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The original version was signed by
The Honourable James Moore, P.C., M.P.
Minister of Canadian Heritage and Official Languages
Section I: Organizational Overview
Section II: Analysis of Program Activities by Strategic Outcome
Section III: Supplementary Information
Section IV: Other Items of Interest
In planning its activities for the coming year, the Department of Canadian Heritage is guided by its priorities: to take full advantage of digital technology, invest in our communities, celebrate our history and heritage and be fiscally responsible with taxpayers’ money.
We will continue to invest in Canada’s creative sector—a sector that represents $46 billion for the Canadian economy and 630,000 jobs. We know that arts and culture play a vital role in the lives of Canadians while contributing to both our quality of life and our economy. Supporting Canadian culture means stimulating the Canadian economy. Creative industries drive the innovation and give Canada a competitive edge in the international digital economy.
Over the coming year, we will develop, adapt and implement policies and programs to ensure Canada’s competitiveness in a digital world. At the same time, we will undertake other modernization initiatives, such as the renewal of the Canadian Sport Policy and the review of the Roadmap for Canada’s Linguistic Duality 2008-13. We will also work to improve our business processes.
A major focus this year will be to increase Canadians’ awareness of our rich heritage and history. There is much to celebrate in 2012, leading up to the celebrations for Canada’s 150th Anniversary in 2017. This year, we will commemorate several significant milestones—most notably the 200th Anniversary of the War of 1812 and the Queen’s Diamond Jubilee. Through these and other activities, we will work to foster a deeper understanding and appreciation of our country’s history, symbols, and institutions.
As the country’s largest funder of sports, we share Canadians’ pride in our status as a leading sport nation. This summer, we will proudly support our athletes competing in the London 2012 Olympic and Paralympic Games. We will also continue to support the preparations for the 2015 Pan American and Parapan American Games—initiatives that will provide us with valuable opportunities to showcase Canada’s athletic, artistic and cultural excellence.
As Minister of Canadian Heritage and Official Languages, I am pleased to present the 2012-13 Report on Plans and Priorities for the Department of Canadian Heritage.
The Honourable James Moore, P.C., M.P.
The Department of Canadian Heritage (the Department) and Canada’s major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to support culture, arts, heritage, official languages, citizenship and participation, in addition to Aboriginal, youth and sport initiatives.
The vision and mission of the Department of Canadian Heritage guide its development and program implementation, particularly in the fields of culture, heritage, identity and values.
The Department of Canadian Heritage is responsible for programs and policies that help all Canadians participate in their shared cultural and civic life. The Department’s legislative mandate is set out in the Department of Canadian Heritage Act and other statutes for which the Minister of Canadian Heritage and Official Languages is responsible and presents a wide-ranging list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”
The Department oversees numerous statutes, namely the Broadcasting Act, the Copyright Act and the Investment Canada Act (the latter two acts shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, and the Physical Activity and Sport Act (shared with Health Canada).
The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 20 organizations that make up the Canadian Heritage Portfolio.
The Department’s activities are structured around three strategic outcomes. Section II provides further details on the strategic outcomes.
The Program Activity Architecture (PAA) illustrates how the Department's programs and activities are linked and how their expected results are organized in order to achieve the Department's strategic outcomes and mandate. A Performance Measurement Framework (PMF) has been developed to serve as an objective basis for collecting information related to the intended results of the Department's programs.The 2012-13 Report on Plans and Priorities is based on the PAA and the expected results and performance indicators identified in the PMF.
In support of its mission and vision, the Department has established four priorities:
Priority | Type 1 | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Taking full advantage of digital technology. | Ongoing |
Strategic outcome 1
|
Description | ||
Why is this a priority?
Plans for meeting the priority:
|
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Celebrating our history and heritage. | Ongoing |
Strategic outcome 1
Strategic outcome 2
|
Description | ||
Why is this a priority?
Plans for meeting the priority:
|
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Investing in our communities. | New |
Strategic outcome 1
Strategic outcome 2
Strategic outcome 3
|
Description | ||
Why is this a priority?
Plans for meeting the priority:
|
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Ensuring financial stability and service excellence. | New | All strategic outcomes and all program activities |
Description | ||
Why is this a priority?
Plans for meeting the priority:
|
There are external and internal factors that the Department acknowledges could influence its ability to realize its four priorities and deliver on its mandate.
