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2006-2007
Departmental Performance Report

Canadian Heritage

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The Honourable Josée Verner, P.C., M.P.
Minister of Canadian Heritage, Status of Women and Official Languages

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Table of Contents

Section 1: Departmental Overview

• Minister's Messages
• Management Representation Statement
• Summary of Human Resources and Financial Resources
• Context
  • Raison d'être
  • Mandate, Roles and Responsibilities
  • Canadian Heritage Portfolio
  • Operating Environment
    • Role of the Regions
  • Governance Structure
    • Organizational Structure
    • Governance Model
  • Environmental Context
• Results of Canadian Heritage Priorities
  • Audio-Visual Policy Framework
  • Focused Arts and Cultural Policies
  • Canada's Heritage
  • An Inclusive and Participatory Society
  • Canada's Cultural Interests Abroad
  • Aboriginal Languages and Cultures
  • Sport Development
  • 2010 Games

Section 2: Analysis of Performance by Strategic Outcome

• Introduction
• Program Activity Architecture
• Strategic Outcome 1
  • Program Activity 1
  • Program Activity 2
  • Program Activity 3
  • Program Activity 4
• Strategic Outcome 2
  • Program Activity 5
  • Program Activity 6
  • Program Activity 7
• Summary Table: Results of all Key Initiatives

Section 3: Supplementary Information

2006-07 Canadian Heritage, Accountability Structure

2006-07 Department of Canadian Heritage Regional Offices
Financial and Human Resources

• Financial Tables
  • Table 1: Comparison of Planned to Actual Spending (including FTEs)
  • Table 2: Resources by Program Activity
  • Table 3: Voted and Statutory Items
  • Table 4: Services Received Without Costs
  • Table 5: Loans, Investments and Advances (Non budgetary)
  • Table 6: Sources of Respendable and Non-Respendable Revenues
  • Table 8: Resource Requirements by Sector
  • Table 9-A: User Fees and Performance Standards
    • Table 9-A-1: Access to Information and Privacy (ATIP)
    • Table 9-A-2: Canadian Audio-Visual Certification Office (CAVCO)
  • Table 9-B: External Fees and Service Standards
    • Table 9-B-1: Access to Information and Privacy (ATIP)
    • Table 9-B-2: Canadian Audio-Visual Certification Office (CAVCO)
    • Table 9-B-3: Canadian Conservation Institute (CCI)
    • Table 9-B-4: Canadian Heritage Information Network (CHIN)
  • Table 13: Details on Transfer Payments Programs
  • Table 14: Conditional Grants (Foundations)
  • Table 15: Financial Statements
  • Table 16: Response to Parliamentary Committees, Audits and Evaluations
  • Table 17: Sustainable Development Strategy
  • Table 19: Client-Centered Services
  • Table 20: Horizontal Initiatives

Section 4: Other Items of Interest

• Corporate Services
  • Performance Measurement
  • Audit and Evaluation Plan
  • Risk-Based Decision-Making
  • Service Improvement
  • Human Resources Initiative
• List of Statutes Administered, in Whole or in Part, by the Canadian Heritage Portfolio
• Departmental Points of Service Across Canada
• Contacts for Further Information

Section 1 : Departmental Overview

Ministers' Messages

Our heritage and our culture represent both a precious treasure and a tremendous asset. Canadians understand the importance of highlighting this collective heritage and believe their government should make concrete and effective contributions to our society’s cultural vitality. The Department of Canadian Heritage and its Portfolio Agencies work together to achieve this goal through their policies and programs.

The 2006-07 Departmental Performance Report for Canadian Heritage outlines the achievements that we have made in the areas of the arts and culture, official languages, sport, multiculturalism, and the participation of Canadians in the life of their community. It demonstrates the role that the Department plays in shaping our identity as Canadians and strengthening our sense of belonging.

As Minister, I am pleased to participate in achieving the goals of Canadian Heritage and of the Government of Canada.  It is with pride that I take my new responsibilities in this regard.

Over the last fiscal year, the Government announced an additional $50 million in funding over two years for the Canada Council for the Arts. Along with Treasury Board, we announced nearly $100 million over five years to meet urgent infrastructure needs for five national cultural institutions: the Canada Science and Technology Museum, the Canadian Museum of Civilization, the Canadian Museum of Nature, the National Arts Centre, and the National Gallery of Canada – all part of the Canadian Heritage Portfolio.

On the cultural scene, we enthusiastically welcomed the entering into force of the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions. This represents a crucial step towards encouraging the development of artistic and cultural industries in our country and throughout the world.

In June 2006, Prime Minister Stephen Harper offered a full apology, on behalf of all Canadians and the Government of Canada, to Chinese Canadians who were required to pay a head tax. The Government followed this up with symbolic ex-gratia payments to surviving head-tax payers and conjugal partners of now-deceased payers.

The Department also provided $24 million for the Community Historical Recognition Program and $10 million for the National Historical Recognition Program. These programs will help all Canadians learn about the discrimination and hardship faced by various communities affected by wartime measures and/or immigration restrictions and the significance of these experiences for the communities in question.

In the area of sport, Canadian Heritage proudly re-launched the ParticipACTION program, in order to promote sport and physical activity among Canadians and to encourage them to adopt a healthy and active lifestyle. We also applauded the entry into force of UNESCO’s International Convention Against Doping in Sport. Canada is recognized around the world as a leader in promoting fair, ethical, and drug‑free sport. The entry into force of the Convention strengthens our role in this area and our reputation as a sport nation at a time when we are preparing to welcome the Olympic and Paralympic Winter Games in Vancouver-Whistler, in 2010.

The Government has continued to promote English and French in Canadian society and to encourage the development of French and English minority‑language communities. The Department concluded education agreements with each province and territory, which total more than a billion dollars over four years. We also signed important agreements about providing services for English and French minority official-language communities, which represent close to $64 million over four years. And the Department supported the expansion and construction of school-community centres, to ensure that young Canadians can succeed in life in their own language, in their own region.

In addition, the Official Languages Secretariat continued to coordinate the efforts of some 200 federal institutions to make sure that linguistic duality is an integral part of the decision-making process and the development of policies and programs.

Finally, I am pleased to take part in preparing for celebrations to commemorate an event that means a great deal to me: the 400^th anniversary of the founding of Québec City, in 2008 to ensure that all Canadians will be able to fully participate in celebrations of this historic event for all of Canada and North America. The Government of Canada is a proud partner in organizing these celebrations, which remind us of the importance of French as a founding language of Canada.

As Minister of Canadian Heritage, Status of Women and Official Languages and together with the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics, the Secretary of State (Sport), and the Secretary of State (Multiculturalism and Canadian Identity), I am delighted with the achievements of the Department of Canadian Heritage over the last fiscal year. I invite you to read this report, as I enthusiastically prepare to begin the work of ensuring that the Department and its Portfolio Agencies continue to fulfill their mandate in the coming year, for the benefit of all Canadians.

Josée Verner

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Message from the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics

Excitement is building and preparations are well underway for Canada to host the 2010 Olympic and Paralympic Winter Games.

The Government of Canada continues with the implementation of the Multiparty Agreement it signed with the Government of British Columbia, the City of Vancouver, the Resort Municipality of Whistler, the Vancouver Organizing Committee (VANOC), the Canadian Olympic Committee, and the Canadian Paralympic Committee.

Our Government takes seriously its role in this event, and we have committed $552 million to ensure the successful delivery of the 2010 Olympic and Paralympic Winter Games. This includes funding for sport and event venues; federal essential services such as health and immigration, as well as border and meteorological services; the creation of a Legacy Endowment Fund that will provide operational funding for specific 2010 Winter Games sporting venues that Canadians will continue to use beyond 2010; horizontal management, such as communications activities; support to the Four Host First Nations Society, and environmental assessments; the Live Sites Program (Olympic and Paralympic viewing venues located in Vancouver and Whistler that will allow residents and visitors to share in the excitement of the Games experience); and the operating costs of the Paralympic Winter Games.

As Minister of International Trade and Minister for the Pacific Gateway and the Vancouver–Whistler Olympics, I am very pleased to provide Canadians with a report of the work carried out during the 2006-07 fiscal year to ensure that the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler will be a huge success.

David Emerson

 

Management Representation Statement

I submit for tabling in Parliament, the 2006-07 Departmental Performance Report for the Department of Canadian Heritage.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-07 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
• It is based on the Department's Strategic Outcomes and Program Activity Architecture that were approved by the Treasury Board Secretariat;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

_________________________ Judith A. LaRocque Deputy Minister

_________________________ Date

Summary of Human Resources and Financial Resources

Departmental Spending, 2006-07
Financial Resources ($ millions)
Planned Spending	Authorities	Actual Spending
1,472.0	1,459.0	1,403.4
Human Resources (in Full-Time Equivalents)
Planned	Actual	Difference
2 511	2 376	135

Note: Detailed information regarding these numbers appears in Financial Table 1, in section 3.

Context

Raison d’être

Canadian Heritage seeks to contribute to a cohesive and creative Canada in which all Canadians have opportunities to participate in Canada’s cultural and civic life.  In accordance with this mission, Canadian Heritage is responsible for policies and programs involving the arts, culture, heritage, broadcasting, Canadian identity, multiculturalism, official languages, sport and initiatives involving Aboriginal people and youth. The Department’s main activities therefore involve funding external organizations and individuals promoting the benefits of culture, heritage and sport. The Department is also responsible for cultural policy making and strategies for the Government of Canada and Canadians.

In order to achieve its mission, Canadian Heritage has developed a strategic framework with two outcomes:

• Canadians express and share their diverse cultural experiences with each other and the world: The Department helps to ensure that Canadians can express their creativity, showcase their talents and share their stories and experiences through the arts, heritage institutions, cultural industries and sport activities. To achieve this outcome, the Department carries out policies and programs that support the environment needed to strengthen and share – both home and abroad – Canada’s values and its diverse voices.
  
• Canadians live in an inclusive society built on inter-cultural understanding and citizen participation:  The Department’s activities focus on inclusion and participation in Canadian life while reinforcing core values and shared citizenship.  The Department also works to connect Canadians across their differences through inter-cultural exchange, helping to reduce the tensions that could otherwise divide us and to respond to both the challenges and opportunities of an increasingly diverse society.  When Canadians come together in acceptance of their differences, cultural expression becomes richer in quality and quantity, new audiences can be reached, institutions can be more responsive and sustainable, and opportunities for excellence in all cultural spheres are maximized. 

These outcomes contribute to the broader Government of Canada efforts to support the quality of life of its citizens by strengthening the social fabric and by reflecting and reinforcing values that are important to Canadians. Canada's social and economic prosperity is directly influenced by the vitality of its communities and the participation of its citizens.

The Department’s two strategic outcomes are therefore aligned with the Government of Canada outcomes as identified in the whole of government framework, as illustrated below:

 

To achieve the Departmental outcomes and support the government-wide outcomes, the Department carries out many activities which are outlined in its Program Activity Architecture (PAA). This is the structure through which the Department reports on its achievements to Parliament, and is therefore the structure for this report.

The 2006-07 Departmental Performance Report outlines the Department’s performance against these outcomes and more specifically, the priorities set out in the 2006-07 Report on Plans and Priorities.

Mandate, Roles and Responsibilities

Canadian Heritage is responsible for the Government of Canada’s role with respect to arts, culture, sport, heritage and citizen participation.

The Department of Canadian Heritage Act clearly sets out the Department’s role and responsibilities with respect to “Canadian identity and values, cultural development and heritage.” These responsibilities explicitly include:

• the promotion of a greater understanding of human rights, fundamental freedoms and related values;
• multiculturalism;
• the arts, including cultural aspects of the status of the artist;
• cultural heritage and industries, including performing arts, visual and audio-visual arts, publishing, sound recording, film, video and literature;
• the encouragement, promotion and development of sport;
• the advancement of the equality of status and use of English and French and the enhancement and development of the English and French linguistic minority communities in Canada;
• state ceremonial and Canadian symbols;
• broadcasting, except in respect of spectrum management and the technical aspects of broadcasting;
• the formulation of cultural policy, including the formulation of cultural policy as it relates to foreign investment and copyright;
• the conservation, exportation and importation of cultural property; and
• national museums, archives and libraries.

Other statutes, listed at the end of this report, also fall under the Department’s responsibility.

In 2006-07, the Minister of Canadian Heritage and Status of Women was responsible before Parliament for the Department.  The Minister was assisted by the Minister of International Cooperation and Minister for La Francophonie and Official Languages and by the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics.

In January 2007, two Secretaries of State were appointed: one for Sport and one for Multiculturalism and Canadian Identity.

Canadian Heritage Portfolio

The Canadian Heritage Portfolio plays a central role in supporting cultural and civic activities in Canada.  It is made up of the Department and 19 other organizations – agencies, Crown corporations, and a Board – that operate in the areas of audio-visual, heritage, arts, human rights, and public service.

Audio-visual

The Canadian Broadcasting Corporation, Canada’s national public broadcaster, creates and delivers programming and information through a comprehensive range of media.

The Canadian Radio-Television and Telecommunications Commission regulates and supervises all aspects of the Canadian broadcasting system with a view to implementing the broadcasting policy set out in the Broadcasting Act.

The National Film Board  produces and distributes audiovisual works that provide a uniquely Canadian perspective, including diverse cultural and regional perspectives, recognized across Canada and around the world.

Telefilm Canada is dedicated to the development and promotion of Canada's audiovisual industry. Telefilm finances original, diverse and high quality films, television programs and new media products, which reflect Canada's linguistic duality, cultural diversity, and regional character.

Heritage

Library and Archives Canada preserves the documentary heritage of Canada for the benefit of present and future generations.  It is a source of enduring knowledge accessible to all, contributing to the cultural, social and economic advancement of Canada.  It facilitates cooperation in the Canadian knowledge community, and serves as the continuing memory of the Government of Canada and its institutions.

The Canada Science and Technology Museum Corporation fosters scientific and technological literacy throughout Canada with its collection of scientific and technological objects.  The Corporation oversees the operation of the Canada Science and Technology Museum, the Canada Aviation Museum and the Canada Agriculture Museum.

The Canadian Museum of Nature increases interest in, knowledge of, and appreciation and respect for the natural world with its collection of natural history objects.

The Canadian Museum of Civilization Corporation increases knowledge and critical understanding of, and appreciation and respect for, human cultural achievements and human behaviour with its collection of objects of historical or cultural interest.  The Canadian War Museum is an affiliated museum.

The National Gallery of Canada furthers knowledge, understanding and enjoyment of art for Canadians with its collection of art.  The Canadian Museum of Contemporary Photography is an affiliated museum.

The National Battlefields Commission preserves and develops the historic and urban parks of the National Battlefields Park in Quebec City and in the surrounding area, including the Plains of Abraham and Des Braves Park.

The Canadian Cultural Property Export Review Board determines whether cultural property is of “outstanding significance and national importance” pursuant to the Cultural Property Export and Import Act.

Arts

The Canada Council for the Arts fosters the development of the arts in Canada by providing artists and professional arts organizations in Canada with a broad range of grants through peer evaluation committees.

The National Arts Centre has become Canada’s pre-eminent performing arts centre.  It creates, showcases and celebrates excellence in the performing arts, and strives to symbolize artistic quality, innovation and creativity for all Canadians.

Human Rights

Status of Women Canada is the federal government agency that promotes the full participation of women in the economic, social, cultural and political life of the country. It develops strategic government policy advice and partnerships, and provides financial assistance for projects that create concrete outcomes for women.

The Canadian Race Relations Foundation is committed to building a national framework for the fight against racism in Canadian society. It sheds light on the causes and manifestations of racism; provides independent, outspoken national leadership; and acts as a resource and facilitator in the pursuit of equity, fairness and social justice.

Public Service

The Public Service Commission is responsible for safeguarding the values of a professional Public Service: competence, non-partisanship and representativeness. It does this in the public interest as part of Canada's governance system.

The Public Service Labour Relations Board is an independent, quasi-judicial statutory tribunal responsible for administering the collective bargaining and grievance adjudication system in the federal Public Service and Parliament as well as providing mediation and conciliation services to help parties resolve differences without resorting to a formal hearing.

The Public Service Staffing Tribunal is an independent and quasi-judicial body which conducts hearings and provides mediation services in order to resolve complaints related to internal appointments and lay-offs in the federal public service.

The Public Servants Disclosure Protection Tribunal is a new Tribunal responsible for reviewing complaints referred by the Public Sector Integrity Commissioner.

While these agencies are outside the Department’s direct governance structure, the Minister of Canadian Heritage is responsible for ensuring that the Portfolio agencies and Crown corporations support Government of Canada priorities. The Portfolio agencies produce their own performance reports, except for the Crown corporations, which prepare annual reports, summaries of which are tabled in Parliament in accordance with the reporting obligations set out in the applicable enabling legislation.

Operating Environment

In order to enhance the quality of life of Canadians, Canadian Heritage encourages access and participation in our country’s cultural life. The Department delivers over 60 programs, nine of which are delivered in conjunction with the regions based on client needs. These programs allow Canadians to share their cultural experiences among themselves and with the world, as well as live within an inclusive society, based on understanding between different cultures.

The Department provides financial assistance to various organizations through grants and contributions. This funding is provided directly or indirectly to institutions, community organizations, not-for-profit organizations, other levels of government, etc.  Transfer payments are the most heavily used type of government program administered by the Department. As in all federal government departments, these programs are managed in accordance with a legislative and strategic framework that encompasses the Financial Administration Act, the Official Languages Act and selected Treasury Board Secretariat policies: the Policy on Transfer Payments, the Policy on Payables at Year-End and the Official Languages Policy Framework.

The Department has established a Grants and Contributions Management Policy, in accordance with Treasury Board Secretariat policies, which is founded on the following three principles: sound justification, reasonable analysis, and accountability.  In the case of contributions, the administrative entity that receives the contribution is also subject to reporting and audit requirements as stipulated in the signed agreement.

Canadian Heritage also delivers programs and services other than transfer payments, such as those provided by the Canadian Heritage Information Network (CHIN), the Canadian Audio-Visual Certification Office (CAVCO), and the Canadian Conservation Institute (CCI).

In addition to delivering programs, the Department plays an important role in developing and implementing policy options, program design and advice to the Minister.  This helps ensure that the policies and programs of the Department are relevant to Canadians.

Role of the Regions

In addition to its headquarters in Gatineau, Quebec, the Department connects with Canadians through five regional offices and 22 points of service across Canada, as well as through its Web site. These offices serve a wide range of client organizations at the community-level by managing certain grants and contributions programs.

In 2006-07, grants and contributions represented almost 83.8 % of total departmental spending. The total budget spent for grants and contributions was approximately $1.15B while the total departmental spending was $1.372B (see Financial Tables in Section III). In 2006-07, 64 % of files were processed in the Regions while 33 % were processed at Headquarters. The Regions play a particularly significant role as indicated in the following table.

Grant and Contributions Programs and Components of
Programs Delivered Mostly in Regions

Areas	Grant and Contributions Programs and Components of Programs Delivered Mostly in Regions	G & Cs % of Files Processed Regionally
Official Languages	Development of Official Languages Communities Enhancement of Official Languages	62%
Heritage	Museums Assistance Program Canadian Arts and Heritage Sustainability Program (Heritage)	94%
Multiculturalism and Human Rights	Multiculturalism Program	90%
Aboriginal Affairs	Aboriginal Women Urban Multipurpose Aboriginal Youth Centres	62%
Arts	Cultural Spaces Canada Arts Presentation Canada Canadian Arts and Heritage Sustainability Program (Arts)	91%
Major Events and Celebrations	Celebrate Canada!	99%

While the management and delivery of these grants and contributions programs forms the core of regional work, regional employees provide many more services in three key responsibility areas:

1. Outreach and Communications:  Regions provide support for departmental consultations and for ministers’ visits in the regions. They also plan and coordinate communications activities for major events and thematic days such as Canada Games, local Canada Day events and activities for March 21 Anti-Racism Day.  In addition, regional officers are responsible for outreach to new clients and stakeholders.
   
2. Strategic Analysis and Advice:  Regions provide the Department with a continuous environmental scan of local context and regular briefings are provided on emerging issues and local perspectives.  This type of information is a critical regional contribution to the development of departmental policy and programs.  Regions bring on-the-ground knowledge and serve as a test of local relevance in the process of program and policy design and also participate in regular evaluations of programs.
   
3. Building Partnerships: Regions manage partnerships and work horizontally with other federal departments, other levels of government and public institutions to achieve common objectives and strengthen the impact of activities.  Regions track and identify emerging federal/provincial/territorial issues and help ensure that the Department understands the directions, policies and programs of other levels of government.  Regional Executive Directors represent the Department of Canadian Heritage on 13 Regional Federal Councils across the country. The Councils are composed of senior officials of federal departments and agencies in each province and territory. As well, regional managers and staff are involved in the work of Council Sub-Committees on a wide range of management and policy issues. Councils serve as a forum for information exchange, and are a valuable vehicle for regional management of horizontal policy issues, collaborative initiatives across departments, integrated and improved service delivery, two-way communication with the central agencies on regional perspectives, and cooperation with other jurisdictions.

Drawing together the information gleaned from all of these areas of work, regional offices help the Department to ensure that its programs and services are effective and locally relevant, that its policies respond to the needs and concerns of Canadians and that communication’s efforts are well targeted and our ministers well-supported.

Governance Structure

Organizational Structure

The Minister of Canadian Heritage and Status of Women is responsible before Parliament for the Department. As mentioned previously, the Minister is assisted by other Ministers and Secretaries of State who have responsibilities related to the mandate of the Department of Canadian Heritage. The Deputy Minister of Canadian Heritage supports the ministers in the Department’s overall orientation. The Deputy Minister and Associate Deputy Minister are jointly responsible for achieving the Department’s strategic outcomes.

Organizational Structure of the Department of Canadian Heritage, 2006-07

Within the Department, five core functions report to the Deputy Minister:

• Human Resources and Workplace Management, which provides critical infrastructure to the entire department;
  
• The Corporate Secretariat, which coordinates parliamentary and Cabinet activities and the activities of the two Secretaries of State;
  
• Portfolio Affairs, which coordinates policy development, planning, report production, governance and communications involving the Canadian Heritage Portfolio agencies;
  
• Legal Services, which are the principal source of legal services and advice for the Department; and
  
• The Ombudsman, which provides confidential, informal and impartial assistance to all departmental employees.

Below the level of Deputy Minister and Associate Deputy Minister, the Department of Canadian Heritage includes five assistant deputy ministers (ADMs), each responsible for sectors that develop and implement policies, programs and initiatives aimed at achieving the department’s strategic outcomes which in turn contribute to Government of Canada strategic outcomes.

The Department’s five sectors are:

• Cultural Affairs;
• International and Intergovernmental Affairs and Sport;
• Public Affairs and Communications;
• Citizenship and Heritage; and
• Planning and Corporate Affairs.

(It should be noted that in 2007, Public Affairs and Communications became Public and Regional Affairs. This sector and the Communications Branch now report directly to the Deputy Minister.  Also as of 2007, Corporate Review Branch reports directly to the Deputy Minister, in accordance with the new Internal Audit Policy.)

Governance Model

Over the past year, major changes have been made to the Department’s governance structure.  In part they spring from the Federal Accountability Act, passed in December 2006, and are designed to strengthen accountability and management of the department. The Department’s internal governance structure now consists of three levels.

Department of Canadian Heritage Governance Model, 2006-07

Management Level 1:  The Decision-making Committees

• The Executive Committee is the Department’s senior decision-making committee.  It acts as a “board of directors”, responsible for overall governance, strategic direction and decision-making in support of the Deputy Minister.
  
• The External Audit Committee was created in anticipation of eventual implementation of the new Internal Audit Policy. It will give independent and objective advice to the Deputy Minister and verify for the latter that the Department’s control and accountability processes are satisfactory.  It will be chaired by an external member and include (in addition to the Chief Audit Executive and Chief Financial Officer) three to five members from outside the Department who will have a four-year term.  In keeping with the new Audit Policy, the audit function now reports directly to the Deputy Minister, effective July 11, 2007.

Management Level 2:  The Operational Committees (Chaired by the Deputy Minister or by the Associate Deputy Minister)

• The Communications and Coordination Committee is a forum for discussion on future communications and departmental events programming.
  
• The Strategic Policy and Planning Committee acts as a catalyst in developing a strategic vision, by linking policies and programs with a view to achieving the Department’s strategic outcomes.
  
• The Operations and Management Committee is responsible for reviewing processes and deciding how to implement operational and management strategies. 
  
• The Risk Management Committee advises the two preceding committees on risk assessment and management.  This committee is not yet operational.

Management Level 3:  The Advisory Committees

• The Policy Committee provides advice on policy development and reports to the Strategic Policy and Planning Committee.
  
• The Human Resources Advisory Committee, the Finance Committee, the Information Management and Information Technology (IM/IT) Committee, the Program Management and Service Delivery Committee and the Legal Services Planning and Priorities Committee all report on their respective areas of responsibility to the Operations and Management Committee.

A range of networks, forums and other committees allow directors general, directors, senior officers and employees to exchange information with departmental colleagues, based on shared expertise or management responsibilities.

This committee structure and the Department’s management structure are designed to strengthen governance and help the Department be more proactive on the Government’s management and policy program.  The model enhances overall consistency as well as the transparency of the decision-making process, to ensure progress toward achievement of the Department’s strategic outcomes.

Environmental Context

Over the past year, the Department has continued to monitor closely the broader, long-term trends that are shaping cultural expression and community involvement in the Canada of today and tomorrow.  The trends include increased media convergence and cultural consumption patterns arising from demographic shifts in Canadian society; rapid progress in digital technology and the challenges of a globalized economy.

The speed of technological change has continued to transform the Canadian cultural sector.  The country’s broadcasting industry is undergoing a radical transformation thanks to the new digital technology and the evolution of consumer attitudes and behaviours.  Canadians have seen an unprecedented increase in the number of new for-pay and specialty broadcasting services, the emergence of new platforms for content production, distribution and steady growth in digital cable or direct-to-home broadcasting.  Penetration rates for these services are expected to reach 30% of television viewers and 60% of homes over the next five years.  In this dynamic environment, the creation of appealing Canadian content that can compete with that produced by other countries presents a constant challenge.  At the same time, digital communication has made it more difficult to protect Canadian creators from unauthorized use of their work.  Through its activities, the Department is continuing to support the Government’s commitment to a solid broadcasting system and quality Canadian programming.

The Department is also closely following developments in a number of other areas, such as demographic and social change in Canada.  Over 80% of Canadians now live in urban areas.  As well, from 2001 to 2006 immigration contributed 75% of Canada’s demographic growth.  Projections show that by 2017, 21-26% of Canadians will have been born outside the country.  Canada, like other industrialized nations, is experiencing an obvious “greying” of its population:  in 2001, one Canadian in eight was 65 or over, but by 2026, one Canadian in five will be elderly.  Canada is also becoming a more multilingual society, and the official-language communities are increasingly self-aware.  It is vitally important to understand demographic realities in order to identify shared values and maintain the cultural and social model of a Canada based on respect, understanding and diversity.

In a context of enhanced accountability, with emphasis on value for money and significant government measures to ensure financial responsibility, a number of key operational factors are also having an impact on the work of the Department of Canadian Heritage.

• The Department provides most of its support via grants, contributions and other administered programs, to beneficiaries whose aims and abilities vary widely.  The Department must manage the risks inherent in third-party program delivery.
  
• The ability to measure results by the beneficiaries of our programs varies widely from one organization to the next.  The differences have an impact on measurement of performance toward achieving the Department’s strategic outcomes and the evaluation of contributions to social change made by Department-funded programs.
  
• Most initiatives are handled by regional offices and service points that operate in a context of horizontal delivery and partnerships with other sectors and levels of government.  The Department takes a highly collaborative approach to federal/provincial/territorial relations and in its efforts to mobilize the private sector, local governments, community partners and other departments that pursue common objectives.
  
• Lastly, the Department’s mission and strategic outcomes are aimed at cultural and social phenomena that are difficult to quantify or to attribute to any given intervention.  These include creativity, social cohesion, confidence, pride, and a feeling of belonging and attachment to Canada.  Continuous effort and research is needed to refine indicators and frameworks for program evaluation and policy review.

The Department is coping with the challenges associated with the aging of its human resources and the transfer of their knowledge and expertise.  It needs to introduce a proactive talent recruitment model in order to strengthen internal capacity.

The Department realizes that it must stay abreast of the new operational models, tools for expression and forms of participation made possible by technologies that are increasingly portable, personalized and available to everyone in their daily lives.  The Department is also working with other departments and community partners to solve persistent problems of social exclusion suffered by certain minority populations, in particular where racism, language or youth are involved.  It is important to note that cultural expression and participation in the arts and sports play a major role in efforts to respond to such social concerns, and the Department seeks to develop programs that complement the role of the arts and sports into these broader objectives.

Lastly, Canadian Heritage consistently strives to use Canada’s international commitments to seize opportunities for promoting cultural expression and sharing on a broader scale the Canadian experience with diversity, creativity and pluralism.  In conjunction with the Department of Foreign Affairs and International Trade, the Department is undertaking initiatives in areas of shared interest such as social cohesion, and pursuing priority activities such as the promotion of cultural exchanges in important markets like the United States as well as in key emerging markets like China and Brazil.

In this ever-changing world, Canadian Heritage plays a primary role in the strengthening and preservation of a societal model based on diversity, inter-cultural dialogue and the sharing of values.  The social and cultural environment is evolving and the Department must meet these challenges with innovative solutions.  As a result, the Department’s policies and programs are designed to bring Canadians together, irrespective of their differences, and strengthen their feeling of shared citizenship, pride and belonging.  In addition, and with the same end in view, the Department works hard to ensure the excellence and diversity of the cultural content produced by Canada’s creators for publics in Canada and around the world.

Results of Canadian Heritage Priorities

In order to achieve the strategic outcomes that support the commitments of the Government of Canada to reinforce the social foundations of the country, the Department established eight priorities for 2006-07.  These departmental priorities are supported by key initiatives, to enable the Department to adapt its programs and policies to the current needs of Canadians (see table at the end of this section).  The following section summarizes the Department’s eight priorities for 2006-07 and the results achieved in the related program activities.

Departmental priorities and program activities at a glance
Priority	Program activity
Audio-Visual Policy Framework	Creation of Canadian Content and Performance Excellence Sustainability of Cultural Expression and Participation
Focused Arts and Cultural Policies	Sustainability of Cultural Expression and Participation Access and Participation in Canada’s Cultural Life
Canada’s Heritage	Sustainability of Cultural Expression and Participation Preservation of Canada’s Heritage Access and Participation in Canada’s Cultural Life Participation in Community and Civic Life
An Inclusive and Participatory Society	Promotion of Inter-Cultural Understanding Community Development and Capacity-Building Participation in Community and Civic Life
Canada’s Cultural Interests Abroad	Sustainability of Cultural Expression and Participation Participation in Community and Civic Life
Aboriginal Languages and Cultures	Preservation of Canada’s Heritage
Sport Development	Creation of Canadian Content and Performance Excellence Participation in Community and Civic Life
2010 Games	Sustainability of Cultural Expression and Participation Participation in Community and Civic Life

Audio-Visual Policy Framework

Strengthening the Canadian Audio-Visual Policy Framework through improvement of the management and efficiency of federal institutions and policies was a key area of focus for the Department in 2006-07.  This priority focused on a range of initiatives to ensure programs related to film and broadcasting are meaningful and reflect changes in new media and new technologies, thereby ensuring that Canadians have a current and relevant policy framework. 

The Canadian Radio-Television and Telecommunications Commission (CRTC) submitted its report, The Future Environment Facing the Canadian Broadcasting System, in December 2006, which provided a rich factual synthesis of research and comments from the public and industry stakeholders, and will serve as an environmental scan to inform broadcast policy development.  The Industry Canada Telecommunications Policy Review Panel examined issues regarding regulation, access and adoption of information and communication technologies, and concluded that Canada should move toward a more market-oriented, deregulated approach to telecommunications. The Department is working with Industry Canada to ensure an effective and coordinated approach to changes in policy or legislation for the broadcasting sector.

A new governance structure for the Canadian Television Fund (CTF) was implemented in April 2006, to enhance accountability, simplify administration and improve reporting.  This generated administrative savings of more than $2.8 million.

A detailed analysis on how to centralize the certification of Canadian content was undertaken. The analysis revealed that centralizing all certification in one organization would add a step for producers, instead of simplifying the process. As a result, other means are presently being considered to meet the objectives of centralization, such as streamlining, harmonizing practices and sharing information more freely.

The Government response to the Standing Committee on Canadian Heritage’s report on film, Enhancing the Canadian Feature Film Policy (CFFP), outlined the Government’s commitments to help the industry reach audiences with quality Canadian films. A plan was developed to determine the differences between the English- and French-language markets and adjustments to program guidelines have been made.  Work is continuing to review the government’s support to this industry.

The review and modernization of the legislation for Telefilm Canada and the National Film Board was postponed until 2007-08 because of workplan and resource considerations, while the development of a new framework for international audio-visual co-production progressed significantly and should be concluded in 2007-08.

Focused Arts and Cultural Policies

The Department is reviewing its arts and cultural policies and funding programs to focus on building, protecting and promoting Canadian content in a technologically advanced world where citizens will continue to have increasing access to cultural content from around the world.  In 2006-07, this priority focused on policy related to copyright, periodicals and to encourage Canadian content on the Internet.

One of the initiatives taken on in 2006-07 was reforming the Canadian Copyright Act.  The Department is working with Industry Canada to propose legislative amendments to provide for adequate copyright protection and fair compensation for rights holders and allow reasonable access to the public in line with international standards.

Given the dynamic nature of digital interactive media, Canadian Heritage is also undertaking a review of the Canadian Culture Online (CCO) Strategy.  As part of this initiative, the Department met with industry stakeholders in the fall of 2006 to discuss a set of proposed changes to the Canada New Media Fund and is in the process of finalizing a revised strategy for support to the new media industry.  In 2006-07, through the CCO Strategy, a total of $53.4 million in funding support was approved for 221 projects and initiatives.

Canadian Heritage is reviewing its Canadian periodical support framework to ensure programs remain relevant and that program funding is as effective as possible.  As a result of the Government of Canada's directive in December 2006, Canada Post will continue their financial partnership in the Publications Assistance Program (PAP), stabilizing the program at $60.4 million until April 2009.  The 1 161 magazines and non-daily newspapers supported through the program will not experience drastic cuts in 2007-08 or 2008-09.  This decision will also help prevent widespread increases in subscription prices due to higher delivery costs.

Canada’s Heritage

It is important to Canadians that their history and heritage be safeguarded for future generations.  It is through the preservation and recognition of Canada’s heritage that our national context is understood. In 2006-07, the Department undertook a number of initiatives in support of facilitating the preservation of and access to historical cultural works and practices.

The four national museums and Library and Archives Canada are key assets for the Government of Canada in fulfilling its policy objectives in this area.  In December 2006, the Government of Canada announced an investment of $41.5 million over five years to address urgent capital and infrastructure challenges facing Canada’s four national museums.

Non-federal museums across the country also play important roles in preserving Canada’s heritage and contributing to the economic and social well-being of communities.  In the 2007 Budget, an additional $5 million per year was announced to hire qualified summer interns in small and mid-sized museums.  The grants and contributions programs in the Department for which museums are eligible continued to enable institutions to carry out projects such as developing and circulating traveling exhibitions and improving collections care capacity.

To be fully effective as a resource in building strong communities and strengthening national identity, museums need to respond to changes in Canadian society and the emergence of new technologies in addition to addressing the ongoing challenges of collections care.  To help address these challenges, a software application was developed and piloted in May 2006 to assist museums in measuring economic impact.  In addition, the Canadian Heritage Information Network (CHIN) is piloting an online museum learning space for museums and the education community. 

Other initiatives that Canadian Heritage undertook in 2006-07 included continuing the groundwork for a review of the Cultural Property Export and Import Act in order to strengthen its effectiveness and enhance accountability.  The Canadian Conservation Institute (CCI) undertook 51 research conservation and scientific research projects, despite some of the laboratories being non-functional due to renovations.  The Institute provided more than 870 expert services to museum clients in Canada.  Knowledge dissemination activities included 19 workshops provided to more than 326 museum professionals and staff and the sale of over 5,900 publications in Canada and abroad.

The Canada Traveling Exhibition Indemnification Program is increasing opportunities for Canadians to access Canadian and international cultural heritage through the exchange of artifacts and exhibitions in Canada.  In 2006-07, the Department reviewed the first five years of the program’s operation and reported to Parliament. An analysis of implementation issues and recommendations for potential alterations to the program were provided in the report.  As a result, no program redesign needs to be conducted.

The Department also has an important role in helping to support celebrations and commemorations to mark key events in Canada’s history and in recognizing significant items in the history of our country.  The celebration of the 400th anniversary of the founding of Canada’s oldest city, Québec, in 1608, has been identified as a key commemorative event.  A multiyear contribution agreement with the Société du 400e anniversaire de Québec was signed in August 2006 in support of this celebration.  In 2006-07, Canadian Heritage contributed $7,050,000 to this initiative.

An Inclusive and Participatory Society

Canada’s ability to leverage the benefits of diversity depends on its success at ensuring that all citizens have the opportunity to participate economically, socially, politically and culturally in Canada.  The Department aims to promote full participation in Canadian society through targeted interventions.  A two-stream approach was utilized in 2006-07: one to address multiculturalism and racism, and the other to support official languages education.

