ARCHIVED - Canadian Heritage

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Arts

Name of Transfer Payment Program: Canada Arts Presentation Fund

Start date: 2001-2002

End date: 2014-2015

Description: The Canada Arts Presentation Fund (CAPF) aims to give Canadians direct access to a variety diverse of professional artistic experiences in their communities. It provides financial assistance to Canadian not-for-profit organizations that professionally present arts festivals or performing arts series, as well as their support organizations. The CAPF also supports the emergence of presenters and presenter support organizations for under-served communities or artistic practices. The expected result is that more Canadians, from all regions, experience and value professional artistic experiences.

Expected results:

• Presenters offer a variety of professional artistic experiences to Canadians
  Performance indicators:
  • number and percentage of professional arts presenters funded by discipline;
  • number and percentage of professional arts presenters that reach out to underserved communities.

Output:

• Grants and contributions approved under the Canada Arts Presentation Fund
  Performance indicator: Number of grants and contributions approved and total amount of dollars awarded.

	Forecast Spending 2009-10 1	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$10,000,000	$10,500,000	$10,500,000	$10,500,000
Total contributions	$17,862,112	$17,378,855	$18,028,682	$18,472,742
Total Transfer payments	$27,862,112	$27,878,855	$28,528,682	$28,972,742

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Arts

Name of Transfer Payment Program: Canada Cultural Spaces Fund

Start date: 2001-2002

End date: 2014-2015

Description: The Canada Cultural Spaces Fund (CCSF) seeks to contribute to the improvement of physical conditions for arts and heritage related creation, presentation, preservation and exhibition; and to increase and improve access for Canadians to performing arts, visual arts, media arts, and to museum collections and heritage displays. To achieve these objectives, the CCSF provides financial assistance to Canadian not-for-profit arts and heritage organizations for construction/renovation projects, specialized equipment purchases and/or feasibility studies for cultural infrastructure projects. The expected result is that Canadians in all regions have access to arts and heritage spaces for creation, presentation, preservation and/or exhibition.

Expected results:

• New and improved arts and heritage facilities are available to Canadians.
  Performance indicator: Number of new and improved arts and heritage facilities.

Output:

• Grants and contributions approved under the Canada Cultural Spaces Fund.
  Performance indicator: Number of grants and contributions approved and total amount of dollars awarded.

	Forecast Spending 2009-10 2	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$4,000,000	$4,000,000	$3,000,000	$3,000,000
Total contributions	$53,159,560	$22,949,850	$22,508,613	$22,458,613
Total Transfer payments	$57,159,560	$26,949,850	$25,508,613	$25,458,613

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Arts

Name of Transfer Payment Program: Canada Cultural Investment Fund

Start date: 2001-2002

End date: 2014-2015

Description: The Canada Cultural Investment Fund (CCIF) aims to help arts and heritage organizations build and diversify their revenue streams, strengthen their organizational capacity, business skills and competencies, and to assist them in being better rooted and recognized in their communities. This will be achieved through four components: Endowment Incentives, Cultural Capitals of Canada, Strategic Initiatives, and Limited Support to Endangered Arts Organizations. The CCIF provides financial assistance to Canadian not-for-profit organizations in the arts and heritage sectors, foundations, Canadian municipalities, as well as First Nations, Métis, and Inuit equivalent governments. The expected result is to contribute to the long-term organizational, administrative and financial health of Canadian arts and heritage organizations.

Expected results:

• Arts and heritage organizations are supported within Canadian communities.
  Performance indicators:
  • Number of new and existing partnerships and initiatives;
  • Type of community support;
  • Amount requested by arts organizations applying to and eligible for Endowment Incentives component.

Output:

• Grants and contributions approved under the Canada Cultural Investment Fund.
  Performance indicator: Number of grants and contributions approved and total amount of dollars awarded.

	Forecast Spending 2009-103	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$16,884,000	$19,038,432	$19,038,432	$19,038,432
Total contributions	$7,038,159	$6,144,273	$6,144,273	$5,997,023
Total Transfer payments	$23,922,159	$25,182,705	$25,182,705	$25,035,455

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Arts

Name of Transfer Payment Program: Canada Arts Training Fund

Start date: 1997-1998

End date: 2012-2013

Description: The Canada Arts Training Fund aims to contribute to the development of Canadian creators and future cultural leaders of the Canadian arts sector by supporting the training of artists with high potential through institutions that offer training of the highest calibre. It provides financial assistance to independent professional Canadian not-for-profit institutions that specialize in providing focused, intensive and practice-based studies. These schools provide professional training at the highest level in disciplines such as ballet, contemporary dance, theatre, circus arts, Aboriginal and culturally diverse art forms, musical performance (opera, orchestral), etc. The expected result is that Canadians and the world benefit from high-quality artistic achievements by Canadian artists trained in Canada.

Expected results:

• Nationally significant arts training of the highest quality is delivered by Canadian institutions.
  Performance indicators:
  • Quality of training offered by funded institutions;
  • Level of industry satisfaction with graduates' professional training.

Output:

• Contributions approved under the Canada Arts Training Fund.
  Performance indicator: Number of contributions approved and total amount of dollars awarded.

	Forecast Spending 2009-104	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$0	$0	$0	$0
Total contributions	$23,542,250	$22,742,440	$22,779,440	$22,779,440
Total Transfer payments	$23,542,250	$22,742,440	$22,779,440	$22,779,440

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canadian Television Fund ⁵

Start date: 1996-1997

End date: 2009-2010

Description: The Canadian Television Fund provides policies and one program that encourage the creation and production of Canadian television programs. The Canadian Television Fund contributes to enhance the creation and broadcast of high-quality Canadian television programs. It is a public-private partnership funded by the Government of Canada, cable companies and direct-to-home satellite service providers. Support is provided to independent television producers to make programs licensed by Canadian broadcasters in English, French and Aboriginal languages in the genres of drama, documentaries, children's and youth and variety and performing arts. Support is provided in the form of a license fee top up and equity investment.

Expected results:

• Canadian producers create Canadian television programming in both official languages and Aboriginal languages and by genre.
  Performance indicator: Number of hours of CTF-funded Canadian programming produced annually, by genre and language.
  
• Increased audience viewership of CTF-funded Canadian programming.
  Performance indicator: Audience share of CTF-funded productions as percentage of viewing to all Canadian programming by genre and languages.

Output:

• A signed contribution agreement with the single-recipient of the public funds, the Canadian Television Fund Corporation (CTFC).
  Performance indicator: A contribution agreement is signed between PCH and the CTFC and the funds are allocated to the CTFC as per the terms of the contribution agreement.

	Forecast Spending 2009-10	Planned Spending 2010-115	Planned Spending 2011-125	Planned Spending 2012-135
Total grants	$0	$0	$0	$0
Total contributions	$119,950,000	$119,950,000	$20,400,000	$20,400,000
Total Transfer payments	$119,950,000	$119,950,000	$20,400,000	$20,400,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada Periodical Fund

Start date: 2010-2011

End date: N/A

Description: The objective of the Canada Periodical Fund (CPF) is to ensure that Canadians have access to diverse Canadian magazines and non-daily newspapers. It is delivered through three components:

1) Aid to Publishers provides formula funding to Canadian magazines and non-daily newspapers for publishing activities, such as distribution, content creation, online activities and business development.

2) Business Innovation provides project funding to print and online magazines for business development and innovation.

3) Collective Initiatives provides project funding to Canadian magazine and non-daily newspaper associations for industry-wide projects to increase the overall health of the Canadian magazine and non-daily newspaper industries.

Expected results:

• A range of Canadian periodicals is produced by CPF recipients.
  Performance indicator: Number of Canadian periodicals (titles) published by CPF recipients (by type, language, region, etc.).
• The portion of the Canadian-owned periodicals industry targeted by CPF is sustainable.
  Performance indicator: Aggregate profit margin of CPF recipient publishers.
• Canadian periodicals supported by CPF are accessed by Canadian readers.
  Performance indicator: Number of copies of CPF supported periodicals distributed to Canadians per year.

Output:

• Grants and contributions issued under the CPF.
  Performance indicator: Number of contribution agreements signed, number of grants issued, and total dollar amounts awarded.

	Forecast Spending 2009-106	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$0	$72,775,054	$44,946,600	$44,946,600
Total contributions	$0	$1,999,544	$15,067,998	$15,067,998
Total Transfer payments	$0	$74,774,598	$60,014,598	$60,014,598

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Publications Assistance Program

Start date: 1996-1997

End date: 2009-2010

Description: The Publications Assistance Program (PAP) decreases the costs of mailing eligible Canadian periodicals to Canadian readers, ensuring they have access to a wide diversity of Canadian periodicals. Assistance is provided to more than 800 publishers of almost 1,200 different Canadian periodicals, supporting the delivery of 210 million eligible copies of periodicals including: general interest magazines, non-daily community newspapers, ethno-cultural, farm, and official language minority periodicals. The Program is delivered in partnership with the Canada Post Corporation. Canadian Heritage receives and assesses applications for financial support, while Canada Post tracks mailings by eligible recipients.

Expected results:

• Canadian periodicals are accessible across Canada.
  Performance indicator: Number of copies of periodicals (funded under the PAP) mailed out per year to Canadians (circulation).

Output:

• Subsidies processed.
  Performance indicator: Number of subsidies processed (attestations, reapplications, applications) and amounts of funding approved.