Externally, significant demographic shifts, increased global connectivity, economic uncertainty, rapid technological advances and globalization in the trading environment are contributing to the transformation of Canada. In this environment, the Department’s policy challenges cross geographic, political and disciplinary boundaries and affect an increasingly diverse set of stakeholders in policy development and implementation.
Internally, current economic instability has necessitated Government of Canada measures for ensuring effective and efficient program delivery while remaining responsive and of value to Canadians.
The Department also understands the importance of managing these influences within the context of integrated risk management and that by doing so, the organization approaches its work with a confident, creative and innovative mindset as the basis for sound decision-making.
In recognition of these factors and the importance of advancing organization-wide integrated risk management, the Department has developed a corporate risk profile through its risk identification exercise. Four areas identified as requiring the ongoing monitoring and mitigation of any risks posing a threat or opportunity are policy-making, people management, financial management, and performance measurement.
Given this the Department will:
The Department will also implement a broader integrated risk management framework to improve the culture, capacity and capability of risk management within the organization.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
1,300.0 | 1,391.9 | 1,446.1 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
1,635.4 | 1,616.9 | 1,610.3 |
Increase in planned spending in 2013-14 and 2014-15 is primarily due to the 2015 Pan American and Parapan American Games, which is all in Vote 5 Contribution funding. Therefore, this has no major impact on the number of FTEs in the Department.
Strategic Outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad. |
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Performance Indicators |
|
The Department recognizes that the basis for a strong creative economy is in encouraging excellence and stimulating innovation in Canada’s cultural and heritage sectors to better meet the needs of Canadians.
In 2012-13, the Department is modernizing the Copyright Act and plans to advance audiovisual coproduction treaty negotiations with approved partners to position Canada as a partner of choice in the global market, to develop a digital strategy for heritage preservation and to support arts and heritage organizations in the implementation of digital technologies to improve the audience experience.
The Department will continue to create opportunities for promoting interaction and connection, generating pride in our diverse country and learning about and celebrating Canada’s rich history and heritage. Canadian Heritage will focus on commemoration initiatives by contributing to infrastructure and other projects, and leveraging private investment in the arts.
To foster the long-term resilience of arts and heritage organizations, the Department’s investments will aim at enabling partnerships within communities to ensure public accessibility to cultural and heritage content, and to leverage private investment in the arts.
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Program Activity 1: Arts | 120.0 | 123.7 | 123.7 | 121.7 | Vibrant Canadian culture and heritage |
Program Activity 2: Cultural Industries | 322.5 | 315.2 | 314.2 | 312.3 | Vibrant Canadian culture and heritage |
Program Activity 3: Heritage | 39.4 | 36.3 | 36.3 | 36.3 | Vibrant Canadian culture and heritage |
Total Planned Spending | 475.3 | 474.3 | 470.3 |
Performance Indicators |
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|
In 2012-13, the Department will continue to promote elements of Canadian identity through which Canadians deepen their knowledge and experience of their country. Through these efforts, the Department will work at sustaining Canadians’ capacity and pride in engaging in civic life.
The Department will provide Canadians with opportunities to celebrate and commemorate key historical milestones in the lead-up to Canada’s 150th Anniversary in 2017, including the Diamond Jubilee of Her Majesty Queen Elizabeth II and the 200th Anniversary of the War of 1812, thus helping to ensure that Canadians appreciate our shared history. The Department will continue to lead efforts to ensure that official language minority communities can thrive in their language, and that Canadians recognize and support linguistic duality as a core value in Canadian society. It will support the preservation and revitalization of Aboriginal languages and cultures. The Department will also support the involvement of Canadians in their local communities and offer youth opportunities to learn about and experience the richness of Canada.
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Program Activity 4: Promotion of and Attachment to Canada | 79.1 | 82.4 | 74.3 | 69.5 | Diverse society that promotes linguistic duality and social inclusion |
Program Activity 5: Engagement and Community Participation | 90.0 | 88.2 | 88.2 | 83.5 | Diverse society that promotes linguistic duality and social inclusion |
Program Activity 6: Official Languages | 355.0 | 353.3 | 348.2 | 348.2 | Diverse society that promotes linguistic duality and social inclusion |
Total Planned Spending | 523.9 | 510.7 | 501.2 |
Performance Indicators |
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|
In 2012-13 the Department will continue to aim to make the Canadian sport system more effective. In the longer term, it anticipates that more Canadians will participate and excel in sports.
