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User Fee: Fees charged for processing access requests filed under the Access to Information Act

Fee Type: Other products and services

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

Performance Standards: Response provided within 30 days of receipt of request. Response time may be extended pursuant to s. 9 of the Act. Notice of extension to be sent within 30 days of receipt of request.

Performance Results: See Note 1

Other Information:

Note 1: Taking into account external factors, 59 per cent of requests were completed within the prescribed time frame.
Note 2: This figure consists of salary and O&M costs in relation to the administration of the Access to Information Act.
Note 3. This figure cannot be provided as revenue is based on information requests received under the Access to Information Act.
Note 4: Budget information not provided in advance. Cannot provide figures for 2011-2012 and 2012-2013.

Template A: User Fees (2009-2010)

User Fee: External Fees

Fee Type: Certification Fees

Fee-setting Authority: Departmental Act

Date Last Modified: February 26, 2004

Performance Standards: Issuance of certificates within 10 weeks from receipt of a complete application

Performance Results: 8 per cent

* Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004 the:

• The performance standard, if provided, may not have received Parliamentary review; and
• The performance standard, if provided, may not respect all establishment requirements under the User Fee Act (e.g., international comparison; independent complaint address).
• The performance result, if provided, is not legally subject to section 5.1 of the User Fee Act regarding fee reductions for unachieved performance.

Name of Transfer Payment Program: Arts Presentation Canada Program

Start date: 2001-2002

End date: 2009-2010

Description: The objective of the Arts Presentation Canada program is to give Canadians direct access to a wide range of professional artistic experiences. The program supports presenters in the performing arts, arts festivals, and presenter support organizations. The activities supported by the Program encourage a variety of programming; help to organize audience development and outreach activities; develop initiatives that bring professional artists into contact with residents of their community; and support networking and professional development for presenters. The Program also supports the emergence of presenters and presenter networks for under-served communities or artistic practices.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• The Program has provided access for Canadians to a wide variety of professional artistic experiences. Funded organizations presented a variety of disciplines: music (74% of all funded organizations present some music in their season); dance (46%); theatre (47%); visual arts (25%); literature (14%); and, media arts (18%).
  
  
• The Program has helped organizations expand and diversify their audiences. The percent of funded organizations that reach out to the following audiences in underserved communities are: 64% culturally diverse, 71% young audiences, 32% Aboriginals, 38% rural/remote regions and 34 % official language minorities.

The following two examples illustrate results achieved by organizations and activities funded by the Program in 2009-2010:

• Festival du Bois (British Columbia)
  The 21st edition of the Festival du Bois took place from February 12-28, 2010, under the banner "International Village of French Culture".  This was a special edition of the festival, timed to coincide with the 2010 Vancouver Winter Olympic Games.  As one of three francophone presenters active in British Columbia, the Festival du Bois played an important role in highlighting Canada’s linguistic duality and the variety of artistic expression from the country’s francophone communities during this important time of national celebration.  The Program contributed $40,000 to Festival du Bois in 2009-2010.

• Alianait Arts Festival – Iqaluit Music Society (Nunavut)
  The Iqaluit Music Society presented the 5th Alianait Arts Festival, June 21 to July 1, 2009 in Iqaluit.  The theme chosen for the festival was "Northern Winds - one breath, one life, one people", which focused on voice and wind instruments from across the north and around the world.  It was a multi-disciplinary arts event that includes theatre, storytelling, music, film, photography, circus arts and visual arts.  Audience development and outreach initiatives included creative collaborations and workshops specifically for artists or audience.  Youth focused workshops were an integral part of the event. The Program contributed $85,000 to this festival in 2009-2010.
  
  
• In fiscal year 2009-2010, the Program provided funding to 276 festivals (46%), 237 performing arts series presenters (39%), as well as 60 organizations presenting both a series and a festival (10%), and 33 presenter support organizations (5%). A total of 606 projects in 246 communities were supported through grants and contributions provided by the Program in 2009-2010.