As promised in the 2006 Speech from the Throne, on June 22, 2006, the Government of Canada made an official apology for the implementation of the Chinese Head Tax.  In 2006-07, 42 ex gratia payments totaling $840,000 were made to Head Tax Payers and 119 ex gratia payments totaling $2,380,000 were made to conjugal partners of now deceased Head Tax Payers.  A $24 million Community Historical Recognition Program and a $10 million National Historical Recognition Program were developed.

Canada’s diversity is a source of enormous benefit to Canada’s social, economic and cultural development.  However, there is growing evidence that while many members of ethno-cultural/racial communities fully participate in all aspects of Canadian life, others encounter long-term barriers to their full social, economic and cultural participation.

The Multiculturalism Program, which focuses on identifying the barriers faced by ethno-cultural/racial communities, supported a number of initiatives in 2006-07 with an emphasis on removing barriers that limit economic, social, political and cultural participation.  For example, these initiatives included the Young People's Press - Diversifying Canada's Newsrooms project and the Multiculturalism Internship pilot projects.  In addition, more than 46 000 Canadians were reached through the delivery of 29 national initiatives celebrating Black History Month and Asian Heritage Month.

Canadian Heritage is combating racism through the implementation of its action plan – A Canada for All: Canada’s Action Plan against Racism.  A consultation strategy was developed and three discussion sessions were held in the spring and fall of 2006 to further increase awareness about the Action Plan and to gain stakeholder perspectives on measuring progress.

Canadian Heritage plays an instrumental role to enhance official-language minority communities’ participation in different sectors of Canadian Society, notably by providing financial assistance to province and territories.  The multi-year agreements on education reached with the Council of Ministers of Education and the provinces and territories in 2005-06 over a four-year period were implemented in 2006-07.  These agreements enable Canadian Heritage to provide financial assistance to provinces and territories for minority-language education and for second-language learning programs.  Based on the most recent data, more then 250 000 minority youths are enrolled in minority schools and over 2.3 million young Canadians (47.5%) studied English or French as their second language in 2003-04.

Canada’s Cultural Interests Abroad

Canada’s athletes, artists and creators are international ambassadors who showcase Canada to the world.  Today’s globally integrated economy and society requires Canadian Heritage to be engaged at an international level to achieve our domestic objectives and promote the interests of Canada abroad.

In 2006-07, Canada continued to use every opportunity to promote the ratification of the UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions.  In December 2006, the critical mass of 30 ratifications had been reached and the Convention entered officially into force, three months later, on March 18, 2007. As of March 31, 2007, 56 countries had formally ratified the Convention.  This represents the most efficient ratification process in UNESCO history. This Convention is an international instrument on cultural diversity that reaffirms the right of countries to take measures in support of culture, while recognizing the dual social and economic nature of cultural goods and services.

The Department, on behalf of the Government of Canada, accepted the invitation from the Premier of the State Council of the People’s Republic of China to participate in Expo 2010 in Shanghai.

Canadian Heritage leads initiatives to support its key international objectives in close collaboration with the Department of Foreign Affairs and International Trade (DFAIT). Through its participation in all trade negotiations undertaken by the government of Canada in 2006-07, Canadian Heritage has expressed our trade and culture position and sought to keep the flexibility needed to pursue domestic cultural policy objectives. Although no new trade agreements were concluded in 2006-07, Canadian Heritage along with its DFAIT counterparts advanced Canada's cultural interest in the context of ongoing multilateral negotiations.

Aboriginal Languages and Cultures

In Canada, First Nations, Inuit and Métis languages are in a rapid state of deterioration.  Of the more than 50 Aboriginal languages spoken in Canada, only three - Cree, Ojibway and Inuktitut - are considered to be strong enough to survive in the long-term. 

In 2006-07, $5 million was provided through the Aboriginal Languages Initiative (ALI) to Aboriginal organizations that undertook and distributed funding to community-based language projects in over 200 communities across Canada to preserve First Nations, Inuit and Métis languages.  In November 2006, the Government of Canada also announced the renewal of $5 million per year for the ALI until 2013-14.

Sport Development

The Department seeks to encourage, promote and develop sport and sport participation in Canada through program support to the sport community and collaborative efforts with the provinces and territories, consistent with the Canadian Sport Policy.  A number of initiatives are well underway in support of this priority. 

In 2006-07, the Department began to implement the Policy on Sport for Persons with a Disability and the Policy on Aboriginal Peoples’ Participation in Sport.  Canadian Heritage assisted Finance Canada and the Canada Revenue Agency in the development of a definition of physical activity programs eligible for the Children’s Fitness Tax Credit identified in the 2006 Budget speech.  The Department also participated in Health Canada’s interdepartmental working group on the Aboriginal Youth Suicide Prevention Strategy, leading to the acceptance of sport participation as one of the important tools to address this health crisis and demonstrating the contribution of sport to broader social objectives.

The Federal Policy for Hosting International Sport Events was revised and approval for the policy is being sought.  Once fully operational, the Canadian sport system will benefit from a planned and coordinated approach to bidding and hosting events.

Sport Canada has been working closely with National Sport Organizations (NSOs) to complete Long-Term Athlete Development (LTAD) models and with the Coaching Association of Canada to advance the implementation of the revised National Coaching Certification Program.  In addition, Podium Canada was created to replace the interim Canadian Sport Review Panel, establishing a permanent mechanism to provide technical sport expertise and funding recommendations to the Canadian Olympic Committee, the Canadian Paralympic Committee and Sport Canada, as the three national funding parties.

2010 Games

Under the Federal Policy for Hosting International Sport Events, the Government of Canada is providing federal essential services, capital and legacy funding in support of the 2010 Winter Games that can bring significant net sport, economic, social and cultural benefits to Canadians.

The Department provided leadership in delivering the Government of Canada’s hosting commitments, including essential services, and is continuing to monitor progress and perform due diligence on the venue construction program as part of its operations.  A Government Operations Steering Team (GOST) was created by government partners and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) to facilitate planning and operations.

In addition, the Government of Canada supported the signing by non-government partners of a Collaborative Protocol of Francophone communities to ensure representation of Canada’s Francophonie in the hosting of the 2010 Winter Games.  Negotiations have been entered into with municipalities of Vancouver and Whistler to plan and implement Live Sites, which will be free public gathering spaces.  The 2010 Federal Secretariat actively participated in 2010 Partner bi-annual community update events in all Four Host First Nation communities, as well as provided ongoing support and monitoring for the Four Host First Nations Society.

Below is a diagram demonstrating how each of the eight priorities link to the Department’s key initiatives described in upcoming section.

Departmental priorities and key initiatives at a glance
Priority	Type1	Key initiatives
Audio-Visual Policy Framework	Ongoing	CRTC Report on the Impact of Technologies on Canadian Broadcasting Canadian Television Fund new governance structure Telecommunication Policy Review Panel response Canadian Feature Film Policy Audio-visual institutional renewal: Telefilm Canada and National Film Board Centralization of Canadian content certification International Audio-visual Co-production Framework
Focused Arts and Cultural Policies	Previously committed	Copyrightreform Canadian Periodical Policy Canadian content Online
Canada’s Heritage	Previously committed	Canada’s Museums Cultural Property Export and Import Act review Virtual Museum of Canada’s further enhancement Canadian Conservation Institute: Returning to full function Canada Travelling Exhibitions Indemnification Program 400th anniversary of Québec City in 2008
An Inclusive and Participatory Society	Previously committed	Second-language learning agreements Multiculturalism Program Development of official-language minority communities Canada’s Action Plan Against Racism Historical redress
Canada’s Cultural Interests Abroad	Previously committed	International cultural trade UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions Canada’s participation in international expositions Development  and implement on International Strategic Framework
Aboriginal Languages and Cultures	Previously committed	First Nations, Inuit and Métis languages
Sport Development	Previously committed	Opportunities for sport participation Benefits of hosting High performance sport programming and technically sound sport development
2010 Games	Previously committed	2010 Games: Strategic opportunities initiative

¹ As per the Guide for the Preparation of Part III of the 2006-07 Estimates, the priorities are categorized as follows: an ongoing priority is considered to have no end date, whereas a previously committed priority was outlined in a previous Report on Plans and Priorities and is considered to have an estimated end date.

Section 2: Analysis of Program Activities by Strategic Outcome

Introduction

This section presents results achieved in 2006-07 in relation to the Department’s strategic outcomes and key commitments. All commitments made in the Canadian Heritage 2006-07 Report on Plans and Priorities are reported in the summary table at the end of this section.  The initiatives presented in the following pages were selected using the following criteria:  i) size - a program or service that consumes a large portion of finances or attention; ii) profile - the population may be interested in a particular program or service; iii) internal importance and materiality of results; iv) recency - a new program or service has been introduced; or v) termination - a program or service has been discontinued.

To demonstrate in more concrete terms how the Department serves Canadians, this section contains examples of Canadian Heritage activities at the community level across the country, and describes the results achieved.

Program Activity Architecture

Strategic Outcome 1 – Canadians Express and Share their Diverse Cultural Experiences with Each Other and the World

 

Strategic Outcome 2 - Canadians Live in an Inclusive Society Built on Inter-cultural Understanding and Citizen Participation

Strategic Outcome 1

Strategic Outcome 1:  Canadians Express and Share Their Diverse Cultural Experiences with Each Other and the World

Canadian Heritage helps to ensure that Canadians can express their creativity, showcase their talents and share their stories and experiences through the arts, heritage institutions, cultural industries and sport activities.  To achieve this outcome, the Department carries out policies and programs that support the environment needed to strengthen and share - both at home and abroad - Canada’s values and its diverse voices.

The Department’s efforts toward achieving this strategic outcome are delivered through the first four program activities of the Canadian Heritage Program Activity Architecture.  The table below provides the total planned financial and human resources for the Department’s first strategic outcome, which is the sum of resources allocated to four program activities.

Financial and Human Resources for Strategic Outcome 1 - 2006-07
Program Activities	Actual Spending ($ millions)	Actual Full-Time Equivalents
1. Creation of Canadian Content and Performance Excellence	353.3	337
2. Sustainability of Cultural Expression and Participation	246.2	577
3. Preservation of Canada’s Heritage	45.6	233
4. Access and Participation in Canada’s Cultural Life	163.1	444
Total	808.2	1 591

Program Activity 1

Creation of Canadian Content and Performance Excellence

Expression of culture starts with the creation of works and performance.  Although excellence is what professional artists and high performance athletes strive for, its achievement requires a sufficiently supportive structure both domestically and internationally, at all levels of cultural and sport development.  Canadian Heritage focuses on enabling creators to produce and athletes to perform by supporting the structure and cultural industries needed for high quality works and performances.

The Department expects two results by pursuing this first program activity: Canadian content reflective of Canada’s diverse society is created and produced for domestic and international markets; and Canadians excel domestically and internationally in culture and sport.

CRTC Report on the Impact of Technologies on Canadian Broadcasting

Technology is rapidly changing the broadcasting landscape leading to the emergence of multi-disciplinary media companies containing, among others, converged telecommunication, broadcasting, film production and print business lines. To fulfill its responsibilities for policy making, the Government needs to better understand the future of the broadcasting and media industry and audiences in an era of rapid technological change.  As an important first step towards modernizing Canadian broadcasting policy, the Government directed the Canadian Radio-Television and Telecommunications Commission (CRTC) to report on the impacts of technological change on Canadian broadcasting as a whole. 

Planned Results (as outlined in the Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The CRTC’s final report will provide a factual synthesis of research and comments from the public and broadcasting stakeholders, and it will serve as an environmental scan to inform broadcasting policy decisions, including policy as it relates to the CBC/Radio-Canada, regarding the future of the broadcasting system.

Results Achieved

Planned results for 2006-07 were achieved.  In response to the Government's request through section 15 of the Broadcasting Act, the CRTC released a report, The Future Environment Facing the Canadian Broadcasting System, on December 14, 2006.  The report will inform Canadian Heritage's broadcasting policy decisions, including the role of the public broadcaster, to ensure the ongoing health, contributions and relevance of the Canadian broadcasting system.

The report provided a rich, factual synthesis of research and comments from the public and industry stakeholders.  Issues including the evolution of audio-visual technologies, their usage by Canadians, and the impact of new platforms and technologies on the Canadian broadcasting system were addressed. The report suggests that more information is required to follow the impact of new media, and that fundamental reform is needed in the next three to seven years.

Canadian Television Fund New Governance Structure

The objective of the Canadian Television Fund (CTF) is to assist in the creation and broadcast of high-quality, culturally significant Canadian television programs in both official languages during peak viewing hours.  The CTF’s annual revenues come from three sources: cable and satellite distributors, the federal government and recoupments on investments in television projects by Telefilm Canada.
In response to recommendations, in several reports including that of the Standing Committee on Canadian Heritage on the Canadian broadcasting system and the Auditor General, the Department has worked with stakeholders to modify the governance framework of the CTF.

Planned Results (as outlined in the Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The results of the modified governance structure of the Canadian Television Fund, which will make one board responsible for its activities, will enhance accountability, simplify administration, and improve reporting.  It will also result in cost savings that will be invested in program production.

Results Achieved

Planned results for 2006-07 were achieved.  The new governance structure for the CTF with one board (CTF Corporation) and one administrator (Telefilm Canada) was implemented on April 1, 2006.  This generated administrative savings of more than $2.8 million. 

In 2006-07, the CTF invested an amount of $250 million in Canadian productions, which generated 2,165 new hours of Canadian television programming. Since its inception in 1996, the CTF has invested more than $2.3 billion, which has generated the production of 23,141 hours of Canadian programs.

High Performance Sport Programming and Technically Sound Sport Development

The Department of Canada Heritage provides strategic support to enhance high performance programming, such as targeted funding to athletes and coaches, national sport organizations and the national network of Canadian Sport Centres, to support Performance Enhancement Teams.

The Department is committed to high performance sport in Canada – results that are essential in defining Canada as a leading sport nation. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The key goal of these efforts to support high performance and sport development is to have systematic achievements of podium performances by Canadian athletes at future Olympic and Paralympic Games and World Championships. 

Results Achieved

Planned results for 2006-07 were partially achieved.  During the 2006 World Championships in summer Olympic sports, Canadians won 10 medals out of 152 events in which we participated.  As a result, Canada ranked 16th in total medals won among the countries that participated in these events.  Canadian athletes won 57 medals out of 501 events in which we participated at the 2006 World Championships for athletes with a Disability.  Canadian athletes won 27 medals out of 86 events in which we participated at the 2007 World Championships in the various winter Olympic sports and as a result, Canada ranked second in the medal standings in 2007. 

The Annual Olympic Ranking Index is based on medal points, from summer and winter Olympic events at World Championships and Olympic Games, over a four-year cycle. The data demonstrates that Canada is continuing to improve its international Olympic ranking in winter sports, while summer sports are maintaining a lower ranking among the top twenty nations.

Sport Canada has been working closely with National Sport Organizations to complete Long-Term Athlete Development (LTAD) models and with the Coaching Association of Canada to advance the implementation of the revised National Coaching Certification Program.  In addition, Podium Canada was created to replace the interim Canadian Sport Review Panel, establishing a permanent mechanism to provide technical sport expertise and funding recommendations to the Canadian Olympic Committee, the Canadian Paralympic Committee and Sport Canada, as the three national funding parties.

The UNESCO Convention on Antidoping came into full force in February 2007. Sport Canada undertook a review of the Convention to determine our compliance to each element and to identify priority areas for future pursuit.  In addition, Sport Canada participated in preliminary meetings coordinated by the 2010 Federal Secretariat to sensitize the federal organizations about anti-doping requirements for the Games as an opportunity to educate them about UNESCO Convention commitments and to begin identifying possible partnerships and cooperation.

Benefits of Hosting

In order for Canada to have a coordinated approach to bidding on sport events and to fully benefit from hosting such events, the Department will implement the Strategic Framework for Hosting International Sport Events in Canada and revise the funding framework for the Canada Games.  A strategic approach to bidding and hosting events in Canada will provide opportunities to build capacity in the sport system, enhance the excellence of athletes and promote sport participation. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

A planned and coordinated approach to bidding and hosting sport events will result in enhanced excellence and sport development of Canadian athletes and the Canadian sport system, and will ensure that federally funded international events and the Canada Games reflect federal priorities.  By contributing to the revision of the framework for the Canada Games, the Department will maximize the benefits from this important domestic event.

Results Achieved

Planned results for 2006-07 were partially achieved.  Both the organizational design and implementation plan for the coordinated approach to bidding and hosting have been developed.     

The objective to revise the funding framework for the Canada Games was aimed at defining a new hosting rotation and a revised funding framework to stage the Games.  The Department worked with the provinces and territories towards a consensus on both areas. The new hosting rotation (which includes all provinces and territories and covers the period up to 2036), was endorsed by federal/provincial/territorial sport ministers in February 2007.  

A consensus was not reached on a revised funding framework to stage the Games.  While the costs identified to stage the Games were validated, a consensus among federal, provincial and territorial ministers on the proposed cost sharing formula was not achieved. In the absence of consensus, the funding framework contained in the 1997 Clear Lake Resolution remains in effect. 

The Federal Policy for Hosting International Sport Events was revised and approval for the new policy was sought.  Full implementation of the new Policy and its associated International Sport Event Coordination Group is pending the identification of a source of funds.  Once fully operational, the Canadian sport system will benefit from a planned and coordinated approach to bidding and hosting events.

Program Activity 2

Sustainability of Cultural Expression and Participation

Cultural life rests on the continued existence of an intricate network of institutions, not-for-profit organizations, corporations, volunteers, professionals and audiences.  This network is both resilient – it relies on considerable dedication, experience and talent – and fragile – some crucial elements of the chain are vulnerable to investment patterns, market failures, foreign competition, technological changes, labour strains and international trade rules and agreements.  As an integral part of the network, Canadian Heritage fosters the sustainability of the many organizations, cultural industries, entrepreneurs, and artistic and athletic performance events comprising this rich ecosystem.  It does so by assisting them to increase their ability to attract investment, achieve adequate copyright protection, present to Canadian audience, pursue international opportunities and build organizational partnerships.

The result of this program activity is vibrant cultural and sport sectors in which Canadian cultural expression and participation can thrive and remain relevant at home and abroad.

Telecommunications Policy Review Panel Response

The Government of Canada appointed a Telecommunications Policy Review Panel in April 2005 to examine the telecommunications policy and regulatory framework in Canada.  The panel examined issues regarding regulation, access and adoption of information and communication technologies. 

Taken together, the Panel’s recommendations should create a more market-oriented, deregulated approach to telecommunications. The Government of Canada has signalled its intent to move in this direction by tabling in Parliament a policy directive to the CRTC. Where regulation would still be necessary (where the market cannot correct problems), regulation would be minimal and efficient.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The Department will ensure that proposed changes to policy or legislation are measured and that the impacts of such changes on the broadcasting system are consistent with the government’s policies and objectives. 

Results Achieved

Planned results for 2006-07 were achieved.  The Department is working with Industry Canada to ensure an effective and coordinated approach to reforms in the broader communications sector: one that puts the public interest first.  This includes taking into account any implications for the broadcasting sector in an increasingly converged environment. 

The changes brought forward to date are consistent with the Government's broadcasting policies and objectives.  Future initiatives and changes in this respect will continue to be monitored.

Canadian Feature Film Policy

In 2000, Canadian Heritage released a policy to support Canadian feature film entitled From Script to Screen.  Although the majority of objectives and targets set in the policy were met, the success of Canadian feature films has been mixed – French-language films have achieved audience success while English-language films have not achieved the same results. French and English feature film markets face different challenges and realities.  The Department is working to address these issues through consultations and is developing initiatives to recognize these differences.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Develop initiatives to recognize differences and build subsequent changes to existing government support for the coming years. 

Results Achieved

Planned results in 2006-07 were partially achieved.  Possible long-term solutions to challenges faced by the film industry are being examined.  The Government response, Enhancing the Canadian Feature Film Policy (CFFP), to the Standing Committee on Canadian Heritage’s film report outlined the Government’s commitments to help the industry reach audiences with quality Canadian films. A plan was developed to recognize differences between the English- and French-language markets and adapt the policy, and adjustments to program guidelines have been made.  Work is continuing to review the government’s support to this industry.

The Department has engaged the industry through Telefilm’s Canada Feature Film Fund (CFFF) working groups for the two language markets.  Following the work of these groups, a series of technical amendments were implemented by Telefilm to better adapt the CFFF to each of the markets.  The groups were asked to provide proposals for separate box office targets for the two markets, thereby updating a key objective of the Canadian Feature Film Policy.  Canadian Heritage is working on improving the measurement of film audiences through various distribution platforms – not just movie theatres.

Audio-visual Institutional Renewal: Telefilm Canada and National Film Board

Today, audio-visual production takes place in an environment of rapid technological advancement, globalization, convergence and socio-demographic diversity.  Recent studies, such as those from the Standing Committee on Canadian Heritage, have recommended that the mandate of Telefilm Canada, the National Film Board (NFB) and other federal cultural agencies be better aligned toward common objectives, while clearly delineating their roles and responsibilities.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

This initiative will result in legislation that establishes a modern governance and accountability structure, as well as flexibilities to respond to the realities of the Canadian audiovisual industry in the 21st century. 

Results Achieved

Planned results in 2006-07 were modified.  This activity has been postponed until the next reporting period because of workplan and resource considerations.

Centralization of Canadian Content Certification

A number of reports, including the Standing Committee on Canadian Heritage’s 2003 Report on Broadcasting, called for the centralization of Canadian content certification processes.  Four federal audio-visual support partners currently assess the Canadian status of productions for their respective programs and responsibilities — the Canadian Audio-Visual Certification Office (CAVCO), the Canadian Television Fund (CTF), Telefilm Canada, and the Canadian Radio-television and Telecommunications Commission (CRTC).

A centralization initiative is being led by the System Council, an inter-departmental group of senior representatives from the Department of Canadian Heritage, the CRTC, the CTF, Telefilm Canada and the Canada Revenue Agency

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Centralizing the certification of Canadian content will provide Canadian producers with a simplified, comprehensive, single-window access. This will bring coherence to certification in view of meeting the objectives of government policies and will improve data gathering on the industry.  The optimization of costs and the improvement of data collection over time will be part of the measures used to assess the performance of this initiative.

Results Achieved

Planned results for 2006-07 were modified.  The System Council members undertook a detailed analysis on how to centralize the certification of Canadian content. The analysis revealed that centralizing all certification in one organization would add a step for producers, instead of simplifying the process. Therefore, System Council members are considering other ways to meet the objectives of centralization, including streamlining and enhanced accountability.  These will include harmonizing practices and sharing information more freely.

Canadian Heritage also began work to put the application processes of the CAVCO online. This initiative will allow producers to more easily apply for production tax credits and help CAVCO improve its efficiency, and will be used as a pilot to put other Canadian Heritage/Government of Canada programs on line.

Virtual Museums of Canada’s Further Enhancement

The Canadian Heritage Information Network (CHIN), in consultation with its 1,200 member museums and the education community, is in the process of developing a new online museum learning space. 

This initiative is focused on enabling museums to expand their educational outreach by interacting online with teachers and students; enabling teachers to develop and share lesson plans and learning scenarios, and museum educators to participate in interpretative (Web conferencing) sessions; and enabling students and lifelong learners to access learning resources, share information with one another, and interact with museum educators.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

With the new online museum learning space, Canadians will have effective access to digital learning resources that reflect Canada’s heritage.

Results Achieved

Planned results for 2006-07 were achieved.  Activities were based on research results including a scan of available information on teachers' use of and need for online cultural material, research on learning objects and museum learning content, an environmental scan of features of existing virtual learning environments and usability testing of initial wire frames.

In the initial prototype phases, teachers and students were asked to visit the site on their own for a few minutes, then carry out specific tasks, comment on any issues encountered, and provide information on how they use online resources in their classes.  This helped to uncover any usability issues and to obtain opinions on the prototype.  English and French speaking teachers were recruited to use the virtual learning environment prototype in their classroom and provide feedback on any issues encountered. 

As of March 31, 2007, a total of 23 learning object collections were either created or in process.  Restricted access to the site was provided and museum content was available in both French and English.  Improvements based on the feedback between initial prototype phases have been implemented and additional features for Phase II have been identified based on feedback and previous research.  Comments from trial users have been positive.  During all phases of testing with both teacher and student, users recognized the innovative aspects of the prototype and demonstrated interest in using the future product/service and museum content.

2010 Games: Strategic Opportunities Initiative

The Government of Canada is a key partner in planning the 2010 Olympic and Paralympic Winter Games to be held in Vancouver and Whistler, B.C.  The 2010 Federal Secretariat, situated within the Department of Canadian Heritage, works closely with the Vancouver Organizing Committee and other Games partners, to ensure that the 2010 Winter Games are a success in the eyes of Canadians, and a credit to Canada abroad.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The goals of the 2010 Federal Secretariat are that: Canadian excellence and values will be promoted nationally and internationally; sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives; and that early planning and seamless, cost-effective delivery of mandated federal responsibilities, including essential federal services, will contribute to high quality Games.

Results Achieved

Planned results for 2006-07 were achieved.  The Department provided leadership in delivering the Government of Canada’s hosting commitments, including the necessary preparations for the delivery of essential services, and is continuing to monitor progress and perform due diligence on the venue construction program as part of its operations.  A horizontal and integrated Results-Based Management and Accountability Framework (RMAF) and a Risk-Based Audit Framework (RBAF) have been created. A 2010 Horizontal Communications Strategy was also completed. 

The Government Operations Steering Team (GOST) was created by government partners and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) to facilitate planning and operations between them.

Active engagement in 2010 Partner bi-annual community update events in all Four Host First Nations communities and on-going support and monitoring was provided to the Four Host First Nations Society.

International Cultural Trade

A key element of Canadian Heritage’s efforts to ensure the sustainability of cultural industries involves the maintenance of realistic and effective domestic cultural policies in trade and investment rules, an active role in the conduct of Canadian trade policy, and the fostering of cultural trade.  The Department supports these efforts by providing international business development and export preparedness services, and assistance to small-and medium-sized enterprises (SMEs) through the delivery of the Trade Routes program.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Key goals include the effective representation of Canadian cultural policy in trade negotiations and the implementation of the technical assistance pilot project aimed at enhancing global cultural trade exchanges for developing countries.

Results Achieved

Planned results for 2006-07 were modified. Through participation in trade negotiations undertaken by the Government of Canada, the Department expressed its trade and culture position and sought to keep the flexibility needed to pursue domestic cultural policy objectives. Although no trade agreement was concluded, Canadian Heritage along with its Department of Foreign Affairs and International Trade (DFAIT) counterparts advanced Canada's cultural interest in the context of multilateral negotiations and ongoing bilateral negotiations with Korea, Singapore and the Andean Community. The wrap-up of the World Trade Organization (WTO) Doha Development Round negotiations have been postponed until there is a consensus amongst WTO members to reach an agreement on various trade issues.

The Department undertook numerous technical assistance pilot projects in 2004, which were all completed in 2006.  Future cultural-related technical assistance projects are expected to be governed by the UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions, which came into effect on March 18, 2007.

In 2006-07, Trade Routes' network of Trade Commissioners, co-located at DFAIT's Regional Offices and missions abroad, served a total of 1,234 clients, initiated 355 prospecting activities in foreign markets and participated in the coordination/funding of 117 regional and international projects. Trade Routes contributions program has become increasingly popular since its launch in November 2001, with project proposals rising from 13 to 157 in 2007 (a growth of 1200%) targeting an increasing diversity of international markets. In 2007, 117 projects were approved, the most ever.  In addition, a number of trade initiatives were carried out in emerging markets such as Brazil and China, which led to conclusive business deals, new partnerships, and relevant insights on market opportunities in these geographic regions.

Develop and Implement an International Strategic Framework

In 2006-07, the Department sought to clearly articulate its international objectives to better respond to wider government priorities.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The Department developed an international framework that sets up key action and result areas which include: increasing exports; using new technology to ensure better visibility for Canadian content; strengthening relations with the United States; increasing focus on G8 and emerging global powers; and more coherence with overall Government international priorities. 

Results Achieved

Planned results for 2006-07 were achieved. Canadian Heritage’s International Strategic Framework was finalized and focused on three thematic and geographic priorities: International Cultural Promotion and Trade; Participation and Social Inclusion; and China.

Implementation started in October 2006 with the establishment of senior level Canadian Heritage portfolio working groups corresponding to the priorities. These groups have reinforced information sharing on Canadian Heritage and other government departments’ key international activities in these areas, fostered greater collaboration and synergy, and set the stage for more government-wide harmonization in strategic planning and service delivery in these sectors.

All working groups approved strategic options for action plans (2007-10). Participants initiated a portfolio-wide mapping exercise and databank of all international activities, which will allow for much better coordination, planning and effectiveness.

To address the trade deficit and strengthen Canadian cultural exports, Canadian Heritage has fostered greater collaboration between key federal players to increase policy and program alignment, and maximize the support for the promotion of Canada’s culture abroad and related trade. The International Strategic Framework has resulted in more clearly defined roles for the Canada Council for the Arts, the Trade Routes program, and the Department of Foreign Affairs and International Trade’s Promart program, increasing efficiency and effectiveness.

Communications products and related material have been developed to increase awareness of the Department’s international engagement and priorities. These have contributed to the furthering of Canada’s foreign policy and public diplomacy priorities; specifically in the areas of governance, human rights, trade and innovation.

Copyright Reform

The Canadian Copyright Act seeks to achieve a balance, in the public interest, between recognizing the rights of the creators and owners of copyright works, and the access and dissemination of these works.  Technological advances, the development of new business models, and virtually unlimited access to creative works, have revealed challenges for the Act. 

In 2006-07, the Department in collaboration with Industry Canada, planned to introduce two new pieces of legislation to allow Canada to: implement the provisions of the two most recent World Intellectual Property Organization treaties on copyright and to address issues related to technological advances and the Internet; and amend the provision in the Act relating to the protection of photographs.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The amended legislation will provide adequate copyright protection and fair compensation for rights holders and allow reasonable access to the public in line with international standards.

Results Achieved

Planned results for 2006-07 were partially achieved. Copyright reform continued to be a priority for Canadian Heritage.  A bill was drafted to address the various challenges such as: international pressures (e.g. World Intellectual Property Organization treaties); technological changes (e.g. new distribution systems for cultural products); marketplace challenges (e.g. the development of new business models); and court decisions such as Society of Composers, Authors and Music Publishers of Canada (SOCAN) v. Canadian Association of Internet Providers (CAIP) and Canadian Private Copying Collective v. Canadian Storage Media Alliance et al.  The legislation has not yet been tabled in Parliament.

UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions

Since 1999, Canada has been actively involved in the development and promotion of an international instrument on cultural diversity that reaffirms the right of countries to take measures in support of culture, while recognizing the dual social and economic nature of cultural goods and services.    In 2006-07, Canada demonstrated leadership by advocating in favour of ratification of the Convention.  This key international instrument is a tool to help ensure the diversity of cultural expressions.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The Department is working to convince the largest number of UNESCO Member States to ratify the Convention. 

Results Achieved

Planned results for 2006-07 were surpassed.  Canada has continued to use every opportunity to promote the timely and widespread ratification of the Convention, both bilaterally and in a variety of international fora, including the Organization for American States (OAS), La Francophonie internationale and UNESCO.

In December 2006, the critical mass of 30 ratifications had been reached, allowing the Convention to enter into force. The official entry into force of the Convention took place three months later, on March 18, 2007.  As of March 31, 2007, 56 countries had formally ratified the Convention, while others were expected to follow suit shortly.  As a result of joint advocacy efforts undertaken by Canada, other supporting countries as well as diverse regional and international organisations, this Convention was the fastest ever ratified in UNESCO history, allowing it to move quickly into the implementation phase.

Canadian Heritage, with the collaboration of Foreign Affairs and International Trade Canada, continues to encourage the greatest number of countries to ratify as soon as possible in order for the Convention to become an effective international instrument.

The Department continues to work closely with the provinces and territories and with Canada's arts and cultural community to promote the Convention and to play an active role in its implementation, by holding events such as the fourth Canada-Quebec-Civil Society Roundtable on the Diversity of Cultural Expressions that was held in Ottawa in February 2007.

International Audio-visual Co-production Framework

International co-production agreements provide national status to audio-visual production both in Canada and in partner countries.  This status provides access to public funding and broadcasting systems in both countries, where applicable, and enhances bilateral trade and cultural exchanges in the audio-visual sector.

The International Audio-visual Co-production Framework is under review.  The purpose of the review is to examine and refine the objectives of co-production, ensure that they are properly aligned with other federal audio-visual policies and programs, and with overall government objectives.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Over time, the review will result in clearer objectives for official co-production between Canada and foreign partners, selection criteria for new partners, and an integrated performance measurement framework. 

Results Achieved

Planned results for 2006-07 were modified.  Although work towards a revised framework for international audio-visual co-production has progressed significantly, consultation on a draft framework has been postponed to the next fiscal year (2007-08).  The timeline associated with the multi-year implementation strategy will be determined in 2007-08.

Program Activity 3

Preservation of Canada's Heritage

Canadians want their stories and history to be safeguarded for future generations.  Canadian Heritage plays a leading role in facilitating the preservation of and access to cultural works and practices, including film, music, Aboriginal languages, Aboriginal  stories and national cultural artefacts and archives.  The ultimate goal of this program activity is that Canada’s diverse heritage is preserved.

Canada’s Museums

Canadians look to our museums and archives to protect and preserve their national heritage for this and future generations.  The four national museums and Library and Archives Canada are key assets for the Government of Canada in fulfilling its policy objectives in this area.  Non-federal museums across the country also play important roles in preserving Canada’s heritage and contributing to the economic and social well-being of communities.

Museums need to respond to changes in Canadian society, the emergence of new technologies and the ongoing challenges of collections care. Museums have also identified gaps in their capacity to measure and report on their cultural, social and economic impact. Canadian Heritage continues to work with the museum sector to address these issues.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The long-term result for this activity is an enhanced accessibility by Canadians to our rich and diverse heritage.

Results Achieved

Planned results for 2006-07 were partially achieved.  An economic impact measurement tool was piloted at workshops in conjunction with the Canadian Museums Association in May 2006.  The application was favourably received by the museums representatives who attended the workshops, which were conducted in both official languages.  Following the workshops, further assessment of the tool was performed to determine the most accessible means of distribution. Pilot testing and assessment of the economic impact model led to the conclusion that development of the stand-alone application as a web-based tool would maximize accessibility.

In December 2006, the Government of Canada announced an investment of $41.5 million over five years to address urgent capital and infrastructure challenges facing Canada’s four national museums, in order to protect and showcase our culture and heritage.

In the 2007 Budget, an additional $5 million per year was announced to hire qualified summer interns in small and mid-sized museums.  The heritage component of the Young Canada Works program (YCW) helps renew the workforce in the museum sector while enhancing the capacity of smaller institutions to offer visitor services during the peak summer period. YCW is the only program that also provides support to heritage institutions that are open to the public on a seasonal basis, which are often located in a small or medium size community. In 2006-07, close to 900 summer students and graduate interns found work in heritage organizations through the program.

In 2006-07, the grants and contributions programs in the Department for which museums are eligible, such as the Canadian Arts and Heritage Sustainability Program (CAHSP), Cultural Spaces Canada, Canadian Culture Online, and the Museums Assistance Program, continued to enable institutions to carry out projects such as developing and circulating travelling exhibitions and improving collections care capacity.  For instance, the Museums Assistance Program provided funding for 169 new projects out of the 225 received (75%).  Of these, 72 facilitated Canadians’ access to their heritage through the production and circulation of travelling exhibitions, 22 contributed to the preservation and presentation of Aboriginal heritage, and 75 helped enhance professional standards and competencies in the management of key museological functions such as collections care, exhibitions and public programming.  In addition, 14 of these projects directly supported official language minority communities.  Through the CAHSP, 60 new projects were funded to improve long-term capabilities of heritage organizations in the areas of management practices, financial-sufficiency, audience development and governance.

Cultural Property Export and Import Act Review

The Cultural Property Export and Import Act (CPEIA) was enacted in September 1977, as Canada’s implementing legislation for the 1970 UNESCO Convention on illicit traffic in cultural property.  The Act established Canadian export control over cultural property; the Canadian Cultural Property Export Review Board; tax incentives and grants to encourage the sale and donation of significant items to Canadian public institutions and the repatriation of such objects from abroad; and import controls that fulfill Canada’s treaty obligations toward other State Parties to the Convention.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The long-term result of this initiative is that this important legislation will be a modernized, more effective tool in the preservation of Canada’s cultural heritage, and that of countries who suffer the loss of their heritage through illicit traffic in cultural property.  The result this year will be the completion of public and stakeholder consultations to identify options for legislative reform.

Results Achieved

Planned results for 2006-07 were partially achieved.  A discussion paper to identify actions for legislative reform was partially developed, in preparation for public consultations, to strengthen the Act’s effectiveness and enhance accountability.

In 2006-07, the Canadian Cultural Property Export Review Board certified 6,095 objects in 839 applications for certification that were made by 149 designated institutions, for a total fair market value of $114,166,980.  In addition, 10 grants were awarded to 9 institutions totalling $1,486,336.59, and 415 cultural property export permits were issued. Of these, 73 were for temporary export and 342 were for permanent export.  Thirty-four files were opened regarding potential illegal imports.

Canadian Conservation Institute: Returning to Full Function

The Canadian Conservation Institute (CCI) is an internationally-recognized centre of excellence in preservation that is committed to increasing the heritage community’s capacity to preserve Canada’s material cultural heritage for current and future generations. 