Programs and policies supporting sport participation are intended to reverse the declining participation rates of Canadians. To measure participation, the Department monitors national sport participation data rates through the Physical Activity and Sport Monitor, as well as through the General Social Survey’s Sport Supplement.
Canada’s ranking on the Sport Canada Nations Ranking Index is used as a measure of excellence. The Olympic Ranking Index is based on results per nation across all Olympic events at Olympic Games and Senior World Championships, over a four-year period. The Paralympic Ranking is based on medal results per nation at each Paralympic Games.
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Program Activity 7: Sport |
215.6 | 212.7 | 322.0 | 389.7 | Vibrant Canadian culture and heritage |
Total Planned Spending | 212.7 | 322.0 | 389.7 |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | ||
---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | ||
Internal Services | 118.3 | 88.1 | 84.9 | 84.9 |
Total Planned Spending | 88.1 | 84.9 | 84.9 |
The variance between 2011-12 forecast spending and future planned spending is mainly explained by the transfer of resources associated with the delivery of email, data centre and network services which will be managed by Shared Services Canada.
The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by setting out its key strategic environmental goals and targets. Consideration of these outcomes is an integral part of the Department of Canadian Heritage’s decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the Department’s commitment to achieving FSDS goals and targets.
The Department of Canadian Heritage contributes to Theme IV – Shrinking the Environmental Footprint – Beginning with Government as denoted by the visual identifier below:
These contributions are components of the following Program Activity and are further explained in Section II:
For more information on Canadian Heritage’s activities to support sustainable development please see Section II of this RPP and Canadian Heritage’s website. For complete details on the FSDS please see www.ec.gc.ca/dd-sd/.
In 2008-09, actual spending included funding of some programs/initiatives such as Québec 2008, the Building Communities through Arts and Heritage Program, the Roadmap for Canada's Linguistic Duality and the federal policy for hosting international sport events. In 2009-10, the increase in actual spending was mainly due to the 2010 Olympic and Paralympic Winter Games in Vancouver (for example, Torch Relay initiatives and funding to enhance Canada’s strategic investment in the 2010 Olympic and Paralympic Winter Games) and Canada’s Economic Action Plan.
The reduction in actual spending for 2010-11 was primarily due to the end of the 2010 Olympic and Paralympic Winter Games in Vancouver and the wind down of Canada’s Economic Action Plan and Expo 2010 in Shanghai.
The 2011-12 forecast spending includes $24.6 million in pay list requirements, which is mainly composed of severance pay benefits. The 2011-12 severance pay benefits level is exceptionally high due to the cash out of accumulated severance pay benefits. This option was offered to various classifications of employees following the signing of new collective agreements. The forecast spending also includes the spending of proceeds from the disposal of Crown Assets generated by the sale of Canada’s pavilion at Expo 2010 in Shanghai ($2.7 million).
The increase in planned spending in 2013-14 and 2014-15 is due to the 2015 Pan American and Parapan American Games.
For information on our organizational appropriations, please see the 2012-13 Main Estimates publication.
Canadian artistic expressions and cultural content are created and accessible at home and abroad.
This program activity is necessary to improve Canadians' access to varied artistic experiences and to contribute to the sustainability of the arts sector. This is accomplished through funding programs that support the presentation of professional arts festivals or performing arts series; the improvement of arts and heritage infrastructure; the improvement of business and management capacity of arts and heritage organizations; a greater integration of arts and heritage within municipal planning; as well as institutions that offer training of the highest calibre, in preparation for professional artistic careers. The core concept of this program is to encourage access, sustainability and excellence in the arts for all Canadians.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
123.7 | 123.7 | 121.7 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
152.5 | 152.5 | 152.5 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canadian artists are prepared for professional artistic careers in Canada and abroad. | Percentage of employers rating Canada Arts Training Fund graduates as being better prepared for professional careers as opposed to other programs. | Greater than or equal to 60% of employers rate graduates of Canada Arts Training Fund recipient institutions are better prepared for professional careers. |
The sustainability of arts and heritage organizations receiving Canadian Heritage support is strengthened. | Number of types of funding sources (other than Canadian Heritage), for each recipient. | At least 3 funding sources other than Canadian Heritage. |
Canadians in a variety of communities have access to arts, culture and heritage activities. | Number and percentage of communities reached by the Canada Arts Presentation Fund and/or the Canada Cultural Spaces Fund, by type of community reached (rural or urban). | Less than or equal to 50% urban communities and greater than or equal to 50% rural communities are reached by the Canada Arts Presentation Fund and/or the Canada Cultural Spaces Fund. |
Through its arts programs, the Department supports initiatives that contribute to the social and economic well-being of Canadians and communities in all parts of the country. To support this Strategic Outcome, the Department will continue to promote excellence and diversity in creativity and to connect Canadians to the arts through policies and programs that develop physical spaces, festivals and performing arts series and measures to foster long-term resilience of arts organizations.
