Program Activity Architecture (PAA) provides 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. A Performance Measurement Framework (PMF) has been developed to serve as an objective basis for collecting information related to the intended results of the Department's programs. The 2010–2011 Report on Plans and Priorities is primarily based on the PAA and the expected results and performance indicators identified in the PMF.
Canadian Heritage has undertaken a major review of its PAA in order to develop better representation of its programs and activities as well as to enhance the management of its resources and the production of its financial and non-financial reports. The restructuring of the PAA was conducted in accordance with the Management, Resources and Results Structure (MRRS) Policy and recommendations from assessments conducted under the Management Accountability Framework (MAF).
Planning Summary
Financial Resources
The table below provides a summary of the total planned spending for Canadian Heritage for the next three fiscal years.
| 2010-11 | 2011-12 | 2012-13 |
|---|---|---|
| 1,291.3 | 1,135.9 | 1,257.4* |
*The increase in planned spending in 2012-2013 is primarily due to the 2015 Pan American Games, which will be funded through contribution funds. Therefore, this has no impact on the full-time equivalents for the Department.
Human Resources
The table below provides a summary of the total planned human resources for Canadian Heritage for the next three fiscal years.
| 2010-11 | 2011-12 | 2012-13 |
|---|---|---|
| 2,309.6 | 1,752.8** | 1,746.0** |
**Government-wide resource re-allocation measures affecting Canadian Heritage have been applied to salaries and operation and maintenance expenditures for the time being, therefore, a reduction in full-time equivalents is showns.
| Performance Indicator | Targets |
|---|---|
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| Program Activity 1 | Expected Results | Forecast Spending ($ millions) 2009-2010 |
Planned Spending ($ millions) | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | ||||
| Arts | Canadian artists are prepared for professional artistic careers in Canada and abroad; The sustainability of arts and heritage organizations receiving Canadian Heritage support is strengthened; Canadians in a variety of communities have access to arts, culture and heritage activities. | 153.1 | 125.8 | 122.9 | 123.4 | 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. | 342.2 | 328.8 | 208.6 | 208.7 | 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. | 36.8 | 40.9 | 37.0 | 37.0 | Vibrant Canadian culture and heritage |
| Total Planned Spending | 495.5 | 368.5 | 369.1 | |||
1 For 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.
| Performance Indicator | Targets |
|---|---|
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| Program Activity | Expected Results | Forecast Spending ($ millions) 2009-2010 |
Planned Spending ($ millions) | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | ||||
| 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. | 132.7 | 79.2 | 72.8 | 72.8 | Diverse society that promotes linguistic duality and social inclusion |
| Engagement and Community Participation | Canadians are engaged and have the opportunity to participate in the civil, social and cultural aspects of community life in Canada. |
98.0 | 89.4 | 86.6 | 86.6 | 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. | 374.6 | 359.8 | 356.4 | 356.4 | Diverse society that promotes linguistic duality and social inclusion |
| Total Planned Spending | 528.4 | 515.8 | 515.8 | |||
| Performance Indicator | Targets |
|---|---|
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| Program Activity | Expected Results | Forecast Spending ($ millions) 2009-2010 |
Planned Spending($ millions) | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | ||||
| Sport | Canada has an effective sport system. | 252.3 | 179.8 | 176.6 | 297.5 | Vibrant Canadian culture and heritage |
| Total Planned Spending | 179.8 | 176.6 | 297.5 | |||
Contribution of Priorities to Strategic Outcomes
| Operational Priorities | Type | Links to Strategic Outcome | Description |
|---|---|---|---|
Implement new and renewed programs and adjust policies and key legislative frameworks to better manage the transition to emerging digital technologies. |
New | Strategic Outcome 1 | This operational priority acknowledges the importance of developing the appropriate strategy for Canada and its cultural, heritage and other public institutions to successfully manage the ongoing transition to digital technologies. It acknowledges that with the transition to digital platforms comes a paradigm shift in how Canadians and the world engage in and consume arts and culture products and services. The Department supports this priority through the new and renewed policies, programs and legislative framework found under program activities 1, 2 and 3. |
| 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 and heritage content and products, both at home and abroad as well as 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. |
Ensure that Canada's heritage is accessible to Canadians now and in the future. |