	Forecast Spending 2009-10	Planned Spending 2010-117	Planned Spending 2011-127	Planned Spending 2012-137
Total grants	$60,400,000	$0	$0	$0
Total contributions	$0	$0	$0	$0
Total Transfer payments	$60,400,000	$0	$0	$0

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada Magazine Fund

Start date: 1999-2000

End date: 2009-2010

Description: The Canada Magazine Fund (CMF) has four components: 1) Support for Arts and Literary Magazines; 2) Support for Business Development for Magazine Publishers; 3) Support for Industry Development; and 4) Support for Editorial Content. CMF provides support to Canadian magazine publishers and not-for-profit organizations in the publishing sector to: foster the creation of Canadian editorial content in Canadian magazines; increase Canadians' access to Canadian magazines; enhance the range and diversity of Canadian magazines; and strengthen the infrastructure of the Canadian magazine industry. The support is provided through formula funding for magazines, including arts and literary magazines, to support and enhance their editorial content, and through project support for business development for small magazine publishers and for projects that develop the periodical industry as a whole.

Expected results:

• A range of Canadian magazine content is created and produced.
  Performance indicator: Number and type of magazines publishing Canadian content with support from the CMF.
• The Canadian magazine publishing industry is sustainable.
  Performance indicator: Profit margin of CMF recipients.

Output:

• Contribution Agreements signed under the CMF.
  Performance indicator: Number of contribution agreements signed, and amounts of funding approved.

	Forecast Spending 2009-10	Planned Spending 2010-118	Planned Spending 2011-128	Planned Spending 2012-138
Total grants	$0	$0	$0	$0
Total contributions	$14,881,638	$0	$0	$0
Total Transfer payments	$14,881,638	$0	$0	$0

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada Book Fund

Start date: 2010–2011

End date: 2014-2015

Description: The Canada Book Fund (CBF) supports the activities of Canadian book publishers and other sectors of the book industry to ensure access to a broad range of Canadian-authored books. This support is delivered through two components: 1) Support for Publishers (SFP), which helps to ensure the sustainable production and marketing of Canadian-authored books by offsetting the high costs of publishing in Canada and building the capacity and competitiveness of the sector (the bulk of SFP support is distributed through a sales-based funding formula that rewards publishers' success in delivering content to consumers); and 2) Support for Organizations, which helps to develop the Canadian book industry and the market for its products by assisting industry associations and related organizations to undertake collective projects offering a broad benefit to the industry and, ultimately, to readers everywhere.

Expected results:

• A range of Canadian-authored books is produced by CBF recipients.
  Performance indicator: Number of Canadian-authored books published by CBF recipients.
• The portion of the Canadian-owned book publishing industry targeted by the CBF is sustainable.
  Performance indicator: Aggregate profit margin of CBF recipient publishers.
• Canadian-authored books supported by the CBF are accessed in Canada and abroad.
  Performance indicator: Domestic and international sales of CBF recipient publishers.

Output:

• Grants and contributions issued under the CBF.
  Performance indicator: Number of contribution agreements signed and grants issued and total dollar amount awarded.

	Forecast Spending 2009-109	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$0	$5,200,000	$5,200,000	$5,200,000
Total contributions	$36,637,660	$31,466,301	$31,466,301	$31,466,301
Total Transfer payments	$36,637,660	$36,666,301	$36,666,301	$36,666,301

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-2002

End date: 2014-2015

Description: : The Canada Music Fund is the principal means for achieving the goals of the Canadian Sound Recording Policy, 'From Creators to Audience', which seeks to: enhance Canadians' access to a diverse range of Canadian music choices through existing and emerging media, increase the opportunities available for Canadian music artists and entrepreneurs to make a significant contribution to Canadian cultural expression, and ensure that Canadian music artists and entrepreneurs have the means to succeed in a global and digital environment.

It achieves these objectives by providing support to music artists and entrepreneurs for the creation, production, marketing, and distribution of Canadian music. Support is also provided to a range of organizations for activities to develop the industry as a whole. Finally, support is provided for the preservation of Canadian musical sound recordings.

The Canada Music Fund consists of five components: 1) Music Entrepreneur; 2) New Musical Works; 3) Collective Initiatives; 4) Creators' Assistance; and 5) Canadian Music Memories.

Expected results:

• A range of Canadian music is produced by Canada Music Fund recipients.
  Performance indicator: Number of Canadian music released that were supported by the Canada Music Fund.
• The portion of the Canadian-owned music industry targeted by the Canada Music Fund is sustainable.
  Performance indicator: Gross revenues of Program recipients.
• Canadian music supported by the Canada Music Fund is accessed in Canada and abroad.
  Performance indicator: Domestic and international sales of Canada Music Fund supported music.

Output:

• Grants and contributions issued under the Canada Music Fund.
  Performance indicator: Number of contribution agreements signed and grants issued and total dollar amount awarded.

	Forecast Spending 2009-1010	Planned Spending 2010-1110	Planned Spending 2011-1210	Planned Spending 2012-1310
Total grants	$0	$0	$0	$0
Total contributions	$23,364,082	$25,828,331	$25,828,331	$25,828,331
Total Transfer payments	$23,364,082	$25,828,331	$25,828,331	$25,828,331

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada New Media Fund ¹¹

Start date: 2000-2001

End date: 2009-2010

Description: The Canada New Media Fund, administered by Telefilm Canada, supports the development, production, marketing and distribution of Canadian cultural interactive products, in both official languages. It also assists the Canadian interactive media industry to become more competitive in domestic and international markets.

Expected results:

• Canadian interactive media sector is sustainable.
  Performance indicator: Trends in annual gross revenues and employment in the interactive media sector.

Output:

• Agreements signed under Canada New Media Fund.
  Performance indicator: Number of agreements signed under Canada New Media Fund and funding amounts awarded.

	Forecast Spending 2009-10	Planned Spending 2010-1111	Planned Spending 2011-1211	Planned Spending 2012-1311
Total grants	$0	$0	$0	$0
Total contributions	$14,196,077	$14,196,077	$14,196,077	$14,196,077
Total Transfer payments	$14,196,077	$14,196,077	$14,196,077	$14,196,077

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canadian Culture Online ¹²

Start date: 2001-2002

End date: 2009-2010

Description: The Canadian Culture Online program includes the Partnerships Fund and the Gateway Fund. This program is necessary in order to support the creation of digital cultural content, in both official languages, that reflects diversity of cultures and heritage and to help to ensure access to that content as well as to facilitate the sustainability of the new media cultural sector.

Expected results:

• Canadian digital cultural content is created.
  Performance indicator: Number of Web sites funded through Canadian Culture Online that present Canadian cultural content.
• Canadian digital cultural content is accessible.
  Performance indicator: Number of visits to Web sites funded through Canadian Culture Online.

Output:

• Contribution agreements and memoranda of understanding signed under Canadian Culture Online.
  Performance indicator: Number of contribution agreements and memoranda of understanding signed under Canadian Culture Online as well as funding amounts awarded.

	Forecast Spending 2009-10	Planned Spending 2010-11 12	Planned Spending 2011-12 12	Planned Spending 2012-13 12
Total grants	$0	$0	$0	$0
Total contributions	$4,717,143	$6,185,130	$6,370,684	$6,346,244
Total Transfer payments	$4,717,143	$6,185,130	$6,370,684	$6,346,244

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program Activity: Heritage

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-1973

End date: 2010-2011

Description: The Museums Assistance Program (MAP) supports museums in their effort to reach audiences and care for their collections by providing grants and contributions to Canadian museums and related organizations for eligible projects which aim to develop and circulate travelling exhibitions across different regions of Canada, to preserve and present Aboriginal heritage, and to enhance professional excellence in the management of key museological functions, including projects submitted under the Canada-France Agreement.

MAP also supports the Canadian Museums Association through a single-beneficiary component for activities to enhance professional standards of Canada's museum community. In addition, MAP includes Young Canada Works at Building Careers in Heritage and Young Canada Works in Heritage Organizations, in support of the Youth Employment Strategy (YES), a horizontal initiative coordinated by HRSDC. The objective of these heritage components of YES is to enable heritage institutions to benefit from the assistance of young, qualified workers by providing summer employment and career internship opportunities that help students develop and upgrade their skills in heritage and to encourage them to pursue advanced studies in this field.

Expected results:

• Heritage institutions and heritage workers undertake projects to improve key museological knowledge, skills and practices.
  Performance indicator: Number and value of projects funded to improve key museological knowledge, skills and practices, and of youth employment opportunities created through Young Canada Works (YCW).
• Aboriginal cultural heritage is preserved and presented.
  Performance indicator: Improvement in preservation and presentation of Aboriginal heritage reported by program recipients.
• Heritage institutions create opportunities for Canadians to access their heritage.
  Performance indicator: Number of travelling exhibitions projects and venues.

Output:

• Grants and contributions agreements signed under MAP and YCW.
  Performance indicator: Number of applications assessed and number approved.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$2,500,000	$2,500,000	$2,500,000	$2,500,000
Total contributions	$11,946,000	$12,076,284	$12,076,284	$12,076,284
Total Transfer payments	$14,446,000	$14,576,284	$14,576,284	$14,576,284

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Program Activity: Engagement and community participation

Name of Transfer Payment Program: Building Communities Through Arts and Heritage Program

Start date: September 1, 2007

End date: March 31, 2012

Description: The Building Communities Through Arts and Heritage Program supports activities that celebrate local historical heritage as well as local artists and artisans. Its objective is to engage citizens in their communities through performing and visual arts as well as through the expression, celebration and preservation of local historical heritage. The program has three components: 1) Local Festivals; 2) Community Anniversaries; and 3) Legacy Fund.