To support this program activity, the Department of Canadian Heritage will undertake the following activities:
This program activity supports the Canadian cultural sector to ensure that a range of Canadian cultural content is produced and is accessible to domestic and international audiences. It also creates conditions that foster sustainability of the Canadian cultural industries. This program activity aims to enable Canadian cultural creators and entrepreneurs to produce, market and export Canadian cultural content. This is achieved through delivering programs and services in the form of grants, contributions, tax credits, and policy, regulatory and legislative measures. The core concept of this program activity is to encourage the creation of Canadian cultural content and its consumption both at home and abroad.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
315.2 | 314.2 | 312.3 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
246.2 | 244.9 | 241.6 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
A range of Canadian cultural content is created and produced. | Number of cultural works created and produced, by category. | Targets are in place for individual program sub-activities, which will inform the measurement of performance of the overall program activity. For example, the Canada Music Fund has a target of 300 Canadian music releases that were supported by the Fund (by genre, language, province etc.). The Canada Periodical Fund has a target of 960 funded titles published by recipients (by type, language, region, group - including Aboriginal, ethnocultural and official language minority, etc.). |
Canadian cultural industries receiving funding from Canadian Heritage are sustainable. | Gross revenues and/or profit margins of Canadian cultural industries. | This expected result and indicator will be changed. |
Canadian cultural content is accessible in Canada and abroad. | Domestic and international reach of Canadian cultural content. | Targets are in place for individual program sub-activities, which will inform the measurement of performance of the overall program activity. For example, the Canada Book Fund has a target of $425 million of domestic and international sales of Canadian-authored titles by recipient publishers. |
The Department continues to foster an environment that cultivates vibrant, sustainable and competitive creative industries that will contribute to stimulating Canada’s economy. The Department will support the Canadian film and video, book, periodical, music, broadcasting, and interactive digital media industries to take full advantage of the opportunities offered by digital technology. As a result, Canada’s creative industries will be better positioned to adapt and flourish in the digital economy, providing both economic and social benefits to Canadians.
To support this activity, the Department will undertake the following activities:This program activity ensures that Canada's cultural heritage is preserved and accessible to Canadians today and in the future. It enables the heritage sector to improve professional knowledge, skills and practices, to preserve and present heritage collections and objects, and to create and circulate exhibitions and other forms of heritage content. This is accomplished by providing funding such as grants, contributions and tax incentives; information, expertise, training and other services; and regulatory and legislative measures. The primary goal of this program activity is to promote the preservation and presentation of Canada's cultural heritage.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
36.3 | 36.3 | 36.3 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
169.6 | 169.6 | 169.6 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Heritage organizations and heritage workers have improved their professional knowledge, skills and practices. | Improvement in professional knowledge, skills and practices reported by participants in learning opportunities provided by the Heritage Group, including online learning materials, publications, and training, as well as by recipients of financial assistance. | On average, 80% or more of participants in learning opportunities provided by the Museums Assistance Program, Young Canada Works, the Canadian Heritage Information Network and the Canadian Conservation Institute report improvement in their knowledge, skills and practices related to key museum functions. |
Heritage collections are preserved by heritage organizations for current and future generations. | Number of heritage collections and objects whose preservation has been supported by program interventions (expert services, export regulation, direct and tax-based financial support). | The preservation of 12,750 heritage collections or objects supported by program interventions. |
Canadian and international audiences access content presented by heritage organizations. | Number of visits/visitors to travelling exhibitions and to digital heritage content presented through Canadian Heritage Information Network’s Virtual Museum of Canada portal. | At least 3,800,000 visits to travelling exhibitions supported by the Canada Travelling Exhibitions Indemnification Program or the Museums Assistance Program and to the Virtual Museum of Canada portal. |
The Department will continue to support heritage institutions and organizations through a range of measures designed to increase their professional knowledge, skills and practices and to enhance their ability to preserve and present Canada’s heritage. Canadian Heritage programs and services contribute to the preservation of heritage collections so that they may be accessible to Canadians now and in the future.