Comment(s) on Variance(s):

Overall variance of ($0.3M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Cultural Spaces Canada Program

Start date: 2001-2002

End date: 2009-2010

Description: Cultural Spaces Canada seeks to improve physical conditions for artistic creativity and innovation, as well as increase Canadians’ access to performing arts, visual arts, media arts, and to museum collections and heritage displays. It provides financial assistance for renovation and construction projects of arts and heritage facilities. The Program also provides support to acquire specialized equipment and prepare feasibility studies for cultural infrastructure projects. Funding is provided for non-profit arts and heritage organizations operating professionally. Provincial/territorial governments, municipal or regional governments and their agencies, as well as Aboriginal, Inuit and Métis equivalent agencies are also eligible recipients.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• Since its inception in 2001-2002, the Program has supported over 861 projects, in more than 280 different communities across Canada through contributions totalling $267,809,817. In 2009-2010, the Program approved 62 grants and 72 contributions towards infrastructure improvement projects across the country. These included funding to 75 construction and major renovation projects; 52 projects devoted specifically to the purchase and installation of specialized equipment; and 7 projects that assisted organizations with the costs of feasibility studies for cultural infrastructure projects, for a total of 134 new and improved arts and heritage facilities. In 2009-2010, an additional $30,000,000 was provided to the Program from Canada’s Economic Action Plan to stimulate the economy by investing in cultural infrastructure.

  These projects improve infrastructure to allow for greater creativity, access and artistic innovation. For instance, a $1.8 million contribution from the Program was approved in 2009-2010 to support the construction of the Aanischaaukamikw Cultural Institute. This project allows nine James Bay Cree communities to develop the necessary infrastructure to preserve and share their rich heritage by means of exhibition halls, a resource and documentation centre, and spaces for archiving, storing, and preserving the museological and archeological assets of the Aanischaaukamikw Cultural Institute. The Cultural Institute will serve as an exceptional site allowing the Cree of Oujé-Bougoumou to present, share and pass on the treasures of Cree Culture to their own communities but also to visitors from Canada and abroad.

  As another example in 2009-2010, assistance was provided to the Fort York National Historic Site, which is the birthplace of urban Toronto. The Program contributed $4,000,000 to support construction of a new 22,000 square-foot visitor centre as part of the larger Fort York revitalization project. This new facility including exhibition, heritage programming and collections storage purposes will be functional by 2012, in time for the Bicentennial Commemoration of the War of 1812, in which Fort York played an important role.

Comment(s) on Variance(s):

Overall variance of ($31.8M) is explained as follows:

• $28.8M for Canada's Economic Action Plan and $1.3M for Winter Games 2010 received through 2009-2010 Supplementary Estimates were not included in the 2009-2010 planned spending.

• $3.5M for the Local Arts & Heritage Events & Activities – Infrastructure initiatives were initiative was included in the 2009-2010 planned spending.  However, this amount should have been included under the Building Communities through Arts and Heritage Program.
  
  
• $5.2M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: National Arts Training Contribution Program

Start date: 1997-1998

End date: 2012-2013

Description: The National Arts Training Contribution Program aims to contribute to the development of Canadian creators and future cultural leaders of the Canadian arts sector through the provision of stabilizing support to organizations that offer Canadians access to the highest quality training in preparation for national and international artistic careers; and through the provision of targeted funds to smaller, yet nationally significant institutions that may need to consolidate one aspect of their operations, such as administrative and/or governance capacity. The Program supports independent professional Canadian not-for-profit institutions or organizations that specialize in training Canadians seeking a professional career in the arts in Canada and abroad.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• Since its implementation, the Program has disbursed a total of $186,145,992 in operating funding to national training schools in various artistic disciplines. In 2009-2010, 36 organizations in a wide variety of artistic disciplines were supported through contributions totalling $21,825,000.
  
  
• In 2009-2010 Canada’s Economic Action Plan provided 27 funded organizations with an additional $5.95 million in stimulus support, allowing them to strengthen their administrative capacity to continue to provide professional training of the highest calibre.
  