The Institute’s key goal is to ensure the heritage community both in Canada and internationally has access to CCI’s research, publications, expert services and training on the preservation of material cultural heritage.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The key planned result of this initiative is to ensure the heritage community both in Canada and internationally has access to CCI’s research, publications, expert services and training on the preservation of material cultural heritage. 

Results Achieved

Planned results for 2006-07 were partially achieved.  The renovation of CCI’s main facility went well (90% complete for Phase 2), and the certification process for the laboratory ventilation system will be completed in the fall of 2007.  To make CCI services more accessible to clients and to increase the transparency of its decision-making, CCI has introduced an exhaustive framework of services that includes a clear description of eligible clients, new criteria for evaluating the requests for services, a new policy on revenue generation and an updated fee structure.  CCI has also developed an e-Services portal that allows heritage institutions to submit their requests for service on-line.  This will facilitate the access and speed of service for the heritage community.

Although some of its laboratories were non-functional due to the renovation project, CCI undertook 51 conservation and scientific research projects in 2006-07.  The Institute responded to more than 870 requests for expert services to museum clients in Canada.  Knowledge dissemination activities included 19 workshops provided to more than 326 museum professionals and staff (with a satisfaction rate of 99%) and the sale of over 5 900 publications in Canada and abroad.

Planning for the 2007 Preserving Aboriginal Heritage Symposium is underway and 54 experts have been invited as speakers (39 from Canada, 28 of whom are from First Nations and 15 from outside Canada, Metis and Inuit communities).  An international workshop aimed at reducing risk to collections was held with participants from America, Europe, Australia and Asia.  Seventeen national training workshops were given to 269 participants with a satisfaction rate of 99%.

A Collection Preservation Management Manual for heritage workers and volunteers is approximately 75% complete.  Conservation documents were consulted on CCI’s Web site more than 2 300 000 times.

First Nations, Inuit and Métis Languages

Today, over 60 languages are spoken by Canada’s First Nations, Inuit, and Métis people, and among these languages, only three – Cree, Ojibway, and Inuktitut – are considered viable and relatively secure from extinction in the short term.  The remaining languages are considered to be endangered, with most considered to be critically endangered.  In 2006-07, the Department focused on working with its partners in the Aboriginal language community to identify opportunities for language preservation, revitalization and promotion.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Consult Aboriginal organizations on the development of the Government of Canada’s response to the report issued by the Task Force on Aboriginal Languages and Cultures.

Results Achieved

Planned results for 2006-07 were achieved. Canadian Heritage's Aboriginal Peoples' Program consulted with Aboriginal organizations on the development of the Government of Canada’s response to the report issued by the Task Force on Aboriginal Languages and Cultures.  In November 2006, the Government of Canada also announced the renewal of $5 million per year for the Aboriginal Languages Initiative (ALI) until 2013-14. The stabilization of ALI funding enabled community-based language activities to continue while Canadian Heritage initiated work with national Aboriginal organizations to develop strategic language plans that will inform new approaches for support to First Nation, Inuit and Métis languages.

In 2006-07, $5 million was provided through the ALI to Aboriginal organizations that undertook and distributed funding to community-based language projects in over 200 communities across Canada to preserve, revitalize and promote First Nation, Inuit and Métis languages.  Some of these projects supported community level activities such as: early childhood acquisition; promotional projects to encourage youth to learn and use the language; the development of new lexicons and dictionaries; the recording of endangered languages; and workshops bringing language practitioners to develop long-term plans for language revitalization. Many First Nation projects focused on critically endangered languages. 

The Government of Canada also provided $4.1 million to support languages in Canada’s North through accords with the governments of Yukon, Northwest Territories and Nunavut. 

The preservation, revitalization and promotion is considered to be a long-term process, which will require sustained investments.  The initiative is considered ongoing, and results will be long-term and incremental.

Program Activity 4

Access and Participation in Canada's Cultural Life

In addition to being part of the creative process, participation in Canada’s cultural life can take a considerable variety of forms: reading, attending exhibitions or performances, learning through the Internet, listening to radio, watching films or television, visiting heritage sites, etc.  Canadian Heritage helps to create the conditions for a wide access to and participation in the various modes of cultural exchange.  The Department focuses on exposing individuals and communities to the wide array of cultural experiences, bridging challenges such as distance, community size, language and ethno-cultural diversity.  The primary vehicles for engaging Canadians in cultural participation are arts activities, mass media, and heritage site and events.

The Department’s efforts in this regard will yield an important result: Canadians have access to and participate in a diverse range of Canadian cultural experiences.

Canadian Periodical Policy

Canada’s expansive geography scope and limited population base causes Canadian periodicals to be highly dependent on a strong, subscription-based domestic periodical industry.  While recent evaluations of the Publications Assistance Program (PAP) and the Canada Magazine Fund (CMF) were positive, a review of federal funding initiatives in this area is required. 

In this context, Canadian Heritage is reviewing how effectively its Canadian periodical programs and policy serve Canadians, and will make any necessary adjustments to ensure that they are effective in meeting Canadian Heritage policy goals.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The Department’s review of its Canadian periodical support framework will lead to changes to ensure the programs remain relevant and that the program funding is as effectively targeted as possible.

Results Achieved

Planned results for 2006-07 were partially achieved.  As a result of the Government of Canada's directive in December 2006, Canada Post will continue their financial partnership in the PAP and the program's budget will be stabilized at $60.4 million until April 2009.  Industry reaction to the announcement was positive.  The 1,161 magazines and non-daily newspapers supported through the program received stable funding in 2006-07 and will not experience major cuts in 2007-08 or 2008-09.  This decision will also help prevent widespread increases in subscription prices due to higher delivery costs.

Over 200 million copies of Canadian periodicals were delivered through the PAP in 2006-07.  Formal consultations with stakeholders have yet to be undertaken.  The full review is expected to be completed by April 2009.

Canadian Content Online

Since 2001, the Canadian Culture Online (CCO) Strategy has been a primary instrument to help ensure Canadians have access through the Internet, and through other delivery vehicles such as cellphones and MP3 players, to Canadian cultural content in both French and English.

Given the dynamic nature of digital interactive media, Canadian Heritage is undertaking a review of the Canadian Culture Online Strategy.  The review was initiated by an evaluation of the support program for the new media sector – the Canada New Media Fund – in 2005. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The assessment of support mechanisms under the CCO Strategy will be key to providing Canadians with access to diverse and quality Canadian content in the online space that Canadians need and want.

Results Achieved

Planned results for 2006-07 were partially achieved.  The Department’s Audit and Evaluation Committee approved the evaluation of the Canada New Media Fund and the management response in December 2006.  The Department met with industry stakeholders in the fall of 2006 to discuss a set of proposed changes to the Canada New Media Fund but the process of finalizing a revised strategy for support to the new media industry has not been completed.

In 2006-07, through the CCO Strategy, a total of $53.4 million in funding support was approved for 221 projects and initiatives that included: content creation projects that reflect our diversity of cultures and heritage; activities that support the Department’s two cultural portals (Culture.ca and the Virtual Museum of Canada) and projects that facilitated the sustainability of the Canadian new media sector.

Projects with broad appeal have received many visits, such as The Canadian Encyclopedia Online (6.8 million visits), the CBC/Radio-Canada Archives sites (3.2 million visits) and the McCord Museum’s Keys to History site (close to 1 million visits).  The majority of projects reported much lower statistics, which can be expected from projects that target specific niches or communities, such as the Deafplanet website (8,000 visits).

The creation of effective thematic research networks and partnerships have brought together 68 Canadian research institutions and new media organizations, which have actively collaborated on the development of numerous innovative tools and applications in support of the creation, management and distribution of digital cultural content.

Canada Travelling Exhibition Indemnification Program

The Canada Travelling Exhibition Indemnification Program was implemented following the adoption of the Canada Travelling Exhibition Indemnification Act, which came into force on December 15, 1999.  Under the auspices of the program, the Government accepts the financial risk of loss or damage associated with major traveling exhibitions in Canada.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The key result of this initiative is to increase opportunities for Canadians to access Canadian and international cultural heritage through the exchange of artefacts and exhibitions in Canada.

Results Achieved

Planned results for 2006-07 were achieved.  Most visitor numbers for indemnified travelling exhibitions circulating in 2006-07 have been received, but not all individual data has been yet submitted by client institutions.  To measure exhibition impact and improve data collection, a post-exhibition survey tool, including the number of visitors, was developed in 2006-07 for implementation in 2007-08.  Future letters of approval to successful applicants will stipulate that completion of the survey is a prerequisite.

In 2006-07, a total of 12 new travelling exhibitions were indemnified for presentation at 16 different venues.  Using a cost-saving formula developed by the program and sanctioned by both the program evaluator and the insurance industry, the program achieved $ 1.7 million insurance savings for host institutions.

A report on first five years of the program’s operation was compiled and submitted to the House of Commons Standing Committee on Canadian Heritage.  An analysis program parameters was provided in the report. The program continues to monitor the impact of current liability ceilings and is assessing the current list of risks excluded from indemnification.

Strategic Outcome 2

Strategic Outcome 2:  Canadians Live in an Inclusive Society Built on Inter-Cultural Understanding and Citizen Participation

The Department’s activities focus on inclusion and participation in Canadian life while reinforcing core values and shared citizenship.  The Department also works to connect Canadians across their differences through inter-cultural exchange, helping to reduce the tensions that could otherwise divide us and to respond to both the challenges and opportunities of an increasingly diverse society.  When Canadians come together in acceptance of their differences, cultural expression becomes richer in quality and quantity, new audiences can be reached, institutions can be more responsive and sustainable, and opportunities for excellence in all cultural spheres are maximized. 

Three program activities of the Department’s Program Activity Architecture work to achieve Strategic Outcome 2 and its related priorities.  The table below provides the total planned financial and human resources for the Department’s second strategic outcome, which is the sum of resources allocated to three program activities.

Financial and Human Resources for Strategic Outcome 2 - 2006-07
Program Activity	Actual Spending ($ millions)	Actual Full-Time Equivalents
5. Promotion of Inter-Cultural Understanding	146.2	124
6. Community Development and Capacity-Building	244.1	161
7. Participation in Community and Civic Life	204.9	500
Total	595.2	785

Program Activity 5

Promotion of Inter-cultural Understanding

Canadian Heritage fosters inter-cultural understanding by generating opportunities for Canadians to share experiences and learn about each other’s cultures.  One of the ways this is done is through the promotion of linguistic duality and of learning Canada’s two official languages.  The Department also supports initiatives that promote cross-cultural understanding within and between communities.  With attention to the unique opportunities generated by sport activities in Canada, the Department promotes diversity as a means of enhancing inter-cultural experiences and understanding.

By promoting inter-cultural understanding, the Department expects to foster a society where Canadians interact across diverse communities and value the diversity and linguistic duality of Canadian society.

Second-language learning agreements

Over the past 35 years, the Government of Canada has provided financial assistance to the provinces and territories to help them offer second-language learning programs.  Learning the second official language gives Canadians, whether French- or English-speaking, an appreciation of the other group’s reality, thereby enhancing Canada’s linguistic duality.  Through its Enhancement of Official Languages program, the Department continues to work with the provinces and territories to support the instruction of English and French as second official languages, while pursuing the objective of doubling the proportion of Canadian youth between 15 and 19 years old who have a working knowledge of both official languages. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The planned result of this initiative is to increase the proportion of Canadians who have a working knowledge of both official languages and a greater understanding and appreciation of the benefits of linguistic duality in the short term. 

Results Achieved 

Planned results for 2006-07 were achieved.  The Department continued to work with provinces and territories in the area of second-language learning seeing that multi-year agreements in education signed in 2005-06 with provinces and territories were implemented during 2006-07.

The most recent data shows that the enrolments remained stable. Over 2.3 million young Canadians (47.5%) studied English or French as their second language in 2003-04, compared to 2.25 million in 2001-02.  There were over 367,000 students enrolled in French-immersion programs in 2003-04, compared to 290,000 in 2001-02.

In 2006-07, 8 projects were supported as part of the second-language instruction component for a total of $635,000. Moreover, 17 projects were supported as part of the linguistic duality promotion component for a total of $2,169,694.

Opportunities were given to 12,000 young Canadians to appreciate linguistic duality through activities stemming from various official-languages programs: language bursary programs Destination Clic et Explore, in-class language monitor programs Accent and Odyssey, Young Canada Works in Both Official Languages and youth forums. 

Multiculturalism Program

The Multiculturalism Program continues to focus on identifying the barriers faced by ethno-cultural/racial communities by supporting activities that include specific interventions and leadership at the federal level.  Particular emphasis is placed on youth in these communities and on the removal of barriers that limit the economic, social, political and cultural participation of these communities in Canada. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

By broadening the reach to ethno-cultural/racial communities through targeted interventions and effective partnerships, towards achieving fuller participation of these communities in all aspects of Canadian society, the Department will further help to create a cohesive society.  Eliminating barriers to participation will help Canadians of all backgrounds contribute to Canada’s economy, political landscape, and to build a welcoming respectful society. 

Results Achieved

Planned results for 2006-07 were partially achieved. Several initiatives showed interesting results.  Capacity Canada Roundtable, a national network of internationally educated/trained professionals promoting greater access to professions and trades, saw significant results in areas such as engineering and nursing.

Ethno-cultural/racial minority youth at the senior high school level were encouraged to participate in the journalism profession through the Young People's Press Diversifying Canada's Newsrooms project.

The Multiculturalism Internship pilot projects sponsored by the Success Skills Centre in Winnipeg and Costi-IIAS Immigrant Services in Toronto are supporting the skills development of ethno-cultural minority youth who are experiencing barriers to employment.

The reach of the Racism Stop It! National Video Competition and the Mathieu Da Costa Challenge were significantly broadened through the support of partnerships with other agencies and corporations such as the National Film Board of Canada, CBC/Radio-Canada, and Canada Post. 

The Program also reached out to more than 46 000 Canadians, in particular youth, through the delivery of 29 national initiatives involving public education events celebrating Black History Month and Asian Heritage Month.

A collaborative framework with the National Crime Prevention Centre, Public Safety Canada, resulted in funding support for initiatives such as the League for Human Rights of B’nai Brith Canada project and the Third International Symposium on Hate on the Internet.

Program Activity 6

Community Development and Capacity-Building

Aboriginal and official languages communities play a uniquely important role in Canada as part of the fabric that has shaped Canadian society since its beginning.  Canadian Heritage supports the development of Aboriginal organizations with programs that build on the cultural strengths of Aboriginal peoples and help Aboriginal communities and networks to thrive.  Canadian Heritage also supports the development of official-language minority communities by enhancing their participation in different sectors of society and by working to ensure their vitality in all parts of the country. 

This program activity seeks to advance the cultural vitality of Canada’s official languages minority and Aboriginal communities.

Development of Official-language Minority Communities

For the past 35 years, the Government of Canada has provided financial assistance to the provinces and territories to help them offer minority-language education programs.  Canadian Heritage encourages provincial and territorial governments and other federal agencies to provide communities with programs and services in areas deemed to be a priority for their development.  Through its Development of Official-Language Communities program, the Department continues working with its many partners, with a particular emphasis on pursuing the education objective, which is to increase the overall proportion of eligible students enrolled in minority-language schools in Canada.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The planned result of this initiative is to provide official-language communities with greater access to programs and services in their language through various community and government bodies. 

Results Achieved

Planned results for 2006-07 were achieved.  The multi-year agreements on education reached with the Council of Ministers of Education Canada and the provinces and territories in 2005‑06 over a four-year period were implemented in 2006-07, and nine complementary project agreements were reached, including six involving school-community space initiatives. Since 2005-06, federal-provincial/territorial co-operation agreements involving services were signed with each province and territory, including the signing in 2006-07 of the first agreement on English-language services with Quebec since 1999.

Efforts focussed on two major initiatives to co-ordinate activities undertaken with federal departments and agencies: federal institution awareness was raised through over 45 presentations given by the Department on the Act to amend the Official Languages Act; and federal institutions and the Department were better equipped to report on the results of their community development and duality promotion activities.

In co-operation with Decima Research, the Department conducted a survey on Canadians' perceptions of official languages, polling 2,073 members of minority communities and 1,259 respondents from majority communities. Preliminary analysis showed that Canadians have maintained or increased their support for policies and programs aimed at fostering minority-community development. Of all respondents, 62% believe that the Government of Canada’s official-languages policy strengthens national unity, an increase of 6% over 2002. As well, 91.5% of minority respondents believe that the Government of Canada has a key role in supporting minority-community development, and 73.8% say they are satisfied with the services available in their language, in their region.

The Department supported the development of other performance measurement instruments, including the signing of a contract with the Council of Ministers of Education, Canada, for the preparation and release of two Canada-wide reports (2007-08 and 2009-10) on the implementation of provincial and territorial action plans for official-language education.

Program Activity 7

Participation in Community and Civic Life

An inclusive society means that all Canadians feel that they have a stake in their communities and their country; they can participate and feel that their contribution matters.  Canadian Heritage programs and activities contribute to this goal by helping to address some of the key impediments to community and civic participation.  This is done through initiatives that educate Canadians about their country and their citizenship, both at home and abroad, while helping to educate the rest of the world about Canada.  It is also achieved through the development of sport participation and volunteerism in communities.  Youth programs generate opportunities and encourage participation. Targeted measures for ethno-cultural and ethno-racial communities assist these groups to more effectively participate into all aspects of Canadian life.  Targeted measures for Aboriginal communities, including Aboriginal youth and women, support the participation of Aboriginal peoples and build upon Aboriginal cultures. 

As a result of the activities that foster participation, the Department will become more engaged in Canada’s communities and civic life.

Canada’s Action Plan Against Racism

In their commitment to combat racism and nurture a more inclusive society, Canadian Heritage and key federal partners are working to implement initiatives announced in A Canada for All: Canada’s Action Plan Against Racism.  These initiatives aim to help Canadian families and communities by addressing gaps in federal programs and by eliminating systemic barriers.  They focus on the settlement of new citizens, and the promotion of institutional change within public institutions to remove systemic barriers. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The key result for the Action Plan is that by combating racism, Canadians, regardless of race, ethnicity, cultural or religious background, are better able to participate in and contribute to Canadian society and achieve their full potential.  To measure the Action Plan’s impact, the Department will develop success indicators and consult Canadians to solicit their feedback. Progress will be reported in the Annual Report on the Operation of the Canadian Multiculturalism Act.

Results Achieved

Planned results for 2006-07 were partially achieved.  Performance indicators have been identified for the Action Plan but more work was needed to refine them, which was carried forward into spring 2007. In addition, the development of a framework for baseline data collection began in 2006-07.  Actual data collection will not be completed until fall 2007.

Horizontal governance structures have been developed, including a performance measurement and reporting framework, to coordinate the overall Action Plan across departments.  A consultation strategy was developed and three discussion sessions were held in the fall of 2006 to further increase awareness about the Action Plan and to gain stakeholder perspectives on measuring progress.

Statistics Canada releasedhate crimes data for London and Ottawa on February 6, 2007. The release of this data provided an opportunity to highlight the Action Plan’s national strategy for the collection of hate crimes data, as well as illustrate concrete progress in the implementation of one of its initiatives. Activities of the Inclusive Institutions Initiative are ongoing and matching funds continue to be provided to federal institutions for projects that assist them in promoting policies, programs and services that are sensitive and responsive to Canada’s rapidly growing diversity.

Historical Redress

The historical redress initiative responds to the Government of Canada’s commitment to recognize the historical experiences of ethno-cultural communities impacted by wartime measures and/or immigration restrictions that, while legal at the time, are not consistent with the values held by Canadians today. It also relates to the Government of Canada’s commitment to the Chinese community and all Canadians to provide appropriate acknowledgment and symbolic ex gratia payments related to the Chinese Head Tax.  

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The key result for the initiative will be: symbolic ex gratia payments to those who were required to pay the Chinese Head Tax and to the spouses of Head Tax payers who have since passed away; the establishment of a fund for community projects aimed at acknowledging the impact of past wartime measures and immigration restrictions on ethno-cultural communities; and the development of a national historical recognition program to fund federal initiatives.

Results Achieved

Planned results for 2006-07 were partially achieved.  As promised in the 2006 Speech from the Throne, on June 22, 2006, the Government of Canada made an official apology for the implementation of the Chinese Head Tax.  In 2006-07, 42 ex gratia payments totalizing $840,000 were made to Head Tax Payers and 119 ex gratia payments totalizing $2,380,000 were made to conjugal partners of now deceased Head Tax Payers, for a total of 161 payments and $3,220,000. 

A $24 million Community Historical Recognition Program was developed and a $10 million National Historical Recognition Program was developed, but details have not been finalized.  These programs are expected to be launched in 2007.

Opportunities for Sport Participation

The Department of Canadian Heritage recognizes the contribution of sport participation to achieving wider societal goals including public health and community development.  Using the framework provided by the Canadian Sport Policy and the objectives set out in the Physical Activity and Sport Act and the Department of Canadian Heritage Act, the Department is developing initiatives to increase opportunities for sport participation among children, youth and under-represented groups, including Aboriginal peoples and persons with a disability. 

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The key goal of the Department’s activities in the area of sport participation is increased sport participation by Canadians, including Aboriginal peoples and persons with a disability. 

Results Achieved

Planned results for 2006-07 were achieved.  The Department began the implementation of the Policy on Sport for Persons with a Disability and Policy on Aboriginal Peoples’ Participation in Sport, and supported 12 federal/provincial/territorial (FPT) bilateral agreements to increase sport participation levels and 11 FPT bilateral agreements to encourage and support greater participation of aboriginal people in sport.  Baseline data is being collected to enable the ongoing monitoring of progress-to-date toward targets in measuring the participation in sport of children and youth, and girls and women.

Canadian Heritage assisted Finance Canada and the Canada Revenue Agency to develop the definition of physical activity programs eligible for the Children’s Fitness Tax Credit identified in the 2006 Budget speech.  As well, the Department worked with the Public Health Agency of Canada to revitalize ParticipAction to promote physical activity and sport participation, and contributed content and financial support to WinterActive and SummerActive promotional campaigns for physical activity and sport.

The Department participated in Health Canada’s interdepartmental work group on the Aboriginal Youth Suicide Prevention Strategy leading to the acceptance of sport participation as one of the important tools to address this health crisis.  The Department also began exploring with the Office of the Governor General how sport participation can help bring diverse Canadian youth together.  The FTP governments have approved a Long Term Athlete Development (LTAD) implementation plan to better enable Canadians to participate and excel in lifelong sport.

400^th Anniversary of Québec in 2008

Canada 2004-08 is a five-year plan to commemorate Canada’s national anniversaries.  This plan identified the celebration of the 400^th anniversary of the founding of Québec City in 1608, Canada’s oldest city, as a key commemorative event. 

The Department is coordinating federal involvement in this event through working with federal departments and agencies, provincial governments, municipalities and other partners, including the Société du 400^e anniversaire de Québec.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

As a result of this key initiative, Canadians will have increased opportunities to learn about and celebrate Canada’s first city and permanent settlement of la Francophonie in North America.

Results Achieved

Planned results for 2006-07 were achieved.  A multiyear contribution agreement with the Société du 400^e anniversaire de Québec was signed on August 23, 2006.  In 2006-07, Canadian Heritage contributed $7 050 000 to this initiative. The management and monitoring of the contribution agreement with the Société du 400^e annniversaire de Québec is underway and bi-weekly meetings with the federal, provincial, municipal commissioners and the Société du 400^e anniversaire de Québec are being held. 

Committees have been put in place to collaborate and coordinate with other federal departments, including: Committee of Assistant Deputy Ministers; Directors General Communications Working Group; Federal Coordination Committee and Federal Communications Coordination Sub-Committee.

Canada’s Participation in International Expositions

Canadian Heritage plans and manages Canada’s participation in International Expositions in close collaboration with other federal departments, provinces and territories, and key partners in the private sector. This includes the upcoming exposition planned for Shanghai in 2010 and the support of the Government of Canada for a proposal for Toronto to prepare a bid for 2015. 

In support of the objectives set out in the Policy Framework on International Expositions (1995), the Department will develop an approach for Canada’s participation in future recognized and registered expositions by the Bureau international des expositions (BIE) – the body that controls the frequency and the quality of international expositions, of which Canada is a member.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

This initiative is expected to achieve two results: Canada’s interests abroad are broadened and asserted through its participation at international expositions sanctioned by the BIE; and Canadians participate in projecting Canada’s interests in the world through international expositions.

Results Achieved

Planned results for 2006-07 were achieved. In 2006, Canada declined the invitation to participate in the 2008 International Exposition in Zaragoza, Spain and accepted the invitation from the Premier of the State Council of the People’s Republic of China to participate in Expo 2010 in Shanghai.  The scope and thematic approach of Canada’s pavillion and overall participation was developed in harmony with the general theme of Expo 2010: Better City, Better Life.  The development of a risk management plan for Expo 2010 is underway.  Expo 2010 is expected to be the world’s largest Expo ever, in terms of participation and attendance.

The Toronto proposal for the 2015 International Exposition was analyzed and a pan-federal response was negotiated and coordinated.  The federal government agreement was to commit $600 million for existing federal policy obligations related to hosting an international expo in Canada, such as essential federal services, federal presence and support for developing countries.  Unfortunately, as neither the municipality nor the province of Ontario would assume responsibility for any potential deficit, it was not possible to forward the Toronto proposal to the BIE.

2010 Games: Strategic Opportunities Initiative

The Government of Canada is a key partner in planning the 2010 Olympic and Paralympic Winter Games to be held in Vancouver and Whistler, B.C.  The 2010 Games Federal Secretariat, situated within Canadian Heritage, works closely with the Vancouver Organizing Committee and other Games partners, to ensure that the 2010 Winter Games are a success in the eyes of Canadians, and a credit to Canada abroad.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

The goals of the 2010 Federal Secretariat are that: Canadian excellence and values will be promoted nationally and internationally; sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives; and that early planning and seamless, cost-effective delivery of mandated federal responsibilities, including essential federal services, will contribute to high quality Games.

Results Achieved

Planned results for 2006-07 were achieved.  Canadians of diverse origins have been engaged in the planning of 2010 Olympic and Paralympic Winter Games and have participated in various 2010 related activities thereby promoting sustainable sport, social, cultural, and economic benefits for all Canadians. The Government of Canada supported the signing by non-government partners of a Collaborative Protocol of Francophone communities to ensure representation of Canada’s Francophonie in the hosting of the 2010 Winter Games.

Negotiations have been entered into with municipalities of Vancouver and Whistler to plan and implement Live Sites, which will be free public gathering spaces.

The 2010 Federal Secretariat actively participated in 2010 Partner bi-annual community update events in all Four Host First Nation communities, as well as provided ongoing support and monitoring for the Four Host First Nations Society.

Discontinued programs

As part of Expenditure Review, the Government of Canada announced on September 25, 2006, that four programs were discontinued: the Canada Volunteerism Initiative, the Acknowledgement, Commemoration and Education Program, the Community Participation Program and the Court Challenges Program.

Summary Table: Results of All Key Initiatives

The Summary Table presents the results of all planned key initiatives as they were indicated in the 2006-07 Canadian Heritage Report on Plans and Priorities. We have indicated results under the following 6 categories: 

Results achieved were above planned results.	Exceeded
All planned results were achieved.	Met
Only some planned results were met.	Partially met
The initiative has been discontinued.	Discontinued
The initiative has been changed and new planned results were set.	Modified
Planned results were not achieved.	Not met

Strategic Outcome 1:  Canadians Express and Share their Diverse Cultural Experiences with Each Other and the World

Program Activity 1:  Creation of Canadian Content and Performance Excellence

Key Initiative: CRTC Report on the Impact of Technologies Change on Canadian Broadcasting
Overall Results Achieved in 2006-07:	Met
Key Initiative: Canadian Television Fund New Governance Structure
Overall Results Achieved in 2006-07:	Met
Key Initiative: High Performance Sport Programming and Technically Sound Sport Development
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Benefits of Hosting
Overall Results Achieved in 2006-07:	Partially met

Program Activity 2:  Sustainability of Cultural Expression and Participation

Key Initiative: Telecommunications Policy Review Panel Response
Overall Results Achieved in 2006-07:	Met
Key Initiative: Canadian Feature Film Policy
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Audio-visual Institutional Renewal: Telefilm Canada and National Film Board
Overall Results Achieved in 2006-07:	Modified
Key Initiative: Centralization of Canadian Content Certification
Overall Results Achieved in 2006-07:	Modified
Key Initiative: Virtual Museums of Canada’s Further Enhancement
Overall Results Achieved in 2006-07:	Met
Key Initiative: 2010 Games: Strategic Opportunities Initiative
Overall Results Achieved in 2006-07:	Met
Key Initiative: International Cultural Trade
Overall Results Achieved in 2006-07:	Modified
Key Initiative: Develop and Implement an International Strategic Framework
Overall Results Achieved in 2006-07:	Met
Key Initiative: Copyright Reform
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions
Overall Results Achieved in 2006-07:	Exceeded
Key Initiative: International Audio-visual Co-production Framework
Overall Results Achieved in 2006-07:	Modified

Program Activity 3:  Preservation of Canada’s Heritage

Key Initiative: Canada’s Museums
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Cultural Property Export and Import Act Review
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Canadian Conservation Institute: Returning to Full Function
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: First Nations, Inuit and Métis Languages
Overall Results Achieved in 2006-07:	Met

Program Activity 4:  Access and Participation in Canada’s Cultural Life

Key Initiative: Canadian Periodical Policy
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Canadian Content Online
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Canada Traveling Exhibitions Indemnification Program
Overall Results Achieved in 2006-07:	Partially met

 

Strategic Outcome 2:  Canadians Live in an Inclusive Society Built on Inter-cultural Understanding and Citizen Participation

Program Activity 5:  Promotion of Inter-cultural Understanding

Key Initiative: Second-language Learning Agreements
Overall Results Achieved in 2006-07:	Met
Key Initiative: Multiculturalism Program
Overall Results Achieved in 2006-07:	Partially met

Program Activity 6:  Community Development and Capacity Building

Key Initiative: Development of Official-language Minority Communities
Overall Results Achieved in 2006-07:	Met

Program Activity 7:  Participation in Community and Civic Life

Key Initiative: Canada’s Action Plan Against Racism
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Historical Redress
Overall Results Achieved in 2006-07:	Partially met
Key Initiative: Opportunities for Sport Participation
Overall Results Achieved in 2006-07:	Met
Key Initiative: 400thAnniversary of Québec in 2008
Overall Results Achieved in 2006-07:	Met
Key Initiative: Canada’s Participation in International Expositions
Overall Results Achieved in 2006-07:	Met
Key Initiative: 2010 Games: Strategic Opportunities Initiative
Overall Results Achieved in 2006-07:	Met
Discontinued programs in 2006-07
Canada Volunteerism Initiative Acknowledgement, Commemoration and Education Program Community Participation Program Court Challenges Program

Section 3: Supplementary Information

2006-07 Canadian Heritage, Accountability Structure

Title	Financial Resources Actual Spending ($ millions)	Number of Full-Time Equivalents
Assistant Deputy Minister of Cultural Affairs	389.6	335
Assistant Deputy Minister of Citizenship and Heritage	584.2	480
Assistant Deputy of International and Intergovernmental Affairs and Sport	283.7	283
Assistant Deputy Minister of Public Affairs and Communications	80.7	683
Assistant Deputy Minister of Planning and Corporate Affairs (responsible for the Corporate Management with the Deputy Minister; the Associate Deputy Minister; the Executive Director, Portfolio Affairs; the Director General, Human Resources and Workplace Management; the Corporate Secretary; the General Counsel and the Ombudsman)	65.2	595

2006-07 Department of Canadian Heritage Regional Offices

Financial and Human Resources

Region	Operating and Management Resources ($ millions)	Number of Full-Time Equivalents
Atlantic Region Regional office with 3 district offices	4.847	65
Quebec Region Regional office with 1 district office	5.781	80
Ontario Region Regional office with 4 district offices	6.017	76
Prairies and Northern Region Regional office with 3 district offices	5.722	67
Western Region Regional office with 5 district offices	6.484	86
TOTAL	28.831	374

Financial Tables

NOTE

The following tables are not applicable to the Department:

• Table 7 – Revolving Fund
• Table 10 – Progress Against the Department’s Regulatory Plan
• Table 11 – Details on Project Spending
• Table 12 – Status Report on Major Crown Projects
• Table 18 – Procurement and Contracting
• Table 21 – Travel Policies
• Table 22 – Storage Tanks

Table 1: Comparison of Planned To Actual Spending (including FTEs)

($ millions)	2006-07
	Actual 2004-2005	Actual 2005-2006	Main Estimates	Planned Spending	Total Authorities	Actual
Business Lines:
Cultural Development and  Heritage	440.1	….	….	….	….	….
Canadian Identity	696.6	….	….	….	….	….
Corporate Management	131.4	….	….	….	….	….
Program Activities:
Creation of Canadian Content and Performance Excellence	….	330.5	297.9	307.7	348.2	353.3
Sustainability of Cultural Expression and Participation	….	169.3	281.9	281.6	265.8	246.2
Preservation of Canada's Heritage	….	52.3	36.7	41.6	40.5	45.6
Access and Participation in Canada's Cultural Life	….	156.8	200.5	199.9	184.8	163.1
Promotion of Inter-Cultural Understanding	….	122.5	118.9	148.8	143.8	146.2
Community Development and Capacity Building	….	272.4	240.8	250.7	244.5	244.1
Participation in Community and Civic Life	….	175.3	207.9	241.7	231.4	204.9
Total	1,268.1	1,279.1	1,384.6	1,472.0	1,459.0	1,403.4
Less: Non-Respendable Revenues	71.5	80.1	62.0	62.0	79.8	79.8
Plus: Cost of services received without charge*	27.5	28.3	29.5	29.5	29.8	29.8
Total Departmental Spending	1,224.1	1,227.3	1,352.1	1,439.5	1,409.0	1,353.4
Full Time Equivalents	2,203	2,206	2,452	2,511	2,376	2,376
* Services received without charge include accommodations provided by Public Works and Government Services Canada, the employer's share of employees' insurance premiums, and expenditures paid by Treasury Board Secretariat (excluding revolving funds), Workers' Compensation coverage provided by Social Development Canada, and services received from the Department of Justice Canada (see Table 4).

Table 2: Resources by Program Activity

2006-2007
($ millions)	Budgetary							Plus: Non-Budgetary	Total
Program Activities	Operating	Capital	Grants	Contributions and Other Tranfer Payments	Total: Gross Budgetary Expenditures	Less: Respendable Revenue	Total: Net Budgetary Expenditures	Loans, Investments and Advances
Creation of Canadian Content and Performance Excellence
Main Estimates	26.1	….	27.0	244.8	297.9	….	297.9	….	297.7
Planned Spending	27.9	….	27.0	352.8	307.7	….	307.7	….	307.7
Total Authorities	25.8	….	25.3	297.1	348.2	….	348.2	….	348.2
Actual Spending	32.5	….	25.3	295.5	353.3	….	353.3	….	353.3
Sustainability of Cultural Expression and Participation
Main Estimates	58.1	….	23.1	204.0	285.2	3.3	281.9	….	281.9
Planned Spending	57.8	….	23.1	204.0	284.9	3.3	281.6	….	281.6
Total Authorities	58.3	….	20.6	190.2	269.1	3.3	265.8	….	265.8
Actual Spending	62.8	….	20.6	166.3	249.7	3.5	246.2	….	246.2
Preservation of Canada's Heritage
Main Estimates	21.0	….	….	16.8	37.8	1.1	36.7	….	36.7
Planned Spending	21.0	….	….	21.7	42.7	1.1	41.6	….	41.6
Total Authorities	20.9	….	….	20.5	41.4	0.9	40.5	….	40.5
Actual Spending	25.4	….	….	20.5	45.9	0.3	45.6	….	45.6
Access and Participation in Canada's Cultural Life
Main Estimates	77.7	….	59.1	64.7	201.5	1.0	200.5	0.01	200.5
Planned Spending	77.1	….	59.1	64.7	200.9	1.0	199.9	0.01	199.9
Total Authorities	67.8	….	48.8	69.2	185.8	1.0	184.8	0.01	184.8
Actual Spending	48.9	….	48.7	66.4	164.0	0.9	163.1	0.00	163.1
Promotion of Inter-cultural Understanding
Main Estimates	13.1	….	5.6	100.2	118.9	….	118.9	….	118.9
Planned Spending	13.0	….	35.6	100.2	148.8	….	148.8	….	148.8
Total Authorities	13.5	….	15.2	115.1	143.8	….	143.8	….	143.8
Actual Spending	15.9	….	15.2	115.1	146.2	….	146.2	….	146.2
Community Development and Capacity Building
Main Estimates	19.0	….	42.1	179.7	240.8	….	240.8	….	240.8
Planned Spending	18.9	….	52.1	179.7	250.7	….	250.7	….	250.7
Total Authorities	17.9	….	5.2	221.4	244.5	….	244.5	….	244.5
Actual Spending	17.1	….	5.2	221.8	244.1	….	244.1	….	244.1
Participation in Community and Civic Life
Main Estimates	69.6	….	26.2	112.1	207.9	….	207.9	….	207.9
Planned Spending	73.0	….	36.9	131.8	241.7	….	241.7	….	241.7
Total Authorities	79.8	….	30.5	121.1	231.4	….	231.4	….	231.4
Actual Spending	55.2	….	30.4	119.3	204.9	….	204.9	….	204.9
Total Department
Main Estimates	284.6	….	183.1	922.3	1,390.0	5.4	1,384.6	0.01	1,384.6
Planned Spending	288.7	….	233.8	954.9	1,477.4	5.4	1,472.0	0.01	1,472.0
Total Authorities	284.0	….	145.6	1,034.6	1,464.2	5.2	1,459.0	0.01	1,459.1
Actual Spending	257.8	….	145.4	1,004.9	1,408.1	4.7	1,403.4	0.00	1,403.4

Table 3: Voted and Statutory Items

($ millions)	2006-07
Voted and Statutory Items	Main Estimates	Planned  Spending	Total Authorities	Actual
1 Operating Expenditures	249.6	253.1	252.6	227.0
5 Grants and Contributions	1,104.6	1,188.0	1,179.1	1,149.1
(S) Salaries of the Lieutenant-Governors	1.0	1.0	1.1	1.1
(S) Payments under the Lieutenant-Governors Superannuation Act	0.6	0.6	0.9	0.9
(S) Supplementary Retirement Benefits - Former Lieutenant-Governors	0.2	0.2	0.2	0.2
(S) Contributions to Employee Benefit Plans	28.5	29.0	25.0	25.0
(S) Minister of Canadian Heritage - Salary and Motor Car Allowance	0.07	0.07	0.08	0.08
Total	1,384.6	1,472.0	1,459.0	1,403.4
L15 Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act	0.01	0.01	0.01	0.00
Total Department	1,384.6	1,472.0	1,459.0	1,403.4

The total variance of $55.6M between the 2006-07 authorities and the actuals is overstated by $40.9M which has been reprofiled to future years.