Heritage organizations provide venues for Canadians and Canadian communities to share and preserve their heritage and history. In the upcoming years, the Department will give particular consideration to initiatives that will celebrate the commemoration of the 200th Anniversary of the War of 1812 and Canada's 150th Anniversary.
Globally, long-term access to heritage collections will provide Canadians with opportunities to learn about Canada’s history and heritage and to appreciate the many cultural influences that have shaped Canada’s identity.
To support this program activity, the Department will undertake the following activities:
Canadians share, express and appreciate their Canadian identity.
[Strategic Outcome #2 - Canadians share, express and appreciate their Canadian identity]
This program activity promotes Canadian identity through building trust, pride, and a sense of national purpose in Canadians. It represents and celebrates Canada to Canadians and Canada to the world, showcasing ingenuity, achievements, innovations, excellence and leadership; and expresses shared values, cultural diversity and Canada's place in the global community. It also promotes civic education and participation among young Canadians through exchanges, forums, youth-led projects, and community service, as well as provides them with the opportunity to learn about and understand Canada's society, diversity, history and institutions. The core concept of this program activity is to promote Canadian values to Canadians and the world.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
82.4 | 74.3 | 69.5 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
136.0 | 131.2 | 128.7 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Knowledge of and appreciation for Canada’s shared values and common interests by Canadians, including youth, and by the international community. | Percentage of the Canadian population reached by Canadian Heritage initiatives who report increased level of awareness, knowledge of and appreciation for Canada’s values and culture. |
75% of Exchanges Canada participants report enhanced knowledge and understanding of Canada; having created new ties with other young Canadians; a better understanding of what Canadians have in common and a greater appreciation of how diverse Canada is. |
Percentage of increased awareness of Canada’s theme messages. | 15% of visitors who are interviewed report an increased awareness. | |
Percentage of Canadians reached by activities, events, commemorations and exhibits. | A target will be established for the overall program activity in 2013-14. Targets exist for the program sub-activities. For example, the Celebration and Commemoration Program has a target of 7 million participants for local and national activities during the Celebrate Canada period (June 21 to July 1). |
The Department will pursue its efforts to offer Canadians opportunities to learn about Canada and to experience the richness of the country. To do this, Canadian Heritage will continue to implement policies and deliver programs aimed at strengthening Canadians’ sense of attachment to Canada through knowledge, participation and engagement, such as the Canadian Studies, Exchanges Canada and Youth Take Charge programs. These programs contribute to reinforcing Canadians’ capacity to contribute to their country.
Also, the Department will continue to create opportunities to bring Canadians together in their communities, to discover and appreciate their heritage and history and to show their sense of belonging to Canada and pride in being Canadian. To that end, again this year, the Department will continue to manage national initiatives, such as the Canada Day Noon Show on Parliament Hill and provide access to celebrations across Canada highlighting National Aboriginal Day, Saint-Jean Baptiste Day, Canadian Multiculturalism Day and Canada Day. Canadians will also have access to commemorations of national significance that build a shared understanding of the history of the country. The Department will work collaboratively with other federal departments, agencies, regions, partners and stakeholders to create these opportunities.
Canadian Heritage will continue to implement and deliver events and activities aimed at strengthening understanding of significant milestones in Canada's history, especially in the lead up to the celebrations of Canada’s 150th Anniversary in 2017. These programs will build pride by providing Canadians with increased opportunities to participate in activities related to our shared history.