New | Strategic Outcome 1 | This operational priority acknowledges the importance of ensuring that key Government legislation and programs that promote the preservation and presentation of heritage reflect the contemporary context and recognize the important role played by national museums in representing Canada's collective memory. The Department supports this priority through activities related to policies, programs and legislation found under program activity 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, 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 official language minority 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 provides direct support to Canadian high-performance athletes, enhances Canada's ability to host the Canada Games and international sport events in Canada, supports the development of excellence in the Canadian sport system and contributes to increasing participation in sport by Canadians of all ages and abilities. |
| 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 that provides a common government-wide approach to the collection, management and public reporting of financial and non-financial performance information. |
Management of Security and Business Continuity |
New | Supports all Strategic Outcomes | As part of its Management Accountability Framework (MAF) Action Plan, the Department has committed to the review of internal practices and structures and ensuring that they are in compliance with Treasury Board policies. This is to support and enhance an effective and efficient business environment. |
Grants and Contributions Reform |
Ongoing | Supports all Strategic Outcomes | This management priority supports the implementation of the Independent Blue Ribbon Panel's recommendations and the provisions of the Policy on Transfer Payments to streamline the delivery of grant and contribution programs and reduce administrative burden, while continuing to ensure 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. |
Risk Analysis
The Department of Canadian Heritage has a legislated mandate that links to - and seeks to influence - many vital, complex and dynamic facets of society and the Canadian economy. Areas of responsibility such as arts and culture, copyright, broadcasting and digital communications, official languages, citizenship, and sport address ever-present and shifting risk challenges and opportunities through the delivery of policy and program activities for Canadians.
An increasingly diverse population, global connectivity and unprecedented technological change are contributing significantly to the transformation Canada is witnessing in social and consumer behaviours, civic participation and social cohesion. In this context, the Department of Canadian Heritage is committed to ensuring its policies, programs and services are reflective of the changing environment and relevant to the needs of Canadians. Now more than ever, responding effectively to change is required for the Department of Canadian Heritage to contribute to the preservation and celebration of Canadian society, culture and identity. As such, the Department takes a continuous and integrated approach to the identification and treatment of operational and strategic risks. The departmental Corporate Risk Profile identifies one key strategic (external) risk theme and three key operational (internal) risk themes; these are described below.
Strategic (External) Risk
The main external risk is managing change and remaining responsive to the evolving needs of Canadian citizens and society. This strategic risk reflects the need for the Department to respond effectively to change and continually enhance the relevance of its activities. In response to the changing environment, the Department is implementing a vigorous and active suite of initiatives to better position its policies and programs. Through this work, the Department is better able to anticipate and respond in a timely manner to possible risk opportunities and demonstrated risk threats in ways that meet the needs of citizens and society. Several examples of these actions can be found throughout Section II of this document; each demonstrates how Canadian Heritage addresses risk in strategy setting and decision making. The following are some examples of risk mitigation and initiatives that take advantage of risk opportunity by responding in a way that goes beyond basic risk mitigation to effectively strengthen results achievement through durable and innovative public policy solutions.
- To help meet the Departmental Strategic Outcome that states "Canadian artistic expressions and cultural content
are created and accessible at home and abroad," the Department is planning to launch a suite of new and renewed grant
and contributions programs to support the arts and cultural industries. Among these is the Canada Media Fund (CMF),
an initiative that resulted from a specific effort to adapt an area of cultural policy and programming to changing technology
and the evolving global marketplace. This fund is an innovative response to profound change in the way Canadians expect
to consume media content—furthering Canadian media production on a variety of distribution platforms in a global environment.