  
• A summative evaluation of the Program, completed in March 2007, found that there is a need for continued federal support in national arts training and that the program is meeting its overall objective to provide arts training of the highest calibre. The evaluation also found that the Program has an “invaluable” and “significant” impact on Canadians’ access to high quality artistic and cultural products. This speaks to the Program’s ultimate outcome: that Canadians and the world benefit from high quality artistic achievements by Canadian artists trained in Canada. The 2007 summative evaluation noted that the Program graduates are more likely to earn a living wholly by the practice of their art within three years, compared to their peers from unfunded schools, which are more likely to seek work not related to their art.
  
  
• Key results for the Program are that graduates of funded institutions have professional careers and are recognized for their excellence in Canada and internationally. Annual surveys of these institutions show that there are approximately 1,200 graduates per year, with another 2,200 participating in shorter-term workshops, and 80% are working professionally (of whom 20% also work internationally). The surveys show that nearly 50% of graduates of the Program-funded institutions receive an award in their first three years after graduation, and the summative evaluation revealed that they are more likely to receive honours, distinctions and awards than graduates of unfunded institutions.
  
  
• A 2009 public opinion research survey report revealed that the majority of professional Canadian performing arts organizations surveyed had hired from at least one program-funded institution in the last five years, and that graduates of the Program-funded performing arts programs were highly assessed by employers in all aspects of their training. The highest ratings came in the areas of technical expertise in their discipline (89%), professionalism and career readiness (88%), and performance qualifications and experience (87%). The research confirmed that the program-funded training institutions are recognized by Canadian performing arts employers as being among the leaders in their fields and that the industry is highly satisfied with the professional training of graduates of these institutions.

Comment(s) on Variance(s):

Overall variance of ($5.1M) is explained as follows:

• $6.8M for Canada’s Economic Action Plan received through 2009-2010 Supplementary Estimates (A) was not included in the 2009-2010 planned spending.
  
  
• $1.7M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canadian Arts and Heritage Sustainability Program

Start date: 2001-2002

End date: 2009-2010

Description: The Canadian Arts and Heritage Sustainability Program aims to strengthen organizational effectiveness, build operational and financial capacity within the arts and heritage sectors, and ensure that those organizations operate in communities that value their existence, see them as a key asset, and support them. The Program has four active components: Capacity Building; Endowment Incentives; Cultural Capitals of Canada and Networking Initiatives. Two components, Stabilization Projects and Limited Support to Endangered Arts Organizations, are inactive. The Program provides grants and contributions to Canadian not-for-profit professional arts and heritage organizations, and Canadian communities, including First Nations, Métis, and Inuit equivalent governments.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

The following are highlights of the results achieved by the Program in 2009-2010, based on key performance indicators.  The expected result is: well-managed arts and heritage organizations are supported in Canadian communities through financial and other partnerships.

• Capacity Building

  The 2009-2010 fiscal year marked the final year of Capacity Building individual project support, with a reduced grants and contributions budget.  From 2002-2003 to 2009-2010, close to 1,300 projects have been supported, 36% of which were related to improved governance, 32% to financial self-sufficiency, 19% to audience and market development and 13% to management practices.

  In 2009-2010, the following was observed:

  • 93 requests for projects were submitted of which 66 were supported.
  • 35 projects for arts organizations and 31 for heritage organizations approved to improve management practices  
  • Over 41% of supported projects were related to improved governance, 29% to audience and membership development, 15% to management practices and 15% to financial self-sufficiency.
  • The federal investment in the capacity building of arts and heritage organizations totalled $1,688,286.  This represents 42% of the total project costs.
  • For every $1 invested by the Program, $1.40 was invested by the recipient organizations and partners within their community to undertake organizational capacity building projects.
• Endowment Incentives

  The Endowment Incentives component of the Program aims to incent private sector donations to well-managed arts organizations by providing matching funds to these organizations’ endowment funds. 

  In 2009-2010, 66 applications received funding totalling $14.9 million from the program, matching $0.71 for every dollar donated by the private sector. 