To support this program activity, the Department will undertake the following activities:
This program activity aims to ensure that Canadians are engaged and have the opportunity to participate in the civil, social and cultural aspects of life in Canada and in their communities. This is accomplished through funding programs and initiatives that support the efforts of communities to build stronger citizen engagement and social inclusion through the performing and visual arts; express, celebrate and preserve local heritage; contribute to increasing the respect for and awareness of human rights in Canada; and develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede Aboriginal peoples' community and personal prospects. This program activity has strong social benefits, as it contributes to the preservation of the history and identity of Canada's diverse communities, while offering a way for traditions and identities to evolve over time. The program activity supports the Department's mandate to strengthen Canadian identity and values and build attachment to Canada.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
88.2 | 88.2 | 83.5 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
108.2 | 108.2 | 107.4 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canadians are engaged and have the opportunity to participate in social and cultural aspects of community life in Canada. | Level of engagement and participation by Canadians in social and cultural aspects of community life in Canada. |
Targets are being developed for individual program sub-activities, which will inform the measurement of performance of the overall program activity. One example is the Aboriginal Peoples’ Program that has a target of 48,000 participants who are engaged in Aboriginal Language and cultural activities. |
The Department helps to foster citizen engagement and community participation and to provide Canadians with opportunities to actively participate in their communities. As such, the Department will continue to deliver the Building through Arts and Heritage Program, which aims to build stronger citizen engagement through performing and visual arts as well as the commemoration of local history and heritage.
Through its delivery of the Human Rights Program, the Department will continue to manage federal-provincial/territorial and civil society consultations and information-sharing on international human rights treaties and provide the overall coordination of Canada’s reports to United Nations (UN) human rights bodies.
Through the delivery of the Aboriginal Peoples’ Program, the Department will pursue the development of innovative and culturally appropriate approaches toward the preservation and revitalization of Aboriginal languages and cultures and the strengthening of Aboriginal identity.
To support this program activity, the Department will undertake the following activities:
Canadian Heritage is responsible for the planning, implementation and management of the Official Languages Support Programs pertaining to the promotion of linguistic duality within Canada and the development of official language minority communities, in accordance with Canadian Heritage's mandate pursuant to article 43 of the Official Languages Act (OLA). This activity connects to the Government Outcome "A diverse society that promotes linguistic duality and social inclusion." Canadian Heritage plays a coordination and support role among federal institutions in the implementation of their commitment to the development of official language minority communities and to the promotion of linguistic duality, as conferred by article 42 of the OLA. Canadian Heritage is also responsible for the horizontal coordination of the Official Languages Program covering all activities of federal institutions subject to the OLA, including language of service or of work, support for the promotion of linguistic duality within Canada and support for the development of official language minority communities.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
353.3 | 348.2 | 348.2 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
115.8 | 103.9 | 103.9 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canadians recognize and support linguistic duality. | Percentage of bilingualism amongst Canadian youth (15-19 years). | 22.3% or more of youth aged 15 to 19 years are reported to be bilingual. |
Official language minority communities (OLMCs) can live in their language, in their communities. | Proportion of OLMC members who live within 25 km of an elementary or secondary minority language school. | 97.5% or more of OLMC members live within 25 km of an elementary or secondary school. |
This program activity enhances the vitality of Canada’s French- and English-speaking minority communities and enables them to participate fully in all aspects of Canadian life. It also strengthens the capacity of official language minority communities (OLMCs) to have greater access to quality education and different programs and services in their language in their communities and to obtain support for language rights guaranteed by the Constitution.
Furthermore, the Department fosters a greater understanding and appreciation of the benefits of linguistic duality while providing support for language rights guaranteed by the Constitution, thereby contributing to Canadians’ acknowledgement of linguistic duality as a fundamental value of Canadian society.
Canadian Heritage also supports other federal institutions in the implementation of their responsibility to account for the development of official-language communities and the full recognition and use of French and English in Canadian society. The initiatives that are implemented are made possible due to collaborations and agreements with the provinces, territories and non-governmental organizations.
To support this program activity, the Department will undertake the following activities:
Canadians participate and excel in sport.