Table 4: Services received without Costs

($ millions)	2006-07 Actual Spending
Accommodation provided by Public Works and Government Services Canada	15.9
Contributions covering employers' share of employees' insurance premiums and expenditures paid by Treasury Board Secretariat (excluding revolving funds)	11.8
Worker's compensation coverage provided by Social Development Canada	0.05
Salary and associated expenditures of legal services provided by Justice Canada	2.0
Total 2006-07 Services received without charges	29.8

 

Table 5: Loans, Investments and Advances (non budgetary)

($ millions)	2006-07
Program Activity	Actual 2004-05	Actual 2005-2006	Main Estimates	Planned Spending	Total Authorities	Actual
Access and Participation in Canada's Cultural Life
Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act	--	--	0.01	0.01	0.01	--
Total - Department	--	--	0.01	0.01	0.01	--

Table 6: Sources of Respendable and Non-Respendable Revenues

($ millions)	2006-07
	Actual 2004-05	Actual 2005-06	Main Estimates	Planned Revenue	Total Authorities	Actual
Respendable Revenues
Business Lines:
Cultural Development and Heritage	4.3	--	--	--	--	--
Program Activities:
Sustainability of Cultural Expression and Participation	--	3.4	3.3	3.3	3.3	3.5
Preservation of Canada's Heritage	--	0.5	1.1	1.1	0.9	0.3
Access and Participation in Canada's Cultural Life	--	1.0	1.0	1.0	1.0	0.9
Total - Respendable Revenues	4.3	4.9	5.4	5.4	5.2	4.7
Non-Respendable Revenues
Federal-Provincial Lottery Agreement	60.5	62.1	62.0	62.0	62.8	62.8
Other Revenue	11.0	18.0	--	--	17.0	17.0
Total - Non-Respendable Revenues	71.5	80.1	62.0	62.0	79.8	79.8
Total Revenues	75.8	85.0	67.4	67.4	85.0	84.5

Table 8: Resource Requirements by Sector

($ millions)	2006-2007 Program Activities
Organization	Creation of Canadian Content and Performance Excellence	Sustainability of Cultural Expression and Participation	Preservation of Canada's Heritage	Access and Participation in Canada's Cultural Life	Promotion of Inter-Cultural Understanding	Community Development and Capacity Building	Participation in Community and Civic Life	TOTAL
Cultural Affairs
Planned Spending	174.1	80.8	3.4	163.2	0.0	0.0	0.2	421.7
Actual Spending	194.9	74.8	1.2	117.9	0.1	0.1	0.6	389.6
Citizenship and Heritage
Planned Spending	0.0	5.3	30.0	15.3	144.1	243.8	158.4	596.9
Actual Spending	0.2	14.5	33.2	12.1	138.5	234.5	151.2	584.2
International and Intergovernmental Affairs and Sport
Planned Spending	127.7	176.5	0.1	1.7	0.2	0.1	18.0	324.3
Actual Spending	148.5	131.8	0.2	0.6	1.1	0.2	1.3	283.7
Public Affairs and Communications
Planned Spending	0.2	6.5	3.6	9.8	2.4	3.5	61.4	87.4
Actual Spending	3.8	11.8	6.2	14.5	3.5	4.9	36.0	80.7
Corporate Services
Planned Spending	5.7	12.5	4.5	9.9	2.1	3.3	3.7	41.7
Actual Spending	5.9	13.3	4.8	18.0	3.0	4.4	15.8	65.2
TOTAL
Planned Spending	307.7	281.6	41.6	199.9	148.8	250.7	241.7	1,472.0
Actual Spending	353.3	246.2	45.6	163.1	146.2	244.1	204.9	1,403.4

Table 9-A-1: Access to Information and Privacy (ATIP)

A. User Fee	Fee Type	Fee Setting Authority	Date Last Modified	2006-07					Planning Years
				Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard	Performance Results	Fiscal Year	Forecast Revenue ($000)	Esti­mated Full Cost ($000)
Fees charged for the processing of access requests filed under the Access to Information Act.	Other products and services	Access to Information Act	1992	See note 1	7	490 See note 4	Response provided within 30 days following the request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details.	See note 2	2007-08 2008-09 2009-10	See note 3 See note 3 See note 3	490 See note 5 See note 5
B. Date Last Modified: (Nil)
C. Other Information: (Nil)

* Note: According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• Performance standard, if provided, may not have received parliamentary review;
• Performance standard, if provided, may not respect all establishment requirements under the User Fees Act ( UFA) (e.g., international comparison, independent complaint address); and
• Performance results, if provided, are not legally subject to User Fees Act section 5.1 regarding fee reductions for failed performance.

Note 1: This figure cannot be provided, as revenue is based on actual information requests received under the Access to Information Act.

Note 2: Taking into account external factors, 90% of requests were completed within the prescribed timeframe.

Note 3: This figure cannot be provided, as revenue is based on actual information requests received under the Access to Information Act.

Note 4: This figure consists of salary and O&M costs in relation to the administration of the Access to Information Act.

Note 5: Budget information not provided in advance. Cannot provide figures for 2008‑09 and 2009‑10.

Table 9-A-2: Canadian Audio-Visual Certification Office (CAVCO)

A. User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2006-2007					Planning Years
				Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard	Performance Results	Fiscal Year	Forecast Revenue ($000)	Esti­mated Full Cost ($000)
Processing fees	Regulatory Fee	Department of Canadian Heritage Act	March 2004	3,150	3,525	3,179	Issuing certificates 8-10 weeks from the date the application is received and deemed complete.	CAVCO was able to issue the certification within this period 90% of the time.	2007-08 2008-09 2009-10	3,500 3,500 3,500	3,300 3,500 3,500
B. Date Last Modified: March 2004
C. Other Information:(Nil)

Tables 9-B-1, 2, 3 and 4: External Fees and Service Standards

More information on tables 9-B-1, 2, 3 and 4 is available on line.

Table 9-B-1: Access to Information and Privacy (ATIP)

Table 9-B-2: Canadian Audio-Visual Certification Office (CAVCO)

Table 9-B-3: Canadian Conservation Institute (CCI)

Table 9-B-4: Canadian Heritage Information Network (CHIN)

Table 13: Details on Transfer Payments Programs

Name of Transfer Payment Programs (above $5 million)	Amount of Grants ($ millions)	Amount of Contributions ($ millions)	Total($ millions)
Aboriginal Peoples’ Program (including Young Canada Works)	0.6	65.2	65.8
Acknowledgement, Commemoration and Education	0.0	0.0	0.0
Arts Presentation Canada Program	0.0	22.1	22.1
Athlete Assistance Program	25.3	0.0	25.3
Book Publishing Industry Development Program (BPIDP)	0.0	36.9	36.9
Canada Magazine Fund	0.0	15.6	15.6
Canada Music Fund	0.0	23.2	23.2
Canada New Media Fund	0.0	14.0	14.0
Canadian Arts and Heritage Sustainability Program	15.4	8.3	23.7
Canadian Television Fund	0.0	120.0	120.0
Celebration, Commemoration and Learning Program	2.1	11.6	13.7
Community Partnerships Program	0.0	7.9	7.9
Contribution in support of the Canadian Culture Online Program	0.6	14.5	15.1
Cultural Spaces Canada	0.3	19.8	20.1
Development of Official-Language Communities Program	5.2	216.3	221.5
Enhancement of Official Languages Program (including Young Canada Works)	0.2	118.5	118.7
Exchanges Canada Initiative	0.1	22.4	22.5
Grants/Contributions to TV5 Program	4.1	3.0	7.1
Hosting Program	0.0	126.5	126.5
Katimavik Program	0.0	17.5	17.5
Multiculturalism Program	0.6	8.6	9.2
Museum Assistance Program (including Young Canada Works)	1.6	8.2	9.8
Music Entrepreneur Program1	0.0	0.0	0.0
National Arts Training Contribution Program	0.0	17.0	17.0
	0.0	0.0	0.0
New Musical Works Program2
Partnerships Fund3
Publication Assistance Program	45.4	0	45.4
Sport Support Program	0.0	94.0	94.0
Total	101.5	991.1	1,092.6

1 Music Entrepreneur Program is included under Canada Music Fund.

2 New Music Works Program is included under Canada Music Fund.

3 Partnerships Fund is included under Canadian Culture Online.

All these transfer payment programs are voted, which means that each year the Parliament of Canada votes annual Appropriation Act or Acts to grant expenditure authority to the Crown for departments and agencies. This spending authorization lapses at year-end.

More information on transfer payment programs is available on line.

Table 14: Conditional Grants (Foundations)

More information on Conditional Grants (Fondations) for the Department of Canadian Heritage, 2006-07 is available on line.

Table 15: Financial Statements

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Canadian Heritage

Financial Statements

March 31, 2007

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Canadian Heritage
Statement of Management Responsibility

Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2007 and all information contained in these statements rests with the management of Canadian Heritage. These financial statements have been prepared by management in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector.

Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of Canadian Heritage’s financial transactions. Financial information submitted to the Public Accounts of Canada and included in Canadian Heritage’s Departmental Performance Report is consistent with these financial statements.

Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities, and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout Canadian Heritage.

The Canadian Heritage audit and evaluation committee is responsible for discussing and addressing issues arising from audits or evaluations regarding Canadian Heritage programs, services, policies or activities in order to improve the quality of the Department’s program delivery, management practices, performance measurement and reporting.

The financial statements of Canadian Heritage have not been audited. La signature a été ajouté après la traduction.

Canadian Heritage Statement of Financial Position (unaudited) as at March 31
(in thousands of dollars)	2007		2006
ASSETS
Financial assets
Accounts receivable and advances (Note 4)	5,768		1,836
Investment in Canadian Broadcasting Corporation	33,000		33,000
Total financial assets	38,768		34,836
Non-financial assets
Prepaid expenses	1,498		438
Inventory	2,004		1,660
Tangible capital assets (Note 5)	16,962		15,895
Total non-financial assets	20,464		17,993
TOTAL ASSETS	59,232		52,829
LIABILITIES AND EQUITY OF CANADA
Liabilities
Accounts payable and accrued liabilities (Note 6)	579,978		560,370
Vacation pay	8,723		7,960
Deferred revenue (Note 7)	332		277
Pension accounts-Lieutenant Governors	235		245
Employee benefits (Note 8)	30,484		28,169
Other liabilities	9		11
Total liabilities	619,761		597,032
Equity of Canada	(560,529)		(544,203)
TOTAL LIABILITIES AND EQUITY OF CANADA	59,232		52,829

Contingent liabilities (Note 9)
Contractual obligations (Note 10)

The accompanying notes form an integral part of these financial statements.

 

CANADIAN HERITAGE Statement of Operations (unaudited) for the year ended March 31
(in thousands of dollars)	2007		2006
			(Note 13)
Expenses (Note 11)
Creation of Canadian Content and Performance Excellence	354,756		331,129
Sustainability of Cultural Expression and Participation	252,256		172,275
Community Development and Capacity Building	245,869		277,945
Participation in Community and Civic Life	210,004		195,450
Access and Participation in Canada’s Cultural Life	170,811		163,526
Promotion on Inter-Cultural Understanding	147,574		124,618
Preservation of Canada’s Heritage	45,826		50,260
Total expenses	1,427,096		1,315,203
Revenues
Revenue from the 1979 Federal-provincial Lottery-
agreement	62,653		61,996
Sale of goods and services	4,993		4,926
Miscellaneous revenues	333		156
Total revenues	67,979		67,078
Net Cost of Operations	1,359,117		1,248,125

The accompanying notes form an integral part of these financial statements.

CANADIAN HERITAGE Statement of Equity of Canada (unaudited) For the Year Ended March 31
( in thousands of dollars)	2007		2006
Equity of Canada, beginning of year	(544,203)		(487,097)
Net cost of operations	(1,359,117)		(1,248,125)
Current year appropriations used (Note 3)	1,403,442		1,279,103
Revenue not available for spending (Note 3)	(62,806)		(62,143)
Change in net position in the Consolidated Revenue
Fund (Note 3)	(27,615)		(54,141)
Services received without charge from other federal
government departments (Note 12)	29,770		28,200
Equity of Canada, end of year	(560,529)		(544,203)

The accompanying notes form an integral part of these financial statements.

Canadian Heritage Statement of Cash Flow (unaudited)  For the Year Ended March 31
( in thousands of dollars)	2007		2006
Operating activities
Net cost of operations	1,359,117		1,248,125
Non-cash items
Amortization of tangible capital assets	(2,153)		(2,384)
Loss on disposal of tangible capital assets	(63)		(1)
Services received without charge (Note 12)	(29,770)		(28,200)
Adjustment to tangible capital assets	171
Variations in Statement of Financial Position
Increase (Decrease) accounts receivable and advances	3,932		(6,745)
Increase (Decrease) in prepaid expenses	1,060		(14,083)
Increase (Decrease) in inventory	344		(475)
Increase in liabilities	(22,729)		(39,374)
Cash used by operating activities	1,309,909		1,156,863
Capital investment activities
Acquisition of tangible capital assets	3,122		5,969
Proceeds from disposal of tangible capital assets	(10)		(13)
Cash used by capital investment activities	3,112		5,956
Financing activities
Net cash provided by Government of Canada (Note 3)	(1,313,021)		(1,162,819)

The accompanying notes form an integral part of these financial statements.

1. Authority and Objective

The Department of Canadian Heritage was established in 1995 under the Department of Canadian Heritage Act.

The Department of Canadian Heritage seeks to contribute to a cohesive and creative Canada in which all Canadians have opportunities to participate in Canada’s cultural and civic life. The two strategic outcomes of the Department are:

• Canadians express and share their diverse cultural experiences with each other and the world; and
• Canadians live in an inclusive society built on inter-cultural understanding and citizen participation.

These strategic outcomes help give shape to policies, programs and services offered to Canadians related to broadcasting, cultural industries, arts, heritage, official languages, Aboriginal cultures and languages, Canadian identity, citizens’ participation, youth, multiculturalism and sport. Expenses of these programs are reported in the Statement of Operations through the following seven program activities:

• Creation of Canadian Content and Performance Excellence
• Sustainability of Cultural Expression and Participation
• Community Development and Capacity Building
• Participation in Community and Civic Life
• Access and Participation in Canada's Cultural Life
• Promotion of Inter-Cultural Understanding
• Preservation of Canada's Heritage

2. Summary of Significant Accounting Policies

These financial statements have been prepared in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector.

Significant accounting policies are as follows:

a) Parliamentary appropriations

The Department of Canadian Heritage is financed by the Government of Canada through Parliamentary appropriations. Appropriations provided to the Department do not parallel financial reporting according to generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the Statement of Operations and the Statement of Financial Position are not necessarily the same as those provided through appropriations from Parliament. Note 3 provides a high‑level reconciliation between the two bases of reporting.

b) Net Cash Provided by Government of Canada

The Department of Canadian Heritage operates within the Consolidated Revenue Fund (CRF), which is administered by the Receiver General for Canada. All cash received by the Department is deposited to the CRF and all cash disbursements made by the Department are paid from the CRF. The net cash provided by Government is the difference between all cash receipts and all cash disbursements including transactions between departments of the federal government.

c) Change in net position in the Consolidated Revenue

Change in net position in the Consolidated Revenue Fund is the difference between the net cash provided by Government and appropriations used in a year, excluding the amount of non-respendable revenue recorded by the Department of Canadian Heritage. It results from timing differences between when a transaction affects appropriations and when it is processed through the CRF.

d) Accounts receivable

Accounts receivable are stated at amounts expected to be ultimately realized; a provision is made for receivables where recovery is considered uncertain.

e) Investment in Canadian Broadcasting Corporation

The Department’s investment in Canadian Broadcasting Corporation is recorded at cost. The net results of this Crown Corporation are not accounted for in the departmental financial statements, as the Department is not deemed to control this Crown Corporation.

f) Inventory

Inventory consists of material and supplies held for future program delivery and not intended for re-sale. They are valued at cost. If they no longer have service potential, they are valued at the lower of cost or net realizable value.

g) Tangible capital assets

All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. The Department of Canadian Heritage does not capitalize intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, assets located on Indian Reserves and museum collections.

Amortization of tangible capital assets is done on a straight-line basis over the estimated useful life of the asset as follows:

Asset class	Amortization period
Machinery and equipment	5 and 10 years
Informatics hardware	5 years
Informatics software	3 and 5 years
Motor Vehicles	7, 10 and 15 years
Leasehold improvements	Lesser of the remaining term of the lease or useful life of the improvement
Assets under construction	Once in service, in accordance with asset type

h) Employee future benefits

• Pension benefits : Eligible employees participate in the Public Service Pension Plan administered by the Government of Canada. The Department of Canadian Heritage contributions to the Plan are charged to expenses in the year incurred and represent the total departmental obligation to the Plan. Current legislation does not require the Department to make contributions for any actuarial deficiencies of the Plan.
  
• Severance benefits : Employees are entitled to severance benefits, as provided for under labour contracts or conditions of employment. These benefits are accrued as employees render the services necessary to earn them. The obligation relating to the benefits earned by employees is calculated using information derived from the results of the actuarially determined liability for employee severance benefits for the Government as a whole.

i) Contingent liabilities

Contingent liabilities are potential liabilities, which may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded. If the likelihood is not determinable or an amount cannot be reasonably estimated, the contingency is disclosed in the notes to the financial statements.

j) Revenues

• Revenues are recognized in the year in which the underlying transaction or event occurred that gave rise to the revenues.
  
• Funds received from third parties for specified purposes are recorded upon receipt as deferred revenues and are recognized in the period in which the related expenses are incurred.

k) Expenses

Expenses are recorded on the accrual basis:

• Grants are recognized in the year in which the conditions for payment are met. In the case of grants which do not form part of an existing program, the expense is recognized when the Government announces a decision to make a non-recurring transfer, provided the enabling legislation or authorization for payment receives parliamentary approval prior to the completion of the financial statements;
• Contributions are recognized in the year in which the recipient has met the eligibility criteria or fulfilled the terms of a contractual transfer agreement;
• Vacation pays are expensed as the benefits accrue to employees under their respective terms of employment.
• Services provided without charge by other government departments for accommodation, the employer’s contribution to the health and dental insurance plans and legal services are recorded as operating expenses at their estimated cost.

l) Foreign currency transactions

Transactions involving foreign currencies are translated into Canadian dollar equivalents using rates of exchange in effect at the time of those transactions. Monetary assets and liabilities denominated in a foreign currency are translated into Canadian dollars using the rate of exchange in effect on March 31. Gains and losses resulting from the foreign currency transactions are presented under miscellaneous revenues and other expenses in the Statement of Operations and note 11 respectively.

m) Measurement uncertainty

The preparation of these financial statements in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector, requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses reported in the financial statements. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. The most significant items where estimates are used are contingent liabilities, the liability for employee severance benefits and the useful life of tangible capital assets. Actual results could significantly differ from those estimated. Management’s estimates are reviewed periodically and, as adjustments become necessary, they are recorded in the financial statements in the year they become known.

n) Financial Instruments

The carrying amounts of the Department’s accounts receivable, accounts payable and accrued liabilities approximate their fair value due to their short term maturity.

3. Parliamentary Appropriations

The Department of Canadian Heritage receives most of its funding through annual Parliamentary appropriations. Items recognized in the Statement of Operations and the Statement of Financial Position in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, the Department has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:

Reconciliation of net cost of operations to current year appropriations used:

(in thousands of dollars)	2007		2006
Net cost of operations	1,359,117		1,248,125
Adjustments for items affecting net cost of operations but
not affecting appropriations
Add (less):
Revenue not available for spending	62,806		62,143
Refund of prior year expenses	12,867		13,874
Prepaid expenses	1,060		(14,083)
Inventory	344		(475)
Outstanding respendable revenue	249		10
Adjustments to tangible capital assets	171		-
Disposal of non-capital assets	9		10
Advances	5		(87)
Services received without charge	(29,770)		(28,200)
Employee severance benefits	(2,315)		(3,577)
Amortization of tangible capital assets	(2,153)		(2,384)
Department of Justice legal fees	(1,187)		(922)
Vacation pay	(763)		(1,290)
Loss on disposal of tangible capital assets	(63)		(1)
Bad debt	(62)		(9)
	1,400,315		1,273,134
Adjustments for items not affecting net cost of operations
but affecting appropriations
Add:
Acquisitions of tangible capital assets	3,122		5,969
Adjustment to tangible capital assets	5		-
	3,127		5,969
Current year appropriations used	1,403,442		1,279,103

b) Appropriations provided and used:

	Appropriations provided
(in thousands of dollars)	2007		2006
Vote B120 - Operating expenditures	252,600		245,392
Vote B150 - Transfer payments	1,179,044		1,018,534
Statutory amounts	27,343		28,038
Loans-Cultural Property	10		10
Less:
Appropriation available for the future years	(19)		(23)
Lapsed appropriations	*(55,536)		(12,848)
Current year appropriations used	1,403,442		1,279,103

* Lapsed appropriations of $55,536 include $40,860 which has been transferred to future years.

c) Reconciliation of net cash provided by Government to current year appropriations used:

(in thousands of dollars)	2007		2006
Net cash provided by government	1,313,021		1,162,819
Revenue not available for spending	62,806		62,143
Changes in net position in the consolidated Revenue Fund
Decrease (increase) in accounts receivable and
Advances	(3,932)		6,745
Increase in liabilities	22,729		39,374
Receipts and expenditures not affecting appropriations	8,818		8,022
	27,615		54,141
Current year appropriations used	1,403,442		1,279,103

4. Accounts Receivable and Advances

The following table presents details of accounts receivable and advances:

(in thousands of dollars)	2007		2006
Accounts receivables from other federal government departments and agencies	4,419		807
Accounts receivable from external parties	1,972		1,596
Employee advances	26		25
Other advances	120		115
	6,537		2,543
Less: allowance for doubtful accounts on external receivables	(769)		(707)
Total	5,768		1,836

5. Tangible Capital Assets

(in thousands of dollars)

Cost         Accumulated amortization

Capital asset class	Opening balance	Acqui-sitions	Adjust-ments	Dispo-sals	Closing balance	Opening balance	Amor-tization	Adjust-ments	Dispo-sals	Closing balance	2007 Net book value	2006 Net book value
Machinery & equipment	6,682	971	54	15	7,692	3,771	520	7	1	4,297	3,395	2,911
Informatics hardware	6,732	811	58	30	7,571	4,779	661	12	1	5,451	2,120	1,953
Informatics software	3,685	105			3,790	2,520	542			3,062	728	1,165
Motor vehicles	2,093	68		72	2,089	1,263	134		52	1,345	744	830
Leasehold improvements	2,158	547	92	17	2,780	799	296	14	7	1,102	1,678	1,359
Assets under construction	7,677	620			8,297						8,297	7,677
Total	29,027	3,122	204	134	32,219	13,132	2,153	33	61	15,257	16,962	15,895

Amortization expense for the year ended March 31, 2007 is $2,153 million (2006 is 2,384 million)

6. Accounts Payable and Accrued Liabilities

(in thousands of dollars)	2007		2006
Payable to external parties	565,649		548,743
Payable to other federal government departments and agencies	10,044		7,836
Accrued salaries, wages and employee benefits	4,268		3,782
Sales tax payable	17		9
Total	579,978		560,370

7. Deferred Revenue

Deferred revenue represents the balance at year-end of unearned revenues stemming from cost-sharing agreements, which are restricted to fund the expenditures related to the projects. Revenue is recognized each year in the amount of the expenditures incurred. Details of the transactions related to this account are as follows:

(in thousands of dollars)	2007		2006
Balance, beginning of year	277		904
Funds received	504		707
Revenue recognized	(449)		(1,334)
Balance, end of year	332		277

8. Employee Benefits

(a) Pension benefits: The Department’s employees participate in the Public Service Pension Plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service, times the average of the best five consecutive years or earning. The benefits are integrated with Canada/Québec Pension Plans benefits and they are indexed to inflation.

Both the employees and the Department contribute to the cost of the Plan. The 2007 expense amounts to $24,954 million ($26,253 million in 2006), which represents approximately 2.2 times (2.6 times in 2006) the contributions by employees.

The Departments responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan’s sponsor.

(b) Severance benefits: The Department provides severances benefits to its employees based on eligibility, years of service and final salary. These severance benefits are not pre-funded. Benefits will be paid from future appropriations. Information about the severance benefits, measured as at March 31, is as follows:

(in thousands of dollars)	2007		2006
Accrued benefit obligation, beginning of year	28,169		24,592
Expense for the year	3,982		5,687
Benefits paid during the year	(1,667)		(2,110)
Accrued benefit obligation, end of year	30,484		28,169

9. Contingent Liabilities

Claims have been made against the Department in the normal course of operation. Legal proceeding for claims totaling approximately $ 189,000 ($150,000 in 2006) were still pending at March 31, 2007. Some of these potential liabilities may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded in the financial statements.

10. Contractual Obligations

The nature of the Department’s activities can result in some large multi-year contracts and obligations whereby the Department will be obligated to make future payments. Significant contractual obligations that can be reasonably estimated are summarized as follows:

(in thousands of dollars)	2008	2009	2010	2011	2012 and thereafter	Total
Transfer payments	318,000	322,000	40,000	3,000	1,000	684,000

11. Expenses

The following table presents details of expenses by category:

(in thousands of dollars)	2007		2006
			(Note 13)
Transfer payments
Non-profit organizations	707,623		582,425
Other levels of government within Canada	299,292		297,744
Industry	100,291		95,091
Individuals	27,084		27,141
Other countries and international organizations	6,505		6,054
Total transfer payments	1,140,795		1,008,455
Salaries and employee benefits	192,559		189,507
Professional services	33,677		53,061
Accommodation	15,939		15,200
Utilities, materials and supplies	13,591		13,654
Travel and relocation	8,085		11,581
Information	8,132		10,216
Freight and communications	4,595		5,434
Rentals	1,784		3,113
Amortization	2,153		2,384
Repairs and maintenance	1,897		1,626
Loss on disposal of capital assets	63		1
Other operating expenses	3,826		971
Total operating expenses	286,301		306,748
Total Expenses	1,427,096		1,315,203

12. Related party transactions

The Department is related as a result of common ownership to all Government of Canada departments, agencies and crown corporations. The Department enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year, the Department received services which were obtained without charge from other federal government departments as presented in part (a).

Services provided without charge:

During the year the Department received without charge from other departments, accommodation, legal fees and the employer’s contribution to the health and dental insurance plans. These services without charge have been recognized in the Department’s Statement of Operation as follows:

(in thousands of dollars)	2007		2006
Accommodation	15,939		15,200
Employer’s contribution to the health and dental insurance plans	11,845		11,400
Legal services	1,986		1,600
Total	29,770		28,200

The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The cost of these services, which include payroll and cheque issuance services provided by Publics Works and Government Services Canada, are not included as an expense in the Department’s Statement of Operations.

13. Comparative information

Comparative figures have been reclassified to conform to the current year’s presentation.

Table 16: Response to Parliamentary Committees, Audits and Evaluations

Responses to Parliamentary Committees, 2006-07

Fourth report of the Standing Committee on Canadian Heritage, Report on the Canadian Feature Film Industry -- “Scripts, Screens and Audiences: A New Feature Film Policy for the 21 st Century.”

The report was tabled on June 1, 2006, and contained 30 recommendations. The Committee began its study of the Canadian film industry in February 2005, the purpose being to evaluate the federal government’s Canadian feature film policy. After hearing more than 180 film industry witnesses, the Committee presented an interim report in June 2005 asking stakeholders for written responses to a series of targeted questions. This report contains statistical and economic data on the film industry, market shares and government support for Canadian cinema. It outlines the opinions expressed by the stakeholders on the interim report and compares assistance programs in Canada to those of other countries. Finally, it outlines 30 recommendations for preparing and implementing a new film policy, focusing primarily on the basic components for a new policy, the importance of governance and transparency, and the actions required to apply the new policy. The Government’s response was signed by Minister of Canadian Heritage and Status of Women and tabled on September 29, 2006.

Ninth report of the Standing Committee on Canadian Heritage, Report on Museum Policy in Canada.

The report was tabled on November 27, 2006, and contained one recommendation.

The Committee report refers to two motions adopted by the Committee and tabled in the House of Commons, one requesting the presentation of the new museum policy discussed in 2005, and the other, the reinstatement of the Museums Assistance Program, which was done away with as part of the expenditure review of the Government in September 2006. After hearing evidence from various Canadian museum associations, the Committee recommended that the Government present a new museum policy before the next budget. The Government’s response was signed by Minister of Canadian Heritage and Status of Women and tabled on March 27, 2007.

Second Report of the Standing Senate Committee on Transport and Communications: Final Report on the Canadian News Media.

The report was tabled on June 21, 2006, and contained 40 recommendations and 10 proposals. The Committee began the study in March 2003 and presented an interim report in May 2004. While the Committee’s mandate originally covered the media at large, it soon chose to focus on the news media. The main issues in the study are technological innovation coupled with recent changes in ownership in the Canadian media sector. The report requests that the policy on the Canadian news media give greater consideration to the public interest, and makes recommendations on current policies supporting the news media and journalists and on the rights of linguistic minorities. It also considers self-regulation of the news media industry, permanent education for journalists and diversity in newsrooms. A number of recommendations call for amendments to the Broadcasting Act, the Competition Act, and the Security of Information Act. Some call for CRTC action in media company mergers and licensing conditions, and for empowering the CRTC to fine broadcasters. Finally, a few recommendations directly affect the Canadian Broadcasting Corporation’s governance and mandate. The Government’s response was signed by Minister of Canadian Heritage and Status of Women and tabled on November 24, 2006.

Sixth Report of the Standing Senate Committee on Official Languages, French-language Education in a Minority Setting: “A Continuum from Early Childhood to the Postsecondary Level”.

The report was tabled on June 14, 2005, and contained eight recommendations.

The report focuses essentially on education from early childhood (pre-kindergarten) to postsecondary school (college and university), treating education as a continuum to ensure and promote the development of minority Francophone communities. It looks at the challenges that must be faced to achieve results equivalent to those of the majority in providing education in French as the first language in a minority setting. Among its recommendations, the Committee asks the Government to conduct a national awareness campaign to ensure respect for language rights and a national information campaign on French education rights. The Government, it suggests, should include specific measures in memoranda and agreements, develop a national early childhood and primary, secondary and postsecondary education policy, and coordinate its policies at all levels. The Government’s response was signed by Minister of Canadian Heritage and Status of Women , Minister of International Cooperation and Minister for La Francophonie and Official Languages and Minister of Citizenship and Immigration Canada and tabled on November 2, 2006.

List of Evaluations, 2006-07

Arts, Culture and Diversity Program (June 28, 2006) Atlantic Canada Cultural and Economic Partnership (June 28, 2006) Canada New Media Fund (December 8, 2006) Community Participation Program (including the Canada Volunteerism Initiative) (March 16, 2007) Fathers of Confederation Trust Program (May 19, 2006) Katimavik Program (May 19, 2006)

List of Internal Audits, 2006-07

Interchange Canada Program (March 16, 2007) Management of Human Resource Information (September 15, 2006) Northern Aboriginal Broadcasting and Northern Distribution (June 28, 2006)

 

Audit from the Office of the Auditor General of Canada, 2006-07

2006 Report of the Auditor General of Canada - An Overview of the Federal Government's Expenditure Management System Report - Expenditures Management System in Departments The November 2006 audit examined the Expenditure Management System at Agriculture and Agri-Food Canada, Canadian Heritage, and Public Works and Government Services Canada. The audit found that some parts of the system are working well. For example, the departments are able to track and monitor their compliance with conditions imposed by Treasury Board in funding decisions. The audit also found notable weaknesses. In particular, there were significant examples of funding that were not adequately aligned with program requirements, which had a negative effect on program delivery. This problematic lack of alignment was considered to be primarily due to inflexibility in the system. Other such problems were the lack of a systematic approach to central expenditure review exercises, and the increasing proportion of spending items appearing in Supplementary Estimates rather than Main Estimates. The audit found that there is a need for more risk assessment, improved alignment and capacity building for improved response to future expenditure reviews. 2007 Status Report of the Auditor General of Canada - Advertising and Public Opinion Research – Follow-up to the 2003 Report The 2003 audit assessed the extent to which the government had ensured effective control over its spending on advertising and public opinion research activities and whether it measured results and reported them to Parliament. In this February 2007 follow-up audit, advertising campaigns and public opinion research projects were audited to see whether the departments administering these activities were exercising adequate management and control and whether changes made in response to the 2003 recommendations were effective. The audit found that Public Works and Government Services Canada (PWGSC) made satisfactory progress in ensuring that it awards contracts for advertising and public opinion research services in a fair and transparent manner in accordance with the Treasury Board's Contracting Policy. Departments made satisfactory progress in ensuring that planning for advertising activities and managing suppliers is done in accordance with the Communications Policy of the Government of Canada and in ensuring that there was adequate documentation to support invoices submitted for payment for advertising and public opinion research activities. The results of advertising and public opinion research were measured and reported in accordance with the requirements established by the Communications Policy of the Government of Canada. The audit also found that some departments are still not complying with all requirements that apply to public opinion research. For example, some had contacted a research firm before informing PWGSC that they intended to carry out public opinion research activities. 2007 Status Report of the Auditor General of Canada - The Conservation of Federal Built Heritage – Follow-up to the 2003 Report The 2003 Protection of Cultural Heritage audit showed that built heritage was at risk because of a marked decrease in financial resources allocated to heritage conservation in the previous years, and because of shortcomings in built heritage management mechanisms and in the legal protection framework. It also reported that the heritage conservation framework had reached its limits and that a better balance had to be struck between departments' and agencies' conservation responsibilities and the resources made available to them. The 2007 report found that the Parks Canada Agency (PCA) took satisfactory measures to follow up on the 2003 recommendations concerning the legal protection framework for built heritage and the management infrastructure for national historic sites. PCA has developed policy proposals to strengthen conservation, has completed and approved several management plans for national historic sites, and has carried out several evaluations of historic sites. However, these conservation interventions are not sufficient to guarantee the conservation of built heritage placed under the custody of departments. The report recommends that the government strengthen its conservation regime by e stablishing overall objectives for the conservation of built heritage, setting priorities for conservation and monitoring organizations activities, covering all elements of built heritage of custodian departments, combining the functions of designation and conservation, and reporting to Parliament on the results of conservation activities. Official Languages With regard to Part IV of the Official Languages Act, audits were conducted on site and over the telephone to determine whether offices and facilities designated bilingual and those with new obligations are complying with the requirements for communications with and services to the public in both official languages. The on-site audit took place in the Atlantic Region, whereas the telephone audit was conducted across Canada and reflected the objectives and scope of the 2003 audit.

Table 17: Sustainable Development Strategy

1. What are the key goals, objectives, and/or long-term targets of the Sustainable Development Strategy (SDS)?

The Sustainable Development Strategy 2004-06 for the Canadian Heritage had the following goals, objectives and targets : Goal 1 :To reduce the environmental impact of Canadian Heritage’s internal operations. Objective 1.1 : To increase employee awareness of Canadian Heritage’s approach to sustainable development. Objective 1.2 : To reduce the environmental impact of procurement. Objective 1.3 : To operate in a more eco-efficient manner. Goal 2: To integrate sustainable development into Canadian Heritage programsand policies delivered directly by the Department or in partnership with others. Objective 2.1 : To raise awareness of clients regarding how they can integrate sustainable development into the delivery of projects funded by Canadian Heritage. Objective 2.2 : To integrate sustainable development principles into the design and delivery of the Vancouver 2010 Winter Olympics. Objective 2.3: To improve the eco-efficiency of the Canadian Heritage Portfolio Goal 3: To integrate social and cultural dimensions into the federal government’s broader vision of sustainable development in Canada . Objective 3.1 : To better understand the social and cultural dimensions of sustainable development.