  Despite the global economic recession, the private sector contributed close to $21 million to arts applicant organizations’ endowment funds¹, representing only 1% less from the previous year.  Of this amount, nearly half (46% or $9.6 million) was donated by individuals while corporations and non-government foundations donated 23% each ($4.9 million and $4.7 million respectively – the remainder came from other sources.

  This significant financial commitment is a clear indication that Canadians and arts organizations continue to believe in the value of endowments.

  Since the launch of the component, the federal government’s contribution of $103 million has leveraged $149 million in donations from the private sector, for a total combined investment of $252 million in arts organizations’ endowment funds across Canada. 

• Cultural Capitals of Canada

  Cultural Capitals of Canada (CCC) recognizes and supports Canadian communities that have a record of harnessing the many benefits of arts and culture in community life.  Its objective is to stimulate sustained community support for the arts and heritage.  

  In 2009-2010, eleven eligible applications were submitted. Of these, three were awarded a designation, for a total of $4,750,000 in approved contributions. The 2010 Cultural Capitals of Canada are: Saguenay, Quebec; Saint John, New Brunswick and Winnipeg, Manitoba. 

  Based on the proposed projects of these designated Cultural Capitals, over 40 partner organizations within the community have committed to assist their municipality in undertaking arts and culture activities during the year of designation.  Examples of partners include: private sector organizations, post-secondary institutions, arts and culture organizations, economic development associations, as well as local Aboriginal, culturally diverse and Official Language Minority community associations.

  The application process alone brought together over 135² partners within applicant communities to develop proposals.

  Since 2002-2003, 141 eligible applications have been submitted to the program and 37 CCC designations have been awarded, for total of $26.2 million in approved contributions.

• Through its various components, the program approved 108 grants and 29 contributions for a total of $21,628,668 in 2009-2010.

¹ This $21 million is the amount requested by arts organizations applying to and eligible for the Endowment Incentives component.

Comment(s) on Variance(s):

Overall variance of $1.8M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: Evaluation of the Canadian Arts and Heritage Sustainability Program – completed May 2009

Name of Transfer Payment Program: Canadian Television Fund

Start date: 1996-1997

End date: 2010-2011

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

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program invested over $350 million in Canadian productions, which generated over 2,400 new hours of Canadian programming.*

• In 2009-2010, the Program funded 639 hours of Children’s and Youth programming, 821 hours of Documentary, 609 hours of Drama, and 352 hours of Variety and Performing Arts programming. Of this total, 68 hours were in Aboriginal languages, 983 hours in English, and 1,370 hours were in French.*
  
  
• Due to differences between the broadcast year and the program’s fiscal year, the most recent audience data available is from 2007-2008. Audience data from 2008-2009 will not be available until the program publishes its 2009-2010 annual report.

A contribution agreement between the Department of Canadian Heritage and the Canada Media Fund Corporation (CMFC) (formerly known as Canada Television Fund Corporation, CTFC) was signed and funds flowed to the CMFC as per the terms of the contribution agreement.

^* Data is not final until the release of the program’s annual report. Numbers may not add up due to rounding. The CTF annual report for 2009-2010 will be available at www.cmf-fmc.ca.

Comment(s) on Variance(s):

Overall variance of ($99.6M) is explained as follows:

• $99.6M for Canada’s Economic Action Plan received through 2009-2010 Supplementary Estimates (A) was not included in the 2009-2010 planned spending.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-2002

End date: 2014-2015

Description: The Canada Music Fund supports diversity, capacity and excellence in the sound recording industry at every level, from creators to audience. The Program consists of seven components: 1) Canadian Music Memories; 2) Collective Initiatives; 3) Creator’s Assistance; 4) Music Entrepreneur; 5) New Musical Works; 6) Support to Sector Associations; and 7) Canadian Musical Diversity. These components are designed to: enhance Canadians’ access to a diverse range of Canadian music choices through existing and emerging media, increase the opportunities available for Canadian music artists and entrepreneurs to make a significant contribution to Canadian cultural expression, and ensure that Canadian music artists and entrepreneurs have the means to succeed in a global and digital environment.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program contributed to the Department’s goal of creation and dissemination of Canadian cultural content through:

• Contributions to 22 Canadian sound recording firms and 11 Canadian music publishing firms through the Music Entrepreneur Component and 8 Canadian music industry associations through the Support to Sector Associations component, both administered by Canadian Heritage;
• Five contributions to 3 third-party administrators for the delivery of the New Musical Works and Collective Initiatives (FACTOR and MUSICACTION) and Creators’ Assistance (The SOCAN Foundation) components; and,
• Memoranda of Understanding with Library and Archives Canada which delivers the Canadian Music Memories component and with the Canada Council for the Arts which delivers the Canadian Musical Diversity component.

In 2009-2010:

• The Program continued to support the production of a diverse range of Canadian musical works by emerging and established artists, while also helping Canadian artists connect with audiences both at home and abroad. The Music Entrepreneur Component (MEC) recipients released 135 albums in the past year, and 377 albums received production support through the New Musical Works and Canadian Musical Diversity components of the Program. The New Musical Works component also provided marketing, touring, or showcasing support to more than 1,000 projects, contributing to the dissemination of, and access to, Canadian music.
  
  
• The MEC continued to help ensure that established Canadian music entrepreneurs build a strong, sustainable industry capable of contributing to the Canadian musical experience. Gross revenue reported by the 2009-2010 MEC recipients fell 7.4% over the previous year, driven largely by a 23% decrease in revenue generated by the sale of MEC eligible recordings. The Cultural Industries branch will closely monitor this indicator in the coming year.
  
  
• Canadians purchased and accessed more Canadian music, with unit sales of albums by Canadian artists increasing in 2009 compared to the previous year. More than 26% of albums sold in Canada were by Canadian artists, a market share that has increased by 10 % since the inception of the Program in 2001. Over that same period, the market share of albums by artists supported by the Program or its predecessor program increased from under 10% to 15.9%.

MEC recipients’ overall sales of albums by Canadian artists (including CDs and full-length album downloads) increased by 4% over the previous year.

• Canadian artists CD sales were on par with the previous year, with an 11% increase in domestic sales, and a 23% decline in international sales.
• Paid downloads of Canadian artist full-length albums and single track sales increased by 34% and 51% respectively over the previous year.
• Sales of downloaded music accounted for 30% of MEC recipients’ total Canadian artist sales, up from 12% two years earlier.

Comment(s) on Variance(s):

Overall variance of ($2.0M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Book Publishing Industry Development Program

Start date: 1980-1981

End date: 2009-2010

Description: The Book Publishing Industry Development Program (BPIDP) has four components: 1) Aid to Publishers; 2) Supply Chain Initiative; 3) Collective Initiatives; and 4) International Marketing Assistance. The Program supports the activities of Canadian book publishers and other sectors of the book industry to improve the capacity of the Canadian-owned book industry to publish and market Canadian-authored books. This support is aimed at achieving the Program’s objective of ensuring access to a diverse range of Canadian-authored books in Canada and abroad.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural expression through contributions to over 300 business and non-profit organizations in the Canadian book industry for publishing, marketing, professional development, internships, technology-driven collective projects and other activities.

In 2009-2010:

• Publishers supported by the program produced 6,032 new titles by more than 3,500 Canadian writers, including over 1,000 first-time authors.
  
  
• The Program continues to support a broad range of industry activities across the country, including the work of 232 Canadian-owned publishers in more than 75 Canadian towns and cities who directly employ almost 3,000 Canadians. Publishers supported by the Program realized an aggregate profit margin of 4.3%. These results speak not only to the economic impact of the sector, but also to its strong capacity to continue to deliver a range of Canadian content to consumers everywhere.
  
  
• The Program supported publishers realized approximately $355 million in sales of Canadian-authored books in Canada, as well as $81 million more abroad for a total of $436 million in sales. This represents a 4% inflation-adjusted increase over the last 5 years, indicating that Canadian and international readers continue to seek out and consume Canadian books in strong and growing numbers.