[Strategic Outcome #3 - Canadians participate and excel in sport]
This program activity promotes development and excellence in sport among Canadians and Canadian communities. This is accomplished through program initiatives that provide direct support to Canadian high-performance athletes; enhance Canada’s ability to host the Canada Games and international sport events in Canada; support the development of excellence in the Canadian sport system; and contribute to increasing participation in sport by Canadians of all ages and abilities. This program activity provides funding, expertise and other services to Canadian athletes, sport organizations and event organizers. The core concept of this program activity is to enhance and promote Canadian participation and excellence in sport, through sport stakeholders and sport events.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
212.7 | 322.0 | 389.7 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
57.0 | 57.0 | 57.0 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canada has a sport system where high-performance athletes and Canadians can participate and excel in sport with a technically sound and ethically supportive structure. | Number of athletes who are at international level performance standards. | At least 425 athletes are identified as meeting international level performance standards. |
Proportion of OLMC members who live within 25 km of an elementary or secondary minority language school. |
At least 1.6 million Canadians are participating in sport through funding for provincial/territorial Bilateral Agreements. A least 957,000 Canadians are participating in sport through funding for sport organizations’ special projects. |
|
Percentage of National Sport Organizations, Multisport Service Organizations, and Canadian Sport Centres that have fully met accountability standards. |
At least 67% of National Sport Organizations have fully met 85% of their respective accountability standards. At least 67% of Multisport Service Organizations have fully met 67% of their respective accountability standards. At least 85% of Canadian Sport Centres have fully met 80% of their respective accountability standards. |
The Department will work collaboratively with other stakeholders to support the continued development of the Canadian sport system, to achieve positive direct and indirect community impacts, through strategic investment. The Department will work to enable Canadians at all levels to participate in sport, and to contribute to the achievement of high-performance sport excellence.
To support this program activity, the Department will undertake the following activities:
Furthermore, the London 2012 Olympic and Paralympic Games will provide an opportunity for Canadians to celebrate the achievements of Canadian athletes with or without disability. Building on the unparalleled success of Canadian athletes at the 2010 Winter Games, the Canadian Olympic Committee and the Canadian Paralympic Committee, in collaboration with the Own the Podium initiative and Sport Canada, have established the following objectives for Canadian teams: a top-12 finish in total medals at the 2012 Olympic Games and a top-8 finish in gold medals at the 2012 Paralympic Games.
The following program activity supports all strategic outcomes within the organization.
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization, and not to those provided specifically to a program.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
88.1 | 84.9 | 84.9 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
650.0 | 649.6 | 649.6 |
The Department continues to work on the modernization of its internal services in order to work efficiently and effectively while maintaining the quality and level of service in relation to program delivery.
As the Department continues through this period of transition it will focus on the following management components in order to effect lasting change within the organization: long-term financial strategy; Grants and Contributions Modernization Initiative; Public Service Renewal; improved performance measurement; enhanced governance structure; innovative communication products; gender-based analysis; and sustainable development.
The purpose of the long-term financial strategy is to ensure the Department’s financial stability. This three-year strategy takes into account anticipated funding levels, potential funding pressures and potential risks during this period.
Through the Grants and Contributions Modernization Initiative (GCMI), which is a key component of the Department's Transformation Initiative, Canadian Heritage is implementing innovative measures to simplify, standardize and streamline its grants and contributions business processes. The first phase of this project, in 2011-12, consisted of piloting new processes, tools, procedures and systems improvements for several high application volume programs. In 2012-13, the Department will build on the experience of the programs that piloted the first round of GCMI changes. In particular, the improvements that support information technology will be strengthened and more tools will be developed to help staff process files more efficiently. The Department’s objective is to gradually extend GCMI to all departmental programs, so that all funding programs benefit from a more efficient and effective program delivery model. This will provide the backbone for more efficient, reliable and transparent services to applicants. With respect to program activities, this key initiative will have a direct impact on all of the Department's grants and contributions program recipients.
The Department will continue to focus on Public Service Renewal which are: to continue to engage employees in the excellence agenda and improve organizational capacity; to renew its workplace by maintaining a transparent, fair and respectful workplace for all employees; and to renew its workforce by focusing efforts on supporting employees and managers in the upcoming months of financial restraint.
The Department will continue to work on developing and deploying a strong performance measurement methodology within the organization that will assist the Department to measure its progress, review the effectiveness of its programs, guide the improvement of activities that it invests in, and, ultimately, tell Canadians how the Department is doing. Canadian Heritage will work on this endeavour by, for example, working in partnership with Statistics Canada and other federal-provincial/territorial partners to set up the Canada Culture Satellite Account. This will occur in fiscal year 2013-14 and will provide accurate information including economic data about the arts, cultural industries, heritage and sport in Canada.