Expected results:

• Canadians are engaged in the expression, celebration and preservation of local arts and heritage.
  Performance indicator: Increased national levels of participation by communities, artists, heritage groups, and attendees.

Outputs:

• Program and policy implementation.
  Performance indicator: Variations between program and policy design and actual implementation; achievement of policy and operational goals.
• Grants and contribution agreements signed under the BCTAH program.
  Performance indicator: Number of agreements signed, level of recipient compliance.
• Regional coordination and consultation.
  Performance indicator: Coordination and consultation mechanisms established and operating; issues identified and resolved.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$14,355,000	$14,355,000	$14,355,000	$14,355,000
Total contributions	$3,300,000	$4,800,000	$3,300,000	$3,300,000
Total Transfer payments	$17,655,000	$19,155,000	$17,655,000	$17,655,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Program Activity: Official Languages

Name of Transfer Payment Program: Development of Official-Languages Communities Program

Start date: 2009-2010

End date: 2013-2014

Description: The Development of Official-Languages Communities Program has three components: Community Life, Minority Language Education and Language Right Support. The Program fosters the vitality of Canada's English- and French-speaking minority communities and enables them to participate fully in all aspects of Canadian life. Through partnerships and agreements with community organizations, provinces, territories, municipalities and federal departments and agencies, the Program aims to enhance the capacity of minority official language communities to have greater access to quality education, different programs and services in their language in their communities.

Expected results:

• Members of official-language minority communities (OLMC) have access to program and services in their language, in their communities.
  Performance indicators:
  • Programs and services are provided to members of official-language minority communities in a number of sectors by community organizations, provincial, territorial and local governments, and federal institutions;
  • Student enrolment in the minority system.
• Knowledge and integration of section 41 OLA responsibilities and OLMC perspectives in federal institutions' development of initiatives and programs.
  Performance indicator: Measures taken by federal institutions to integrate section 41 OLA and OLMC perspectives.

Outputs:

• Agreements (ex.: cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.)
  Performance indicator: Number of agreements with communities and provinces/territories.
• Grants, contributions, funding transfers.
  Performance indicator: Number of grant and contribution agreements with communities and provinces/territories.
• Federal institutions' support and coordination mechanisms, action plan summaries and section 41 record of achievement summaries from federal institutions.
  Performance indicators: Action plans submitted by federal institutions; number of sectoral, thematic and general meetings of coordinators or program/policy analysts from federal institutions.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$36,823,000	$33,322,973	$33,322,973	$33,322,973
Total contributions	$204,247,100	$192,709,011	$192,711,721	$192,711,721
Total Transfer payments	$241,070,100	$226,031,984	$226,034,694	$226,034,694

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Program Activity: Official Languages

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2009-2010

End date: 2013-2014

Description: The Enhancement of Official Languages Program has two components: Promotion of Linguistic Duality and Second Language Learning. The Program promotes a better understanding and appreciation of the benefits of linguistic duality. Through partnerships and agreements with the provinces and territories and non-governmental organizations in support of second-language learning and initiatives that foster understanding between Anglophone and Francophone Canadians, the Program encourages the public to recognize and support linguistic duality as a fundamental value of Canadian society.

Expected results:

• A greater number of Canadians have a better understanding of and appreciation for the benefits of linguistic duality.
  Performance indicators:
  • Canadians' perception of the importance of second-language learning;
  • Canadians' knowledge of their second official language;
  • Enrollment in second-language classes in Canada.
• Knowledge and integration of the section 41 of the Official Languages Act (OLA) responsibilities and linguistic duality perspectives in federal institutions' development of initiatives and programs.
  Performance indicator: Measures taken by federal institutions to integrate section 41 OLA and linguistic duality perspectives

Outputs:

• Agreements (ex.: federal-provincial/territorial agreements, Council of Education Ministers (Canada)).
  Performance indicator: Number of agreements with communities and provinces/territories.
• Grants and contributions.
  Performance indicator: Number of grants and contributions agreements with communities and provinces/territories.
• Support and coordination mechanisms, and summaries of action plans and section 41 record of achievement
  Performance indicators:
  • Action plans submitted by federal institutions;
  • Numbers of sectoral, thematic and general meetings of coordinators or program/policy analysts from federal institutions.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$5,098,000	$5,599,842	$5,599,842	$5,599,842
Total contributions	$106,912,600	$105,923,289	$105,923,289	$105,923,289
Total Transfer payments	$112,010,600	$111,523,131	$111,523,131	$111,523,131

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Program Activity: Engagement and community participation

Name of Transfer Payment Program: Aboriginal People's Program

Start date: 1971-1972

End date: 2009-2010

Description: The Aboriginal Peoples' Program serves to strengthen Aboriginal cultural, identity and participation in Canadian society and to preserve and promote Aboriginal languages and cultures as living cultures. It is organized around two broad themes:

1) The Aboriginal Communities Component supports the efforts of Aboriginal communities to develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede community and personal prospects. It focuses specifically on the unique challenges faced by Aboriginal women, youth and urban communities with the intent of strengthening Aboriginal cultural identity and participation of Aboriginal Peoples in Canadian society.

2) The Aboriginal Living Cultures Component supports the preservation and promotion of Aboriginal languages and cultures. Specifically, this component focuses on access to programs and activities that preserve and promote Aboriginal languages and cultures as well as the production and distribution of Aboriginal radio and television programming.

Expected results:

• Aboriginal languages are preserved and promoted.
  Performance indicator: Trends in language use.
• Aboriginal people are engaged in their communities and have the opportunity to participate in social and cultural aspects of life in Canada.
  Performance indicator: Number and geographic distribution of Aboriginal people engaged and participating in community activities.
• Aboriginal youth are empowered with leadership skills and a sense of community.
  Performance indicator: Trends in Aboriginal youth leadership in urban Aboriginal communities.

Output:

• Grants and contribution agreements signed under the Aboriginal Peoples' Program.
  Performance indicator: Number and type of agreements.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$1,340,000	$1,340,000	$1,340,000	$1,340,000
Total contributions	$58,172,911	$54,724,907	$54,935,541	$54,935,541
Total Transfer payments	$59,512,911	$56,064,907	$56,275,541	$56,275,541

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Program Activity: Promotion of and Attachment to Canada

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000-2001

End date: March 31, 2010

Description: The Exchanges Canada Program supports youth participation initiatives that allow young Canadians across the country to learn about Canada create linkages with each other and better appreciate the diversity and common aspects of the Canadian reality. The Program has two main components: Youth Exchanges Canada and Youth Forums Canada. The Program works with non-profit delivery organizations to provide young Canadians with a range of exchange and forum activities; experience Canada's cultural, geographical and linguistic diversity; build their knowledge of Canada; and develop their Canadian identity and sense of belonging to Canada.

Expected results:

• Young participants enhance their knowledge and understanding of Canada.
  Performance indicator: Percentage of participants who report enhanced knowledge and understanding of Canada.
• Young participants connect and create linkages with one another.
  Performance indicator: Percentage of participants who report increased connections with other young Canadians as a result of the exchange.
• Young participants enhance their appreciation of the diversity and shared aspects of the Canadian experience.
  Performance indicator: Percentage of participants who report enhanced appreciation for diversity and commonalities

Outputs:

• Contribution agreements and grants in support of youth exchanges.
  Performance indicator: Number and demographic representativeness of youth participating in exchanges.
• Information available to Canadians about youth exchanges.
  Performance indicators: Number of information products developed and targeted promotional activities undertaken; Number of information requests served; Number of Website visitors.
• Strategic alliances with governmental, non-governmental and private sector organizations.
  Performance indicator: Range of partners and amount of funding for youth exchanges stemming from strategic partnerships.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$100,000	$100,000	$100,000	$100,000
Total contributions	$17,686,359	$17,686,359	$17,686,359	$17,686,359
Total Transfer payments	$17,786,359	$17,786,359	$17,786,359	$17,786,359

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian Identity

Program Activity: Promotion of and Attachment to Canada

Name of Transfer Payment Program: Katimavik Program

Start date: 1997-1998

End date: August 31, 2010

Description: The Katimavik Program provides opportunities for young Canadians to discover their country and create ties with communities and with other Canadians. The objectives of the program are to contribute significantly to the personal, social and professional development of the participants; to promote social engagement and community service; and to offer a diverse experience, fostering a better understanding of the Canadian reality. Through complementary six- and nine-month programs, comprising community service, training and group interaction, participants aged 17 to 21 are enabled to acquire personal, social and professional skills through participation in community projects in diverse regions of Canada, including French-speaking and English-speaking communities.

Expected results:

• Participants value Canada and its diversity.
  Performance indicator: Number and percentage of participants indicating that they value Canada and its diversity better (and it what way) since participating in the Program.
• Host-community partner organizations improve their capacity to serve their community.
  Performance indicator: Number and percentage of community partners indicating that they have seen their capacity to serve their community improve and in what way.
• Participants improve their personal, social and professional skills.
  Number and percentage of participants indicating that they have improved their personal, social and professional skills during their participation in the Program (in accordance with each of the skills covered by the Program).