Comment(s) on Variance(s):

Overall variance of $1.4M is explained as follows:

• $0.7M for the National Translation Program was included in the 2009-2010 planned spending figures.  However, this amount was transferred to the Canada Council for the Arts who administered the program in 2009-2010.
• $0.3M was transferred to other departmental programs to adjust for emerging priorities.
• An additional $0.3M could not be used as a result of a repayment related to a previous fiscal year.
• Year-end surplus of $0.1M.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canada Magazine Fund

Start date: 1999-2000

End date: 2009-2010

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

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program contributed to the Department’s goal of supporting the creation of Canadian cultural content through 330 contributions to magazine publishers and industry associations.

In 2009-2010:

• Through the Support for Editorial Content (SEC) and the Support for Arts and Literary Magazines (SALM) components, the Program funded a total of 268 titles. Approximately 115,000 pages of Canadian content were produced in a variety of different magazines including Aboriginal, ethnocultural, business, and general consumer publications.
  
  
• The Program helped strengthen industry infrastructure and capacity by funding a broad range of industry activities across the country. The program provided funding to 62 projects which dealt with professional development, promotion and marketing, newsstand sales building, research and technology development. These projects helped individual publishers grow their business and improve their capacity, and also supported association-based projects that contribute to the long-term viability of the Canadian periodicals industry. The average profit margin for Canadian magazine publishers receiving SEC funding was 10.2%.

Comment(s) on Variance(s):

Overall variance of $1.0M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Publications Assistance Program

Start date: 1996-1997

End date: 2009-2010

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

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program helped to further the Department’s goal of supporting the dissemination of Canadian cultural content through postal subsidies to 1,083 Canadian magazines and non-daily newspapers. These grants totalled over $52M*, representing an average of about 65% of the recipients’ total mailing costs.

In 2009-2010, the Program funded over 167 M copies of periodicals mailed to Canadians.

* The grant total of over $52M refers to approved amounts for recipients in 2009-2010. It does not match actual spending totals in column 11 of the table below because the total in the table includes funds transferred to Canada Post, which are greater than the actual amounts issued to recipients. Reconciliation is done in the months following year-end.

Comment(s) on Variance(s):

Overall variance of ($10.9M) is explained as follows:

• $15.0M for Canada’s Economic Action Plan received through 2009-2010 Supplementary Estimates (A) was not included in the 2009-2010 planned spending.
• $3.1M was transferred to other departmental programs to adjust for emerging priorities.
• Year-end surplus of $1.0M.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canadian Culture Online Program

Start date: 2001-2002

End date: 2009-2010

Description: The objectives of the Canadian Culture Online program, which includes the Partnerships Fund and the Gateway Fund, are to provide Canadians access to and encourage their participation in interactive digital resources that reflect Canada’s diverse heritage, cultures and languages.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, 42 contribution agreements were signed under the program to award a total of 8 million in funding in support Web sites presenting Canadian content  (Gateway Fund and Partnerships Fund) that allow Canadians of all ages to access content that reflects our diverse cultures and heritage.  The CCOP supported a broad range of projects, in both official languages, all of which attract different audiences.

The following results are for Websites projects that were completed in 2009-2010.

• With its Inuit Cultural Online Resource project, the Ottawa Inuit Children's Centre has further developed their cultural Website by adding Inuktitut language information, photos and recipes of Inuit country food that showcase the traditional Inuit diet, and podcasts with downloadable audios/videos about Arctic games and special cultural events.  The Website describes the lifestyles of a traditional Inuit family and that of a modern urban Inuit family.  The project demonstrates the impact the Inuit have had on Canadian identity.  In the first month, the Website has received close to 3,000 visits.
  