- The Department will also address this strategic risk through consideration of actions that stem from the recent
review of the Cultural Property Export and Import Act. Building on consultations in 2008–2009 and subsequent
analysis, the goal is to ensure that the Act remains as effective as possible in the protection of Canadian
and international heritage.
- A major initiative under the Official Languages program activity will be to continue to coordinate the implementation of the Roadmap for Canada's Linguistic Duality 2008–2013, a $1.1 billion investment over five years being delivered through 15 departments and agencies. This strategic policy and programming initiative addresses a range of risks facing Canada's heritage of linguistic duality and supports the second Department Strategic Outcome: “Canadians share, express and appreciate their Canadian identity”.
Operational (Internal) Risk
The operational risks are: sound management and stewardship (to support proper management and distribution of transfer payment program funding); demonstrating program results (to underscore the value and benefits of government public policy to Canadians); and effective and values-based human resource management (to support all results achievement). These operational risks derive in large part from a range of risks that are identified in a majority of Branch and Sector risk registers.
The likelihood of the three operational risks occurring and having a negative impact on departmental plans and priorities will be further reduced in 2010–2011 thanks to specific risk mitigation actions in each area that include: more efficient and effective processes and tools for the management of grants and contribution programs; implementation of a robust performance management framework for the Department; and the launch of several strategic human resource management initiatives that focus on recruitment and internal management improvements.
Expenditure Profile
Resources were stable between 2006–2007 and 2008–2009, reflecting funding of some programs and initiatives such as Québec 2008, the Building Communities through Arts and Heritage programs, the Official Languages support programs and the Federal policy for hosting international sport events.
Increased forecast spending for 2009–2010 reflects funding of initiatives related to the 2010 Olympic and Paralympics Games in Vancouver (such as Torch Relay initiatives and funding to enhance Canada's strategic investment in the 2010 Olympic and Paralympic Winter Games) and Canada's Economic Action Plan, but are offset somewhat by the transfer of the Multiculturalism program to Citizenship and Immigration Canada.
The reduction in planned spending for 2010–2011 and 2011–2012 reflects the end of the 2010 Olympic and Paralympics Games in Vancouver, the winding-down of additional funding provided under Canada's Economic Action Plan, and the permanent transfer of the Multiculturalism program. The increase shown in 2012–2013 reflects the need for funding for the Pan American Games.
Voted and Statutory Items
This table illustrates the way in which Parliament approved resources, and shows the changes in resources derived from supplementary estimates and other authorities, as well as how funds were spent.
| Vote # or Statutory Item (S) | Truncated Vote or Statutory Wording | 2009-2010 Main Estimates($ millions) |
2010-2011 Main Estimates($ millions) |
|---|---|---|---|
| 1 | Operating expenditures | 265.7 | 216.8 |
| 5 | Grants and contributions | 959.8 | 901.3 |
| (S) | Salaries of the Lieutenant-Governors | 1.2 | 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 | 26.9 | 25.8 |
| (S) | Minister of Canadian Heritage and Official Languages—Salary and motor car allowance | 0.1 | 0.1 |
| Total | 1,254.5 | 1,146.0 | |
Canada's Economic Action Plan
In January 2009, the Government of Canada unveiled its two-year Economic Action Plan to help protect and create jobs during the global economic downturn. The Plan also seeks ways to nurture an environment that is conducive to strong, creative, and innovative Canadian businesses. The Economic Action Plan recognizes that arts and cultural industries are important economic drivers, employers, and providers of opportunities for Canadians. In 2010-2011, its final year of operation, the Economic Action Plan will continue to grant additional funding for several Canadian Heritage programs dedicated to arts and culture, in recognition of the important role artistic institutions and endeavours play in Canadians' lives.
For additional information on Canada's Economic Action Plan initiatives at the Department of Canadian Heritage, please see Section II: Canada's Economic Action Plan in this report. For complete financial information on these and other programs of the Department, see the Details on Transfer Payment Programs.