In 2012-13, the Department will continue to work on its transformation agenda by implementing a new governance structure that will increase participation by senior management and their employees in decision-making and the overall management of the Department. The new governance model will streamline the decision-making process and improve the management capacity. By doing this, the Department will work efficiently and be better positioned to provide excellent service to Canadians.
The Department has launched a number of new communications tools to engage Canadians, including the use of a new social media presence and a number of mobile applications. A focus will be on its Internet presence, with a goal of realizing its full potential as a communications, program and service delivery channel.
The Department will continue to honour its commitment to gender equality with ongoing capacity-building and training exercises, research development, and the provision of advice and support to the department and senior management on the implementation of gender-based analysis. It will continue to refine the departmental processes and mechanisms to ensure gender-based analysis sustainability and to work with federal partners across government.
Canadian Heritage is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through the internal services Program Activity.
The Department contributes to the following target areas of Theme IV of the FSDS:
For more information on Canadian Heritage’s Greening Government Operations activities please see Section III of this report – Supplementary Information tables.
The financial highlights presented within this Report on Plans and Priorities are intended to serve as a general overview of Canadian Heritage forecasted financial position and operations. The future-oriented financial statements are prepared in accordance with accrual accounting principles. The supplementary information presented in the financial tables in this report was prepared on a modified cash basis of accounting in order to be consistent with appropriations-based reporting.
Estimated Results 2011-12 |
Planned Results 2012-13 |
|
---|---|---|
Expenses | ||
Transfer Payments Operating Expenses Total Expenses |
1,057,607 270,206 1,327,813 |
1,073,254 225,910 1,299,164 |
Revenues | ||
Total Revenues | 73,940 | 73,940 |
Net Cost of Operations | 1,253,873 | 1,223,430 |
The variance between the figures above and the planned spending amounts provided in other sections of the Report on Plans and Priorities is mainly explained by such items as non-respendable revenues, services provided without charge by other government departments, amortization, and severance and vacation pay liability adjustments. For more information, refer to note 5 in the Future-oriented financial statements.
Estimated Results 2011-12 |
Planned Results 2012-13 |
|
---|---|---|
Assets | ||
Financial Assets Non-financial Assets |
485,439 15,052 |
458,850 14,498 |
Total Assets | 500,491 | 473,348 |
Liability | 508,114 | 469,696 |
Equity of Canada | (7,623) | 3,652 |
Total Liabilities and Equity of Canada | 500,491 | 473,348 |
[Graphic:Planned Expenses 2012-13 by Type]
[Graphic:Planned Revenues 2012-13 by Type]
[Graphic:Planned Assets 2012-13 by Type]
[Graphic:Planned Liabilities 2012-13 by Type]
Future-oriented financial statements of the Department of Canadian Heritage for the years ending March 31, 2012 and March 31, 2013 are available on the departmental website http://pch.gc.ca/pc-ch/publctn/rpp2012-13/index-eng.cfm.
The Portfolio Affairs Office’s responsibilities remain the same with regard to the existing portfolio agencies.
The Portfolio Affairs Office assists the Minister and the Deputy Minister in carrying out their Portfolio responsibilities and supporting the Government’s agenda. Its objective is to integrate horizontal policy issues, planning, reporting, allocation of financial resources, central agencies coordination, appointments, governance and strategic communications related to the Canadian Heritage Portfolio organizations.
All electronic supplementary information tables found in the 2012-13 Report on Plans and Priorities can be accessed on the Treasury Board of Canada Secretariat's website at http://www.tbs-sct.gc.ca/rpp/2012-2013/inst/pch/st-ts00-eng.asp:
Address: Canadian Heritage
15 Eddy Street
Gatineau, Quebec K1A 0M5
Email: info@pch.gc.ca
Telephone: 819-997-0055
Toll-free*: 1-866-811-0055
TTY** (Toll-free): 1-888-997-3123
*The toll-free lines have agents available to answer your questions, Monday to Friday, 8:30 a.m. to 5:00 p.m. (Eastern Time).
**The TTY is a telecommunication device for people who are deaf, hard of hearing, or speech-impaired.
1 Type is defined as follows: previously committed to - committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year of the RPP.
2 Financial Resources equal the total line for Program Activities and Internal Services.