  
• The Canadian Museum of Carpets and Textiles project Social Fabric/ Tissu social presents a captivating story about Canada's founding from the perspective of the material culture produced by its original inhabitants, early settling people and the current diverse communities that now call this country home. It tells the story of Canada from the perspective of individuals - often times anonymous but who have left their mark and their story through the textiles they produced. From native beadwork, to pioneer buggy blankets, to the treasured cloth heirlooms brought here from the "old country," it presents a multi-faceted approach to Canadian heritage. Through the active contributions of users, a truly Canadian story is told - a story that will be enriched, expanded and refined over time and through user-generated input. Since March 2009, the Website has generated close to 600,000 visits.
  
  
• Previously funded projects have, on average, generated more then 75,000 visits annually.

Comment(s) on Variance(s):

Overall variance of ($2.5M) is explained as follows:

• $4.4M was transferred from vote 1 to allow the program to better achieve its objective to support the creation of digital cultural content reflective of our culture and heritage diversity.
• $0.9M was transferred to Library and Archives Canada.
• $1.1M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canada New Media Fund

Start date: 2000-2001

End date: 2009-2010

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

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• The Department transferred $14.3 million to Telefilm Canada for the Program, of which $12.9 million supported 90 projects through contribution agreements:
  • $11.1 million supported 56 content creation projects (Product Assistance component).
  • $1.8 million supported 34 projects that facilitated the competitiveness of the Canada interactive media sector (Sectoral Assistance component).
• The Program’s Sectoral Assistance component supports activities designed to increase the competitiveness of the Canadian interactive media companies, which generated an estimated $4.7 billion in gross revenues in 2008 . The Program-supported activities gave the interactive media sector access to workshops, internships, conferences and other networking events.

* The above is based on preliminary data received from Telefilm Canada. Complete and final data is not available until the release of the Program’s annual report which will be tabled at the end of Summer 2010.

¹ Nordicity, CIAIC 2008 Canadian Interactive Industry Profile.

Comment(s) on Variance(s):

Overall variance of ($0.1M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: TV5 Contributions

Start date: 1990-1991

End date: 2012-2013

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

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• This year, the percentage of Canadian programming broadcast on TV5MONDE was stable from an average of approximately 7.2 % in 2008 to 7.03 % in 2009. That being said, the number of households around the world where TV5MONDE’s signals were broadcast increased by 10%. This enabled it to showcase Canadian programming to a larger number of households on the international stage (207M households).
  
  
• TV5 Québec Canada (TV5QC) included an important component of programming from TV5’s European and African partners not available on other Canadian French-language networks. Broadcasting these programs on TV5 Quebec Canada provided the Canadian public access to the international Francophonie, enhancing their awareness of its cultural diversity. Approximately 21% of Canadian content which includes an increase of content from producers outside Quebec was broadcast on the network. This contributed to giving Canadian audiences better access to the cultural vitality of Canada’s Francophonie.
  
  
  • Despite stronger competition which resulted in a more fragmented market for broadcasters, its market share (data available in Quebec only) remained stable in 2009-2010 at 1.1 %.
    
    
  • TV5 Québec Canada's subscribers slightly increased reaching close to 7 million subscribers in Canada in 2009-2010.
• Offering Canadians access to the wealth and diversity of the international Francophonie, including Canadian content, requires competing in a broadcasting environment where new digital platforms are more popular.  Thus in 2009-2010, TV5MONDE and TV5 Quebec pursued efforts to position and compete as a global media network.
  
  
  • TV5MONDE launched Tivi5 (WebTV for youth), a video-on-demand section, and an iPod application while it increased its presence on social networks such as Facebook and YouTube.
    
    
  • TV5 Québec Canada launched TV5QCHD, created 20 micro sites linked with its programming, and supported digital creation through Fonds TV5. In its first year of managing Fonds TV5, it received over 90 submissions. It selected and funded 88 projects which were seen by over 65,000 website viewers.  Furthermore, the monthly average of visits to its website TV5.ca climbed from 88,000 in 2008-2009 to 127,900 in 2009-2010 – an increase of more than 30%.