Section II – Analysis of Program Activities by Strategic Outcome
Strategic Outcome 1
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 continuing existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers, and Canada's tangible and intangible cultural heritage. It is underpinned by a series of assumptions: 1) that Canadians have a right to access this material readily in their domestic market, for reasons of identity and cultural sovereignty; 2) that special measures are required to ensure this access, given the proximity of the United-States, economies of scale, and ready supply of American cultural production and exports; and 3) that international promotion of Canadian cultural expressions and heritage provides measurable economic benefits to Canada, by strengthening the growth of creative industries and a knowledge economy, attracting creative talent and tourism, fostering trade and investment, and branding Canada throughout the world as a dynamic, confident, forward-looking society.
Performance indicators
- Range and volume of Canadian cultural content and artistic works created and produced, by category
- Range of Canadian cultural and heritage content and artistic works are accessible domestically and internationally, by category
Program Activity 1: ARTS
Program Activity Summary
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.
Benefits for Canadians
The arts make a real contribution to the social and economic lives of Canadians and Canadian communities. Whether through a collective sense of citizenship in a pluralistic society, or through the arts' direct and indirect economic contributions to Canadian communities, the arts contribute to building a strong economy and a vibrant society. In Canada, the arts allow Canadians to explore and discover Canada's pluralistic society, values and identity including its linguistic, ethno-cultural, Aboriginal and regional diversity. As well, the arts bring several benefits to the everyday lives of Canadians. The 2007 Arts and Heritage Access and Availability Survey reported that nearly three-quarters of Canadians feel that arts and cultural events are important in terms of their quality of life and help to maintain a balance in their lives.
The 2006 Census identified 141,000 artists in Canada. The arts sector contributed 2.51 billion dollars to the Gross Domestic Product (GDP) in 2003. The arts act as the research and development wing of the broader cultural sector, creating the content that feeds the broader cultural sector. The arts help Canada become more competitive in the global tourism market and help to sustain and grow Canada's cultural tourism sector. A vibrant cultural life in a community is an important factor in attracting the knowledge workers that companies need to be competitive.
Planning Highlights
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- The Department will continue to support the arts through a renewed suite of programs that will contribute to improvements in cultural infrastructure, strengthened business practices and sustainability of arts and heritage organizations, increased access to the arts for Canadians across the country and assuring artistic excellence by supporting the training of Canada's most promising young artists.
| 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 Canadian Heritage 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 (rural, remote or urban) |
| Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 125.8 | 122.9 | 123.4 | 193.2 | 150.7 | 146.6 |
Program Activity 2: CULTURAL INDUSTRIES
Program Activity Summary
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 policy, regulatory and legislative measures.
Benefits for Canadians
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, helps engage citizens, builds a common sense of identity, and instils national pride. Culture makes a valuable contribution to Canada's overall innovation capacity, which is critical to the country's productivity and international competitiveness in a knowledge-based economy. A strong creative economy is a key asset for attracting foreign direct investment, skills and knowledge, tourists and students and creates a positive image of Canada at home and abroad.
The Department helps to meet the needs of Canadians as citizens, consumers and creators by encouraging an environment that fosters vibrant and competitive cultural industries, and developing programs and activities that support the creation of diverse Canadian cultural content and ensuring that in light of the growing number of trade agreements and international obligations, Canada maintains its ability to develop the cultural policies that allow Canadians to express and share their voices. This contribution helps to ensure that cultural industries are sustainable and that Canadian cultural content is accessible both in Canada and abroad.
Planning Highlights
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- Following nationwide consultations on copyright reform held over the summer of 2009, the Department, in collaboration with Industry Canada, will work towards amending the Copyright Act to contribute to an environment that fosters creativity, innovation and economic growth, and gives Canadian creators and consumers the tools they need to keep Canada competitive internationally.
- The Department will review its feature film policies and programs to better align public policy objectives within the current economic and digital environment.