Output:

• Contribution Agreement signed under the Katimavik Program.
  Performance indicator: Funds used from Katimavik Program funding for leadership and learning development through community service.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$0	$0	$0	$0
Total contributions	$19,776,000	$19,776,000	$19,776,000	$19,776,000
Total Transfer payments	$19,776,000	$19,776,000	$19,776,000	$19,776,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians share, express and appreciate their Canadian Identity

Program Activity: Promotion of and Attachment to Canada

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2008-2009

End date: 2011-2012

Description: The Celebration and Commemoration Program aims to support or create opportunities for Canadians to celebrate/commemorate their history, diversity and achievements through a two fold approach that includes the Celebrate Canada 11-day period culminating on July 1st with Canada Day celebrations and a five-year plan which is a theme-based dynamic approach to celebrating and commemorating significant people, places, symbols, anniversaries and events. These activities are delivered in collaboration with other federal departments, agencies, regions, partners and stakeholders. The Program provides opportunities to bring Canadians together in their communities to discover and appreciate the richness and diversity of Canadian society and to show their sense of belonging to Canada and pride in being Canadian.

Expected results:

• Canadians participate in community celebrations and commemorations, and celebrations of national significance.
  Performance indicator: Number of participants at local and national activities.
• Increased sense of pride and belonging to Canada.
  Performance indicator: Perceived sense of pride and belonging to Canada by Canadians.
• Coordinated federal approach to celebrations and commemorations.
  Performance indicator: Number and scope of interdepartmental initiatives; number of meetings of the Interdepartmental Commemorations Committee.

Outputs:

• Grants and contributions agreements signed under the Celebration and Commemoration Program.
  Performance indicator: Number and type (grants and contributions) of agreements and distribution across Canada.
• Promotional materials supporting the Celebration and Commemoration Program.
  Performance indicator: Number and type of promotional materials distributed.
• Five-year commemoration Plan
  Performance indicator: Updates to the Five-year Commemoration Plan.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$9,784,000	$5,500,000	$5,500,000	$5,500,000
Total contributions	$35,873,106	$6,329,553	$5,027,018	$5,027,018
Total Transfer payments	$45,657,106	$11,829,553	$10,527,018	$10,527,018

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadian artistic expressions are cultural content are created and accessible at home and abroad

Program Activity: Cultural Industries

Name of Transfer Payment Program: TV5

Start date: 1990-1991

End date: 2012-2013

Description: The international French-language TV channel TV5 is a partnership made up of France, Belgium's Francophone community, Switzerland, Canada and Quebec. The department of Canadian Heritage provides annual funding to the channel (single-recipient program) through a contribution agreement to TV5 Québec Canada and a grant to TV5 MONDE. Funding from Canadian Heritage and the province of Quebec enables Canadian productions to be presented in Canada and abroad; and provides Canadians with an additional French-language channel that allows them to become familiar with the many diverse cultures that make up the international Francophonie. TV5 enriches Francophone programming across the country and provides outlets for Francophone productions from every region of Canada. Canada's contribution to TV5 makes it possible to offer all Canadians a window on the Francophonie.

Expected results:

• Canadian content is part of TV5 MONDE's international programming.
  Performance indicator: Percentage of Canadian content broadcast on TV5 MONDE.
• Canadians have access to the wealth and diversity of the international Francophonie through TV5 Québec Canada (TV5 QC).
  Performance indicator: Number of Canadian households with access to TV5 QC.

Outputs:

• Contribution agreement (TV5 Québec Canada).
  Performance indicator: Implementation of contribution agreement.
• Grant to TV5 MONDE.
  Performance indicator: Implementation of grant agreement.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$8,000,000	$8,000,000	$8,000,000	$8,000,000
Total contributions	$4,410,000	$4,460,900	$4,460,900	$4,460,900
Total Transfer payments	$12,410,000	$12,460,900	$12,460,900	$12,460,900

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians participate and excel in sport

Program Activity: Sport

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: 2010-2011

Description: The Athlete Assistance Program contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances. To this end, the program identifies and supports athletes already at or having the potential to be in the top sixteen in the world in their sport.

Expected results:

• Canadian athletes can achieve higher levels of athletic performance.
  Performance indicator: Athletes' level of satisfaction with financial resources available from the Athlete Assistance Program (AAP).
• Canadian athletes access academic opportunities.
  Performance indicator: Number of currently and formerly carded athletes using tuition grant (including deferred tuition).

Output:

• Direct support for high performance athletes.
  Performance indicators:
  • Total dollar amount allocated, by card type and category to identified athletes;
  • Tuition for living and training;
  • Number of athletes supported, by card type.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$26,677,000	$27,000,000	$27,000,000	$27,000,000
Total contributions	$0	$0	$0	$0
Total Transfer payments	$26,677,000	$27,000,000	$27,000,000	$27,000,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians participate and excel in sport

Program Activity: Sport

Name of Transfer Payment Program: Sport Hosting Program

Start date: 1967

End date: 2010-2011

Description: The Hosting Program is a key instrument in the Government of Canada's overall approach to sport development in Canada and aims to enhance the development of sport excellence and the international profile of sport organizations by assisting sport organizations to host the Canada Games and international sport events in Canada. These events are expected to produce significant sport, economic, social and cultural benefits. The Program has four components: 1) International Major Multisport Games; 2) International Single Sport Events; 3) International Multisport Games for Aboriginal Peoples and Persons with a Disability; and 4) the Canada Games. The Hosting Program offers Canada-at-large a planned and coordinated approach to realizing direct and significant benefits, from bidding and hosting projects, in the areas of sport development, economic, social, cultural and community impacts, across a broad range of government priorities. The Program is characterized by active liaison with collaborators/stakeholders and by a diligent contribution system.

Expected results:

• Canadian athletes, coaches and officials have opportunities to participate at events in Canada.
  Performance indicators:
  • Number of competition opportunities for Canadian athletes, coaches and officials at funded events;
  • Number of athletes from under-represented groups participating at events in Canada funded by Sport Canada.

Output:

• Contribution agreements.
  Performance indicator: Number and type of events funded.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$0	$0	$0	$0
Total contributions	$82,084,404	$16,315,575	$19,865,000	$140,965,000
Total Transfer payments	$82,084,404	$16,315,575	$19,865,000	$140,965,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic Outcome: Canadians participate and excel in sport

Program Activity: Sport

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: 2010-2011

Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. Sport Support Program funding is aimed at developing athletes and coaches at the highest international levels; providing sound technically-based sport programming for all athletes; increasing the number of Canadians from all segments of society involved in sport, and advancing Canadian interests and values in Canada and abroad. Funding helps to ensure that the essential components of an ethically-based, athlete/participant-centred development system are in place and is provided to eligible organizations for programming that supports the goals of the Canadian Sport Policy.

Expected results:

• Canadians have access to quality sport programs and services.
  Performance indicators:
  • Number and percentage of sport organizations that have their coaching programs aligned with Long-Term Athlete Development (LTAD) tenets;
  • Number and percentage of recipient organizations that comply with the Canadian Policy Against Doping in Sport (CPADS);
  • Number and percentage of completed knowledge transfers and leadership actions, as identified in domestic and international agreements.

Output:

• Contribution/bilateral agreements.
  Performance indicator: Number and type of domestic and international contribution/bilateral agreements.

	Forecast Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13
Total grants	$0	$0	$0	$0
Total contributions	$101,014,876	$117,000,972	$116,500,972	$116,500,972
Total Transfer payments	$101,014,876	$117,000,972	$116,500,972	$116,500,972

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians share, express and appreciate their Canadian identity

Program activity: Engagement and community participation

Name of recipient: National Aboriginal Achievement Foundation

Start date: 2003-2004

End date: N/A

Description: The National Aboriginal Achievement Foundation (NAAF) promotes the development and education of Aboriginal peoples and their professional advancement in Canadian society through the implementation of such initiatives as the Blueprint for the Future, Post-Secondary Education Program, the National Aboriginal Achievement Awards and Taking Pulse. Overall, the Foundation's programs are made possible through the support of the federal government, corporate sponsors, charitable foundations and individual donors.

The Foundation's core focus continues to be providing scholarships for Aboriginal students. NAAF is the largest supporter of Aboriginal education outside the federal government. In 2003–2004, Canadian Heritage provided a $12M endowment for the establishment of an Aboriginal Post-Secondary Scholarship Program. An additional endowment of $10M was approved in March 2007. Investment revenues of the endowment are used to award scholarships and bursaries to Aboriginal post-secondary students across Canada.

This Endowment Fund encourages higher levels of achievement in education to help Aboriginal Canadians gain the skills and learning needed to fully contribute to the economic life of their communities and Canadian society.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
22.0	22.0	n/a	n/a	n/a

Summary of annual plans of recipient: The NAAF is a nationally registered non-profit organization devoted to excellence and to providing the tools necessary for Aboriginal youth to achieve brighter futures. NAAF encourages and empowers Aboriginal youth by providing important career planning information, by connecting youth with industry and by providing financial support for post-secondary studies in all disciplines.

The objectives of the NAAF are to:

- Actively assist Aboriginal peoples by providing financial resources that will allow them to pursue further education and professional development.

- Encourage young Aboriginal peoples to discover their talents and realize their potential by creating awareness of the full spectrum of career development possibilities in all areas.

- Encourage the retention and cultivation of language and culture by financially supporting Aboriginal organizations and initiatives related to cultural preservation.

- Instill pride—individually and collectively—in the Aboriginal community.

- Identify and honour the exemplary achievements of Aboriginal peoples in all areas of endeavour so that their accomplishments can serve as inspiration to young people.

- Raise the Canadian public's awareness of the contributions that First Nations, Inuit, and Métis peoples have made to Canada.