2. How do your key goals, objectives, and/or long-term targets help achieve your department’s strategic outcomes?

Two strategic outcomes are identified in the Program Activity Architecture of the Department of Canadian Heritage: Canadians express and share their diverse cultural experiences with each other and the world; and Canadians live in an inclusive society built on inter-cultural understanding and citizen participation. These outcomes summarize the overall goals of the Department, and they reflect an approach that is all about sustaining and reinforcing the cultural fabric of Canada. Canadian Heritage contributes a key component to federal sustainability objectives because the Department’s policies and programs help to ensure that Canadians are well equipped to build a strong future, with a strong understanding of their past and an ability to connect with each other in the present. The goals and objectives of the Sustainable Development Strategy help to advance the Department’s strategic outcomes by: Promoting an environment in which the Government of Canada is shown to respond to the concerns of Canadians with respect to sustainable activities and operations; and Promoting a complete approach to sustainable development in Canada that also considers culture, heritage, inclusion, civic participation, and the importance of sharing experiences among Canadians. In this way, the Department’s outcomes are furthered because cultural development is valued and trust is built in Canada’s civic institutions.

3. What were your targets for the reporting period?

During the reporting period, Canadian Heritage aimed to advance its sustainable development objectives by emphasizing operational improvements, particularly in implementing the new policy on green procurement, reviewing the procedures for performing strategic environmental assessments and developing a new procedure to ensure that the Department meets its obligations under the 1999 Cabinet Directive on the Strategic Environmental Assessment of Policies, Plans and Programs. The Department also sought to participate in at least two interdepartmental projects to improve understanding of the Department’s role in supporting the social and cultural dimensions of sustainable development. With the preparations of the new strategy (SDS 2007-09) during this year, the 2006-07 period offered a key opportunity to review the department’s overall approaches and systems for promoting sustainable development practices within the organization.

4. What is your progress to date?

Goal 1: To reduce the environmental impact of Canadian Heritage’s internal operations Green Procurement Canadian Heritage has incorporated "green" clauses into departmental Requests for Proposals where pertinent (for example, with regard to proposals for developing Canada’s pavillions at international expositions.) Generic "friendly environment clauses" have also been included in Requests for Proposals and contracts. Wherever possible, double-sided printing has been required within the terms of contracts. Links to the policy on green procurement have been posted on the Department’s internal Web site (Intranet) for employees, also giving them access to the Sustainable Development Strategy and various green strategy sites. Green suppliers are identified in the Department’s financial system. Awareness sessions were conducted for 202 program administrators and managers, which included aspects of green procurement. Canadian Heritage has also participated actively in the Commodity Council on Greening Government Operations as well as in an internal steering committee to oversee various greening strategies. Canadian Heritage also manages a small fleet of vehicles to serve corporate requirements and during this reporting period, the Department purchased one energy efficient vehicle and one hybrid vehicle as replacements within this fleet. Canadian Heritage and Portfolio Facilities Canadian Heritage has been providing regular communiqués regarding the participation of Les Terrasses de la Chaudière, the headquarter office complex in the National Capital Region, in all recycling programs. A new program that was included in 2006-07 is the battery recycling program for alkaline, nickel cadmium, and lithium ion batteries. The Department of Public Works and Government Services (PWGSC) has also embarked on a major renovation project, whereby all washrooms in Les Terrasses de la Chaudière (LTC) complex are being upgraded. With these renovations, the complex will see a reduction in water consumption because of the installation of water sensor faucets. As well, PWGSC incorporated an energy program reducing light consumption at the LTC complex. PWGSC has the lead on all building projects, however as tenants in the complex, Canadian Heritage has ensured that information about these projects is disseminated to all staff and regular updates are provided when new initiatives are taken on. The Department strives to ensure that its facilities projects meet ecological standards, such as the use of water based paints, non-toxic glues when installing carpets and the purchase of recyclable materials when ordering work stations. Canadian Heritage has made recommendations to PWGSC on these requirements as they have the lead in providing affordable and sustainable office accommodation and related services for departments and agencies of the Government of Canada. The Canadian Conservation Institute (CCI), an agency within the Canadian Heritage portfolio, made operational improvements to advance sustainable operations through the renovation to its main facility on Innes Road ( Ottawa): the roof and windows were replaced; appropriate new materials (e.g. flooring) were installed, and the washrooms were modernized. Information Technology and Systems The Knowledge, Information and Technology Services (KITS) branch of the Department has established an internal “green” committee to address what can be done at the employee/branch level (which can also be shared for application in other areas), as well as to study the feasibility and effectiveness of IT initiatives to improve its sustainable operations (e.g. formatting shared printers for duplex printing, the use of “green” icons, reminders and warning windows that will promote green behaviour, etc.). Goal 2: To integrate sustainable development into Canadian Heritage programs and policies delivered directly by the Department or in partnership with others . Strategic Environmental Assessments Canadian Heritage hired an experienced environmental assessment coordinator who undertook the management of the procedures involved in strategic environmental assessments and has also worked closely with Public Works and Government Services Canada in order to further capitalize on their expertise in the field of environmental assessments. The Department developed environmental assessment procedures and has presented an information session for program managers in collaboration with Public Works and Government Services Canada. 2010 Olympic and Paralympic Winter Games The 2010 Olympic and Paralympic Winter Games Federal Secretariat continues to work closely with the 2010 Vancouver Organizing Committee (VANOC) to ensure that the principles of sustainable development are respected in all areas of their work. The environmental assessments for all the Winter Games venues are complete. VANOC also recently released the 2005-06 Sustainability Report. This report is the first of five that will be completed. Promoting Sustainable Development with Partners The Canadian Conservation Institute has committed to establishing a committee that will guide efforts to improve the understanding of CCI's role in supporting sustainable development within the museum community and to ensure the efficient operation of scientific and conservation laboratories, as well as its common spaces (library, training facility and office space). Goal 3: To integrate social and cultural dimensions into the Government of Canada’s broader vision of sustainable development in Canada . Cultural Sustainability Canadian Heritage's cross-sector working group on cities and communities has continued to examine the concept of cultural sustainability, or culture as the "fourth pillar" of sustainability, in the context of the Department's investments in arts and sport activities, cultural infrastructure including artistic venues and heritage institutions, and forums for inter-cultural dialogue. The working group produced a commentary on this concept that has fed into interdepartmental discussions on federal roles and interests in communities, and on the need for place-based, collaborative policy approaches in support of community development. This group also helped to develop an international workshop on "the cultural basis of sustainable community planning," sponsored by Canadian Heritage, the Canada Council for the Arts, and the Creative City Network of Canada at the third World Urban Forum, held in Vancouver from the 19 th to 23 rd of June, 2006. The theme of this major international gathering, organized by the UN Human Settlements Programme (UN-HABITAT) in collaboration with the Government of Canada, was "Our Future: Sustainable Cities." Canadian Heritage also participated in the development of a colloquium on francophone immigration, which addressed the issues and challenges related to the cultural sustainability of francophone communities, particularly those in a minority situation. The event explored issues such as the integration and participation of francophone immigrants, as well as the intersections of bilingualism and multiculturalism. The colloquium took place in March 2007, and was organized in collaboration with Citizenship and Immigration Canada.

5. What adjustments have you made, if any?

The Department is reviewing the Environmental Assessment Coordinator position to include the coordination of sustainable development functions in order to ensure the Department is better equipped to meet its commitments set out in its next Sustainable Development Strategy, for the 2007-09 period. In preparation for assuming custodianship of its facilities in 2008-09, the Canadian Conservation Institute is including sustainable development as a component of its Facilities Management Plan and will be requiring the property management service provider to develop and implement a 5‑year energy management program as well as to implement and manage recycling programs. In addition, the annual report of the Commissioner of the Environment and Sustainable Development was presented to Parliament in September 2006. Canadian Heritage was among the departments audited for the report. The report commended the coordination efforts for the 2010 Winter Olympic and Paralympic Games as an encouraging sign that federal departments are incorporating sustainable development principles in operational planning. The report also encouraged departments to make more specific commitments in their strategies and it identified the need for Canadian Heritage to improve its management systems, including in the planning, implementation and monitoring of commitments. These recommendations were critical during the development of the next Sustainable Development Strategy for the 2007-09 period, which took place over several months in the 2006 calendar year. Canadian Heritage’s new SDS was tabled in Parliament on December 14, 2006, and included as its first priority the strengthening of SD management measures throughout the Department. A number of explicit actions and performance measures were attached to this priority in order to facilitate its implementation.

Table 19: Client-Centered Services

More information on Client–Centered Services is available on line.

Table 20: Horizontal Initiatives

Official Languages Action Plan

The Action Plan is a policy statement of the Government of Canada that strengthens the implementation obligations under the Official Languages Act and includes a number of initiatives aimed at the enhancement and promotion of linguistic duality in Canadian society. Back in 2003, ten (10) federal institutions received funds for sectoral programs and activities related to official languages. These institutions work together to ensure that Canadians enjoy the benefit of linguistic duality; can live and work in communities that reflect Canadian values with respect to the use of English and French, and have access to government services in the language of their choice. The Action Plan is part of the Government of Canada's Official Languages Program which encompasses all activities with respect to its obligations and commitments under the Official Languages Act and its efforts to advance linguistic duality.

2010 Winter Olympic and Paralympic Games – Delivering on our Commitments

The Department of Canadian Heritage is the lead on the horizontal initiative, 2010 Winter Olympic and Paralympic Games – Delivering on our Commitments. With eleven other departments and agencies responsible for the planning, coordination and management of their respective essential federal services in support of the 2010 Winter Games, this initiative will promote Canadian excellence and values nationally and internationally, establish sport, economic, social and cultural legacies that are aligned with federal policy objectives and will contribute to high quality games. Through this coordinated and integrated initiative, Canadians from across the country have participated in various 2010 related activities; federal visibility at home and abroad has been enhanced; and, significant progress on sustainable legacies such as venues has been made.

Horizontal Initiative: V2010

Programs / Themes	Department
Federal Coordination / Enhancing Canada’s International Profile	Canadian Heritage
Promoting Sustainable Benefits
Police and Security	RCMP, Public Safety and Emergency Preparedness Canada, National Defence, Canadian Security Intelligence Agency, Public Health Agency of Canada
Entry of Goods and Individuals	Canadian Border Service Agency, Citizenship and Immigration Canada, Human Resources and Social Development Canada
Public Health and Safety	Health Canada
Meteorological Services	Environment Canada
Sustainability
Environment Assessments	Environment Canada, Fisheries and Oceans Canada

More information on Horizontal Initiatives is available on line.

Section 4: Other Items of Interest

Corporate Services

Corporate Services supports all Strategic Outcomes and are considered as a special program activity.

Corporate Services include:

• Legal Services;
• Informatics Services;
• Financial and Administrative Services;
• Human Resources and Workplace Management Services;
• Communications;
• Audit and Evaluation Services;
• Corporate and Regional Management; and
• Deputy Minister’s Office, Associate Deputy Minister’s Office, Ombudsman and Corporate Secretary.

Corporate Services
Actual Financial Resources ($ millions), 2006-07	65.2
Actual Human Resources (Full-Time Equivalents), 2006-07	595

Performance Measurement

Canadian Heritage is responsible for ensuring that information systems, performance measurement strategies, reporting and governance structures are consistent with and support the organization’s Management, Resources and Results Structure (MRRS) and reflect the manner in which resources are actually managed and allocated in the organization.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Planned results included: monitoring the implementation of the refined senior management committee structure; continued improvement of the Integrated Planning and Reporting Model; development of a self-awareness tool on management practices based on the Management Accountability Framework; review and refinement of the performance measurement framework of the Program Activity Architecture (PAA); creating better linkages between external reporting documents and the PAA, and carrying out the Cultural Affairs Sector Directors’ Results Table.

Results Achieved

Planned results for 2006-07 were partially achieved. Over the last few years, Canadian Heritage has gradually put in place a number of corporate processes to improve performance measurement from both program and management perspectives. To respond to a rapidly changing environment, the coordinated implementation of these tools has, however, required some adjustments to the Department’s governance structure, priority-setting processes and Management Accountability Framework (MAF) tracking mechanisms. These measures reaffirm the Department’s commitment to a sustainable integration of its senior decision-making bodies and program delivery components.

While progress is being made on performance measurement at the program level, the introduction of new policies and legislation by central agencies regarding performance management, audit, evaluation and accountability has required constant adjustment. The Department has developed a two-step approach to renew the Program Activity Architecture (PAA) and the Performance Measurement Framework (PMF): 1) minor changes to the PAA including the addition of internal services and 2) a complete strategy to review, analyse and renew the PAA and PMF. This will further enhance the effectiveness of the Department’s performance management processes as well as the transparency of its corporate planning and reporting documents.

Audit and Evaluation Plan

Canadian Heritage has structured its audit and evaluation function to support and enhance corporate decision-making. An audit and evaluation plan identifies the work needed to support departmental priorities, renewal requirements, reporting obligations to Cabinet, as well as risk assessments. Internal audit work is guided by risk principles and focuses on the three key results areas identified in the Treasury Board Policy on Internal Audit (risk management strategy and practices, management control frameworks and practices and information used for decision making and reporting).

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Initial audit and evaluation activities identified in the 2006-07 Report on Plans and Priorities (RPP) were based on preliminary forecasts and differ from those conducted over the course of the year following the approval of the 2006-07 audit and evaluation plan.

Results Achieved

Planned results for 2006-07 were achieved. Audit and Evaluation results provided the Deputy Minister and senior management with information on the continued relevance, results and impacts, cost-effectiveness and alternatives of programs, policies and initiatives. Table 16 of this report lists all evaluation and audit reports completed, tabled and approved by the departmental Audit and Evaluation Committee in 2006-07 and provides Web links to the individual reports. Based on the list in the 2006-07 Report on Plans and Priorities, an additional audit on the Interchange Canada Program was conducted. On May 4, 2007, the Audit and Evaluation Committee approved the audit and evaluation of Canada’s Participation in the 2005 Aichi, Japan World Exposition, forecasted in the 2006-07 Report on Plans and Priorities, on May 4, 2007.

In 2006-07, the Department developed an action plan to ensure that it successfully implements and meets the requirements of the new Treasury Board Secretariat Internal Audit Policy effective April 1, 2006. As detailed in the implementation plan, a draft internal audit charter has been prepared and the competency profiles for all levels of audit resources have been developed. The Department has also implemented standardized audit methodologies and standardized report presentations. A key element in the implementation of this new policy is the requirement for a new Departmental Audit Committee structure. The Department has developed a transition strategy that will ensure that the existing committee structure is changed to reflect the new requirements and includes a recruitment strategy for the external members of the Departmental Audit Committee.

The Department is closely monitoring the review of the Government of Canada’s Evaluation Policy and has taken steps to ensure its adherence to the new policy in a timely manner.

Canadian Heritage is working on strengthening its audit and evaluation capacity to deliver on the accountability and stewardship expectations under the Government’s Management Accountability Framework and related commitments. Results of audit and evaluation activities are being more strongly linked with policy and program development, planning, and performance measurement and management.

Risk-Based Decision-Making

Awareness of risk for senior executives and managers at Canadian Heritage has been significantly raised over the past few years as a result of the strengthened government accountability to Parliamentarians and all Canadians for the management of public funds and the results achieved. In 2006-07, the Department took a more coherent and integrated view of integrated risk management related initiatives at all levels - governance, corporate, program and project.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Within two years (2006-08), a risk-smart culture will result in enhanced management rigour in Canadian Heritage.

Result Achieved

Planned results for 2006-07 were achieved. Major strides were made in realizing enhanced management rigour as it relates to risk management. An internal control framework for grants and contributions was developed through extensive intra-departmental consultation, and validated by key funding programs and included identification of control gaps. This action and related focus on risk tangibly advanced risk management at the project and program level, helping to: support centralized enhanced monitoring of grant and contribution financial approvals; develop a common front-end project assessment tool for reviewing funding applications; and create a training program for program officers. These actions contribute to the outcomes of making the department more risk-aware and also achieve better stewardship and management of the programs that carry out the departmental mandate.

In 2006-07, a focal point for risk management was established and adequately resourced. A corporate risk profile was developed; project risk management practices in grants and contributions programs were studied during mapping of internal controls and a common risk assessment tool was drafted for use in program officer training; and a risk-based audit and evaluation plan was developed, approved and put in action.

Progress has been made toward establishing enterprise-wide risk management in such areas as: integrating risk management into business planning, priority-setting, resource allocation and reporting, and using risk management to support key decision-making and governance at all levels.

Service Improvement

Through participation in the Treasury Board's Service Improvement Initiative (SII), and in alignment with other initiatives under the larger Government of Canada service agenda, the Department of Canadian Heritage is striving for excellence in the delivery of its programs and service to individuals and organizations.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Feedback from the Department's clients obtained by using the TBS's Common Measurements Tool (CMT) revealed a demand for services that are delivered in a more client-centered, transparent, and timely manner. These three areas form the basis of a new vision for service delivery in the Department. To realize this vision and build on the service improvements accomplished to date, the Department will develop a multi-channel Service Improvement Roadmap (SIR).

Results Achieved

Planned results for 2006-07 were achieved and the Department is on target to meet multi-year commitments to be fulfilled in 2007-08. The existing governance structure was updated, ensuring a coordinated and cohesive approach to service improvement and business transformation while aligning with emerging Government of Canada direction (including the Blue Ribbon Panel recommendations and Treasury Board Service Policy).

Operations planning undertaken for service improvement projects reflects a proactive and integrated approach to ensure the Department is properly positioned to meet client expectations and emerging Government of Canada requirements

A Departmental Service Delivery Performance Measurement Framework was developed to track levels of client satisfaction and ensure client-centered service delivery. Additionally, service standards have been developed as part of a pilot project with jointly delivered funding support programs. Following the pilot, implementation of service standards is planned for all departmental funding support programs, ensuring compliance with the forthcoming Policy on Service.

A strategy for streamlining overall business processes for funding support programs within Canadian Heritage was initiated which will result in improved service delivery to clients while ensuring due diligence and risk management requirements are fulfilled.

Design and implementation was initiated to deliver an on-line transactional system for the Canadian Audio-Visual Certification Office (CAVCO) and three grant and contribution pilot programs. Canadian Heritage is also leveraging existing whole-of-government solutions, such as Secure Electronic Forms (SEF) to improve the delivery of grants, contributions and tax credits.

Human Resources Initiative

In 2006-07, Canadian Heritage entered its fourth year of human resources and work place management planning. Human resources planning is informed by organizational dashboards that provide managers with key demographic and survey data to assist them in charting the best course for their respective organizations.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

A fair, enabling, healthy and safe workplace; and a productive, principled, sustainable and adaptable workforce.

Results Achieved

Planned results for 2006-07 were achieved. In 2006-07, Canadian Heritage received a strong rating for its value-based leadership and organizational culture from the Treasury Board Secretariat, and overall, strong ratings for the extent to which the Department’s workplace is fair, enabling, healthy and safe, and its workforce is productive, principled, sustainable and adaptable. These ratings echo results drawn from our annual employee survey that show that Canadian Heritage is a great place to work (88%) and learn (81%), and a place where most employees feel they are treated with respect (88%), and are committed to the organization’s success (96%).

In 2006-07, the Department proceeded with the implementation of its newresourcing strategy (approved in 2005-06) which aims to capitalize on the flexibilities of the Public Service Employment Act. The Department also embarked on the development of an employee development plan which sets its sights on strengthening employee engagement, leadership and talent management in a continuous learning culture, and on the development of a well-being strategy.

Managers were also encouraged to respond to results of the Public Service-wide Employee Survey (November 2005) and the Department’s annual employee survey (February 2007), and to integrate measures stemming from these into their daily work and human resources and workplace management plans

List of Statutes Administe\red, in Whole or in Part, by the Canadian Heritage Portfolio

As mentioned on the Department of Justice Web site, these documents are not the official versions.

An Act to Incorporate the Jules et Paul Emile Léger Foundation	S.C. 1980-81-82-83, c. 85
Broadcasting Act	S.C. 1991, c. 11
Canada Council for the Arts Act	R.S.C. 1985, c. C-2
Canada Travelling Exhibitions Indemnification Act	S.C. 1999, c. 29
Canadian Heritage Languages Institute Act (not in force)	S.C. 1991, c. 7
Canadian Multiculturalism Act	R.S.C. 1985, c. 24 (4 th Supp.)
Canadian Race Relations Foundation Act	S.C. 1991, c. 8
Canadian Radio-television and Telecommunications Commission Act	R.S.C. 1985, c. C-22
Copyright Act (formulation of cultural policy )	R.S.C. 1985, c. C-42
Cultural Property Export and Import Act	R.S.C. 1985, c. C-51
Department of Canadian Heritage Act	S.C. 1995, c. 11
Foreign Publishers Advertising Services Act	S.C. 1999, c. 23
Holidays Act	R.S.C. 1985, c. H-5
Income Tax Act (Tax credits, National Arts Service Organizations and cultural property)	R.S.C. 1985 (5 th as amended Supp.)
Internment of Persons of Ukrainian Origin Recognition Act	S.C 2005, c. 52
Investment Canada Act (Cultural Foreign Investment )	R.S.C. 1985, c. 28 (1 st Supp.)
Library and Archives of Canada Act	S.C. 2004, c.11
Lieutenant-Governors Superannuation Act (in part)	R.S.C. 1985, c. L-8
Museums Act	S.C. 1990, c. 3
National Acadian Day Act	S.C. 2003, c.11
National Anthem Act	R.S.C 1985, c. N-2
National Arts Centre Act	R.S.C. 1985, c. N-3
National Battlefields at Québec Act	S.C. 1907-08, c. 57-58
National Film Act	R.S.C. 1985, c. N-8
National Horse of Canada Act	S.C. 2002, c. 11
National Sports of Canada Act	S.C. 1994, c.16
National Symbol of Canada Act	R.S.C. 1985, c. N-17
Official Languages Act (Part VII)	R.S.C. 1985, c. 31 (4 th Supp.)
Parliamentary Employment and Staff Relations Act	R.S.C. 1985, c. 33 (2 nd Supp.)
Physical Activity and Sport Act (In respect of sport)	S.C. 2003, c.2
Public Service Employment Act (Report to Parliament)	R.S.C. 1985, c. P-33
Public Service Labour Relation Act	S.C. 2003, c.22 S-2
Salaries Act (Lieutenant-Governors)	R.S.C. 1985, c. S-3
Sir John A. Macdonald and Sir Wilfrid Laurier Day Act	S.C. 2002, c.12
Status of the Artist Act (Part 1)	S.C. 1992, c.33
Telefilm Canada Act	R.S.C. 1985, c. C-16
Trade-marks Act (Use of National Symbols)	R.S.C. 1985, c. T-13

Departmental Points of Service Across Canada

Headquarters  Regional offices   District offices

Headquarters

Gatineau, Quebec and Ottawa, Ontario

Western Region

Vancouver, British Columbia
Victoria, British Columbia
Kelowna, British Columbia
Calgary, Alberta
Edmonton, Alberta
Whitehorse, Yukon

Prairies and Northern Regions

Winnipeg, Manitoba
Regina, Saskatchewan
Saskatoon, Saskatchewan
Yellowknife, Northwest Territories

Ontario Region

Toronto
Hamilton
London
Ottawa
Sudbury

Quebec Region

Montréal
Québec

Atlantic Region

Moncton, New Brunswick
Charlottetown, Prince Edward Island
Halifax, Nova Scotia
St. John's, Newfoundland and Labrador

There are 22 points of service, including Headquarters in Gatineau.

Contacts for Further Information

National Headquarters Department of Canadian Heritage 15 Eddy Street, 8 th Floor Gatineau, Quebec K1A 0M5 Tel. 819 997-0055 Toll Free: 1 866 811-0055 ATME*: 819 997-3123	Atlantic Region Department of Canadian Heritage 1045 Main Street, 3rd Floor, Unit 106 Moncton, New Brunswick E1C 1H1 Tel. 506 851-7066 Fax: 506 851-7079 Email pch-atlan@pch.gc.ca
Ontario Region Department of Canadian Heritage 150 John Street, Suite 400 Toronto, Ontario M5V 3T6 Tel. 416 973-5400 Fax: 416 954-2909 Email pch-ontario@pch.gc.ca	Quebec Region Department of Canadian Heritage Guy-Favreau Complex, West Tower 6th Floor 200 René-Lévesque Boulevard West Montréal, Quebec H2Z 1X4 Toll-free: 1 877 222-2397 Email pch-qc@pch.gc.ca
Prairies and Northern Region Department of Canadian Heritage 275 Portage Avenue, 2nd Floor P.O. Box 2160 Winnipeg, Manitoba R3C 3R5 Tel. 204 983-3601 Fax: 204 984-6996 Email pnr_rpn@pch.gc.ca	Western Region Department of Canadian Heritage 300 West Georgia Street, 4th Floor Vancouver, British Columbia V6B 6C6 Tel. 604 666-0176 Fax: 604 666-3508 Email wro-pch@pch.gc.ca

Table 9-B-1: Access to Information and Privacy (ATIP)
Canadian Heritage 2006-07

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA.  Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details:  http://laws.justice.gc.ca/en/A-1/218072.html.	90% of requests were completed within the prescribed time-frame. Requests that are more cpomplex require additional time to process.	This service standard is established by the Access to Information Act and the Access to Information Regulations.  Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992.
B. Other Information: N/A

Table 9-B-2: Canadian Audio-Visual Certification Office (CAVCO)
Canadian Heritage 2006-07

A. External Fee	Service Standard[25]	Performance Result[25]	Stakeholder Consultation
Certification Fee	Issuing certificates 8‑10 weeks from the date the application is received and deemed complete.	90% of the time CAVCO was able to issue the certification within this period.	In a client survey conducted in 2003, clients have expressed their satisfaction with our delivery period.
B. Other Information CAVCO will launch a Client Survey in 2008.

Table 9-B-3: Canadian Conservation Institute (CCI)
Canadian Heritage 2006-07

A. External Fees	Service Standards	Performance Results	Stakeholder Consultation
Special publications and products Prices for special publications and products are determined by a comparison with market prices, the prices for other CCI publications, as well as the size, content and printing costs for publishing the product.	CCI responds to general questions or requests for details concerning service within two working days when requests are telephoned or e-mailed to Publications Sales, to Customer Service, or through online forms on the CCI Web site or on the “Preserving My Heritage” site. CCI processes orders for publications and special products within the week following receipt of payment for them. The packaging materials and procedures used by CCI are designed to ensure that less than 2% of its material arrives defective.	This data will not be available until end of September 2007. See the explanation under “Preservation information management system” in Section B of this document.	N/A
Learning opportunities-workshops CCI offers 14 workshops at a cost of $500 each. Clients are eligible for one regional workshop per fiscal year (April 1 to March 31). Additional workshops are available for a fee of $500 and all expenses (transportation, accommodation, daily allowance, travel time, materials, transportation and equipment rental).	CCI maintains an overall client satisfaction rate of 95%, based on 11 quality parameters (see note on parameters). CCI responds to general questions or to requests for details concerning service within two working days when requests are telephoned or e-mailed to Learning Opportunities, Customer Service, or through online forms on the CCI Web site or on the “Preserving My Heritage” site. CCI responds to new requests within three weeks. Clients are notified of the acceptance or rejection of their request within a period of eight weeks, at which time they are also informed of whatever terms, conditions and fees might be applicable. In the case of regional workshops, clients are notified of the acceptance or rejection of their request within eight weeks of the December 1 deadline for submitting applications.	99% would recommend the course to someone else. Data on the general rates of satisfaction will be available at the end of September 2007.	Provincial museum representatives took part in provincial consultations on February 7, 2007, to identify client needs and set up the programming for the 2007-2008 workshops.
Library services Photocopies, facsimiles, book and video cassette loans: no fees for Canadian clients and libraries, minimal charges for foreign clients: US$10 for up to 20 pages (including shipping and handling); US$.20 for each additional page; Facsimiles: US$1 per page; Loans: US$10 per book (including shipping and handling). Replacement costs for loss or damage: cost of the item plus a $50 processing fee.	CCI responds to general questions or requests for details concerning service within two working days when requests are telephoned or e-mailed to the Library, to Customer Service, or through online forms on the CCI Web site or on the “Preserving My Heritage” site.   CCI processes requests for photocopies, books or facsimile transmissions within the week following receipt of the request.	100 % of the requests are processed within one week.	N/A
B. Other information: Client categories: CCI places clients in one of 18 categories, used to determine their eligibility for various services and the fees payable for these services. The 11 quality parameters for the client satisfaction survey are: Processing of the request, acknowledgment of receipt of the initial request, explanation of fees, explanation of service provided, communications in the course of the project, speed of service, quality of service, usefulness of service, quality of documents supplied (reports), attitude of personnel (friendly, courteous, competent), overall value. Preservation information management system: Is currently being prepared and will be available only in 2008-2009. Proteus, CCI’s existing system, can only partly verify processing times and cannot give exact data on effective response times by type of service.

Table 9-B-4: Canadian Heritage Information Network (CHIN)
Canadian Heritage 2006-07

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Publications	Publication request acknowledged within two business days.	The two day acknowledgement request was met in 7 out of a total of 12 orders.	N/A
B. Other Information CHIN is shifting its priorities from selling printed publications to providing publications at no charge to the public on its website.  In this way, CHIN can share its research and expertise with a greater number of Canadians and worldwide audiences.

TABLE 13: Details on Transfer Payments Programs (TPPs) for the Department of Canadian Heritage

CITIZENSHIP AND HERITAGE SECTOR

All these transfer payments programs are voted, which means that each year the Parliament of Canada votes annual Appropriation Act or Acts to grant expenditure authority to the Crown for the departments and agencies. This spending authorization lapses at year-end.

1) Name of Transfer Payment Program: Aboriginal Peoples’ Program
2) Start Date: 1971-72				3) End Date: 2009-10
4) Description: For over 30 years, the Department of Canadian Heritage (and its predecessor the Department of the Secretary of State) has been delivering Aboriginal-specific programs and initiatives that support the full participation of Aboriginal people in Canadian life and supporting the continuation of Aboriginal living cultures as key elements of the Canadian cultural landscape. Specifically they: Strengthen Aboriginal cultural identity and languages; Facilitate the inclusion of Aboriginal people in Canadian society in a manner that recognizes their cultures and fosters their contribution to Canada; and Provide Aboriginal peoples living off-reserve with a representative voice and ensure that Aboriginal perspectives are reflected in government. The Aboriginal Peoples’ Program is organized around three broad themes: Aboriginal Organizations Component supports the capacity of national and regional Aboriginal organizations to represent the interests of their communities with the intent of reflecting Aboriginal perspectives in government policies and programs. 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 either 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. Aboriginal Living Cultures Component supports the preservation, revitalization and promotion of Aboriginal languages and cultures. Specifically, this component focuses on access to programs and activities that preserve, revitalize and promote Aboriginal languages and cultures as well as the production and distribution of Aboriginal radio and television programming.
5) Strategic Outcome(s): Canadians live in an inclusive society built on intercultural understanding and citizen participation. Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Aboriginal Organizations In 2006-07, $7M was provided to 30 representative and national women's organizations that represent approximately 70% of the Aboriginal population that live off reserve. Funding provided in 2006-07 builds on over 30 years of programming and has continued to provide the infrastructure to support the aspirations and representation of Aboriginal Peoples within Canadian society. Aboriginal Communities Friendship Centres, through a strong community focus and the provision of critical programs and services, have contributed to improving the life chances and socio-economic conditions of urban Aboriginal people. In 2006-07, $16,229,182 was provided to support 16 friendship centres, the National Association of Friendship Centres (NAFC) and 7 provincial/territorial affiliated associations. This provides a stable base to the Friendship Centre network from which it is able to deliver a wide range of programs ad services to urban Aboriginal Canadians in partnership with federal, provincial and Aboriginal governments, and the non-profit sector. Community-level youth projects focus on a wide range of Aboriginal youth issues, needs and goals such as encouraging youth to stay in school; improving life skills; increasing youth participation in health, cultural and recreational projects; creating activities that provide alternatives to negative environments; community outreach and prevention and intervention programs for street youth. In 2006-07, $22,152,010 was provided to The Urban Multipurpose Aboriginal Youth Centres (UMAYC) to support over 10,000 young participants. In their desire to improve Young Canada Works for Aboriginal Urban Youth (YCWAUY) provides summer work experience and monies to help urban students to support their educational goals; support for scholarships to students and support for career fairs aimed at encouraging training in areas related to the departmental mandate. In 2006-07, Canadian Heritage provided $1,395,090, which supported about 70 culturally relevant Aboriginal women’s community-based projects addressing leadership and women’s issues, family violence and self-government participation. In 2006-07, $227,000 was provided to the National Aboriginal Achievement Foundation to support the Post Secondary Scholarship Program bursaries and scholarships to Aboriginal students and to support one day career fairs in Yellowknife and Halifax to give Aboriginal students resources and information on career opportunities. Aboriginal Living Cultures The Territorial Aboriginal Languages Accords (TLA) and the Aboriginal Languages Initiative (ALI) provide support for the preservation and promotion of Aboriginal languages to address the challenges of language and cultural loss. In 2006-07, $9,342,543 was provided through these initiatives to support approximately 300 language projects organized by Aboriginal communities, organizations and governments. Aboriginal broadcasting in the North has helped Aboriginal peoples reconnect with their cultural heritage, re-establish their linguistic capabilities and share their distinct ways and traditions among themselves and with the rest of the country. In 2006-07, $7,945,337 was provided to support 13 northern Aboriginal broadcasters for the production and distribution of television and radio programming. This ensured that over 900 hours of radio and television programming in 17 Aboriginal languages was produced and distributed. In 2006-07, $60,000 was provided to support National Aboriginal Day events in the National Capital Region. These events assist in the recognition and celebration of Aboriginal cultures and contributions to Canada; foster the promotion of Aboriginal cultures and testify about its growing importance. In 2006-07, $400,000 was provided to support the Four Host First Nations Society to ensure that First Nations’ cultures, protocols and traditions are acknowledged, respected and showcased throughout the planning, staging and hosting of the 2010 Olympic and Paralympic Winter Games. In 2006-07, $113,000 was provided to support the annual National Aboriginal Achievement Awards that showcases the successes of Aboriginal peoples to all Canadians. The awards show was held in Edmonton and broadcast nationally by Global TV and The Aboriginal Peoples Television Network.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) Between 9 and 11
Business Line (BL): Canadian Identity
Total Grants	0.2
Total Contributions	66.2
Total Business Line (PCH)	628.6
Program Activity (PA): Preservation of Canada’s Heritage
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		19.5	21.4		20.2	20.2	1.2
Total Program Activity (PCH)		20.4	21.7		20.5	20.5	1.2
Program Activity (PA): Community Development and Capacity Building
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		21.6	8.6		5.1	5.4	3.2
Total Program Activity (PCH)		252.8	231.8		226.5	227.0	4.8
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.3	1.4		0.6	0.6	0.8
Total Contributions		24.6	35.4		40.1	39.6	(4.2)
Total Program Activity (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances Overall variance of $1.0M is mainly explained by the following: $0.2M was transferred to the Department of Indian and Northern Development Canada through Supplementary Estimates to support the Tr ’ondëk Hwëch’ in First Nation in the development and management of Yukon heritage resources. $0.4M was reallocated to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation An audit of the Northern Aboriginal Broadcasting (NAB) and Northern Distribution (ND) was approved on June 28, 2006. The audit noted that consideration should be given to consolidate ND and NAB elements under the responsibility of the same function. The Report recommended that NAB d evelop and document: a risk management process supported by a risk assessment, recipients audit plan and monitoring as specified in the risk management strategy of the Results-Based Management and Accountability Framework (RMAF)/Risk-Based Audit Framework (RBAF); and operational guidelines and procedures for assessment of applications and proposals, funding process, monitoring, performance reporting and measurement activities. It also recommended that NAB implement performance measurement framework with appropriate methods and tools to collect information for reporting purposes; streamline the applications and consider to enter into multi year funding arrangements to expedite the process; and review the applications guidelines and eligibility criteria to ensure transparency and fairness. For ND, the Audit recommended that the program should ensure that the Treasury Board Policy on Transfer Payment requirements on advances to recipients are given based on monthly cash flow budgets and that holdback for payments is implemented. Summative Evaluation of the Aboriginal Friendship Centre Program ( May 18, 2005) Evaluation of Aboriginal Representative Organizations Program ( May 18, 2005) Evaluation of Aboriginal Women's Program ( February 24, 2005) Audit of the Aboriginal Languages Initiative ( October 20, 2004) Audit of the Canada/Territorial Co-operation Agreements for Aboriginal Languages ( October 20, 2004) Audit of the Urban Multipurpose Aboriginal Youth Centres Initiative (UMAYC) ( February 25, 2004) Audit of the Aboriginal Friendship Centres Program (AFCP) ( February 25, 2004) Evaluation of the Urban Multipurpose Aboriginal Youth Centres Initiative (UMAYC) ( October 22, 2003) Summative Evaluation of the Northern Native Broadcast Access Program (NNBAP) & Northern Distribution Program (June 25, 2003) Follow-Up Audit of the Aboriginal Representative Organizations Program ( June 25, 2003) Follow-Up Audit of the Aboriginal Women’s Program ( June 25, 2003) Summative Evaluation of the Aboriginal Languages Initiative ( February 26, 2003)

 