- The Department has developed plans to launch an array of updated and new cultural industries support programs, which
include but are not limited to:
- The Canada Periodical Fund, which will help to ensure that Canadians have access to diverse Canadian magazines and non-daily newspapers, as well as provide business innovation funds for online magazines;
- The Canada Media Fund 1, a public-private partnership between the Government of Canada and broadcasting distributors to fund digital convergent, multiple platform programming and experimental, nonlinear content and applications; and
- The Canada Interactive Fund 2 to leverage the capabilities of the latest interactive media tools to create new forms of online content and applications. This fund's target recipients will be official-language minority community, Aboriginal and ethnocultural and other not-for-profit cultural organizations.
- Having successfully led the Presidency of the international French-language network TV5MONDE in 2008 and 2009, Canada will continue to build on its efforts to modernize the network and increase the visibility of Canadian creators and programs across existing and new broadcast platforms around the world.
1 Plans are in place to launch the Canada Media Fund, replacing the Canadian Television Fund program and the Canada New Media Fund program
2 Plans are in place to launch the Canada Interactive Fund, replacing two components of the Canadian Culture Online program, namely the Partnerships and Gateway Funds.
| 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) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 328.8 | 208.6 | 208.7 | 329.9 | 251.1 | 248.5 |
Program Activity 3: HERITAGE
Program Activity Summary
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.
Benefits for Canadians
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 through a variety of media.
Planning Highlights
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- The Department will move forward with the review of the Cultural Property Export and Import Act, as announced in July 2007, to ensure the Act remains as effective as possible in the protection of Canadian and international heritage. Building on the consultations conducted in 2008–2009 and further analysis in 2009–2010, the Department will formulate recommendations to the Minister regarding legislative changes that may be necessary.
- The Department will propose a strategy for the Canada Travelling Exhibitions Indemnification Program (CTEIP) to address the impact of higher exhibition values. Through the CTEIP, the Government assumes financial liability for loss or damage to objects in eligible travelling exhibitions, thus contributing to increased access by Canadians to both Canadian and world heritage.
- The Department will implement the next steps towards the creation of a national museum of immigration at Pier 21 in Halifax, Nova Scotia.
| Expected Results: | Performance Indicators: |
|---|---|
| Heritage institutions and heritage workers improve 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, and training as well as by recipients of 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 digital heritage content presented through CHIN's Virtual Museum of Canada (VMC) portal. |
| Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 40.9 | 37.0 | 37.0 | 212.3 | 154.6 | 154.5 |
Strategic Outcome 2
Canadians share, express and appreciate their Canadian identity.
This strategic outcome recognizes that Canadians, as members of communities and society, need to enhance their understanding of their country, its basic shared values and its symbols, and to come together and celebrate their contributions to Canadian society, and to express, appreciate and share in their Canadian identity.
This outcome supports strengthening Canadian identity through active and engaged citizenship, and recognition of the importance of linguistic duality and Aboriginal peoples to our identity.
The outcome asserts that Canadian identity arises out of knowledge of shared Canadian values, (such as freedom and human rights), Canadian political and social history, the conduct and importance of national ceremonial activities, and active and inclusive participation of citizens in the civic and cultural life of Canadian communities, which include opportunities for shared celebration and commemoration and pride in and attachment to Canada.
The outcome implies a collective civic identity based on shared democratic values underscored by the recognition that Canada is strengthened by French- and English-language communities, Aboriginal communities, and its broader pluralistic communities.
Performance Indicators
- Level of appreciation by Canadians of Canadian shared values
- Level of active participation by Canadians in their society
Program Activity 4: PROMOTION OF AND ATTACHMENT TO CANADA
Program Activity Summary
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 to the world, showcasing ingenuity, achievements, innovations, excellence
and leadership;
it 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.
Benefits for Canadians
Fostering Canadian identity and a sense of belonging for Canadians from all backgrounds strengthens Canada's social foundations. These program activities offer Canadians the opportunity to learn about our history, civics, symbols and institutions, and to participate in events of national and international 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, these programs administer activities that promote attachment to Canada and provide a platform to showcase Canadian culture, talent and innovation to the world.