The multi-year agreement enables the NAAF to leverage resources; to recognize excellence and role models in Aboriginal communities; to inform and motivate youth regarding potential career options; and to provide Aboriginal youth with bursary and scholarship awards to achieve brighter futures and support Aboriginal cultural projects. The target populations for NAAF Programs are First Nations, Inuit and Métis peoples across Canada.

Scholarships and Youth Initiatives
Scholarships and youth initiatives include the NAAF's Blueprint for the Future (BFF) activities—scholarships and bursaries awarded through the Education Program. The BFF is a series of one-day career fairs that provide Aboriginal high-school students valuable resources and information on career opportunities while promoting education as significant to labour market participation. Events are held across the country.

More than 30,000 Aboriginal students from across the country have attended BFF career fairs over the event's 10-year history. Students across Canada have had the opportunity to meet experts in their fields, learn about individual career options, the education and training required for those options, and employment trends in these areas. Planned career fairs include:

- In Fiscal Year 2009–2010: Prince Rupert, BC and St. John's, NL (subject to confirmation)

The NAAF's Education Program encompasses the Post-Secondary Scholarship Program, which disburses approximately $2M a year to First Nations, Inuit and Métis students across Canada. NAAF scholarships cover three categories: Fine Arts and Cultural Projects; Health Careers; and Post-Secondary Education.

The NAAF will support post-secondary studies that are a minimum of two academic years at an accredited university, college or CEGEP for the pursuit of a certificate, diploma or degree. An exception is made for one-year upgrading or certification programs after the completion of a Bachelor's Degree, or specialization certificates of one year if an applicant has an existing diploma or degree. Study outside of Canada is eligible for jury consideration when the student is enrolled in graduate studies towards Master's or PhD degrees.

The NAAF monitors and tracks students who receive bursary and scholarship awards. On an annual basis, students are asked to complete questionnaires regarding their current studies and future plans. A final report is prepared annually.

URL of recipient site: http://www.naaf.ca

Strategic outcome: Canadians share, express and appreciate their Canadian identity

Program activity: Official Languages

Name of recipient: Endowment Fund-Canadian Institute for Research on Linguistic Minorities

Start date: 2001-2002

End date: Perpetual

Description: Thanks to an endowment funded by the Department of Canadian Heritage, the Canadian Institute for Research on Linguistic Minorities (CILRM) was created in March 2002 for the purpose of becoming a national centre of expertise to better understand the challenges that official-language minority communities face and the trends in their environment. Although it is housed at the Université de Moncton, the Institute has a national mission. It carries out activities related to official-language minority communities through revenues generated by the Endowment Fund and other revenues.

The goal of the Institute is to increase research on issues related to official-language minority communities. More and improved research will ensure that leaders of minority-language communities and officials responsible for developing public policy will have a better understanding of the issues that affect the development of Canada's Francophone and Anglophone minority communities.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
10.0	10.0	n/a	n/a	n/a

Summary of annual plans of recipient: For Canadian Heritage, CILRM will publish an annual report of its activities and performance measures six months after the end of the fiscal year.

URL of recipient site: http://www.icrml.ca/index.php?lang=en

Strategic outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Program activity: Heritage

Name of recipient: Trans Canada Trail/Sentier transcanadien

Start date: December 2003

End date: March 2010*
* The Department is currently considering a possible extension until March 2012.

Description: Trans Canada Trail/Sentier transcanadien leads an initiative, based on widespread voluntary support, to establish a national recreational trail that runs through every Canadian province and territory, linking hundreds of communities. The federal grant for this project is used solely to establish a fund to achieve the following objectives: to administer a program of grants to community-based groups in support of trail-building capital projects (thereby leveraging additional support from other sources); to provide planning for and coordinate development of the Trail; and to establish Trail Pavilions and signage along the route.

The Trail will connect Canadians from all regions of the country with each other, their environment, and Canada's cultural and natural diversity.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
15.0	15.0	n/a	n/a	n/a

Summary of annual plans of recipient: Over 15,525 kilometres of the Trans Canada Trail (TCT) have already been built, with only 6,475 kilometres remaining. The TCT Five-Year Strategic Plan 2010-2015 calls upon the trail building community and related entities, individual citizens, corporate Canada, all levels of government and those trade sectors that benefit most from trail use to join with them in completing the Trail by 2017, as a national legacy and celebration project for Canada's 150th anniversary of Confederation. The plan outlines the following key action steps: Generate Funding, Build Reputation (branding), Facilitate Trail Building, Promote the Benefits of the Trail, Drive Trail Use and Develop Organizational Strength. TCT is also currently developing a Master Plan that will contribute to the maintenance and sustainability of the Trail after completion.

URL of recipient site: http://www.tctrail.ca/

Strategic outcome: Canadians participate and excel in sport

Program activity: Sport

Name of recipient: Grant to the 2010 Games Operating Trust

Start date: 2004-2005

End date: perpetual

Description: In accordance with a Multi-Party Agreement (MPA), the Government of Canada and the Province of British Columbia each contributed $55M to the Legacy Endowment Fund, which is managed by the 2010 Games Operating Trust. The 2010 Games Operating Trust Society is the legal entity that oversees the business activities of the 2010 Games Operating Trust. The Legacy Endowment Fund supports the maintenance and operating expenses of specific 2010 Winter Games sporting venues and charitable and not-for-profit organizations conducting high-performance amateur sport and coach development programming at those venues and elsewhere in Canada. The three legacy facilities receiving the funds are the Richmond Oval (Richmond, BC), Whistler Olympic Park and the Whistler Sliding Centre (Resort Municipality of Whistler, BC). This commitment by the Government of Canada and the Province of British Columbia ensures that Canadians will continue to use the venues and benefit from sport programming well beyond 2010 (http://www.vancouver2010.com).

The Board of Directors of the 2010 Games Operating Trust Society consists of eight representatives from the signatories to the MPA (Government of Canada, the Province of British Columbia, the Canadian Olympic Committee, the Canadian Paralympic Committee, the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC), the City of Vancouver, the City of Richmond, and the Resort Municipality of Whistler). The 2010 Games Operating Trust Society will oversee and manage this Trust until an agreed-upon future date or until the end of the Monarchy.

Sustainable social, economic, cultural and sports benefits for Canadians are the overall strategic goals for hosting the Olympic Games. Beyond maintaining and operating the three principle venues, the 2010 Games Operating Trust will provide the needed funding to continue high-performance programming for Canadian athletes at these venues and elsewhere in Canada.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
55.0	55.0	n/a	n/a	n/a

Summary of annual plans of recipient: The 2010 Games Operating Trust Society will continue to monitor the investment of the Legacy Endowment Fund with regular advice and guidance from a team of investment professionals in order to maximize its growth and ensure the continued operations of legacy venues and leaving a lasting sports legacy for all Canadians beyond 2010. The Society will hold annual general meetings to determine and approve the annual distribution amounts for the venues and determine if funds are available for related high-performance sports development initiatives. Payments are contingent upon post-Games Operating Agreements provided by the Legacy Venues owners and operators and are monitored regularly by a Society sub-committee. The Society is also committed to undertaking and publicly disclosing annual audits of the Trust and the Trust Society's Financial Statements.

URL of recipient site: http://www.vancouver2010.com

Part A: Green Procurement Capacity Building

Performance Measures For Part A:

1a. Number of procurement and materiel management staff with formal green procurement training (e.g., C215 or in-house tailored alternative) relative to total number of procurement and materiel management staff.

1b. Number of acquisition cardholders with formal green procurement training (e.g., C215 or in-house tailored alternative) relative to total number of acquisition cardholders.

2. Number of performance evaluations of managers and functional heads of procurement and materiel management that incorporate environmental considerations relative to total number of performance evaluations of managers and functional heads of procurement and materiel management.

3. Number of departmental procurement processes and controls that incorporate environmental considerations relative to total number of departmental procurement processes and controls that should address environmental considerations.  Alternatively, departments can report on progress and plans to improve the integration of environmental considerations in management processes and controls relative to procurement.

Activity	2008-09 Level as %	2010-11 Level as %	Description/Comments
Training for Procurement and Materiel Management Staff	95	100	Most Contracting and Materiel Management Division personnel have taken some formal training on green procurement (C215).
Training for Acquisition Cardholders	100	100	In order for employees to obtain an acquisition card, they must have access to the Integrated Financial and Material System (IFMS). Although "green" is not covered in the acquisition card training, it is part of the IFMS training that is mandatory prior to gaining access to the system.
Performance Evaluations	0	100	Environmental considerations will be included in the evaluations of managers and functional heads of procurement and materiel management.
Procurement Processes and Controls	n/a	n/a	Plans will be made to define environmental considerations in order to improve the integration in the procurement decision making, with respect to management processes and controls.

Part B: Use of Green Consolidated Procurement Instruments

Performance Measures For Part B:

Dollar value of purchases against green consolidated procurement instruments (as designated by PWGSC) for a specified good or service relative to total dollar value of purchases for that good or service.  Departments should include a minimum of 2 goods or services (e.g., IT Hardware, Imaging Devices, and Paper).

When a green consolidated procurement instrument (as designated by PWGSC) is not used or is unavailable for the specified good or service, this performance measure should be used: Dollar value of purchases that incorporate environmental considerations for a good or service relative to total dollar value of purchases for that good or service. Departments should indicate when a green consolidated procurement instrument for a good or service (as designated by PWGSC) is not used.