1) Name of Transfer Payment Program: Acknowledgement, Commemoration and Education Program (replaced by the Historical Recognition Programs in June 2006)
2) Start Date: 2005-06				3) End Date: 2009-10
4) Description: The objective of the Acknowledgement, Commemoration and Education Program (ACE) is to acknowledge, commemorate and educate Canadians about the historical experiences of ethnocultural communities impacted by wartime measures and/or immigration restrictions. The ACE Program aims to focus on forward-looking measures that will highlight the valuable contributions made by these communities to Canadian society. This will help to build a better understanding among all Canadians of the strength of diversity and a shared sense of Canadian identity.
5) Strategic Outcome(s): Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved: In June 2006, the Acknowledgement, Commemoration and Education Program (ACE) was replaced by the Historical Recognition Programs. ACE Program was cancelled, therefore no achieved results to report.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) Between 9 and 11
Business Line (BL): Canadian Identity
Total Grants	0.0
Total Contributions	0.0
Total Business Line (PCH)	628.6
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	10.0		0.1	0.0	10.0
Total Contributions		0.0	2.8		0.6	0.0	2.8
Total Program Activity (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances : Overall variance of 12.8M is explained as follows: $12.1M in planned funding for the Acknowledgement, Commemoration and Education Program was never accessed. The Historical Recognition Programs replaced this program. $0.7M for the Historical Recognition Programs was re-profiled to 2007-08.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation: N/A

 

1) Name of Transfer Payment Program: Community Partnerships Program
2) Start Date: 2002-03		3) End Date: 2006-2007
4) Description: Through the Community Partnerships Program, the Department of Canadian Heritage works with other government departments and the voluntary sector to promote citizen participation and engagement in Canadian society. The principal program managed by the Community Partnerships Program is the Canada Volunteerism Initiative (CVI) which aims to improve the ability of organizations to recruit and retain volunteers; to encourage Canadians to participate in voluntary organizations; and to enhance the experience of volunteering.
5) Strategic Outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved: Fiscal year 2006-07 was the renewal year for the Community Participation Program (CPP) and the Canada Volunteerism Initiative (CVI). Toward that end, the CPP undertook a series of stakeholder consultations across Canada to gauge the success of the Program and to solicit input toward its renewal. A Summative Evaluation of the Program was also carried out in 2006-07. As part of the Spending Restraint announcement made in the Fall of 2006, the Minister of Finance and the Treasury Board President announced the elimination of the CPP and the CVI. The Program relayed this decision to the three national centres and the thirteen Local Networks of the CVI and CPP clientele. In consultation with the clients of the CVI and the CPP, plans were made toward the orderly winding down of both Programs. The Local Networks of the CVI shortened their activity schedule and most closed down by February 2007. Promotional campaigns, like December 5 (International Volunteer Day) were still carried both nationally and locally. The three national centres consolidated the reports and fact sheets created under the CVI and put these resources up on their Websites so that the work undertaken would still be available to organizations. The CVI wound down operations as of March 31, 2007. The CPP worked with recipient organizations to close out the files supported under the Program.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line BL:) Canadian Identity
Total Grants	0.0
Total Contributions	8.0
Total Business Line (PCH)	628.6
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	0.0	0.0	0.0	0.0
Total Contributions		8.2	8.1	7.9	7.9	0.2
Total Program Activity (PCH)		107.9	168.8	151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $0.2M is as follows: Funds were reallocated to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL(s) to Last Audit and/or Evaluation A summative evaluation of the Community Participation Program (including the Canada Volunteerism Initiative) was approved in March 2007. The study found that CPP and CVI were no longer consistent with either the current stated priorities of the Government of Canada or the Department of Canadian Heritage’s strategic objectives. Although volunteer rates among Canadians varied over time, it was difficult to measure the direction and magnitude of the trend. There was broad consensus that voluntary organizations in Canada are under considerable stress and that the Government of Canada is in a position to influence their success. CPP/CVI helped improve the understanding of volunteerism and enrich the experience of volunteers, however a lack of evidence was noted. Given that the Program was deemed non-core and subsequently discontinued by the Government, recommendations were formulated in the event that a similar program be struck in the future. Summative Evaluation of the Canada Volunteerism Initiative (October 19, 2005) Evaluation of the 2001 International Year of Volunteer Initiative ( May 28, 2003)

 

1) Name of Transfer Payment Program: Development of Official-Language Communities Program
2) Start Date: 2003-04		3) End Date: 2008-09
4) Description: Foster the vitality of Canada's English- and French-speaking minority communities and enable 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, enhance the capacity of minority official language communities to have greater access to quality education and different programs and services in their language in their communities.
5) Strategic Outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved: Community Life Investments under the Community Life component led to the achievement of results that have enabled official‑language minority communities to have increased access to programs and services in their language. A total of $17.4M in funding was allocated to the provinces and territories by Canadian Heritage as part of intergovernmental cooperation on minority-language services. These investments led to the development and implementation of concrete measures designed to increase the level of services provided in areas under provincial jurisdiction other than education, deemed to be priorities for minority communities. These include justice, health, the economy, social services and community services. The Department continues to implement cooperation agreements with the community sector that seek to bring together all architects of minority community development. Over $34.5M has been allocated to community organizations to help them provide a wide range of activities that contribute to an increased use of the official language in the daily lives of Canadians living in official-language minority communities. Using the language is a way of preserving it. In addition to supporting initiatives based on local or regional needs, the Department of Canadian Heritage has also targeted cultural activities and networks as well as community radio stations. Minority-Language Education Under the Minority-Language Education component, Canadian Heritage cooperates with the provinces and territories to give official-language minority communities the opportunity to access education in their language, from preschools to post-secondary institutions. Over $169M has been allocated under this component, primarily for the implementation of bilateral federal / provincial / territorial agreements intended to maintain and improve regular education programs in the provinces and territories as well as their complementary strategies aimed at young people in order to pass on the language and culture to them and encourage them to achieve their full potential at school and in society. For instance, agreements have been concluded to renovate and build school and community spaces in Saskatchewan, the Northwest Territories, Nova Scotia, New Brunswick, Manitoba and Quebec. The following are some data from the 2006 PCH / Decima Research public opinion Survey on Attitudes and Perceptions Towards Canada's Official Languages with respect to the outcome seeking increased access for official-language minority communities to programs and services in their language, including education: 73.8% of respondents living in minority communities say they are satisfied with the services provided in their language in their community; 78.7% of respondents living in minority communities say they are satisfied with the services provided in their language in their community as concerns primary and secondary education; and 30.6 % of respondents living in minority communities say that access to services in their language in their community has improved over the past five years.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line BL:) Canadian Identity
Total Grants	4.6
Total Contributions	204.7
Total Business Line (PCH)	628.6
Program Activity (PA): Community Development and Capacity-Building
Total Grants		5.0	42.1	5.2	5.2	36.9
Total Contributions		226.2	181.1	216.3	216.3	(35.2)
Total for PA (PCH)		252.8	231.8	226.5	227.0	4.8
Total TPP (PCH)	997.9	1,015.7	1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $1.0M is mainly explained by the following: $4.0M was transferred through Supplementary Estimates to other federal government departments and agencies to support Interdepartmental Partnerships with the Official Language Communities (IPOLC). ($1.6M) was received from Operating funds through Supplementary Estimates. ($0.9M) was received from other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL to Last Audit and/or Evaluation Formative Evaluation of the Interdepartmental Partnership with Official Language Communities (IPOLC) Component of the Promotion of Official Languages Program ( October 22, 2003) Evaluation of the Intergovernmental Cooperation Component of the Promotion of Official Languages Program ( October 22, 2003) Evaluation of the Support for Official Language Communities Program (A component of the Promotion of Official Languages Program) ( June 25, 2003) Evaluation of the Official Languages in Education Program ( June 25, 2003) Audit Official Languages in Education and the Intergovernmental Collaboration Component of the Promotion of the Official Languages Program ( June 25, 2003)

 

1) Name of Transfer Payment Program: Enhancement of Official Languages
2) Start Date: 2003-04				3) End Date: 2008-09
4) Description: Promote among Canadians 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, encourage the public to recognize and support linguistic duality as a fundamental value of Canadian society.
5) Strategic Outcome(s): Canadians live in an inclusive society based on intercultural understanding and citizen participation.
6) Results Achieved: In 2006-07, the Department of Canadian Heritage invested over $114M under the Second‑Language Learning component, primarily for cooperation with the provinces and territories to improve core and immersion second-language programs, recruit and train teachers, and encourage the continuation of second-language learning at the post-secondary level. More specifically, the Department has supported a wide range of initiatives that, over the long term, will enhance young Canadians’ working knowledge of both official languages. These initiatives include activities that complement regular education programs, offered during either the school year or the summer. Among others, the Department has supported the Second Language Research Institute (formerly the Second Language Education Centre) of the University of New Brunswick in Fredericton to extend the scope of its research in order to provide second‑language teachers with improved tools so they are better able to help their students learn another language successfully. The Department also granted over $4M to promotional and outreach activities to foster a better understanding of the advantages of knowing both official languages in Canada. The activities funded pertain to areas involving outreach between various groups of Canadians ; the promotion of second-language learning or contributions of the French language and culture to majority and minority communities; and, the development of bilingual capacities within various organizations. The efforts of the Department of Canadian Heritage regarding the promotion of linguistic duality have yielded positive results. The Department commissioned a public opinion Survey on Attitudes and Perceptions Towards Canada's Official Languages conducted by PCH / Decima Research in 2006, which revealed that : 59.9% of Canadians in majority communities (92.6% of the minority) believe that having two official languages is an important aspect of what being Canadian means to them. This is a slight increase compared to the PCH / GPC International survey in 2002, when 54.2% of Canadians in majority communities (91.6% of the minority) were of the same opinion. 67.2% of Canadians in majority communities (92.5% of the minority) believe that speaking French and English in Canada improves job and business opportunities for all Canadians. According to 69.7% of Canadians in majority communities (88.4% of the minority), services at all government levels should be provided in English and French throughout the country.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) Between 9 and 11
Business Line (BL): Canadian Identity
Total Grants	0.5
Total Contributions	90.5
Total Business Line (PCH)	628.6
Program Activity (PA): Promotion of Inter-cultural Understanding
Total Grants		0.6	5.6		0.2	0.2	5.4
Total Contributions		106.5	100.2		115.1	115.1	(14.9)
Total for PA (PCH)		106.8	135.8		130.3	130.3	5.5
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		3.5	3.4		3.4	3.4	0.0
Total for PA (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of ($9.5M) is explained as follows: Transfers received from other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Audit of the Support for Linguistic Duality Program and the Program for the Integration of Both Official Languages in the Administration of Justice ( September 18, 2002 )

 

1) Name of Transfer Payment Program: Exchanges Canada Program
2) Start Date: 2000-01				3) End Date: 2009-10
4) Description: The Exchanges Canada Program enables young Canadians to participate in one way forums and two way exchanges with youth from communities across the country. It also enables them to obtain information on opportunities for many different types of exchanges within Canada and abroad.
5) Strategic Outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved: In 2006-07, Exchanges Canada offered approximately 15,204 youth the opportunity to learn more about Canada, its communities and its institutions, to connect with one another, to develop their skills, to generate solutions to issues that matter to them and to have a voice in public policy dialogue through participation in reciprocal exchanges, youth forums and summer work opportunities. Feedback from participant questionnaires continues to be very positive, and shows that participants in these activities have, as a result of their experience, a greater appreciation for Canada's diversity, greater comfort using their second language, and an increased desire to get involved in their own community. According to preliminary demographic data for 2006-07, the Program has achieved or surpassed the majority of its participation targets. Efforts were increased to reach out to visible minority youth, youth with disabilities and youth from Ontario.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) between 9 and 11
Business Line (BL): Canadian Identity
Total Grants	0.0
Total Contributions	19.8
Total Business Line (PCH)	628.6
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	0.1		0.1	0.1	0.0
Total Contributions		18.3	17.9		22.4	22.4	(4.5)
Total Program Activity (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of ($4.5M) is explained as follows: ($0.2M) were received through Supplementary Estimates from Human Resources and Skills Development Canada – Action Canada. ($0.9M) were received through Supplementary Estimates to support outstanding financial obligations relating to the Canadian Unity Council. ($3.4M) was received from other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Evaluation of Exchanges Canada Program ( February 24, 2005) Audit of Exchanges Canada ( February 26, 2003)

 

1) Name of Transfer Payment Program: Katimavik Program
2) Start Date: 1997-98				3) End Date: 2008-09
4) Description: Katimavik's mission is to foster the personal development of young Canadians through a stimulating 39-week program of community volunteerism, training and group interaction. Katimavik contributes significantly to the personal, social and occupational development of its participants, who are between the ages of 17 and 21, by promoting community service and offering a unique experience that fosters a better understanding of life in Canada.
5) Strategic Outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved In 2006-07, the Katimavik program provided opportunities for 899 young people to be part of a unique experience that allowed them to develop their personal, social and professional skills; increase their knowledge of Canada and its diversity; and become more involved in communities across the country through service-learning projects. The youth participants' enthusiasm, passion and involvement benefited both communities, where projects took place, and host partner organizations, which were better able to respond to community needs.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) Between 9 and 11
Business Line (BL): Canadian Identity
Total Grants		0.0
Total Contributions	19.8
Total Business Line (PCH)	628.8
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		16.7	19.8		17.5	17.5	2.3
Total Program Activity (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $2.3M is explained as follows: Funds were reallocated to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation A summative evaluation of the Katimavik Program was approved in May 2006. The study indicates that many of the conditions that gave rise to the Program continue to exist today (e.g., need to assist youth with transition from high school to post-secondary education, youth unemployment, and concern expressed about the environment). The evaluation also stated that the declining national volunteer rate for youth also points to the need for a program such as Katimavik. At the same time, the evaluation calls for the Government’s action on a number of issues: absence of targeting for certain groups; high cost per participant compared to other youth programs examined; large salary and wage budgets of the Katimavik-OPCAN organization; and, dependence of this organization on Government funds. The main recommendations coming out of the evaluation call for a re-focusing of the Program as it examines various approaches to promoting youth volunteerism and the need to undertake a number of actions to increase its efficiency.

 

1) Name of Transfer Payment Program: Multiculturalism Program
2) Start Date: 1982-83				3) End Date: 2009-10
4) Description: The Multiculturalism Program of Canadian Heritage is one important means by which the Government of Canada pursues the 3 goals of the Multiculturalism Policy: identity; social justice; and civic participation. Funding provided under the terms and conditions supports these goals to achieve the following objectives: Ethno-cultural/racial minorities participate in decision making (Civic Participation) Communities in the broad public engage in informed dialogue and sustained action to combat racism (Anti-Racism, Anti-Hate, Cross Cultural Understanding) Public Institutions eliminate systemic barriers (Institutional Change)
5) Strategic Outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved: In 2006-07, the Multiculturalism Program funded 114 projects across the country. The Program supported the work of public institutions in a number of different sectors. For example, the Canadian Red Cross Society completed an organizational needs assessment to identify attitudes, behaviours, policies and procedural barriers. This assessment will help ensure that the organization reflects and meets the needs of Canada's multicultural population. To affect institutional change in the media industry, the Program provided support to the Young People's Press for Diversifying Canada's Newsrooms project that builds on a partnership with five universities to increase the number of racial minority undergraduate journalists and encourage news that reflects the diversity of Canadian society. The Program assisted ethno-cultural/racial communities to take action to resolve issues affecting their communities by supporting skills development for civic engagement that increased knowledge about emerging issues preventing full participation. For example, the Youth Employment Services Foundation received funding support to examine needs related to entrepreneurship issues affecting ethno-cultural/racial communities in Quebec. The National Alliance of Philippine Women in Canada also received support for the project Filipino Community and Beyond: Toward Full Participation in a Multicultural Canada.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) Between 9 and 11
Business Line (BL): Canadian Identity
Total Grants	1.0
Total Contributions	11.3
Total Business Line (PCH)	628.8
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.8	7.7		0.6	0.6	7.1
Total Contributions		9.7	9.5		9.3	8.6	0.9
Total Program Activity (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $8.0M is mainly explained by the following: The enhanced funding was only approved by Parliament in December 2006 in Supplementary Estimates A, which was too late to develop projects with community organizations. Funds were also reallocated to other departmental programs to co-fund youth-related diversity projects and other initiatives.
Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Summative Evaluation of the Multiculturalism Program ( June 28, 2006) Evaluation of the Family Violence Initiative - Multiculturalism Program ( September 18, 2002) Evaluation of the Multiculturalism Program's March 21 Campaign for the Elimination of Racial Discrimination ( November 28, 2001) Review of the Canadian Race Relations Foundation (November 28, 2001)

 

1) Name of Transfer Payment Program: Museums Assistance Program (Known as Grant/Contribution to Canadian museums and heritage organizations to promote professional management of, and access to, Canada's diverse heritage)
2) Start Date: 1972-73				3) End Date: 2009-10
4) Description: The Museums Assistance Program helps current and future generations of Canadians gain access to and develop a better appreciation of their heritage. The program provides project support to help exhibitions travel around the country, to foster the adoption of best museum management practices, to support Aboriginal peoples in protecting and presenting their heritage, and to improve museum associations' ability to serve their members.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Access and Participation in Canada’s Cultural Life In 2006-07, the Museum Assistance Program (MAP) received 225 project proposals, and funded 169 of these (75%). When multiyear projects are taken into consideration, a total of 223 projects received funding for a total estimated amount of $6.87M. Note : These numbers do not include actual expenditures for MAP in 2006-07, as final project reports are still being submitted by recipients. Final figures will be provided by the third quarter. Participation in Community and Civic Life (Young Canada Work (YCW) – Heritage) A total of 882 summer students and graduate interns found work in heritage organizations in 2006-07 through YCW, a hiring rate that met annual program objectives and matched the achievements of preceding years.
Millions of $	7) Actual Spending 2004–05	8) Actual Spending 2005–06	9) Planned Spending 2006–07		10) Total Authorities 2006–07	11) Actual Spending 2006–07	12) Variance(s) between 9 and 11
Business Line (BL): Cultural Development and Heritage
Total Grants	3.6
Total Contributions	7.9
Total Business Line (PCH)	367.4
Program Activity (PA): Sustainability of Cultural Expression and Participation
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		0.0	0.0		0.0	0.0	(0.5)
Total Program Activity (PCH)		108.7	227.1		210.8	186.9	40.2
Program Activity (PA): Access and Participation in Canada's Cultural Life
Total Grants		2.0	2.5		1.6	1.6	0.9
Total Contributions		5.4	6.5		4.7	4.6	1.9
Total Program Activity (PCH)		118.4	123.8		118.0	115.1	8.7
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		3.4	3.0		3.0	3.0	0.0
Total Program Activity (PCH)		107.9	168.8		151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $2.3M is explained as follows: These funds were cut from the program as part of the Spending Restraint announcement made in the Fall of 2006.
Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Summative Evaluation of the Museums Assistance Program and Canadian Museums Association Program (May 18, 2005) Audit of the Museums Assistance Program (June 23, 2004)

TABLE 13: Details on Transfer Payments Programs (TPPs) for the Department of Canadian Heritage

CULTURAL AFFAIRS SECTOR

All these transfer payments programs are voted, which means that each year the Parliament of Canada votes annual Appropriation Act or Acts to grant expenditure authority to the Crown for the departments and agencies. This spending authorization lapses at year-end.

1) Name of Transfer Payment Program: Arts Presentation Canada Program
2) Start Date: 2001-02				3) End Date: 2009-10
4) Description: The program supports arts presenters in the performing arts, arts festivals and their service organizations to help them strengthen their presentation practices by encouraging diverse programming, organizing audience development, diversification and outreach activities, developing initiatives that bring professional artists into contact with residents of their community, and supporting networking and professional development for presenters. It also supports the emergence of presenters and presenter networks for under-served communities or artistic practices. Its objective is to give Canadians direct access to a diversity of artistic experiences.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: In 2006-07, 613 arts organizations received financial support from Arts Presentation Canada (APC) in more than 230 different communities. It is estimated that these arts organizations also coordinate outreach activities in over 450 communities. Moreover, 42% of communities funded are in rural and remote Canada, while 57% of communities funded are in small to large urban centres. Support under APC is recurring (year after year) since expected program results require continuous efforts over a number of years. With APC support, arts festivals and other presenting organizations are enhancing the variety of programs offered to Canadians. Without program support, arts presenters would likely not be able to sustain the same level, nor the same richness of activities. The APC program has been in a consolidation mode since 2005, seeking to provide appropriate resources to those presenters with the strongest capacity to deliver on program results and to impact the rest of the presenting milieu. Of the arts organizations receiving on-going support in 2006-07, 19% were provided with increased support for this reason. Simultaneously, close to 16% of all APC clients were provided with fewer resources. Program staff is making sure that all supported organizations understand program’s expected results. Additionally, the two major national arts service organizations for presenters: CAPACOA (Canadian Arts Presenters/Association canadienne des organismes artistiques) and RIDEAU (Réseau indépendant des diffuseurs d'événements artistiques unis), have received supplementary funding in 2006-07 for a collaborative initiative to improve access to the best professional development opportunities available. This investment is reflected in the quality programming offered to Canadians.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL) : Cultural Development and Heritage
Total Grants	0.0
Total Contributions	26.9
Total Business Line (PCH)	367.4
Program Activity (PA) : Access and Participation in Canada’s Cultural Life
Total Grants			0.0		0.0	0.0	0.0
Total Contributions		20.7	14.4		22.2	22.1	(7.7)
Total Program Activity (PCH)		118.4	123.8		118.0	115.1	8.7
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances Overall variance of ($0.7M) is explained as follows: $1.3M was transferred to other federal organizations through Supplementary Estimates to support initiatives such as: the Quebec Scene and British Columbia Scene festivals (National Arts Centre), Governor General Performing Arts Awards (National Arts Centre), and the “Commission internationale du théâtre francophone” (Canada Council for the Arts). Transfers of ($2.0M) were received from other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation Audit of the Arts Presentation Canada Program ( October 20, 2004) Joint Formative Evaluation of Arts Presentation Canada, Cultural Spaces Canada and the Canadian Arts and Heritage Sustainability Program ( October 22, 2003) Evaluation of the Cultural Initiatives Program ( September 19, 2001)

 

1) Name of Transfer Payment Program : Book Publishing Industry Development Program
2) Start Date : 1980-81				3) End Date : 2010-11
4) Description: The Book Publishing Industry Development Program (BPIDP) supports the activities of Canadian book publishers and other sectors of the book industry in order to ensure choice of and access to Canadian-authored books, which reflect Canada's cultural diversity and linguistic duality both at home and abroad. The BPIDP aims to meet that objective by fostering a strong, viable Canadian book industry that publishes and promotes Canadian-authored books.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: In 2006-07, the BPIDP supported 226 Canadian-owned publishers in more than 75 Canadian towns and cities. It also supported a broad range of collective projects in all regions aimed at connecting readers to Canadian-authored books and building skills and knowledge in the industry. BPIDP-supported publishers produced 5,365 Canadian-authored titles and books by nearly 1,000 first-time authors. Support for publishers, coupled with almost $7 million in BPIDP funding for domestic and international marketing activities, ensured that the broad dissemination of these Canadian stories continued. Publishers funded by BPIDP in 2006-07 realized $334 million in book sales in Canada and $101 million in export sales for a total of $435 million. This high level of sales, a 7% increase over 2005-06, indicates that Canadian and international readers continue to access Canadian books in strong and growing numbers. BPIDP continued to invest in building industry knowledge, skills and capacity to ensure that these successes continue. Among the important results in this area in 2006-07, BPIDP funding helped 151 Canadian-owned publishers to achieve bibliographic data quality certification, expanding the industry’s capacity to benefit from technological efficiencies in the book industry supply chain.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL) : Cultural Development and Heritage
Total Grants	0.0
Total Contributions	14.9
Total Business Line (PCH)	367.4
Program Activity (PA) : Creation of Canadian Content and Performance Excellence
Total Grants			0.0		0.0	0.0	0.0
Total Contributions		11.0	10.9		11.0	11.0	(0.1)
Total Program Activity (PCH)		300.8	279.8		322.4	320.8	(41.0)
Program Activity (PA) : Sustainability of Cultural Expression and Participation
Total Grants			0.0		0.0	0.0	0.0
Total Contributions		4.4	5.2		4.6	4.6	0.6
Total Program Activity (PCH)		108.7	227.1		210.8	186.9	40.2
Program Activity (PA): Access and Participation in Canada's Cultural Life
Total Grants			0.0		0.0	0.0	0.0
Total Contributions		6.1		3.3	3.0	3.0	0.3
Total Program Activity (PCH)		118.4		123.8	118.0	115.1	8.7
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $1.2M is explained as follows: Funds were transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation: Summative Evaluation of the Book Publishing Industry Development Program ( June 23, 2004) Audit of the Book Publishing Industry Program ( May 28, 2003)

 

1) Name of Transfer Payment Program: Canada Magazine Fund
2) Start Date: 1999‑00				3) End Date: 2010‑11
4) Description: The Canada Magazine Fund provides support to Canadian magazine publishers and not-for-profit organizations representing periodical publishers in order to: foster the creation of Canadian editorial content in Canadian magazines, increase Canadian's access to Canadian magazines, enhance the quality and diversity of Canadian magazines; and to strengthen the infrastructure of the Canadian magazine industry. It achieves these goals by providing formula funding for magazines to support and enhance their editorial content, and to arts and literary magazines, and through project support for business development for small magazine publishers and for projects that develop the periodical industry as a whole.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: In 2006-07, the Canada Magazine Fund (CMF) contributed $10 million towards the costs of producing Canadian editorial content in Canadian magazines. Canadian content made up almost 95% of the total editorial content in these magazines compared to the previous year, CMF-funded magazines produced 13% more pages of Canadian editorial content. The CMF also helped strengthen the industry’s infrastructure through 28 collective projects that dealt with professional development, promotion and marketing, newsstand sales building, research, and new technology. Canadian readers had access to a wider diversity of Canadian magazines in 2006-07 as 71 new Canadian magazines were launched, versus 21 magazines that closed, 36% fewer than in the year before. Of the new titles, 60 were consumer magazines in 12 different subject categories, ranging from arts/culture, to city/regional and special interest.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL): Cultural Development and Heritage
Total Grants	0.0
Total Contributions	14.9
Total Business Line (PCH)	367.4
Program Activity (PA): Creation of Canadian Content and Performance Excellence
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		11.0	10.9		11.0	11.0	(0.1)
Total Program Activity (PCH)		300.8	279.8		322.4	320.8	(41.0)
Program Activity (PA): Sustainability of Cultural Expression and Participation
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		4.4	5.2		4.6	4.6	0.6
Total Program Activity (PCH)		108.7		227.1	210.8	186.9	40.2
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $0.5M is explained as follows: Funds were transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Summative Evaluation of the Canada Magazine Fund (June 2006) Post- Implementation Audit of the Canada Magazine Fund ( February 26, 2003)

 

1) Name of Transfer Payment Program: Canada Music Fund
2) Start Date: 2001‑02				3) End Date: 2009‑10
4) Description: The Canada Music Fund provides Canadian music creators, artists and entrepreneurs with opportunities to produce, promote and make available high-quality Canadian sound recordings. The beneficiaries can record demo tapes and full-length albums, produce music videos, promote new products and artists, and defray touring costs.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: In 2006-07, the CMF support continued to ensure the production of varied Canadian music and the development of Canadian talent at home and abroad. Funding was provided to the production of over 400 albums by Canadian artists through the New Musical Works and Canadian Musical Diversity components. To ensure the broad dissemination of these and other Canadian works, over 700 projects received marketing, touring or showcasing support. The Music Entrepreneur Component (formerly known as the Music Entrepreneur Program) supported 19 established Canadian sound recording firms in 2006-07. The funding helps ensure the existence of a diverse range of compelling Canadian musical choices as these companies become increasingly competitive at the national and international level and position themselves for success in a global economy. These firms released 137 albums and sold over 10 million units of physical and downloaded albums, singles and music DVDs. Downloads now represent 5.6% of these firms’ total album sales, up from 0.2% three years ago. The Canadian sound recording industry has experienced sharp declines in sales this decade, due in large part to the Internet and the rapidly changing retail landscape. Despite this decline, Canadians continue to purchase and access more Canadian music. Since the inception of the CMF , the market share of Canadian artist albums sold in Canada increased from 16.0% in 2001 to 22.3% in 2006. The number of Canadian songwriters has also increased during that time, with 20,811 Canadian songwriters receiving performance royalties from SOCAN in 2005, up from 17,645 in 2001.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL):  Cultural Development and Heritage
Total Grants	0.0
Total Contributions	22.0
Total Business Line (PCH)	367.4
Program Activity (PA): Creation of Canadian Content and Performance Excellence
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		15.2	9.4		11.5	11.5	(2.1)
Total Program Activity (PCH)		300.8	279.8	322.4		320.8	(41.0)
Program Activity (PA): Sustainability of Cultural Expression and Participation
Total Grants		0.0	0.0	0.0		0.0	0.0
Total Contributions		4.5	11.5	9.5		9.4	2.1
Total Program Activity (PCH)		108.7	227.1	210.8		186.9	40.2
Program Activity (PA): Preservation of Canada’s Heritage
Total Grants		0.0	0.0	0.0		0.0	0.0
Total Contributions		0.2	0.2	0.2		0.2	0.0
Total Program Activity (PCH)		20.4	21.7	20.5		20.5	1.2
Program Activity (PA): Access and Participation in Canada’s Cultural Life
Total Grants		0.0	0.0	0.0		0.0	0.0
Total Contributions		2.7	1.8	2.1		2.1	(0.3)
Total Program Activity (PCH)		107.9	123.8	118.0		115.1	8.7
Total TPP (PCH)	997.9	1,015.7	1,188.8	1,180.2		1,150.3	38.5
13) Comments on Variances: Overall variance of $0.3M is explained as follows: Transfers of ($0.6M) were received from other departmental programs in order to adjust for emerging priorities. $0.3M was transferred to the Canada Council for the Arts through Supplementary Estimates to support the Canadian Musical Diversity component of the Canada Music Fund.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Audit of the Canada Music Fund  (June 23, 2004) Evaluation of Canada Music Council  (May 18, 2005) Formative Evaluation of the Canada Music Fund  (February 25, 2004)

 

1) Name of Transfer Payment Program : Canada New Media Fund
2) Start Date : 2000-01				3) End Date : 2006-07
4) Description : The Canada New Media Fund, administered by Telefilm Canada, supports the development, production, marketing and distribution of high-quality, original, interactive Canadian new media cultural products, in both official languages, and that are intended for the general public
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Through the Canada New Media Fund (CNMF), $14M in funding support was approved for 113 projects, including: $12.5M in support of 86 content creation projects (Products Assistance component); and $1.5M for 27 projects that facilitated the sustainability of the Canadian new media sector (Sectoral Assistance component). Support was provided through the CNMF to a broad range of products, all of which attract different types and sizes of audiences. Because of the volatility of current data gathering methodologies in an online universe, it is challenging to collect data consistently and report uniform results. Results that are available at this moment are for those products/Web sites that have received funding in 2005-06 but which were launched in 2006-07, and have thus produced results. Canadians have access to more innovative, interactive new media products developed by Canadian companies, which are accessible through various platforms and mobile devices. Some of these products have attracted broad audiences, particularly those associated with television programming. Examples include: thisisdanielcook.com, created by Marblemedia. This is the companion website to a preschool television show This is Daniel Cook, a show that follows its host, seven-year-old Daniel Cook, in his discovery of the world. This site received more than 350,000 visits from February to November 2006. Antartic Mission/Sedna.tv, a website created by Turbulent Média, is a window on a 14 months expedition in the Antartic, where sailors, filmmakers and scientists aboard the Sedna IV, a state-of-art research sailing vessel, braved the extreme conditions of the planet’s least-explored continent. This site received more than 150,000 visits over the period from February to November 2006; Shipwreck Central , created by the Ghostship Studio, is the web home of the television series The Sea Hunters, and contains the largest selection of shipwreck footage on the web. This site received more than 105,000 visits from February to November 2006. However, a majority of the projects reported more modest traffic statistics, which can be expected from sites that often target specific niche audiences, such as the Tshinanu.tv website. This website is a complement to the television series of the same name that provides a window on the social, economic and cultural aspects of contemporary Native life that allows for exchange between all the peoples of Quebec. This site received 13,000 visits over the period of February-November 2006. Through the Fund’s Sectoral Assistance component, support is provided to developmental and capacity-building activities for the new media sector in Canada which have resulted in the development of initiatives such as workshops, internships, conferences and other networking events that helped build capacity in the new media sector. An example of a funded project is the next MEDIA event, where Canadian and international leading edge content creators, aggregators, and influential solution-providers meet to develop key business relationships.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL): Cultural Development and Heritage
Total Grants	0.0
Total Contributions	9.7
Total Business Line (PCH)	367.4
Program Activity (PA): Creation of Canadian Content and Performance Excellence
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		14.0	14.1		14.0	14.0	0.1
Total Program Activity (PCH)		300.8		279.8	322.4	320.8	(41.0)
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $0.1M is explained as follows: Funds were transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation The most recent summative evaluation of CNMF was approved by the Audit and Evaluation Committee in December 2006. The evaluation study found that evidence is mixed whether the government needs to continue to support the production of new cultural media content, or that more research on this topic is required. Canadians are supportive of the efforts by the government to fund the new media sector to reap the economic benefits of Internet-based products. The evaluation recommends further consultation with industry stakeholders to redesign the CNMF and develop an industrial strategy for Canada’s new media sector. It also recommended an increased role for Telefilm Canada in the administration and delivery of CNFM, in reporting on the compliance of CNMF recipients with contract repayment provisions; performance measurement enhancements and also a study on the usage by Canadians of Canadian and American cultural content on the Internet. Audit of the Canada New Media Fund (June 23, 2004)

 

1) Name of Transfer Payment Program: Canadian Arts and Heritage Sustainability Program (CAHSP)
2) Start Date: 2001-02				3) End Date: 2009-10
4) Description: The Canadian Arts and Heritage Sustainability Program is designed to strengthen organizational effectiveness, build operational and financial capacity within the arts and heritage sectors, and ensure that those organizations operate in communities which value their existence, see them as a key asset, and support them. There are six components: Stabilization Projects; Capacity Building; Endowment Incentives; Limited Support to Endangered Arts Organizations; Networking; and Cultural Capitals of Canada.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Capacity Building In 2006-07, the Capacity Building component of the Canadian Arts and Heritage Sustainability Program (CAHSP) provided support totaling $4M to 138 projects. A client survey conducted in 2006-07 has demonstrated that support for capacity building has led to improved administrative or financial capacity for 95% of organizations surveyed. The degree of impact the ongoing projects were having was reported as high. Types of projects supported included: business, strategic and human resources plans, fundraising campaigns, new financial and ticketing systems, employee training, and new marketing strategies. Of note is that once organizations worked on one aspect of their business, they felt that they could move on to improving other areas. For example, organizations with improved governance practices (i.e. strategic planning) felt they now had the capacity to work towards improving their financial autonomy and developing new audiences. Endowment Incentives While the number of organizations benefiting from the Endowment Incentives component of the CAHSP almost doubled in fiscal year 2005-06, the amount requested from the program more than doubled. This meant that for the first time, the program could not match dollar for dollar the resources raised by the private sector. In 2006-07, another increase in applications meant that the program matched 64 cents for every dollar raised for eligible arts organizations’ endowment funds. Increasing awareness of this program, complemented by the introduction of matching fund programs in British Columbia and Quebec, led to significant increases in applications from those provinces. Past experience and anecdotal evidence from both donors and recipients have demonstrated that donors respond well to having their donations doubled and sometimes tripled through government matching incentives. To date, the government has invested $58.8M in arts organizations’ endowment funds, to match private sector giving of $74.8M. This means that a total of $133.6M has been invested by the Federal Government and the Private Sector in endowment funds to contribute to the long-term sustainability of arts organizations. Networking Initiatives In 2006-07, the Networking component of CAHSP approved financial contributions totalling nearly $400,000 to two organizations. The Creative City Network, a recipient since 2002, continued to equip cultural professionals with materials and resources that strengthen municipal involvement and investment in culture. Through its resource centre, many smaller and more remote communities now have access to a wealth of material, and the Network is expanding its rural outreach, with 20 new member communities in Northern and Southern Alberta. It has also set up a flying squad pilot project to provide on-site training and longer-term mentoring to communities as they further their cultural development planning. Les Arts et la Ville, another recipient of this component in Quebec, is reaching out to francophone communities in minority situations in the rest of Canada to share expertise and develop exchanges. In 2006-07, this network expanded its membership which now includes Francophone communities or organizations from British Columbia, Ontario, New Brunswick and Nova Scotia. Both organizations funded under the Networking component continue to expand their membership and develop a range of collaborative relationships with various organizations. They are reaching out to universities, elected officials and organizations with parallel or complementary objectives to expand the influence of cultural planning in communities. Since its creation in 2002, Creative City Network has created a Centre of Expertise on Culture and Communities, a resource centre that builds on its strengths in research, knowledge exchange and public awareness, which has generated numerous requests for research on cultural development. Both Creative City Network and Les Arts et la Ville have developed cooperative partnerships with various organizations by participating in policy discussions and research projects, as well as by making presentations to the Federation of Canadian Municipalities' annual conference, to cultural organizations and other municipal professional organizations. Both are consistently solicited to assist with or become involved in conferences or projects on cultural development. Les Arts et la Ville is working closely with the Association française des municipalités de l’Ontario (AFMO), the Fédération culturelle canadienne-française (FCCF) et the Association des municipalités bilingues du Manitoba (AMBM) to further collaborations between communities and the cultural sector. Cultural Capitals of Canada Awards In 2006-07, total contributions approved under the Cultural Capitals of Canada (CCC) program amounted to $4.8M. Proposals submitted by communities in 2006-07 continued to demonstrate the importance municipalities attach to arts and culture, as the quality, artistic merit and scope of the activities proposed in applications received by the program increase. The CCC awards continued to have a leveraging effect on designated communities. Saskatoon , designated CCC in 2006, asked to augment its original proposal to access the maximum $2M award as partners came forward with additional projects and resources. Similarly, St. John's, also a CCC in 2006, indicated that its designation allowed it to leverage additional support. CCC funding has also helped municipalities diversify their sources of funding for arts and heritage activities. Current applications to the program indicate that 72% of projects proposed include support from provincial governments, up from 33% in 2003; 79% of proposed projects include support from the private sector, up from 40% in 2003; likewise, 86% of projects include earned revenues, up from 23% in 2003. Several winning municipalities have also reapplied for a future award, indicating that results already achieved through CCC are encouraging further municipal support, involvement and interest in arts and heritage activities.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL): Cultural Development and Heritage
Total Grants	9.1
Total Contributions	10.1
Total Business Line (PCH)	367.4
Program Activity (PA): Sustainability of Cultural Expression and Participation
Total Grants		15.4	16.9		15.4	15.4	1.5
Total Contributions		5.1	5.3		4.9	4.9	0.4
Total Program Activity (PCH)		108.7	227.1		210.8	186.9	40.2
Program Activity (PA): Access and Participation in Canada’s Cultural Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		1.6	4.9		3.2	3.2	1.7
Total Program Activity (PCH)		118.4		123.8	118.0	115.1	8.7
Program Activity (PA): Participation in Community and Civic Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		0.0	0.2		0.2	0.2	0.0
Total Program Activity (PCH)		107.9		168.8	151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $3.6M is explained as follows: These funds were transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URLs to Last Audit and/or Evaluation Formative Evaluation of two Canadian Arts and Heritage Sustainability Program Components: Cultural Capitals of Canada and Networking Initiatives ( June 22 2005) Audit of the Canadian Heritage Arts and Sustainability Program ( February 24, 2005)