Planning Highlights
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- The Department will continue to deliver policies and programs that promote attachment to Canada through participation
and engagement. Programs such as Canadian Studies, Katimavik, and Exchanges Canada will continue to enhance Canadians'
knowledge about Canadian society, civics and history, and will continue to connect young Canadians to each other and
the country. These programs and policies will be updated as needed to maximize benefits for Canadians. In addition,
the Department will also work towards establishing the new Youth Take Charge initiative announced by the Minister in
the fall of 2009.
- The Department will complete Canada's preparation for the Royal Visit of Her Majesty The Queen and His Royal Highness
The Duke of Edinburgh, which will emphasize the importance of the Crown to Canada and bring as many Canadians as possible
in contact with Her Majesty and His Royal Highness. It is expected that Her Majesty will attend the Canada Day celebrations
on Parliament Hill, providing a unique opportunity to increase awareness of the constitutional monarchy to Canada and
reinforce pride among Canadians.
- The Department will strengthen Canada's brand in China by successfully delivering the Canada Pavilion, its programming and outreach at Expo 2010 in Shanghai. The Department will also explore Canada's possible participation in Expo 2012 in Yeosu, Korea, and the possibility of Edmonton hosting an Expo in 2017 to promote Canada's 150th anniversary.
| 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 Canadian Heritage initiatives who report increased levels 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) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 79.2 | 72.8 | 72.8 | 120.0 | 60.2 | 60.1 |
Program Activity 5: ENGAGEMENT AND COMMUNITY PARTICIPATION
Program Activity Summary
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.
These program
activities
have strong social benefits, as they contribute 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 activities support the Department's
mandate to strengthen Canadian identity and values and building attachment to Canada.
Benefits for Canadians
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.
Planning Highlights
The Department, through its programs and policies, makes an important, unique and direct contribution to Canadian identity in that it promotes the experience and understanding of Canada.
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- To fulfill its obligations for reporting and appearing before UN treaty bodies, the Department will lead and coordinate
the preparation of periodic and interim reports, including the Sixth Report on the International Covenant on Economic,
Social and Cultural Rights, and the Sixth Report on the International Covenant on Civil and Political Rights,
and may appear before treaty bodies for review of periodic reports that have been submitted to the United Nations, including
Canada's Third and Fourth Reports on the Convention of the Rights of the Child.
- The Department will continue to deliver the Aboriginal Peoples' Program (APP). Through its program elements, the
APP will continue to enable Aboriginal peoples to address the social, cultural, and economic issues affecting their
lives, and to strengthen their cultures. In 2010, the APP will conduct a summative evaluation of the program that will
inform the extension of the program terms and conditions beyond March 31, 2011.
- The Department will deliver the Building Communities through Arts and Heritage Program (BCAH) at full capacity and program resources will be fully expended to reach program objectives. At the same time, the program will increase opportunities, through festivals or other events and activities, for local artists and artisans to be involved in their communities and for local groups to preserve and commemorate their local historical heritage. The BCAH was created to help Canadians celebrate their communities' past history and present accomplishments and engage citizens in their communities.
| Expected Results: | Performance Indicators: |
|---|---|
Canadians are engaged and have the opportunity to participate in social and cultural aspects of community life in Canada. |
Level of engagement and participation by Canadians in social and cultural aspects of community life in Canada. |
| Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 89.4 | 86.6 | 86.6 | 133.1 | 109.9 | 109.8 |
Program Activity 6: OFFICIAL LANGUAGES
Program Activity Summary
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. 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
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.
Benefits for Canadians
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.
Planning Highlights
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- In collaboration with 15 federal departments and agencies, the Department will continue with the implementation
of the Roadmap for Canada's Linguistic Duality 2008–2013, a $1.1 billion investment over five years. Canadian
Heritage is playing a coordinating role and is responsible for implementing several initiatives including new initiatives
such as the National Translation Program for Book Publishing, Music Showcases for Artists from Official Language Minority
Communities, and a Cultural Development Fund.