Good/Sevice	2008-09 Level		2010-11 Target as %	Description/Comments
	$	%
Overall Goods and Services	3,210,856	4.2	4.5	Determined through the use of Green Standing Offers (as identified in PWGSC's list), and as identified by users of the Integrated Financial and Material System.
IT Goods	2,297,394	73	75	Determined through the use of Green Standing Offers, the amount referenced is actual "green spending", while the percentage refers to the overall green spending ratio (when compared to overall spend).
Vehicles	1	100	100	One hybrid vehicle was purchased during the targeted fiscal year.

Part C: Reduction Initiatives for Specific Goods (Optional/Where Applicable)

Performance Measure For Part C:

Total quantity of a consumable purchased (e.g., paper) or an asset owned/leased (e.g., printing devices) relative to total number of full time employees (FTE).

Consumable/Asset	2008-09 Level as Ratio # per FTE	2010-11 Target	Description/Comments
Paper purchases	16,660,000 sheets total / 1,969 FTE 8,461 sheets/FTE	A reduction of 0.5% of the total consumption of paper (83,300 less sheets).	Paper consumption is based on the paper distribution and FTE in the NCR. Figures are calculated on the volume of boxes of paper purchased. Specialty paper or smaller purchases combined with other items (such as with bigger orders of office supplies) are not included in the calculation.

Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games--Delivering on our Commitments

Name of lead department(s): Department of Canadian Heritage

Lead department program activity: Sport

Start date of the Horizontal Initiative: 2003–2004

End date of the Horizontal Initiative: March 31, 2012

Total federal funding allocation (start to end date): $582.865M

Description of the Horizontal Initiative (including funding agreement): To monitor and report on the Government of Canada's contribution to the 2010 Winter Games, which engage Canadians from across the country, reflect Canadian values and priorities in their planning, delivery, and international profile, and promote opportunities to advance public policy goals and to make strategic investments that support long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians (www.pch.gc.ca).

The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage works horizontally to support and promote federal engagement in the planning and delivery of the Games, which includes providing high-quality essential federal services as well as capital and legacy funding. Fifteen federal Departments are providing services deemed essential for conducting successful Games. Therefore these departments, whether receiving incremental funding for this purpose or supporting the services from their A-base, are accountable for delivering essential federal services under the Multi-Party Agreement signed in 2002. The 2010 Federal Secretariat works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians (www.canada2010.gc.ca).

Canadian Heritage is the lead department for federal participation in support of the 2010 Winter Games with the exception of Games Security and Public Safety. In October 2007 the Prime Minister appointed Ward Elcock as the Coordinator for the 2010 Olympic and G8 Security and established an office within the Privy Council Office.  As a result of this appointment, the RCMP became the lead coordinating Department to develop a Horizontal RMAF for Games Security and Public Safety collectively with Canada Border Services Agency (CBSA), Citizenship and Immigration Canada (CIC), Canadian Security Intelligence Service (CSIS), Department of National Defence (DND), Industry Canada (IC), Public Health Agency of Canada (PHAC), Public Safety Canada (PS), Transport Canada (TC), Health Canada (HC), Canadian Coast Guard (CCG), Canada Post and Privy Council Office (PCO).

Shared outcome(s): There are three levels of shared outcomes as identified below:

• Final Outcomes
  • Sport, economic, social and cultural legacies are established for the benefit of all Canadians;
  • Canadian excellence and values are promoted domestically and internationally; and
  • Canada is recognized as a capable and inclusive host.
• Intermediate Outcomes
  • Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games;
  • Enhance Canada's domestic and international profile; and
  • Canadians and international participants experience safe and high-quality games.
• Immediate Outcomes
  • Leverage 2010 Winter Games to advance existing federal priorities;
  • Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games; and
  • Successful delivery of mandated essential federal services.

Governance structure(s):

2010 Federal Games Secretariat
Representative Working Group (RWG)

The 2010 Federal Secretariat, under the leadership of the Deputy Minister of Canadian Heritage, supports the Framework for Federal Coordination (FFC). The FCC is the primary mechanism for promoting horizontal management of the Winter Games. This governance structure consists of three levels:

• A Deputy Ministers and Heads of Agency Coordination Committee that facilitates interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments;
• An Assistant Deputy Minister-level Representative Working Group (RWG) that reports on the progress of essential federal service delivery; and,
• Working-level Issue Clusters that support intergovernmental coordination and information sharing.

In addition, an Essential Federal Services Committee (EFS Committee) has been established under the authority of the RWG to support, promote, coordinate and monitor seamless planning of essential federal services.

Planning Highlights:

Fiscal year 2010–2011 is the sunset period of this Horizontal Initiative.  Therefore, all activities will be related to the reporting requirement since Departments' specific expected results were achieved leading up to and during the 2010 Olympic and Paralympic Winter Games.

The Government of Canada will fulfill its evaluation and reporting requirements to Canadians highlighting the sport, economic, social and cultural benefits and legacies.

($ millions)

Federal Partner	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
A. Canadian Heritage	Canadians participate and excel in sport	2010 Federal Secretariat	$563.24M	$2.9M	Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games.
B. Public Health Agency of Canada (PHAC)	The health and safety of federal public service employees working on location during the Winter Games as well as the health protection of the public during the Winter Games are ensured.		$2.7 M	N/A	No expected results are planned for 2010-2011.
C. Health Canada (HC)	The health and safety of federal public service employees working on location during the Winter Games are ensured. The program also provides health contingency planning for Internationally Protected Persons and their family members (e.g., visiting dignitaries, members of the Royal family) and others when they are visiting Canada. Ensure that all conveyances are meeting recommended public health standards or guidelines	Workplace Health Sustainable Environmental Health	$2.6M (Health Safety)	N/A	No expected results are planned for 2010-2011.
	Health Canada evaluates and monitors the safety, quality and efficacy of drugs (human and animal), biologics, medical devices, and natural health products. During the 2010 Games this activity will prevent unapproved health products from entering Canada.	Health products	$0.325M (Entry of Goods and Individuals into Canada)
D. Human Resources and Skills Development Canada (HRSDC)	Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.	Foreign workers and immigrants	N/A The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process	N/A	No expected results are planned for 2010-2011.
E. Environment Canada (EC)	Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.	Improved knowledge and information on weather and environmental conditions influence decision-making.	$9.3M	$0.3M
	Canada's natural capital is restored, conserved and enhanced. Environmental Assessment is integral part of program and policy decision-making.	Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes. Efficient and effective environmental assessments	$4.1M	$0.1M	Canadians have greater awareness and understanding of sustainability initiatives associated with the 2010 Games. Scientific and technical expertise and input to the environmental assessment process including follow-up activities as required.
F. Fisheries and Oceans Canada (DFO)	Healthy and productive aquatic eco-systems.	Habitat Management	$0.6 M	$0.1M	Environmental effects of regulatory decisions are considered in a timely manner before regulatory decisions are made under the Fisheries Act.
Total			$582.865M	Total $3.4M

Results to be achieved by non-federal partners (if applicable): N/A

Contact information: Karen Mackarous (613) 949-7816

Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future

Name of lead department(s): Canadian Heritage

Lead department program activity: Official Languages

Start date of the Horizontal Initiative: April 1, 2008

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date): $1,110.10M

Description of the Horizontal Initiative (including funding agreement):

The Roadmap for Canada's Linguistic Duality 2008–2013: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Thirteen federal institutions have received funds for sectoral programs and activities related to official languages. The Roadmap contributes to the attainment of a strategic outcome for Canadian Heritage (Canadians share, express and appreciate their Canadian identity) and to the Government of Canada's outcome (A diverse society that promotes linguistic duality and social inclusion).

Two of key components of the Roadmap are the implementation of an accountability framework and a coordinated government-wide approach to official languages. The Roadmap is a component of the Official Languages Program (OLP), as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.

Web site: http://www.pch.gc.ca/pgm/slo-ols/strat-eng.cfm.

Shared outcome(s):

Three levels of outcomes have been established.

Ultimate outcome: Canadians enjoy the benefits of linguistic duality; 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 official language of choice.

Intermediate outcomes:

• Enhanced capacity of Canadians (English‑speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in their official language of choice.
• Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
• Strengthening capacity of the Government of Canada relating to official languages.

Immediate outcomes:

• Continued and improved access to justice services in both official languages.
• Continued and improved access to health services in both official languages.
• Improved social and economic development of official‑language minority communities (OLMC).
• Strengthened capacity of language industries.
• Improved knowledge and use of both official languages.
• Improved access to cultural expressions of both linguistic groups.
• Reinforced coordination for the Official Languages Program (OLP).
• Reinforced linguistic duality in federal public service.

Governance structure(s):

The Minister of Canadian Heritage and Official Languages is responsible for the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages. With respect to roles and responsibilities, the OLS is responsible for developing and coordinating the results of the Roadmap. The OLS ensures that all information (financial and non-financial) needed is gathered and that the content of all logic models of the Roadmap's structure is taken into consideration. The OLS is also responsible for the complete implementation and the accountability framework for the Roadmap. This role was assigned to the OLS by the partners through the development of the Horizontal Results-based Management and Accountability Framework for the Roadmap, which outlines the activities and results structure, the governance structure, as well as the roles and responsibilities of departments and different interdepartmental committees, while also identifying relevant operational issues concerning its horizontal implementation. The OLS also supports the governance of the OLP through various mechanisms and committees.