 

1) Name of Transfer Payment Program: National Arts Training Contribution Program
2) Start Date: 1997-98				3) End Date: 2007-08
4) Description: The program is designed to assist independent Canadian not-for-profit corporations that specialize in training Canadians seeking a professional career in the arts.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Recipient institutions depend on the National Arts Training Contribution Program (NATCP) funding, without which the quality and availability of their programs would be substantially diminished. On average, NATCP funding accounts for just over 40% of total revenue for the financial files reviewed. NATCP support also helps to leverage funds from other sources and provide additional credibility to the institution. The NATCP is critical to the financial and human resource stability of arts training institutions. In addition, a variety of improvements have been made, which include more rigorous selection processes, increased length and/or breadth of training, increased outreach, and improved ability to respond to changing demographics. In terms of outcomes, NATCP institutions (36 were funded in 2006-07) produce approximately 1,200 graduates per year, with another 2,200 participating in shorter-term workshops, and 80% are working professionally, of whom 20% work internationally. Based on annual program surveys, nearly 50% of graduates of NATCP-funded institutions received an award in their first three years after graduation, and are more likely to receive honours, distinctions and awards than graduates of unfunded institutions. These awards include various arts council grants and prizes, Dora Mavor Moore Awards, the Clifford E. Lee award, and Chalmers Arts Awards.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL) : Cultural Development and Heritage
Total Grants	0.0
Total Contributions	16.0
Total Business Line (PCH)	367.4
Program Activity (PA) : Sustainability of Cultural Expression and Participation
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		17.4	15.9		17.0	17.0	(1.1)
Total Program Activity (PCH)		108.7		227.1	210.8	186.9	40.2
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $1.1M is explained as follows: Transfers received from other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Evaluation of the National Arts Training Contribution Program and the National Training Program in the Film and Video Sector ( February 20, 2002)

 

1) Name of Transfer Payment Program: Canadian Culture Online Program
2) Start Date: 2001-02				3) End Date: 2009-10
4) Description: Canadian Culture Online Program (CCOP) includes three components: Access and Content, Research and Development and New Media Sector Development. These components replace and consolidate the former Partnerships Fund and the four components of the previous Canadian Culture Online Program: Gateway Fund, Canadian Works of Reference Fund, New Media Research Networks Fund and New Media Sector Development Fund. The objectives of the CCOP are to: provide Canadians access to and participation in interactive digital resources that reflect our diverse heritage, cultures, languages and history and to ensure that the program contributes to a supportive environment for the new media sector in Canada.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Through the Canadian Culture Online Program, $14.7M in funding support was approved in 2006-2007 for 64 projects, including: $9.1M in support of 49 access and content creation projects ( Gateway and Partnerships Funds) that allow Canadians of all ages to access content that reflects our diversity of cultures and heritage; $5.3M in support of 12 research and development projects and initiatives ( New Media Research Networks Fund and New Media R&D Initiative) that seek the development of new technological tools for the creation, management and delivery of cultural content; and $290,000 for 3 projects ( New Media Sector Development Fund) that facilitates the development of the Canadian new media sector. Support was provided through the Canadian Culture Online Program to a broad range of projects, in both official languages, all of which attract different types of audiences. Because of the volatility of current data gathering methodologies in an online universe, it is challenging to collect data consistently and report uniform results. Results that are available at this moment are for those products/Web sites that have received funding in 2005-06 but which were launched in 2006-07 and have thus produced results. Projects with broad appeal have received as many as 6.8 million visits for The Canadian Encyclopedia Online site or one million visits each for the McCord Museum’s Keys to History and for the Centre for Contemporary Canadian Art’s sites. A majority of the projects reported more modest traffic statistics, which can be expected from sites that target specific niches or communities, such as the Musée de la civilisation’s Des fantômes au Musée site or Deafplanet’s site which received 88,000 and 8,000 visits respectively. Support provided to new media R&D projects has helped to create an environment that is stimulating and conducive to the creation and distribution of yet more innovative cultural content. The creation of effective thematic research networks and partnerships have brought together 68 Canadian research institutions and new media organizations, which have actively collaborated on the development of numerous innovative tools and applications in support of the creation, management and distribution of digital cultural content. Funding support provided to developmental and capacity-building activities for the new media sector in Canada resulted in the development of initiatives such as workshops, internships, conferences and other networking events that helped build capacity in the new media sector. An example of a funded project is the Canadian New Media Awards, a yearly event which recognizes and celebrates the accomplishments of individuals and companies in the Canadian new media industry, and serves as a unique platform for peer networking and knowledge sharing. The 2006 event hosted over 500 members from the industry and featured 19 awards.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL) : Cultural Development and Heritage
Total Grants	0.0
Total Contributions	5.0
Total Business Line (PCH)	367.4
Program Activity (PA) : Sustainability of Cultural Expression and Participation
Total Grants		0.0	0.8		0.6	0.6	0.2
Total Contributions		4.2	3.6		5.0	5.0	(1.4)
Total Program Activity (PCH)		108.7		227.1	210.8	186.9	40.2
Program Activity (PA) : Access and Participation in Canada’s Cultural Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		1.2	8.7		9.6	9.5	(0.8)
Total Program Activity (PCH)		118.4		123.8	118.0	115.1	8.7
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of ($2.0M) is explained as follows: ($2.9M) was transferred from Operating to Contributions in Supplementary Estimates to support activities to advance the creation of cultural content on-line and other digitization projects. This reallocation was done within the Canadian Culture Online Strategy. $0.9M was transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation: Formative Evaluation of Canadian Culture Online Formative Evaluation of Canadian Culture Online Program (October 20, 2004) Audit of Canadian Culture Online Program (June 23, 2004)

 

1) Name of Transfer Payment Program: Contribution in support of the Canadian Television Fund
2) Start Date : 1996-97				3) End Date : 2010-11
4) Description: Supports the creation and broadcast of high-quality prime-time Canadian programs in both official languages. The types of programs supported by the Fund are dramas, youth and children's programs, documentaries, variety shows and performing arts. The Fund also supports minority Aboriginal and Francophone productions.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: The numbers for 2005-06 are not yet available. These numbers will be made available in the fall of 2007 in their Annual Report. In 2006-07, the Canadian Television Fund (CTF) invested an amount of $250M in Canadian productions, which generated 2,165 new hours of Canadian television programming. Since its inception in 1996, the CTF has invested more than $2.3B, which generated the production of 23,141 hours of Canadian programs. As per the Contribution Agreement between the Department and the CTF, the Fund must provide an Annual Report, containing analysis and data pertaining to the performance indicators identified in the Agreement, 183 days following the end of the fiscal year. This means that further CTF data for 2006-07 will be available in October 2007.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL) : Cultural Development and Heritage
Total Grants	0.0
Total Contributions	99.6
Total Business Line (PCH)	367.4
Program Activity (PA) : Access and Participation in Canada’s Cultural Life
Total Grants		0.0	0.0		0.0	0.0	0.0
Total Contributions		99.6	99.6		120.0	120.0	(20.4)
Total Program Activity (PCH)		300.8		279.8	322.4	320.8	(41.0)
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of ($20.4M) is explained as follows: As part of the renewal and the implementation of the new governance framework for the Canadian Television Fund, an amount of $20.4M was transferred from Telefilm Canada to Canadian Heritage. This amount was accessed through Supplementary Estimates in 2006-07.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation: Summative Evaluation of the Canadian Television Fund Program ( October 19, 2005) Audit of the Canadian Television Fund ( June 23, 2004)

 

1) Name of Transfer Payment Program: Cultural Spaces Canada
2) Start Date: 2001-02				3) End Date: 2009-10
4) Description: The program supports the construction, renovation and improvement of not-for-profit facilities dedicated to arts and heritage. As a complement to the programs offered by Infrastructure Canada, it will help improve the physical conditions that foster creativity and artistic innovation.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results achieved: Since its inception in 2001-02 the program has supported over 530 projects, in more than 210 different communities across Canada. In 2006-07, the Cultural Spaces Canada (CSC) program contributed to 126 infrastructure improvement projects across the country. These included funding to 51 construction and major renovation projects; 47 projects devoted specifically to the purchase and installation of specialized equipment; and 28 projects assisting organizations with the costs of a feasibility study for the creation or renovation of an arts or heritage facility. For every dollar invested by the program since its inception in 2001-02, close to 6 additional dollars are raised from other public and private sources. These infrastructure improvement projects in arts and heritage facilities remove physical impediments to greater creativity and artistic innovation. For instance, a $1.3M contribution from CSC was approved in 2006-07 to help the Conseil de la Nation Huronne-Wendat in Wendake, Quebec to construct a museum and amphitheatre for artistic and cultural presentation and heritage preservation. Similarly, CSC has approved a total of $307,300 to the Cultural Development Association of Red Deer in 2005-06 and 2006-07 for phases of its renovation project to transform a heritage building in downtown Red Deer into a rehearsal and performing arts space for theatre, dance, and music, as well as facilities for visual arts organizations.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL) : Cultural Development and Heritage
Total Grants	0.0
Total Contributions	24.4
Total Business Line (PCH)	367.4
Program Activity (PA) : Access and Participation in Canada’s Cultural Life
Total Grants		0.0	3.0		0.3	0.3	2.7
Total Contributions		12.5	23.9		22.6	19.8	4.1
Total Program Activity (PCH)		118.4		123.8	118.0	115.1	8.7
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $6.8M is explained as follows: $2.7M could not be spent in 2006-07 due to unforeseen construction and project delays. This amount was reprofiled to 2007-08. The balance of $4.1M was transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation Audit of the Cultural Spaces Canada Program ( October 20, 2004) Joint Formative Evaluation of Arts Presentation Canada, Cultural Spaces Canada and the Canadian Arts and Heritage Sustainability Program ( October 22, 2003)

 

1) Name of Transfer Payment Program: Publication Assistance Program
2) Start Date: 1996-97				3) End Date: 2009-10
4) Description: The Publication Assistance Program (PAP) is delivered in partnership with the Canada Post Corporation and decreases the costs of eligible Canadian periodicals of mailing copies to Canadian readers. Assistance is provided to more than 800 publishers of almost 1200 different Canadian periodicals, supporting the delivery of 210 million eligible copies of periodicals including: general or special interest paid circulation magazines, non-daily community newspapers, unpaid request circulation periodicals, religious, scholarly, Aboriginal, ethnocultural, farm, and official language minority periodicals.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: In 2006-07, the Publications Assistance Program (PAP) provided Canadian magazines and non-daily newspapers with postal subsidies of over $61M, representing an average of about 55% of their total mailing costs. The Program funded 1,161 different publications and supported the distribution of over 202 million copies of Canadian periodicals through the mail. Canadian readers had access to a wider diversity of Canadian magazines in 2006-07 as 71 new Canadian magazines were launched, versus 21 magazines that closed, 36% fewer than in the year before. Of the new titles, 60 were consumer magazines in 12 different subject categories, ranging from arts/culture, to city/regional and special interest. (Source: Masthead, April/March 2007)
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07		10) Total Authorities 2006-07	11) Actual  Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL): Cultural Development and Heritage
Total Grants	49.9
Total Contributions	0.0
Total Business Line (PCH)	364.4
Program Activity (PA): Access and Participation in Canada’s Cultural Life
Total Grants		45.4	45.4		45.4	45.4	0.0
Total Contributions		0.0	0.0		0.0	0.0	0.0
Total Program Activity (PCH)		118.6		123.8	118.0	115.1	8.7
Total TPP (PCH)	997.9	1,015.7	1,188.8		1,180.2	1,150.3	38.5
13) Comments on Variances: N/A
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and / or Evaluation Summative Evaluation of the Publications Assistance Program (June 22, 2005)

TABLE 13: Details on Transfer Payments Programs (TPPs) for the Department of Canadian Heritage

INTERNATIONAL AND INTEGOVERNMENTAL AFFAIRS AND SPORT SECTOR

All these transfer payments programs are voted, which means that each year the Parliament of Canada votes annual Appropriation Act or Acts to grant expenditure authority to the Crown for the departments and agencies. This spending authorization lapses at year-end.

1) Name of Transfer Payment Program: Athlete Assistance Program
2) Start Date: 1971			3) End Date: 2010-11
4) Description: The overall objective of the Athlete Assistance Program (AAP) is to enable athletes to combine their sport and academic or working careers without undue financial burden, while training intensively in pursuit of world-class performances. The main goal of the AAP is to contribute to improved Canadian athlete performances at major international sporting events. To this end, the AAP identifies and supports athletes already at or having the potential to be in the top sixteen in the world. The AAP has five specific objectives: To identify and support Canadian athletes performing at or having the greatest potential to achieve top sixteen level at international sporting events; To help Canada’s international-calibre athletes excel at the highest level of competition while enabling them to prepare for a future career or engage in full- or part-time work or post-secondary education activities; To facilitate the attainment of athletes’ long-range goals of excellence in Olympic/Paralympic or world competition; To complement support provided through other government and National Sport Organizations (NSO) programs; and To contribute toward broad government policy objectives.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Although some data may be incomplete, Sport Canada was able to accomplish the following results in the first year’s work towards the revised expected results. Sport Canada supported the continued meaningful offset of the incremental costs of training and competition for Canada’s carded athletes. As in the previous year, in 2006-07 Sport Canada provided over $25M in AAP grants and funded over 1,700 carded athletes.   Sport Canada continued to provide Canada’s carded athletes opportunities to prepare for future career activities, through access to education and training.  As in the previous year, in 2006-07 Sport Canada provided tuition support for over 520 carded athletes. Sport Canada has contributed to the opportunity for an increasing number of athletes to advance through the carding system. In 2006-07, 326 (19%) athletes progressed to the next stage of the carding system, up from 108 (8%) in 2005-06. Sport Canada has contributed to the opportunity for improved performances by Canadian athletes at the highest levels of competition. In summer sports, Canadians won 10 medals out of the 152 events at World Championships held in 2006. As a result, Canada ranked 16th in total medals won among the countries that participated in these events. In summer Paralympic sports, Canadian athletes won 57 medals at the 2006 World Championships for athletes with a Disability. As a result, Canada was ranked 8th in summer Paralympic sports.  In Winter Sports, Canadian athletes won 27 medals at the 2007 World Championships in the various winter Olympic sports. As a result, Canada ranked 2nd in the winter Olympic sport medal standings in 2007. Canada placed 4th in the only World Championship for Winter Paralympic sport, wheelchair curling.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06	9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL):  Canadian Identity
Total Grants	19.8
Total Contributions	0.0
Total Business Line (PCH)	628.6
Program Activity (PA):  Creation of Canadian Content and Performance Excellence
Total Grants		24.8	27.0	25.3	25.3	1.7
Total Contributions		0.0	0.0	0.0	0.0	0.0
Total Program Activity (PCH)		300.8	279.8	322.4	320.8	(41.0)
Total TPP (PCH)	997.9	1,015.7	1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $1.7M is as follows: Funds were transferred to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URLs to Last Audit and/or Evaluation: Summative Evaluation of the Athletes Assistance Program  (June 25, 2003) Compliance Audit of the Athlete Assistance Program (November 28, 2001)

 

1) Name of Transfer Payment Program: Grants/Contributions to TV5
2) Start Date: 1990-91		3) End Date: 2007-08
4) Description: Contribute to the international showcasing of French-language Canadian television programs by participating in TV5 Monde, and offer Canadians a glimpse of the international Francophonie by participating in TV5 Québec-Canada.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: The two operators, TV5 Monde and TV5 Québec Canada, have exceeded the program’s expectations. TV5 Monde In 2006-07, the percentage of Canadian programs broadcast on TV5 Monde increased considerably. In return for a contribution of approximately 5% to TV5 Monde, Canada has successfully ensured the presence of 8.5% of its programs on TV5 Monde and enhanced the profile of its programming around the world. In addition, the diversity of productions presented on the various TV5 Monde networks has improved.  This success is largely related to the higher volume of programs made available to TV5 Monde and to the $2M budget allocated by the Government of Canada in 2006–07, compared to $1.3M in 2005-06, for the purchase of Canadian programs for broadcast on TV5 Monde.   TV5 Québec Canada From 2006 to 2007, TV5 Québec Canada increased its market share among the 25-54 year-old age group (target audience) by 20.8% during day time and by 3.2% during prime time. From 2006 to 2007, the number of subscribers rose again by 2.59% in Quebec and by 0.62% outside of Quebec. From 2004 to 2005, the number of subscribers increased by 3.9% in Quebec and by 0.2% outside of Quebec. Generally, 85% of the TV5 Québec Canada programming comes from all international partners, providing Canadians with a cross-section of the international Francophonie. In 2006-07, European programming consisted mainly of magazines, documentaries and variety. The network must also broadcast a minimum of 15% Canadian content. Accordingly, in 2006-07, TV5 Québec Canada broadcasted mainly documentaries and magazines from Quebec producers and Francophone producers outside of Quebec, thus enhancing the profile of Canadian French-language televisual productions in Canada.      The number of visitors to the Website rose by 19% compared to 2005-06.
Millions of $	7) Actual Spending 2004-05		8) Actual Spending 2005-06	9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL):  Cultural Development and Heritage
Total Grants	0.9
Total Contributions	5.3
Total Business Line (PCH)	367.4
Program Activity (PA): Sustainability of Cultural Expression and Participation
Total Grants			4.2	4.8	4.1	4.1	0.7
Total Contributions			2.6	2.5	3.0	3.0	(0.5)
Total Program Activity (PCH)			108.7	227.1	210.8	186.9	40.2
Total TPP (PCH)	997.9		1,015.7	1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $0.2M is as follows: Funds were reallocated to other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URLs  to Last Audit and/or Evaluation: Evaluation of Federal Participation in TV5  (February 20, 2002)   TV5- Single Recipient Audit  (February 26, 2003)

 

1) Name of Transfer Payment Program: Hosting Program
2) Start Date: 1967		3) End Date: 2010-11
4) Description: The Hosting Program offers Canada the potential to obtain direct and significant benefits in sport, economic, social and cultural areas for a broad range of government priorities. Specific targets and objectives of Sport Canada that apply to the Hosting Program are: High Performance Athletes and Coaches: to enhance the ability of Canadian athletes to excel at the highest international levels through fair and ethical means; Sport System Development: to enhance the programming, co-ordination and integration of development activities aimed at advancing the Canadian sport system, through working with key partners; Strategic Positioning of Sport: to advance the broader federal government objectives through sport, to position sport in the federal government agenda and to promote the contribution of sport to Canadian society; and Access and Equity: to increase access and equity in sport for targeted under-represented groups.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Although some data may be incomplete, Sport Canada was able to accomplish the following results in the first year’s work towards the revised expected results. Sport Canada worked to increase: Sport excellence and sport development impacts from realized planned events. In 2006-07, due to the Canada Games occurring in Whitehorse, 17 new and improved venues were made available for athletes’ development and for hosting competitions. Based on the first 21 event reports received (of 64), the Hosting Program has provided opportunities for 2,383 Canadian athletes to participate in international sporting events. Opportunities for Aboriginal peoples and athletes with a disability to participate in planned events. Based on the first 21 event reports received (of 64), the Hosting Program has provided opportunities for 106 Canadian athletes with a disability to participate in international sport events. Economic, social, cultural and community impacts supporting Government of Canada priorities from planned events.  The first three (of 21) event reports received in 2006-07 show the economic impact of those hosted events to total $8,244,809.
Millions of $	7) Actual Spending 2004-05		8) Actual Spending 2005-06	9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL):  Canadian Identity
Total Grants	0.0
Total Contributions	25.3
Total Business Line (PCH)	628.6
Program Activity (PA):  Creation of Canadian Content and Performance Excellence
Total Grants			0.0	0.0	0.0	0.0	0.0
Total Contributions			17.7	8.1	20.8	20.3	(12.2)
Total Program Activity (PCH)			300.8	279.8	322.4	320.8	(41.0)
Program Activity (PA):  Sustainability of Cultural Expression and Participation
Total Grants			0.0	0.0	0.0	0.0	0.0
Total Contributions			33.9	145.5	130.0	106.2	39.3
Total Program Activity (PA)			108.7	227.1	210.8	186.9	40.2
Program Activity (PA):  Participation in Community and Civic Life
Total Grants			0.0	0.0	0.0	0.0	0.0
Total Contributions			0.0	0.0	0.0	0.0	0.0
Total Program Activity (PA)			107.9	168.8	151.7	149.7	19.1
Total TPP (PCH)	997.9		1,015.7	1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of  $27.1M is mainly explained by the following: ($14.0M) in new funding was received through Supplementary Estimates ($2.0M for the 2007 FIFA Under-20 Men's Soccer World Cup, $0.5M for the 2008 North American Indigenous Games, $9.5M for travel costs relating to the 2007 Canada Games and $2.0M for the 2014 Commonwealth Games).  These amounts were not included in 2006-07 Planned Spending. $39.8M was reprofiled to 2007-08.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation Audit of the Contribution Agreements with the XI FINA World Championships - Montreal 2005 Organizing Committee  (March 15, 2006) Audit of the Sport Hosting Program  (June 15, 2005) Summative Evaluation of the Sport Hosting Program  (February 5, 2004)

 

1) Name of Transfer Payment Program: Sport Support Program
2) Start Date: 1961		3) End Date: 2010-11
4) Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. Specific objectives of the Program are to: Increase the pool of Canadian athletic talent and systematically achieve world class results at the highest international competitions, through fair and ethical means; Increase the proportion of Canadians from all segments of society, involved in quality sport activities at all levels and in all forms of participation; Have in place the essential components of an ethically-based, participant/athlete centred development system that is continually modernized and strengthened as required; and Have in place the components of the Canadian sport system that is more connected and harmonized as a result of the committed collaboration and communication amongst the stakeholders.
5) Strategic Outcomes: Canadians express and share their diverse cultural experiences with each other and the world.
6) Results Achieved: Although some data may be incomplete, Sport Canada was able to accomplish the following results in the first year’s work towards the revised expected results. Sport Canada continued to provide sport programs and services to the Canadian sport system by supporting National Sport Organizations (NSOs) and Multisport Service Organizations (MSOs). In 2006-07, Sport Canada supported 56 NSOs, 15 MSOs, 7 Canadian Sport Centres and 9 additional non-government organizations.  A revised set of national accountability standards were introduced in 2006-07; NSOs receiving Sport Canada funding will be monitored with respect to their compliance with the standards.  The ‘first priority’ standards are expected to have been fully met by the end of the 2007-08 fiscal year and address the following subjects: multi-year planning; official languages services; bilingual website; harassment and abuse; bilingual communication with national teams; national teams – harassment and abuse awareness; national teams – athlete/coach leadership. In 2006-07, the first year of monitoring, 93% of NSOs have at least partially met all seven ‘first priority’ standards; 51% of NSOs have fully met at least five of those seven standards. Sport Canada has worked to increase the number of NSOs with a sport specific Long-Term Athlete Development (LTAD) Model in place. In 2006-07, 10 NSOs completed their sport specific LTAD model. This is up from 2005-06 when only one NSO had completed their LTAD model.  Sport Canada worked with partners to increase the number of NSOs that have implemented the revised National Coaching Certification Program (NCCP).  In 2006-07, 22 NSOs implemented a new NCCP level. There are now 34 NSOs that have implemented a new NCCP level. Sport Canada worked with partners to increase the number of coaches participating in the NCCP. In 2006-07, 37,930 coaches participated in a NCCP course, bringing the two year total to almost 80,000. Sport Canada worked with partners towards support of a full complement of qualified coaches for targeted sports. In 2006-07, there were 408 NCCP level III, 15 NCCP level IV and 2 NCCP level V certified coaches working in targeted sports with National Team athletes. Sport Canada worked to advance Canadian interests, values and ethics in sport at home and abroad. In 2006-07, 3,481 doping tests were conducted by the Canadian Centre for Ethics in Sport (CCES). 2,728 of those tests were conducted by CCES as part of the Canadian Anti-Doping Program.  In 2006-07, 21 Canadian athletes were sanctioned for an anti-doping violation. Sport Canada worked to expand and strengthen program and policy collaboration within the federal government and with provincial/territorial governments and the sport community. In 2006-07, Sport Canada began implementation of the Policy on Sport for Persons with a Disability and Policy on Aboriginal Peoples’ Participation in Sport. Sport Canada also invested in 12 federal/provincial/territorial Bilateral Agreements to increase sport participation levels as expressed in the Canadian Sport Policy and 11 federal/provincial/territorial Bilateral Agreements to encourage and support greater participation of aboriginal people in sport. Sport Canada worked to increase opportunities for sport participation among all Canadians, including targeted under-represented groups. Sport Canada funded Sport Participation Development Initiatives for 35 NSOs and 5 MSOs. Sport Canada funded Sport Participation Projects for 3 MSOs and 9 other Non-Government Organizations. About 500,000 participants benefited from the opportunities created by these Initiatives and Projects, an increase over 373,000 in 2005-06.  In addition, Sport Canada supported 12 federal/provincial/territorial Bilateral Agreements to increase sport participation levels as expressed in the Canadian Sport Policy and 11 federal/provincial/territorial Bilateral Agreements to encourage and support greater participation of aboriginal people in sport.  While only some provincial/territorial bilateral results have been received to date, future reports on federal/provincial/territorial bilaterals will be regularized through the reporting procedures adopted by all federal/provincial/territorial jurisdictions in November 2006. Sport Canada worked to improve performances by Canadian athletes at the highest levels of competition. In summer sports, Canadians won 10 medals at the 2006 World Championships, out of the 152 events held. As a result, Canada ranked 16th in total medals won among the countries that participated in these events. In summer Paralympic sports, Canadian athletes won 57 medals at the 2006 World Championships for athletes with a Disability. As a result, Canada was ranked 8th in summer Paralympic sports.  In Winter Sports, Canadian athletes won 27 medals at the 2007 World Championships in the various winter Olympic sports. As a result, Canada ranked 2nd in the winter Olympic sport medal standings in 2007. Canada placed 4th in the only World Championship for Winter Paralympic sport, wheelchair curling.
Millions of $	7) Actual Spending 2004-05		8) Actual Spending 2005-06	9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL):  Canadian Identity
Total Grants	0.0
Total Contributions	83.3
Total Business Line (PCH)	628.8
Program Activity (PA):  Creation of Canadian Content and Performance Excellence
Total Grants			0.0	0.0	0.0	0.0	0.0
Total Contributions			91.7	83.3	92.8	92.6	(9.3)
Total Program Activity (PCH)			300.8	279.8	322.4	320.8	(41.0)
Program Activity (PA):  Sustainability of Cultural Expression and Participation
Total Grants			0.0	0.0	0.0	0.0	0.0
Total Contributions			1.3	0.8	1.4	1.4	(0.6)
Total Program Activity (PCH)			108.7	227.1	210.8	186.9	40.2
Program Activity (PA):  Participation in Community and Civic Life
Total Grants			0.0	0.0	0.0	0.0	0.0
Total Contributions			0.0	13.8	0.0	0.0	13.8
Total Program Activity (PCH)			107.9	168.8	151.7	149.7	19.1
Total TPP (PCH)	997.9		1,015.7	1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of  $3.9M is mainly explained by the following: $3.2M was reallocated to other departmental programs in order to adjust for emerging priorities. $0.5M was transferred through Supplementary estimates to  the Social Science and Humanities Research Council (SSHRC) to support sport participation.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation: Formative Evaluation of Sport Support - Participation Elements  (February 24, 2006) Audit of the National Sport Organization Support Program  (February 26, 2003) Evaluation of the NSO Support Program: National Sport Federation (NSF), Sport Organizations for Athletes with a Disability (SOAD), and Domestic Sport Organization (DSO) Components  (February 20, 2002) Evaluation of the National Sport Organizations Support Program: Multi-Sport/-Service Organization Component  (February 20, 2002)

TABLE 13: Details on Transfer Payments Programs (TPPs) for the Department of Canadian Heritage

PUBLIC AFFAIRS AND COMMUNICATIONS SECTOR

All these transfer payments programs are voted, which means that each year the Parliament of Canada votes annual Appropriation Act or Acts to grant expenditure authority to the Crown for the departments and agencies. This spending authorization lapses at year-end.

1) Name of Transfer Payment Program: Celebration, Commemoration and Learning Program
2) Start Date: 2003-04			3) End Date: 2007-08
4) Description: The Program is a theme-based dynamic approach to celebrating and commemorating significant people, places, symbols, anniversaries and events and is delivered in collaboration with other federal departments, agencies, regions, partners and stakeholders. It provides funding to non-profit organizations and Celebrate Canada committees to commemorate important aspects of Canadian history and carry out initiatives under a five-year plan.
5) Strategic Outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation.
6) Results Achieved: Canadians were provided access to various opportunities to celebrate and commemorate Canada, its heritage, its citizens and their stories, and to take part in key events. In 2006-07, the CelebrateCanada! Program provided funding to more than 1700 groups and communities for activities to mark the Celebrate Canada Week (National Aboriginal Day, June 21; St-Jean Baptiste Day, June 24; Canadian Multiculturalism Day, June 27; and Canada Day, July 1). Also, for the first time since the creation of the Celebrate Canada! Program, more than 20,000 participants registered in the Canada Day Poster Challenge. Successful partnerships between federal departments and stakeholders allowed for national commemorations to be organized and delivered such as the unveiling of the Valiants Memorial in the National Capital Region this past fall. The Memorial consists of nine bronze busts and statues representing men and women who have showed remarkable heroism and commitment during the five major periods of conflict in Canadian history.  Participation in activities under the Celebrate Canada! Program and participation in other celebrations and commemorations of national significance contribute to an increased knowledge and understanding of Canadians about Canada and its key events, and about their shared history, values and interests. Every year, the Canada Day Noon Show on Parliament Hill brings together tens of thousands of people from every part of the country to celebrate Canada Day in the nation’s capital. In 2006-07, the Show was broadcast live across the country on CBC/Radio-Canada television, NewsWorld and le Réseau de l'information (RDI) as well as on Radio Canada International. Viewers from around the world have been able to tune in to the noon show by accessing the Webcast available on Canadian Heritage’s Web site, as well as on the sites of the National Capital Commission and CBC/Radio-Canada.  The Noon Show was broadcast the week following Canada Day on TV5.  Events like these contribute to increased knowledge and appreciation that Canadians have of their shared history and cultural diversity. In addition to this, the Program provides promotional materials on national symbols, institutions and events. Examples of these include hand flags, 3x6 flags, pins, posters, or publications such as the Symbols of Canada booklet.  Promotional materials are made available for national, regional and local events.     The availability and efficient use of promotional material has created opportunities for Canadians to show their pride in Canada, and contribute to an increased sense of shared citizenship and sense of belonging.
Millions of $	7) Actual Spending 2004-05	8) Actual Spending 2005-06		9) Planned Spending 2006-07	10) Total Authorities 2006-07	11) Actual Spending 2006-07	12) Variance(s) between 9 and 11
Business Line (BL):  Canadian Identity
Total Grants	1.6
Total Contributions	5.8
Total Business Line (PCH)	628.6
Program Activity (PA):  Participation in Community and Civic Life
Total Grants		0.9		5.5	2.1	2.1	3.4
Total Contributions		11.9		12.5	11.6	11.6	0.9
Total Program Activity (PCH)		107.9		168.8	151.7	149.7	19.1
Total TPP (PCH)	997.9	1,015.7		1,188.8	1,180.2	1,150.3	38.5
13) Comments on Variances: Overall variance of $4.3M is mainly explained by the following: Of the $11M initially planned for the 400th Anniversary of the City of Quebec in 2006-07, only $6.1M was actually accessed through Supplementary Estimates.  The balance of $4.9M was reprofiled to 2007-08. $0.4M was transferred to Operating in Supplementary Estimates to manage a temporary shortfall within the Celebration, Commemoration and Learning program. Transfers of ($0.9M) were received from other departmental programs in order to adjust for emerging priorities.
14) Significant Audit and Evaluation Findings and URL (s) to Last Audit and/or Evaluation   Audit of the Celebration, Commemoration and Learning Program  (January 25, 2006) Formative Evaluation of Celebrate Canada!  (October 20, 2004)

TABLE 14: Details on Foundations (Conditional Grants) for the Department of Canadian Heritage

1) Name of Recipient: Global Centre for Pluralism
2) Start Date: 2006-07			3) End Date: 2006-07			4) Total Funding: $30M
5) Description: The Global Centre for Pluralism is a new not-for-profit non-governmental organization, founded by the Aga Khan Development Network, which will address a global gap in institutions that advocate pluralism as a foundation for good governance, peace and human development.
6) Strategic Outcome: Canadians live in an inclusive society built on intercultural understanding and citizen participation. (Note, in the 2006-2007 Report on Plans and Priorities, the strategic outcome referenced was Canadians express and share their diverse cultural experiences with each other and the world.)
7) Summary of Results Achieved by the Recipient: This conditional grant represents the Government of Canada's contribution to an endowment fund in support of the future operating costs of the Global Centre for Pluralism.  A contribution of $10M to the fund has also been made by the Ismaili Imamat on behalf of the Aga Khan Development Network. The Government's conditional grant was transferred shortly before the end of the fiscal year.  Consequently, results achieved by the Global Centre for Pluralism have been preliminary in nature.  The Centre has been incorporated under Canadian law, and staff from the Aga Khan Foundation Canada continue to engage officials from Canadian Heritage and other Government departments on issues of governance and potential avenues of initial programming for the Centre.
	8) Actual Spending 2004-2005	9) Actual Spending 2005-2006		10) Planned Spending      2006-2007	11) Total Authorities 2006-2007		12) Actual Spending 2006-2007	13) Variance(s) between 10 and 12
14a) Program Activity: Promotion of inter-cultural understanding	0.0	0.0		30.0	15.0		15.0	15.0
14b)Program Activity: Participation in Community and Civic Life	0.0	0.0		0.0	15.0		15.0	(15.0)
15) Comments on Variances: Initially, the $30M was planned under the Promotion of inter-cultural understanding program activity.  However, the funding was accessed and the actual spending was done under the Promotion of inter-cultural understanding and the Participation in Community and Civic Life program activities.  This is consistent with the approved authorities.

 

1) Name of Recipient: National Aboriginal Achievement Foundation
2) Start Date:  2003-04			3) End Date:  2006-07			4. Total Funding:  $22M
5) 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 generous support of the federal government, corporate sponsors, charitable foundations and individual donors. The Foundations' core focus continues to be providing scholarships for Aboriginal students. NAAF is the largest supporter of Aboriginal education outside the federal government. Canadian Heritage has provided in 2003-04 a $12M endowment fund for the establishment of an Aboriginal Post-Secondary Scholarship Program. An additional endowment of $10M was announced in Budget 2005. This was not accessed in 2005-06 and deferred to 2006-07 through the Annual Reference Level Update (ARLU). A Treasury Board submission is being prepared to access the funding. This fund encourages higher levels of achievement in education to help Aboriginal Canadians gain the skills and learning needed to contribute fully to the economic life of their communities and Canadian society. More specifically, the scholarship program assists Status Indian, Non-Status Indian, Métis and Inuit post-secondary students engaged in fields of study that support and contribute to Aboriginal self-government and economic self-government.
6) Strategic Outcomes: Canadians live in an inclusive society built on inter-cultural understanding and citizen participation. Canadians express and share their diverse cultural experiences with each other and the world.
7) Summary of Results Achieved by the Recipient: In 2006, a total of $398,000 in bursaries and scholarships from the revenues generated by the $12M endowment fund was provided to 86 Aboriginal post-secondary students across Canada. The average scholarship and bursary being $4,600.  Scholarships and bursaries were awarded to Aboriginal students in a variety of academic endeavors from across Canada.
	8) Actual Spending 2004-2005	9) Actual Spending 2005-2006		10) Planned Spending      2006-2007	11) Total Authorities 2006-2007		12) Actual Spending 2006-2007	13) Variance(s) Between 10 and 12
14) Program Activity: Participation in Community and Civic Life	0.0	0.0		10.0	10.0		10.0	0.0
15) Comments on Variances: N/A

Table 19: Client-Centered Services

(1) Services	(2) Service Standards by Type	(3) Performance against Service Standards	(4) Client Satisfaction Scores	(5) Common Measurements Tool Used	(6) Responding to Results	(7) Planning to address missing elements
Number of all depart-mental services	Number of services which have service standards set for each of timeliness, access, and accuracy	Number of services which have measured performance against service standards within the previous three years	Number of services which have measured client satisfaction	For services which measured client satisfaction, number of Common Measurements Tool used	See Below	See Below
172	6	6	14	2

Column 6: Responding to Results

Results of Service Standards and Client Satisfaction surveys have been incorporated into the identification of key departmental service improvement initiatives (e.g. a 2005 Client Satisfaction Survey led the initiation of a project to implement Service Standards).  Furthermore, plans are in place to incorporate Service Standards and Client Satisfaction Surveys horizontally across the Department (outlined below), which will provide information to guide strategic plans and future activities to enhance departmental service.  In addition, results of Service Standards and Client Satisfaction Surveys are also being used by Programs to inform decision-making, enhance program management and better respond to client needs.