- Under the Official Languages Support Programs, the Department will continue the renewal of federal-provincial agreements
and collaboration accords with official-language minority communities. The aim of these agreements is to establish a
framework for the financial support granted to official-language minority community organizations and the provinces
and territories to provide government services in the minority language, fund minority school boards and teach English
and French as a second language. In addition, the Department will develop a strategy to foster a dialogue for
the enhancement of second language learning opportunities for Canadians.
- The Department will continue with its initiatives aimed at improving existing grants and contributions approval and payment processes. A two-year action plan will start to be implemented, building on current initiatives and addressing concerns expressed by Official Languages Support Programs (OLSP) grant and contribution recipients and the House of Commons Standing Committee on Official Languages. Furthermore, the OLSP will explore new ways to engage all federal institutions in optimizing their contribution to the advancement of English and French and reporting on their results, based on the conclusions of a government-wide study.
| Expected Results: | Performance Indicators: |
|---|---|
| Canadians recognize and support linguistic duality. | Recognition by Canadians of the benefits of linguistic duality. |
| 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) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 359.8 | 356.4 | 356.4 | 135.9 | 85.0 | 84.9 |
Strategic Outcome 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, and on the cohesion of communities. To this end, it portrays a spectrum of sport participation from beginner to high-performance, 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 the Canadian identity. It also speaks to the importance of the sport system at all levels, enabling sport participation among 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 international sport events that can be expected to further enhance Canada's sport system and international sporting reputation.
Performance Indicators
- Rate of participation by Canadians in sport activities
- International ranking at Olympic/Paralympic Games and World Championships
Program Activity 7: SPORT
Program Activity Summary
This program activity promotes development and excellence in sport 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.
Benefits for Canadians
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. This is accomplished through program activities that provide direct support to Canadian high-performance athletes; that enhance Canada's ability to host the Canada Games and international sport events; that support the development of excellence in the Canadian sport system; and that contribute to increasing participation in sport by Canadians of all ages and abilities.
Planning Highlights
To achieve the expected results, the Department of Canadian Heritage plans to undertake the following activities:
- Renewal and implementation of its Sport Excellence Strategy, designed to address a segment of the sport
system that focuses on podium results at the Olympic and Paralympic Games and World Championships; results that are
essential in defining Canada as a leading sport nation. This strategy describes the Federal Government's commitment
to high-performance sport in Canada.
- Implementation of the Sport Participation Strategy that identifies Sport Canada's goal, objectives, activities
and principles for action in sport participation, describing Sport Canada's role among stakeholders in Canada. The Canadian
Sport Policy and the Physical Activity and Sport Act provide the policy and legislative framework for Sport
Canada's role in sport participation.
- Support of competition opportunities for Canadian athletes by proactively supporting sport stakeholders in
the bidding for and hosting of strategically selected events.
- Commitment to maintain a fair and ethical sport environment, including anti-doping initiatives, by promoting these Canadian sport values at home and abroad.
| Expected Results: | Performance Indicators: |
|---|---|
| Canada has an effective sport system. | Number of athletes who are at international level performance standards. |
| Number of Canadians participating in sport through sport organizations' special projects and provincial/territorial bilateral agreements. | |
| Number of National Sport Organizations and Multi-Sport Service Organizations that are fully compliant with established accountability standards, and with compliance audits. |
| Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 179.8 | 176.6 | 297.5 | 159.8 | 104.3 | 104.6 |
Internal Services
The following program activity supports all strategic outcomes within the organization.
Program Activity 8: Internal Services
Program Activity Summary
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.