A governance structure has been established. To support the Minister of Canadian Heritage and Official Languages and to ensure that the Roadmap provides results for Canadians, the Committee of Assistant Deputy Ministers on Official Languages (CADMOL) was created. This committee acts on behalf of all federal departments, agencies and organizations, and partners in the Roadmap in a variety of ways: it supports the Minister of Canadian Heritage and Official Languages and all ministers who have responsibilities under the Official Languages Act (OLA); it ensures leadership for managing the OLP, including the Roadmap, by making decisions and overseeing the coordination of partners' actions; it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and it oversees the evaluation of the Roadmap. During CADMOL meetings, departments with specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Office of the Chief Human Resources Officer) report on achievements that are specific to their mandates and describe the challenges and issues related to these responsibilities.

Three interdepartmental committees support CADMOL by providing recommendations. Firstly, the Interdepartmental Policy Committee (IPC) provides an information-sharing forum between partners in order to present a joint approach to strategic issues regarding the OLP. The Interdepartmental Management Committee for the Official Languages Program (IMCOLP) seeks to ensure that interdepartmental coordination of the OLP is formalized and structured, most notably by assessing the implementation of the OLP and strengthening the accountability process. The Coordinating Committee on Official Languages Research (CCOLR) ensures that official-languages research is coordinated. The committees may create working groups as needed to complete specific projects. For example, the Working Group on the HRMAF Revision (Working Group) was created in the summer of 2008.

Planning Highlights:

For the year 2010–2011, the implementation of the Roadmap continues in line with the Horizontal Results-based Management and Accountability Framework released in September 2009. The coordination of the implementation is facilitated by the formal governance structure currently in place. The Committee of Assistant Deputy Ministers on Official Languages and its support committees, as well as various interdepartmental groups ensure that the different strategies allow for monitoring, measuring and evaluation of the results expected for 2010–2011. Monitoring the implementation of risk mitigation strategies and the performance measurement strategy is scheduled for 2010–2011. To promote information sharing, dialogue events are also planned with key stakeholders.

($ millions)