Column 7: Planning to address missing elements

Performance Measurement Framework: The Department is implementing a Performance Measurement Framework for service delivery that will establish quantitative and qualitative performance metrics.  The Framework will implement horizontal, department-wide indicators, metrics and a reporting dashboard for Service Channels and Service Outputs.  Client Satisfaction surveys will be based on the Common Measurement Tool and will include all departmental services over a 3 year cycle.  Implementation is targeted for fiscal year 2008-09.

Column 2: Service Standards

Canadian Heritage has developed a strategy to implement service standards across all Departmental Funding Programs which will fulfill Government of Canada accountability requirements (including: Management Accountability Framework, Citizen Centred Service Component, User Fees Act, the Blue Ribbon Panel on Gs&Cs Recommendations and the forthcoming Policy on Service).  A pilot project is currently underway with jointly delivered regional and headquarter programs to implement Service Standards (Acknowledgement of Application Receipt; Funding Decision; Payment) for Gs&Cs programs that will be expanded to include all other funding support programs.  The pilot project encompasses 70 services and is anticipated to be publicly launched by 2008, followed by all other funding services by 2009.  Service standards for the Department’s service channels (Access Standards) will be identified and published following the finalization of the Performance Measurement Framework described above.

TABLE 20: HORIZONTAL INITIATIVE

Action Plan for Official Languages,
Canadian Heritage 2006-07

1. Name of Horizontal Initiative: Action Plan for Official Languages							2. Name of Lead Department: The Department of Canadian Heritage
3. Start Date of the Horizontal Initiative: April 1, 2003			4. End Date of the Horizontal Initiative: March 31, 2008				5. Total Federal Funding Allocation: $787.3 M (In April 2005, a 3-year allocation (2005-08) in the amount of $36.0 M was added to the original amount of $751.3, for the Enabling Fund, a program administered by the Department of Human Resources and Social Development.)
6. Description of the Horizontal Initiative (including funding agreement): The Action Plan is a policy statement of the Government of Canada that strengthens the implementation obligations under the Official Languages Act and includes a number of initiatives aimed at the enhancement and promotion of linguistic duality in Canadian society. Ten (10) federal institutions received funds for sectoral programs and activities related to official languages (OL). Another key component of the Action Plan is the implementation of an accountability framework and the establishment of overall coordination of government-wide processes relating to official languages.  The implementation of the Action Plan is a component of the wider Official Languages Program (OLP) as it has been defined and approved by the Committee of Deputy Ministers on Official Languages (CDMOL) in December 2004.
7. Shared Outcomes: Three levels of results have been identified for the Official Languages Program: Ultimate Result Canadians enjoy the benefit 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 language of their choice. Intermediate Results  Increased proportion of Canadians are aware of the benefit of linguistic duality and have access to the services that support it. 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 Results Improved access to justice in both languages. Increased participation in and improved access to education and learning in support of linguistic duality. Improved access to health and social services in the language of their choice. Enhanced cultural activities in support of Canadian identity. Strengthened community economic development and language industries. Enhanced community vitality. Linguistic duality is reinforced in the institutions of Canadian society and reflected abroad. Federal institutions respect the Official Languages Act (OLA) and the Constitution.
8. Governance Structure: The Minister responsible for Official Languages has specific responsibility for the implementation of the Action Plan for Official Languages. The Official Languages Branch (OLB) of Intergovernmental Affairs (IGA) became the Official Languages Secretariat (OLS) when it was transferred to the department of Canadian Heritage on February 6, 2006.  The OLS will continue to  support the Minister responsible for Official Languages and the activities related to the horizontal coordination of the Official Languages Program, including implementation of the Action Plan.  OLS will also support the overall governance of the Official Languages Program through various mechanisms and committees.
9. Federal Partners Involved in Each Program	10. Names of Programs	11. Total Allocation		12.Planned Spending for 2006-2007		13. Actual Spending in 2006-2007	14. Expected Results for 2006-2007		15. Results Achieved in 2006-2007
1.   Privy Council Office / Canadian Heritage	a. Accountability and Coordination Framework	$13.5M		$2.0M		$2.8M	Final Plan for Evaluation of the Action Plan. Operationalize the Horizontal Results-based Management and Accountability Framework (HRMAF).   Consolidate the Secretariat's operations.   Operate chosen governance mechanisms.		The final plan for evaluation of the Action Plan was finalized. The Official Languages Performance and Information Management System was created.  This system will facilitate collecting and analyzing performance data in the context of the evaluation of Action Plan programs and initiatives.  This is a good example of the operationalization of the HRMAF. The Official Languages Secretariat is pursuing the consolidation of their operations by offering as well services that respond more to the needs of key departments in the implementation of the Action Plan. The Official Languages Secretariat continues to operate governance mechanisms at its disposal.
2. Canadian Heritage	a.   Education - minority language & second language	$346.0M		$86.4M		$97.7M	Monitor the implementation of the agreements and four-year action plans in the provinces and territories.		Multi-year cooperation agreements in education signed with the Council of Ministers of Education, Canada (CMEC) and provinces and territories were implemented in 2006-2007.
	b. Bursary Program	$24.0M		$5.4M		$5.4M	Continue implementing and promoting the new Destination Clic and Explore programs.		The Department of Canadian Heritage continued implementing and promoting the programs Explore and Destination Clic.  The aim of these programs is to provide bursaries in order to contribute to the learning and development of language of Canadian students.
	c. Official Languages Monitor Program	$11.5M		$2.7M		$2.7M	Continue implementing and promoting the new Accent and Odyssey programs.		The Department of Canadian Heritage continued implementing and promoting the programs Accent and Odyssey.  The aim of these programs is to provide educational institutions with language assistants (full-and part-time) whose role is to help teachers contribute to language learning and development among Canadian students and enable language assistants to develop proficiency in their second language or their mother tongue and gain a better appreciation of Canada's cultural diversity.
	d.  Support to minority communities	$19.0M		$4.1M		$4.1M	Invest in sectors that are a priority for the communities, e.g., culture, communication, community leadership.		The Department of Canadian Heritage has focused on cultural activities and community radio stations. Funding has been granted to community organizations to help them deliver a range of activities promoting greater use of the respective official language in the day-to-day activities of Canadians living in official-language minority communities. Using a language is one way of preserving it.
	e. Inter-governmental Cooperation	$14.5M		$4.0M		$4.0M	Promote the development of provincial and territorial services in the priority sectors.		Funds were allocated to the provinces and territories by Canadian Heritage as part of intergovernmental cooperation on minority-language services. This funding has helped develop and implement tangible measures to increase the level of services provided in areas under provincial jurisdiction (other than education) that are deemed priorities for minority communities.
	f. Research and Administration	$0.0M		$9.4M		$9.4M	Administer research programs and special initiatives.		Funds were allocated for program administration and special research initiatives.  These special research initiatives are an instrumental input into policy and program guidance.
3.   Treasury Board Secretariat / Public Service Human Resources Management Agency of Canada	a.   Investing in Innovation	$14.0M		$0.0M		$0.0M	N/A
	b.  Centre of Excellence	$12.0M		$3.0M		$3.0M	Continue improving accountability for official languages and service to Canadians, and progressively promote the emergence of a shared and consolidated vision of the concept of a bilingual workplace. Carry out the information campaign to promote the emergence of a shared and consolidated vision of the concept of a bilingual workplace.		The Agency provided ongoing assistance and support to the institutions to ensure that official languages were an integral part of their activities and that the delivery of bilingual services to Canadians was improved through work carried out as part of the Action Plan and through networks such as the Network of Departmental Official Languages Champions and the regional federal councils. The Agency is responsible for the Departmental Advisory Committee on Official Languages (DACOL) and the Crown Corporations Advisory Committee on Official Languages (CCACOL). These two committees were established to facilitate consultations with the institutions and encourage the sharing of official languages information and good practices. The Agency took important steps in implementing its new approach to accountability and reporting. The Official Languages Management Dashboard (OLMD) was made available to institutions that are part of the core public administration (CPA) on December 20, 2006. The Agency, in partnership with eight departments, agencies and Crown corporations, initiated the development of a marketing strategy surrounding a national official languages information campaign, which will be launched in 2007-2008.
Treasury Board Secretariat / Canada School of Public Service	c.   Rebuilding  Capacity	$38.6M		$0.0M		$0.0M	N/A
4.   Health Canada	a.   Networking	$14.0M		$3.0M		$3.0M	French-speaking minority communities: Pursue activities undertaken since 2003 and build on inroads to date. English-speaking minority communities: Continued implementation of the Retention and Distance Professional and Community Support initiative. The goal of this component is to increase the number of English-speaking health and social services professionals working with English-speaking populations (i.e., increase number of anglophones doing stages in institutions offering services to English-speaking clientele; increase the number of English-speaking graduates who remain in the region where they have performed their stages).		The Formative Evaluation of the Société Santé en français Networking Program for Frenchspeaking minority communities, which was completed in May 2006, presented the following observations: Seventeen (17) networks were established and operational in all provinces and territories where Francophones are in a minority situation. Each network comprises most if not all of the relevant health care partner groups: health care professionals, health administrators, government authorities, training centres, and communities. Strategic plans have been developed for eight (8) networks. Such plans are under way in the other networks. Networks have been recognized, to varying degrees according to province and territory, as key stakeholders. Three networks have received formal recognition by their respective provincial departments of health. Over half of the networks have established informal relations with the provincial/territorial governments in their jurisdictions, and with other health partners. More than half of the networks have implemented autonomous corporate structures. All networks have launched planning initiatives for the provision of health services in French, in collaboration with their provincial or territorial health departments and other regional health authorities. All networks have taken steps to engage and build consensus among stakeholders through mechanisms such as conferences, training workshops, formal meetings, and consultations. The Société Santé en français and its networks have become experienced at recruiting, selecting and supporting projects for improving access to health services in French (70 projects under the Primary Health Care Transition Fund). The Preliminary Evaluation Report of the Health and Social Services Networking and Partnership Initiative (HSSNPI) of the Quebec Community Groups Network was released in October 2006. Organizations from 11 different regions have presented proposals and ten groups currently receive HSSNPI funding. Information was collected regarding the program's initial results on the Anglophone communities as well on the recipient organizations' capacities and partner organizations. Outputs and short-term outcomes include the creation of networking units and the development of knowledge about the Anglophone communities. Creation of Networks: Every funded organization developed at least one network. Indeed, program participants created an average of 2,2 networking units. The Community Health and Social Services Network (CHSSN) also created a provincial network to link all funded communities. In each community, project coordinators were able to recruit from 5 to 150 partners. These partners included volunteers, as well as community, municipal and health and social services workers. On average, project coordinators and network partners met with other partners 26 times. Knowledge Development: The CHSSN project produced useful knowledge for the participants. Knowledge and best practices were shared with English-speaking community organizations and groups via a stakeholders' conference, a retreat, a virtual private network, and a newsletter. All HSSNPI participants generated knowledge concerning the health and social services needs and priorities of their respective communities and are active in community outreach by developing communication tools. Community Participation: Throughout the networking units created, Anglophone community members are effectively building relationships with health and social services representatives. These interactions have in many cases led to the involvement of the HSSNPI coordinators in different committees and their participation in many projects and activities. Identification of Needs and Priorities: Access priorities were identified and actions were initiated in the funded communities. In every funded organization there are examples demonstrating how data generation helped to clarify the population's needs and helped in the process of setting community priorities. Another important observed outcome reported by project participants was an increased understanding by public sector officials of the determinants of health and well-being for English-speaking individuals and their specific access needs and priorities. Coordination: The identification of partnerships (service models, strategies, and initiatives) should result in better coordination between the actors involved. HSSNPI is already showing promising results at that level. For all projects, emerging partnerships were observed, which may lead to improved coordination in the delivery of health and social services. Volunteer Development and Training: Some community organizations and health and social-services establishments now have access to English-speaking volunteers to assist in service delivery. There is evidence that certain funded groups have already recruited a noticeable number of volunteers to assist in service delivery and are developing data bases of volunteers. In addition, volunteer-training activities were established in some projects. Information and Referral Services: Most of the HSSNPI participants have already developed communication tools for referring Anglophone community members to existing resources or services. Several members of Anglophone communities are already using these information services, and English-speaking individuals are being directed to the appropriate public or community resources.
	b.  Training and Retention	$75.0M		$20.0M		$21.1M	French-speaking minority communities: Pursue activities undertaken since 2003. English-speaking minority communities: To execute regional and local networks evidence-based strategic plans. To manage, monitor and evaluate the performance and progress of the Health and Social Services Networking and Partnership Initiative. To communicate Health and Social Services Networking and Partnership Initiative evolving understanding of the health and social service needs, priorities and access challenges of the English-speaking community in Quebec.		Data collected for the Formative Evaluation of the Health Care Training and Research Project of the Consortium national de formation en santé (CNFS) reveal an increasing number of candidates undertake health studies in French. Under this project, the primary objective set forth by the ten member institutions of the Consortium was to accept 2500 new students over a five-year period, 2003-2008. As of the project's fourth year, 2135 candidates were registered in member institutions' health programs, which exceeds by 34% the goal set by the CNFS for 2006-2007. This finding suggests that the Consortium and its partners could achieve or suprass its original objective of 2500 new students. In its third year of operation, the ten member institutions of the CNFS project have generated 574 graduates, which constitutes a 55% advance over the project's objective for 2005-2006. At the outset of the project, it was projected that 1200 students would graduate with health diplomas over the five-year period, 2003-2008. The number of graduates encourages us to believe that the five-year target of 1200 graduates will be achieved. Over a three-year period, four measures are being implemented under the McGill Training and Human Resources Development Project: a language training program ($4.8M), initiatives for labour market retention and distance support ($2.4M), seminars and conferences (($0.4M) and the creation of an innovation fund. McGill University is responsible for planning, Implementation and evaluation of the Project ($4.0M). The Interim Evaluation Report of McGill University's Training and Human Resources Development Project was released to Health Canada in April 2007. The report indicates that the McGill Project resulted in some ten exploratory studies, three one-day information exchange workshops, support for participation in conferences, and the production of educational materials, tools and client selection guides. Moreover, the number of projects in receipt of funding was estimated at 40 for 2005-2006 and at 48 for 2006-2007. Some 1600 persons were to be trained in 2005-2006 and more than 2000 were to be trained in 2006-2007. However, the preliminary data collected for the Interim Evaluation reveals that only 1064 persons were trained in 2006-2007. The Language Training Program has involved training of health professionals in each region of Quebec, a significant number of course hours, and the development of different teaching modes with varying levels of satisfaction among participants. It has been estimated that 1599 persons were trained in 2005-2006 and that the number should increase to 2077 in 2006-2007. However, a preliminary study of training reports received reveals that only 1064 persons had received training during the first three quarters of 2006-2007.
	c.   Primary Health Care Transition Fund	$30.0M		$6.4M		$16.4M	French-speaking minority communities: Pursue activities undertaken since 2001 and build on inroads to date. French- and English-speaking minority communities: Primary and Continuing Health Care Division, Health Canada will complete the summative evaluation of the Program, including the Official languages minority communities (OLMCs) envelope by March 2007.		Quebec's Community Health and Social Services Network (CHSSN), in partnership with Quebec's health and social services system, implemented 37 projects over a 15-month period (January 2005 to March 2006) to improve access to primary health care for English-speaking communities. These can be grouped in three broad categories: Info-Santé services in English ($4,000,000), Adapted Living Environments ($4,485,018), and Community Supported Living Environments ($1,514,982). The Société Santé en français supported 71 projects over a 30-month period (April 2004 to September 2006). These can be grouped into five broad categories. Promotion, Education and Awareness ($3,600,000); Databases and Directories ($2,030,000); Primary Health Care Access Points ($2,615,000); Integrated Primary Care Service Models ($4,705,000); and Planning and Coordination ($7,050,926). In 2006-2007, Health Canada received approval from Treasury Board for the implementation of a one-year extension of the Official Languages Envelope of the Primary Health Care Transition Fund for 2006-2007. Two new contribution agreements were entered into with Société Santé en français and the Community Health and Social Services Network. In total, 23 projects were funded for English speaking minority communities and 17 projects for French speaking minority communities.
5.   Human Resources and Social Development Canada	a.   Literacy	$7.4M		$1.6M		$ 1.2 M	Further development of and easier access to family literacy services, expertise and teaching materials for trainers and learners in Canada's OLMCs. Increased awareness about the importance of family literacy among target clients and within OLMCs.		Carried out the activities of the network of family  literacy experts (put in place through the Action Plan for the Official  Languages) in the following six areas of intervention: Improving the organizational capacity (management, promotion, engagement, etc.) of literacy groups; Networking and sharing of knowledge and skills among family literacy groups and their potential partners; Researching and analyzing the effects of family literacy basics and programs; Developing approaches and models for family literacy; Promoting the benefits of family literacy; and Training of literacy practitioners based on the review of the fundamentals of family literacy and related programs.
	b.  Internships	$7.3M		$3.1M		$2.5 M	Expected Results for Youth Skills Link: Approximately 58 projects will be completed in 2006-2007. Expected Results for Youth Career Focus: Approximately 3 projects will be completed in 2006-2007.		115 projects completed in 2006-2007. 12 projects completed in 2006-2007.
	c. Enabling fund	$36.0M		$12.0M		$11,889,239	Enhanced human resources development, increased employability and community capacity building for the OLMCs in Canada.  Increased relevance of community plans and projects to actual needs and implementation at the local, provincial / territorial and sectorial levels.  Reinforced partnerships across federal institutions and with community stakeholders.		14 Contribution agreements. The total amount for 2006-2007 is an estimate because the last monitoring visits have not been completed. The final amount should be available by September 2007.
	d.  Pilot Projects for Child Care	$10.8M		$2.8M		$0.54M	Three year old children start the enriched intervention program; and pre-intervention data collection.		Selection and announcement of the five participating Francophone communities. Preparatory work to deliver the enriched program in the five communities. Finalization of the data collection instruments.
	e. Development of NGO Capacity	$3.8M		$0.7M		$0.67M	Post a call for proposals to allocate available funds.		An organization was selected as a result of a Call for Applications. It will be developing, implementing and promoting a common vision for early childhood development in francophone OLMCs as well as supporting a network of parents' organizations. The contribution agreement started in January 2007 and will be completed by March 31, 2009. In addition, a tool kit targeted to teachers for Francophone OLMCs was produced. The project's goal was to create a profile of required skills that children should have prior to entering school.
6. Industry Canada	a.   Outreach and Counselling	$8.0M		$1.5M		$1,408,032	One additional employee to be supported in Atlantic region to assist existing counsellor.  Development of extensive communications plan to help increase presence among OLMCs. On-going work with respect to the development of performance indicators, in line with IC's Program Activity Architecture and related reporting requirements.		Efforts are being pursued to staff a second advisor in Atlantic Canada.  The existing advisor was assisted by IC Atlantic employees, associated with the IHAB activities, to work on the Official Languages program. IC's network of regional counselors and coordinators has been reinforced with new communications tools through the development of an extensive communications plan and related marketing products. The formative evaluation was completed to assess the action plan initiatives and other IC activities for s.41.  The evaluation demonstrates that IC's has made real progress since the last evaluation in 2001. Funding was used to build awareness in the communities of IC and Regional Development Agencies (RDA) programs and initiatives.  As planned, a brain storming session (June) as well as a workshop (February) was held to assist IC on the development of shared performance indicators for measuring IC's performance in implementing s.41.  Development of these indicators will continue in 2007-2008.
	b.  Internships	$2.0M		$0.4M		$374,155	We will meet the targets set out in our TB Submission		A total of 45 new interns were hired.  There were also 13 projects in process.
	c. Pilot Projects (Tele Training/Tele-learning)	$10.0M		$1.6M		$2,251,048	Continue to develop partnerships to initiate new pilot projects commensurate with allocated funding amount.		There were 12 new pilot projects initiated.  There were also 24 projects in process.
	d. Francommunautés virtuelles	$13.0M		$2.4M		$2,382,411	Approximately 27 projects to be undertaken in 2006-2007, with 14 directly targeting OLMCs.		There were 35 contribution agreements of which 18 were directly targeting OLMCs.  The deadline for the last intake into the FV program was November 24, 2006.
	e. Canadian Network of Language Industries	$5.0M		$1.0M		$975,293	New contribution agreement with the Language Technologies Research Centre (LTRC). Implementation of two Association de l'industrie de la langue / Language Industry Association  (AILIA) projects (agreement management). Two steering committee meetings.		An agreement was put in place to develop a web portal for the industry and to continue the promotion of the LTRC. AILIA put in place the following projects: Annual commercial fair, Annual general meeting, promotional activities focusing on vertical markets, promotion of its occupations and worked on the development of a national standard for translation services. The steering committee met in December 2006
	f. Marketing and Branding	$5.0M		$1.0M		$891,956	Study on the economic impact of the language industry. Compilation of data on industry sectors. Make use of the $400,000 allocated to the Language Industry Program (LIP). Carry out three market research surveys with the industry. Creation of new partnerships with other governments, sectors. Create a five-year plan for language-training standards and take part in AILIA work groups on translation and technology. Continue outreach and promotional activities in cooperation with partners. Develop and modify promotional tools, such as the industry portal.		The study was completed and will be published in the summer of 2007. The following studies were produced: Community interpretation in Canada Comparative study of translation standards Economic impact study of the industry in Canada Study on the accessibility of electronic documents in Canada. All funds were committed last year towards more than 50 projects. Market studies for the Czech Republic and Germany were produced. Partnerships were created with the Contact Centre Sector Council, the Canadian Manufacturers and Exporters association as well as some provincial departments. The development of the plan was postponed due to the fact that the 2 main language training associations will consolidate into one new association in march 2008. An MOU was signed between the Canadian General Standards Board, IC and AILIA to develop a national standard for translation services. Participated in the working groups for translation, training and technologies. Participated in different fairs to promote the industry and its occupations in cooperation with industry associations. Actively participated in the development of the web portal, the slogan for the industry and related promotional materials.
Industry Canada / National Research Council Canada	g.  Research Centre for Language Technologies	$10.0M		$3.1M		$3.038 M	The program has produced three prototype systems, three licenses, and two patent applications. One patent application is about advanced techniques for automatic domain adaptation in statistical machine translation (SMT); the second patent application is for techniques that help resolve problems of word order change in SMT. The program is also developing applications of its SMT technology for security purposes, as part of the U.S. DARPA GALE project. Other prototype systems include a translation checker for the translation industry as well as a terminology support workbench for translators and terminologists.		The program has produced 16 peer-reviewed scientific publications. It also produced new prototypes in the areas of statistical machine translation, terminology management, and text categorization. Several R&D licenses were granted to university collaborators, and two new patent applications were produced. R&D collaboration is on-going in two international projects: GALE-DARPA (U.S.A.), and SMART (European Community). One pilot project with a Canadian private sector collaborator was completed (technology transfer under negotiation).
7.Justice Canada	a. Accountability and Coordination Framework	$2.5M		$0.36M		$340, 848	Federal institutions use tools to fulfill their obligations under the Act. Improved legal services concerning language rights.  Federal institutions are more familiar with their obligations under the Act. The Department of Justice  exercises its leadership in light of the Official Languages Law Group's role under the Accountability Framework.		Drafted, translated and distributed framework legal opinions (4). Printed and distributed the amended Official Languages Act (3000 copies). Environmental scanning to identify and anticipate language rights issues and provide timely advice throughout the Cabinet process. Participated in all relevant committees and networks in the official languages realm to ensure a coordinated approach, early identification of issues and litigious files and the provision of timely advice to all federal institutions. The 2006-2007 Annual Report of the Commissioner of Official Languages notes the Department's role in monitoring official languages issues and underlines that the Department and its partners set up a work group when Part VII was amended "the moment the amendment was passed" ... "to make federal institutions aware of their duties under the amended Part VII” and worked together to create a guide for federal institutions. Completion of a national information campaign on the amendments to Part VII of the Official Languages Act.  57 presentations to more than 1600 managers, lawyers, program and policy officers, official languages champions, Part VII coordinators, persons responsible for official languages within federal institutions and other public servants. Joint organization with the Commisioner of Official Languages of a significant conference on Part VII of the Official Languages Act.
	b. Legal Obligations i) Contraventions	$27.0M		$1.7M		$1.06M	Enable the application of the language rights provided for in the Criminal Code and the Official Languages Act to legal action in Alberta and Newfoundland and Labrador, and promote the enhanced ability to provide judicial and extra-judicial services in both official languages in Prince Edward Island, Quebec, and New Brunswick.		Agreements and regulations relating to the processing of federal contraventions in Manitoba, British Columbia, Nova Scotia and the City of Mississauga do incorporate and respect the language rights included in the Criminal Code and the Official Languages Act.
	b.  Legal Obligations ii)  Bill S-41:  The Legislative Instruments Re-Enactment Act					$0.555M	Complete the research relating to unpublished and old legislative texts. Produce a preliminary report.		Complete the research relating to unpublished and old legislative texts. Produce a preliminary report.
	c. Access to Justice	$18.5M		$0.6M		$3.961M	Improve capacity of the seven core-funding recipients; improve coordination between stakeholders; better understanding of issues relating to access to justice; communities have better understanding of their language rights.		Improved capacity of the seven core-funding recipients; improved coordination between stakeholders; better understanding of issues relating to access to justice; communities have better understanding of their language rights.
8.Citizenship and Immigration Canada	a.   Support to Communities	$9.0M		$1.8M		$1.7M	Launch five-year strategic plan and begin implementation, including minority Francophone communities (MFCs); coordination of the Steering Committee and the Implementation Committee; support for research on MFCs.		CIC-Francophone Minority Community  (FMC)  Steering Committee launched its Strategic Plan  to Foster Immigration to Francophone Minority Community (FMC) in September 2006; CIC-FMC Steering Committee mandate  renewed for 5 years; Implementation Committee created in January 2007; Formative Evaluation of initiatives to foster immigration to FMCs completed in October 2006; Research, including that undertaken by Metropolis Project, in particular supporting a Reflexion day on Francophone immigration organized in Toronto in March 2007.
Total:	$787.4M	$186.5M		$205.3M
16. Comments on Variances: N/A
17. Results Achieved by Non-federal Partners: N/A
18. Contact Information: Benoît Marleau					Approved by: Jérome Moisan			Date approved: July 2007

 

TABLE 20: HORIZONTAL INITIATIVE

2010 Winter Olympic and Paralympic Games – Delivering on our Commitments,
Canadian Heritage 2006-07

1. Name of Horizontal Initiative: 2010 Winter Olympic and Paralympic Games – Delivering on our Commitments				2. Name of Lead Department: Department of Canadian Heritage
3. Start Date of the Horizontal Initiative: January 1st, 2006				4. End Date of the Horizontal Initiative: March 31st, 2012
5. Total Federal Funding Allocation:  $497.6M (2004-05 to 2011-12)
6. Description of the Horizontal Initiative: To monitor and report on the Government of Canada’s contribution to the 2010 Winter Games that 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 make strategic investments that support long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians.
7. Shared Outcomes: Canadian excellence and values will be promoted nationally and internationally; Sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives; Early planning and seamless, cost-effective delivery of mandated federal responsibilities, including federal essential services (security, entry of individuals, etc.) will contribute to high quality 2010 Winter Games.
8. Governance Structure 2010 Federal Olympic and Paralympic Winter Games Secretariat Federal Framework for Coordination
9. Federal Partners Involved in Each Program	10. Names of Programs	11. Total Allocation	12. Planned Spending for 2006-2007	13. Actual Spending for 2006–2007	14. Planned Results for 2006-2007		15. Results achieved in 2006-2007
1. Canadian Heritage	Federal Coordination/ Enhancing Canada's International Profile	$367.6M (Includes: $330M  for G&Cs and $37.6M for O&M)	$151.5M (Includes: $145.5M for G&Cs and $6M for O&M)	$111M (Includes: $106.8M for G&Cs and $4.2M for O&M)	Number of agreements / strategies with hosting partners, provinces/territories and international entities Horizontal Communications Strategy produced Number of international site visits and federally supported international visits and federally supported international events related to 2010 Games (Torino, Bejing, etc) Number of times 2010 Secretariat participates in/hosts international visits and events		The indicators for the planned results for 2006-2007 are used to measure how the 2010 Olympic and Paralympic Winter Games Federal Secretariat (2010 Federal Secretariat) has met its desired outcome which is to provide leadership in coordinating the Government of Canada’s hosting Commitments, including essential services, which will contribute to the delivery of high quality games and enhance Canada’s international profile. Examples of indicators that  demonstrate how the 2010 Federal Secretariat met its desired outcome are: Protecting Canadians investment by monitoring progress and performing due diligence on the venue construction program.  Heightening recognition and exposure of the federal government in Canada and abroad by completing a 2010 Horizontal Communications strategy Ensuring effective coordination and delivery of essential and discretionary federal services through various coordinating mechanisms such as Issue Clusters and the Government Operations Steering Team.
	Promoting Sustainable Benefits				Federal participation in 2010 Games Operating Trust Society Board of Directors Number of consultations supported by federal government (formal and informal) Issue Cluster Terms of Reference Official Languages Framework and Official Languages Action Plan produced Amount allocated to support for Paralympics operations Amount allocated to Host First Nations' Secretariat Participation in Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) Working Groups. Amount allocated for support of 2010 capital and legacy projects.		The indicators for the planned results are used to measure how the 2010 Federal Secretariat has met its desired outcome which is to promote sustainable sport, social, cultural, and economic benefits for all Canadians by engaging Canadians of diverse origins in the planning of the 2010 Winter Games and participating in various 2010 related activities. Examples of indicators that demonstrate how the 2010 Federal Secretariat met its desired outcome are:   Including targeted audiences in ongoing dialogue through active engagement in 2010 Partner bi-annual community update events in all Four Host First Nation communities and on-going support and monitoring provided to Four Host First Nations Society. Ensuring the representation of Canada’s Francophonie in all its diversity in the hosting of the 2010 Winter Games by supporting VANOC with the Collaborative Protocol of Francophone communities Enhancing the spectator experience, Canada’s reputation at home and abroad, and providing opportunities for cultural performances and messaging on social issues through negotiations with municipalities of Vancouver and Whistler in their planning of Live Sites - free public gathering spaces.
2. Security Group: Sol. Gen. (RCMP), Public Safety & Emergency Preparedness Canada (PSEPC), Department of National Defence (DND), Canadian Security Intelligence Agency (CSIS) Public Health Agency of Canada (PHAC)	Police and Security	$ 87.5M			Partners and stakeholders are engaged in development of intelligence-led strategic and operational plans		The RCMP has been tasked as the lead Federal agency responsible for the development of an Integrated Security plan for the 2010 Winter Olympic and Paralympic Games. The Integrated Security Unit (ISU), containing members of the RCMP, Vancouver Police Department, West Vancouver Police Department, and the Canadian Armed Forces, is expanding to manage the security needs of the 2010 Winter Games.  Physical planning is well under way. Discussions are ongoing, and advancements are being made with our partners in relation to accreditation and various transportation issues.
3. Canadian Border Service Agency	Entry of Goods and Individuals	$16.7M	$1.2M	1.0M	Operational planning and logistics planning in preparation for the 2010 Winter Games		The Canadian Border Service Agency (CBSA) will ensure that sufficient Border Service Officers are in place at all crossings (land, air, rail and marine) to effectively and efficiently deal with the increased demands of the 2010 Winter Games.  Specifically, the CBSA: Created Intergovernmental working groups in collaboration with the Canadian Security Intelligence Service (CSIS), the RCMP, and Citizenship and Immigration Canada to contribute to the design, development, implementation and distribution of the Olympic Identity and Accreditation Card. Participated on Olympic Federal Coordination Issue Clusters (Policing and Security, Infrastructure and Transportation, Public Heath and Safety and Federal Communications Network) Initiated an Operational Planning Team to coordinate and plan for increased demands related to port of entry resource requirements, commercial importation operations and enhanced intelligence and enforcement activities.
4. Citizenship and Immigration Canada (CIC)	Entry of Goods and Individuals	$5.0M	$0.3M	$0.2M	Operational planning and logistics planning.  Input to design and creation of the International Olympic Committee card		Citizenship and Immigration Canada (CIC) has worked in collaboration with the CSIS and the RCMP to contribute to the design, development, implementation and distribution of the Olympic Identity and Accreditation Card. Operational and logistic planning is well underway.  CIC will continue working with OGD partners on horizontal approach for security and visa processing. Regulatory planning underway.
5. Human Resources & Social Development Canada	Entry of Goods and Individuals	$1.3M	$0.2M		Operational planning and logistics of planning on entry of foreign workers		The entry of foreign workers is incorporated into the larger nationwide program.
6. Health Canada	Public Health and Safety	$2.6M	$ nil		Activities to be undertaken in 2008-09.		Health Canada is at a very preliminary stage of development of their involvement in the 2010 Olympic and Paralympic Winter Games. Current strategic planning is underway. The Program has provided significant support through interdepartmental collaborations focused on the health planning process leading up to the2010 Winter Olympics as a part of the Security Issue Cluster, and through the development of the Results-Based Management Accountability Framework (RMAF) / Risks-Based Audit Framework (RBAF) for the Games.
7. Environment Canada	Meteorological Services	$9.3M	$0.8M	$0.8M	Infrastructure and supporting technologies for Olympic weather services are developed		Environment Canada undertook the following activities: Olympic Surface weather observing network 80% complete (20 out of 25 stations).   Completion Fall 2007.  Wind Profiler installed and operational (Squamish). Sea-to Sky Doppler weather Radar assembly underway; installation Fall 2007.
	Sustainability	$1.5M	$0.5M	$0.5M	Sustainability investments and agenda advanced		Environment Canada undertook the following activities to advance the sustainability investments and agenda: Development of a strategic framework for a national public sustainability awareness and action campaign (ongoing – expected completion September 2007) Business case study examining opportunities for improving the Leadership in Energy and Environmental Design (LEED) certification level of the Hillcrest Curling Facility (completed November 2006) Series of workshops fostering information sharing and collaboration between BC/Canadian environmental non-governmental organizations, VANOC, and EC (completed Feb/Mar 2007) Identification of local sustainability indicators relevant to the 2010 Games context (ongoing) Study on the feasibility of a demonstration project (from 2007 to 2010) that will establish biodiesel corridors or distribution areas in at least 3 of the 5 regions of Canada (completed March 2007) Development of a document providing information, simple steps, tips, and resources for groups/organizations to green their operations (completed March 2007)
	Environmental Assessments	$2.6M	$0.4M	$0.4M	Environmental Assessments (EA) Completed		The following EAs have been completed: Whistler Creekside Olympic and Paralympic Village (Whistler) Athletes Centre Whistler Cypress Olympic Village (Vancouver) Hillcrest / Nat Bailey Stadium Park Nordic Competition Venue Whistler Sliding Centre Richmond Speed Skating Oval
8. Fisheries and Oceans Canada	Environmental Assessments	$0.8M	$0.2M	$0.2M	Environmental assessment work completed as required.		The Department of Fisheries and Oceans (DFO) completed 2 EAs, the Nordic Competition venue and the Whistler sliding center.  DFO also provided expert Federal Authority advice on 4 projects, namely the Whistler Downhill Venue, the Whistler Athlete's village, the Cypress Snowboarding Venue, and the Legacy trails associated with the Nordic Venue. After completion of the EA phase, DFO has a significant on-going workload pursuant to the habitat protection provisions of the Fisheries Act through authorizations and monitoring.
		Total $497.6M	Total $155.1M	Total $114.1M
16. Comments on Variances: The difference in variance of $41M is due to the need to carry over activities that were planned for the fiscal year of 2006/07 in the upcoming years.
17. Results to be Achieved by Non-federal Partners (if applicable):  The activities taken by non-federal partners of the 2010 Olympic and Paralympic Winter Games are critical to its success. Each of these partners have provided information on the results of their activities on their respective websites.  Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games Government of British Columbia City of Vancouver Resort Municipality of Whistler Canadian Olympic and Paralympic Committees
18. Contact Information: Tenille Hoogland			Approved by:  Susan Jessop			Date Approved:  July  2007

* Due to national security implications, the Security Group has asked for the information not to be released.