Planning Highlights
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 four departmental management priorities identified in Section I (integration of financial and non-financial information, Grants and Contributions Reform, Public Service Renewal and Management of Security and Business Continuity). In addition to MAF results, the Department has heeded the recommendations from the Auditor General's Spring 2009 Report and will work towards strengthening its use of Gender-based Analysis in program design and delivery as well as put in place mechanisms to ensure that its use can be accurately reported.
| Financial Resources ($ millions) | Human Resources (Full-time Equivalents) | ||||
|---|---|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | 2010-2011 | 2011-2012 | 2012-2013 |
| 87.6 | 75.0 | 75.0 | 1,025.4 | 837.0 | 837.0 |
Canada's Economic Action Plan
The following initiatives are linked to pre-existing departmental programs that have received funding through Canada's Economic Action Plan. For complete financial information on these and other programs of the Department, see the Details on Transfer Payment Programs.
Program Activity 1: Arts
| CEAP Initiative | Description | EAP Funds 2010-2011 |
|---|---|---|
Canada Cultural Spaces Fund (Formerly known as Cultural Spaces Canada) |
The Canada Cultural Spaces Fund seeks to improve physical conditions for artistic creativity and innovation. It also seeks to increase access for Canadians to performing arts, visual arts, media arts, and to museum collections and heritage exhibitions. The program supports the improvement, renovation and construction of arts and heritage facilities, the purchase of specialized equipment, and the conduct of feasibility studies. | $30.0M |
Canada Arts Training Fund (Formerly known as the National Arts Training Contribution Program) |
The Canada Arts Training Fund contributes to the development of Canada's future cultural leaders by supporting the training of artists with high potential through institutions that offer training of the highest calibre. The Fund provides operating support to these organizations on an annual or multi-year basis to train Canadian artists for professional national and international artistic careers. | $13.0M |
Program Activity 2: Cultural Industries
| CEAP Initiative | Description | EAP Funds 2010-2011 |
|---|---|---|
Canada Periodical Fund (Effective April 1, 2010, the Canada Periodical Fund will replace the Publications Assistance Program and the Canada Magazine Fund) |
The Canada Periodical Fund will modernize and simplify the government's approach to supporting periodicals. Funding to individual titles will be based on the reading choices of Canadians, which means the more Canadians purchase copies of a magazine or periodical, the greater the support it will receive. Publishers may use funding for distribution expenses, content creation, business development, or to support online activities. There will also be support for business development projects for small and medium-sized enterprises and online-only magazines. | $15.0M |
Canada Television Fund / Canada New Media Fund Plans are in place to launch the Canada Media Fund, replacing the Canadian Television Fund program and the Canada New Media Fund program |
The Canada Media Fund provides Canadian viewers with better access to Canadian programming on multiple media platforms. The Fund provides funding support to Canadian television productions in various genres, including drama, children and youth, documentary, variety and performing arts in both official languages, as well as Aboriginal languages. The Fund also provides funding support to encourage the creation and development of Canadian interactive digital content products, such as games, webisodes and interactive Internet sites. | $114.3M |
| Financial Resources ($ millions) | |||
|---|---|---|---|
| 2010-2011 | 2011-2012 | 2012-2013 | |
| PA 1 - Arts | |||
| Cultural Spaces Canada | 30.0 | n/a | n/a |
| National Arts Training Contribution Program | 13.0 | n/a | n/a |
| Sub-total - Arts | 43.0 | n/a | n/a |
| PA 2 - Cultural Industries | |||
| Canadian Television Fund | 100.0 | n/a | n/a |
| Canada New Media Fund | 14.3 | ||
| Canada Magazine Fund / Publications Assistance Program | 15.0 | n/a | n/a |
| Sub-total - Cultural Industries | 129.3 | n/a | n/a |
| Total | 172.3 | n/a | n/a |
Section III – Supplementary Information
List of Tables
The following tables are located on the Treasury Board Secretariat website, at http://www.tbs-sct.gc.ca/rpp/2010-2011/info/info-eng.asp.
- Details on Transfer Payment Programs
- Up-Front Multi-Year Funding
- Green Procurement
- Horizontal Initiatives
- Upcoming Internal Audits and Evaluations over the next three years
- Sources of Respendable and Non-Respendable Revenue
- User Fees
Other Items of Interest
Legislation related to Canadian Heritage