Federal Partner	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2010-11	Expected Results for 2010-11
Ultimate outcome: Canadians enjoy the benefits of linguistic duality; 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 their language of choice.
Intermediate outcome 1: Enhanced capacity of Canadians (English speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in their language of choice.
Immediate outcome 1.1: Continued and improved access to justice services in both official languages.
Justice Canada	Justice, Policy, Legislation and Programs	Contraventions Act Fund Result for the 2008–2013 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.	$47.46M	$9.49M	Signed agreement with Newfoundland & Labrador with a view to offering extra-judicial services and to undertake judicial activities in both official languages. Negotiations commenced with Saskatchewan and Prince Edward Island in order to enter into an agreement aimed at offering extra-judicial services and to undertake judicial activities in both official languages.
	Internal Services	Contraventions Act Fund	$1.92M	$0.38M	n/a
	Justice, Policy, Legislation and Programs	Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008–2013 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	$38.02M	$9.11M	Implementation of pan-Canadian study on justice training needs in both official languages. Continued judicial awareness and information activities to promote increased access to justice services in both official languages.
	Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	$1.89M	$0.43M	n/a
Immediate Outcome 1.2: Continued and improved access to health services in both official languages.
Health Canada	Canadian Health System Official language minority community development	Training, Networks and Access to Health Services Results for the 2008–2013 Roadmap: 1) Increased number of health professionals to meet health service needs of OLMCs in both official languages. 2) Increased coordination and integration of health services for OLMCs within institutions and communities. 3) Increased partnerships, interaction of networks in provincial, territorial health systems. 4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs.	$174.30M	$37.8M	In 2010–2011, Health Canada will enter into new funding agreements with two community-based stakeholders (primary funding recipients) under two components of the Official Languages Health Contribution Program. Anticipated outcomes are as follows: Société Santé en français: Three to four new funding agreements under the Official Languages Health Projects component will be initiated in 2010–2011 to fund projects aiming to improve the health of French-speaking language minority communities, for a value of $5.5M. Consortium national de formation en santé: A new funding agreement for the Cultural and French-language training subcomponent of the Support for Training and Retention of Health Professionals component will be initiated in 2010–2011 for a value of $1M. In addition, 19 multi-year funding agreements with community-based stakeholders were initiated in 2009–2010 and will all conclude in March 2013, comprising a total investment of $30.2M in 2010–2011. These funds are for: Health Networking: $5.0M; Training and Retention of Health Professionals: $22.2M; Official Languages Health Projects for English-speaking minority communities:  $3.0M. In 2010–2011, Health Canada will undertake consultations with official-language minority communities to assess Health Canada's progress in implementing the Official Languages Health Contribution Program and to ascertain community perspectives regarding program renewal in April 2013. Anticipated outcomes are as follows: Official-language minority communities are satisfied with Health Canada's progress in administering the Official Languages Health Contribution Program. Community perspectives are summarized.
Immediate Outcome 1.3: Improved social and economic development of official language minority communities (OLMCs).
Canadian Heritage	Official Languages	Minority-Language Education – Component: Support to Minority Language Education. Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu	$280.0M	$56.0M	Maintain or increase the offers of Provinces and Territories educational programs and activities that promote access to a minority language education.
	Official Languages	Minority-Language Education – Component: Official-language Monitors Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu.	$5.2M	$1.04M	Maintain the amount of participants in the Odyssée program, which allows students to work as language assistants in minority-language classrooms.
	Official Languages	Minority-Language Education – Component: Summer Language Bursaries Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment.	$1.7M	$0.3444M	Support the Destination Clic program to maintain its yearly enrolment. This program helps young francophones outside Québec enrich their first language while discovering new communities in Canada.
	Official Languages	Community vitality – Component: Youth Initiatives Results for the 2008–2013 Roadmap: 1) More young Canadians have a practical knowledge of their second language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially for youth).	$10.5M	N/A	N/A
	Official Languages	Community vitality –Component:  Support to Official-language Minority Communities Result for the 2008–2013 Roadmap: Improved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language.	$22.5M	$4.5M	Create, improve and deliver activities, and services intended for OLMC that promote a sense of belonging.
	Official Languages	Community vitality –Component: Intergovernmental Cooperation Result for the 2008–2013 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language.	$22.5M	$4.5M	Improvement of signed Federal/Provincial/Territorial agreements on services and on approved special projects.
	Official Languages	Community vitality –Component: Cultural Development Funds Results for the 2008–2013 Roadmap: 1) Increased access to provincial, territorial and municipal services in the minority language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture).	$14.0M	$3.5M	Continue to support cultural projects that promote a sense of belonging for OLMC.
Human Resources and Skills Development Canada	Social Development	Strengthening NGOs' means for Early Childhood Development Result for the 2008–2013 Roadmap: The capacity of NGOs in early childhood in minority environment will be increased.	$4.0M	$0.8M	Ongoing implementation of the National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada. The National Framework for Collaboration is a roadmap to guide the initiatives of national, provincial, territorial and community partners.  To ensure implementation of the Framework, the partners under the Table nationale en développement de la petite enfance have agreed to harmonize their activities. The National Framework will enable groups interested in early childhood development, stakeholders, parents and, ultimately, children to benefit from a continuum of integrated services.
	Skills and Employment	Family Literacy Initiative Result for the 2008-2013 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs that need them.	$7.5M	$1.8M	The launch of three research projects on new groups, such as immigrant women, parents of francophone military families and Newfoundland and Labrador's Francophones, to identify specific literacy needs and tools required for these groups. The development, testing and adaptation of six new family literacy models designed to address the needs of new groups. The development of two promotional strategies to increase the awareness of literacy partner organizations of new family literacy models for new groups. Pursue the implementation of a results-based performance measurement framework.
	Social Development	Child Care Pilot Project Result for the 2008–2013 Roadmap: New knowledge on child care services for minority Francophone communities.	$13.5M	$2.7M	A research report will be prepared on the short-term impact of the French-language preschool program on the development and readiness to learn of children. The report's results will add to the collective knowledge of what works with respect to early childhood development services. The project will assess children and survey parents to measure the impact of the French-language preschool program on the development of the children, one year after the end of the preschool program. A portion of the 2010–2011 money could be spent on other projects to better understand issues relating to early childhood development, literacy and/or immigration
Citizenship and Immigration Canada	Integration	Recruitment and integration of immigrants Result for the 2008–2013 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs.	$20.0M	$4.5M	For 2010–2011, CIC will maintain its existing activities in order to foster immigration to Francophone minority communities (FMCs). It will also continue working towards achieving the priorities of the Strategic Plan to Foster Immigration to Francophone Minority Communities. More specifically, CIC will work towards: Increasing coordination, cooperation and research activities among main partners Intensifying the promotion and recruitment activities of French-speaking people Supporting targeted recruitment strategies to facilitate the twinning of potential immigrants and labour market needs Strengthening existing networks, forming new networks and strengthening settlement services in FMCs
Canadian Heritage	Official Languages Broadcasting Policy and Programs	CTRC Study Results for the 2008–2013 Roadmap: 1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada. 2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada.	Non- monetary	N/A	N/A
Atlantic Canada Opportunities Agency	Community Development	Support to francophone immigration in New Brunswick Result for the 2008-2013 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	$10.0 M	$3.52M	Applicant will implement the structure necessary to the project overall.
Industry Canada-FedNor	Community, Economic and Regional Development (of Ontario)	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$4.45 M	$1.95M	This funding will support an estimated 52 projects that contribute to innovation, diversification and partnerships as well as enhanced support to small businesses in OLMCs
Industry Canada - Regional Operations Sector	Community, Economic and Regional Development	Greater understanding of the economic issues of OLMCs.	$1.6M	$0.4M	This funding will support research and consultation to enhance greater capacity of OLMCs.
Canadian Northern Economic Development Agency (CanNor)	Northern Economy	Economic Development  Initiative Results for the 2008–2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$0.4M	$0.1M	Funding is expected to be allocated via a proposal-driven process in 2010-2011. This funding is expected to support the social and economic development of official-language minority communities in the territories.
Federal Economic Development Agency for Southern Ontario (FedDev Ontario)		Economic Development  Initiative Results for the 2008–2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$4.45M	$1.95M	This funding will support an estimate of 50 projects to address specific economic challenges of OLMCs in Southern Ontario by promoting the development of new expertise through innovation, diversification of economic activities, partnerships, and increased support of small- and medium-sized businesses.
Canada Economic Development (CED) for Quebec regions	Community Development	Economic Development  Initiative Results for the 2008–2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$10.2M	$3.6M	Innovation: 2 projects—$180k (5%) Support to Small and Medium Enterprises: 10 projects—$540k (15%) Partnerships: 6 projects—$900k (25%) Diversification: 12 projects—$1.98M (55%)
Western Economic Diversification Canada	Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneurship Innovation	Economic Development  Initiative Results for the 2008–2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$3.2M	$0.75M	Enhanced capacity of OLMCs as reflected by: number of partnerships created or maintained; and project funding leveraged. Development of francophone enterprises as reflected by: number of enterprises created, maintained or expanded; and project funding leveraged. Development of francophone communities as reflected by: number of projects, initiatives, or studies that contribute to the diversification or expansion of the economic base of the OLMCs; and  project funding leveraged.
Atlantic Canada Opportunities Agency	Community Development	Economic Development  Initiative Results for the 2008–2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$6.2M	$2.882M	Projects implementation with the official-language minority community.
Human Resources and Skills Development Canada	Skills and Employment	Enabling Fund for Official-Language Minority Communities Results for the 2008–2013 Roadmap: 1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs. 2) Program results are available to inform management and program policy issues. 3) OLMCs' access to Government of Canada programs and services. 4) Collaborative arrangements.	$69.0M	$13.8M	The governance structure of the National Committees for Economic Development and Employability will be reinforced to strengthen the commitment of community and federal partners. An interdepartmental research initiative on community economic and human resource development will be implemented to increase knowledge and share best practices. The program will implement new reporting requirements with recipient organizations to focus on the achievement of tangible outcomes for communities. The program will implement contribution agreements with 14 official-language minority organizations responsible to enhance community economic and human resource development. The contribution agreements will begin on April 1, 2010.
Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
Immediate Result 2.1: Strengthened capacity of language industries.
Public Works and Governmental Services Canada	Linguistic Management and Services	University Scholarships Program in Translation Results for the 2008–2013 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	$8.0M	$1.95M	Award scholarships to students.
	Linguistic Management and Services	Language Industry Initiative Results for the 2008–2013 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	$10.0M	$3.435M	Offer compensated internships to students. Grant contributions to businesses to supervise trainees.
National Research Council of Canada	Interactive Language Technologies	Languages Technologies Research Centre Results for the 2008-2013 Roadmap: 1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs. 2) Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content. Transfer of knowledge and technology.	$10.0M	$1.9M	Result 1 - Implementation of a functional R & D strategy to meet the needs of the industry: 3 collaborative agreements and (or) protocols for agreements  2 innovative tools to aid in translation and (or) management of multilingual and multicultural content developed or in the process of development 2 ILT seminars / LTRC / AILIA and 8 presentations at the national level.   Result 2 – 60 citations by peers in the scientific community 1 award of excellence, internal and (or) external awards received by staff of the ITL Group 1 invitation for Canadian and foreign researchers 2 students at post-doctoral, doctoral and (or) master's degree received / formed by the ITL Group Number of tasks on the editorial boards of journals, number of leadership roles in program committees of international conferences, number of tasks of proofreading articles for journals and scientific conferences. 2 writing scientific journals 1 task management of the  committee or sub committee of international program conferences 20 tasks for editing journals and scientific conferences Number of scientific articles, patents, and licensing of research 10 scientific papers 1 Patent Applications 2 Licensing of Research Result 3 - Number and quality of knowledge transfer and technology 3 collaborative arrangements of R-D: 3 collaborative projects for a total value of $ 600,000 1 business license for a total value of $ 30,000 2 participations in exchange activities with partners and businesses (eg. LTRC, AILIA, trade shows, etc.): 3 pilot projects with institutional and industrial partners
Immediate Result 2.2: Improved knowledge and use of both official languages.
Public Works and Governmental Services Canada	Linguistic Management and Services	Canada Language Portal Results for the 2008–2013 Roadmap: Canadians have better access to quality language resources in both official languages.	$16.0M	$3.44M	Develop new articles for the Magazine section of the Portal. Add new writing tools to the Collection section of the Portal. Conclude agreements with partners to develop the Magazine section of the Portal. Obtain authorizations given by our partners to establish links to online language resources.
Canada School of Public Service	Official Languages Learning Language retention services Development of new technologies, methodologies and products	Expanding Universities'  Access to Language Learning Result for the 2008–2013 Roadmap: Increased access to language training products to Canadians through new partnerships with Canadian universities.	$2.5M	$0.93M	Language learning tools meet university learners' needs. Access and support to language learning products is provided to learners in the selected universities
Canadian Heritage	Official Languages	Second Language Learning– Component: Support to Second-Language and Minority-Language Education. Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu.	$190.0M	$38.0M	Maintain or increase the offers of Provinces and Territories programs and activities that promote learning of French and English as a second official language. Maintain or increase the proportion of Canadians who learn French and English as a second official language.
	Official Languages	Second Language Learning-- Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment.	$38.3M	$7.66M	Ensure scholarship-holders take advantage of the Explore program, which offers a cultural exchange that helps learners perfect their comprehension of their second official language competencies.
	Official Languages	Minority-Language Education–Component: Official-language Monitors Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu.	$14.8M	$2.96M	Ensure the number of participants in the Odyssée program is maintained. This program allows students to work as language assistants in second-language classrooms across the country.
	Official Languages	Youth Initiatives – Promotion of linguistic duality Result for the 2008–2013 Roadmap: More young Canadians have a practical knowledge of their second language	$2.0M	N/A	N/A
Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups.
Cultural Industries	Cultural Industries	National Translation Program for Book Publishing Result for the 2008–2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$5.0M	$1.25M	Canadian-owned publishers that benefit from the program select and translate Canadian-authored books in both official languages. Canadian publishers produce more translations of books by Canadian authors in both official languages.
	Cultural Industries	Musical Showcase Program for Artists from Official-language Communities Result for the 2008–2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$4.5M	$1.0M	Music showcases are organized and presented. Artists from OLMCs perform at these Showcases. Artists from OLMCs are exposed to a larger audience. OLMCs have access to more music showcases in their language.
Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages.
Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP).
Justice Canada	Legal Services to Government	Accountability and Coordination Framework Result for the 2008–2013 Roadmap: Support to ministers with statutory or sectoral responsibilities for official languages and to work with them.	$2.18M	$0.44M	Continue training of Departmental employees to increase awareness of language rights. Production of two framework opinions on key provisions of the Official Languages Act to better equip legal counsel within legal service units.
	Internal Services	Accountability and Coordination Framework	$0.15M	$0.03M	n/a
Canadian Heritage (Official Languages Secretariat)	Official Languages	Accountability and Coordination Framework Results for the 2008–2013 Roadmap: 1) The Government of Canada has official languages strategies. 2) The partners are supported in the implementation of their official languages initiatives. 3) The quality of information on results (financial and non-financial) provided by the partners is improved. 4) The results of the research on official languages are communicated to the partners. 5) The Minister of Official Languages is advised on official languages files.	$13.5M	$2.68M	Continuous support to the review of policy instruments on human resources management to ensure the instruments on official languages are simplified, modernized and include general principles. Support to the development and review of policy instruments from other policy centres on all issues pertaining to official languages. Policy interpretations on horizontal issues. Monitoring the status of official languages in institutions subject to the Official Languages Act, through risk based annual reviews on official languages. An assessment of the official languages performance of institutions as part of the Management Accountability Framework (MAF). An annual report on official languages submitted to Parliament that presents a strategic overview of the Official Languages Program, and is integrated into the Report on the Human Resources Management of the Public Service of Canada. Preparing for the compliance review of the Regulation based on the next decennial census data (the data will likely be available by December 2012).
Immediate Result 3.2: Reinforced linguistic duality in federal public service.
Office of the Chief Human Resources Officer 1	Human resources management - Establishing Directions	Centre of excellence Result for the 2008-2013 Roadmap: Linguistic duality is reinforced in the federal public service.	$17.0M	$3.4M	Continue training of DOJ employees to increase awareness of language rights. Production of two framework opinions on key provisions of the Official Languages Act to better equip legal counsel within legal service units.
	Human resources management– Enabling Infrastructure				Horizontal support to institutions in particular through the advisory committees on official languages, the Network of official languages champions, the annual conference of official languages champions and the annual forum on best practices. Maintenance of online tools available to institutions (eg. the Official Languages Management Dashboard and The ABCs of linguistic profiles at your fingertips).
Total			$1,110.1M	$234.92M

Results to be achieved by non-federal partners (if applicable): N/A

Contact information: Firmin Andzama (819) 934-9197