Comment(s) on Variance(s):

Overall variance of $4.7M is explained as follows:

• $5.1M for additional funding for TV5MONDE received through 2009-2010 Supplementary Estimates (A) was not included in the planned spending.
• $0.4M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-1973

End date: 2009-2010

Description: The Museums Assistance Program supports museums in their effort to reach audiences and care for their collections by providing grants and contributions to Canadian museums and related organizations for projects to develop and circulate travelling exhibitions across different regions of Canada, to preserve and protect Aboriginal heritage, and to enhance professional knowledge, skills and practices in the management of key museological functions. The Program also provides funding for projects submitted under the Canada-France Agreement on Museum Cooperation and Exchanges, and it provides support to the Canadian Museums Association for activities that help to sustain professional standards across Canada’s museum community.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009–2010, the Program funded a total of 165 projects, of which 49 were multiyear projects initiated in previous years and 116 were new projects. The program assessed 136 applications in 2009-2010.

• 63 projects helped heritage institutions and heritage workers improve key museological knowledge, skills and practices.
• 25 projects supported the preservation and presentation of Aboriginal cultural heritage.
• 77 projects created opportunities for Canadians to access our heritage by supporting the production and circulation of domestic travelling exhibitions and associated interpretive material.

The Young Canada Works in Heritage Program created 1,808 youth employment opportunities in 1,046 heritage institutions (summer jobs and career internships) to improve key museological knowledge, skills and practices.

Comment(s) on Variance(s):

Overall variance of $0.5M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of the Museums Assistance Program – June 2009

Evaluation completed or planned: Evaluation of the Museums Assistance Program – January 2010

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2003-2004

End date: 2011-2012

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

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009, to encourage Canadians to participate in annual community celebrations for the period of June 21 to July 1, Celebrate Canada supported 1,659 projects resulting in 7.7 million people participating in close to 2,700 events held across Canada.
  
  
• The Celebrate Canada program also supports an annual Canada Day Poster Challenge. Over 26,000 applications were received for the 2009 Canada Day Poster Challenge from children and youth, aged 5 to 18, and gave them an opportunity to creatively express their pride in being Canadian.
  
  
• Commemorate Canada provided opportunities for Canadians to commemorate significant events and foster pride and a sense of belonging to Canada through the Historica-Dominion Institute's Memory Project: Stories of the Second World War. In 2009, funding was allocated for commemorative projects including the construction of a monument to commemorate the legacy of the Canadian battalion sent to Hong Kong in October 1941 as well as the recording of over 100 French and English profiles of veterans and the digitization of over 500 individual artifacts of the Second World War.
  
  
• To ensure a coordinated federal approach to commemorations, the Interdepartmental Commemorations Committee (ICC) was reconvened in early 2009 to update and approve the Five-Year Commemoration Plan (2010-2014). In addition, an ICC working group was created for the War of 1812 Bicentennial (composed of representatives from 14 federal departments) and an advisory committee was struck for The Queen’s Diamond Jubilee in 2012.
  
  
• In this special year marked by Canada’s hosting of the 2010 Winter Games, the Celebration and Commemoration Program funded special activities to encourage participation and celebrations across the country. These activities included the Opening Ceremony, the Olympic and Paralympic Torch Relays, Celebration Sites and the Canada CODE project (a Web site to let Canadians take part on-line in a joint creative project, resulted in uploads from people aged 7 to 78 from every province and territory in Canada with more than 10,000 contributions).
  
  
• The 2010 Winter Games Opening Ceremony showcased Canadian talent and Canada’s culture and history. It was the most-watched television event in Canadian history and drew 13.3 million Canadian viewers.
  
  
• A 100-day Olympic Torch Relay, covering 45,000 kilometres, helped to build excitement across the country for the Games. The torch was carried by 12,874 torchbearers and visited 1,036 communities and places of interest engaging Canadians in every province and territory. The Paralympic Torch Relay took place over 10 days and the torch was carried by 618 torchbearers and was highlighted by 13 community celebrations. An estimated 1.5 million Canadians participated in activities related to the relays.
  
  
• Celebration sites in Vancouver and Whistler gave Canadians the opportunity to meet athletes; enjoy shows from local, Canadian and international performers; follow media coverage of the competitions; and watch the Opening Ceremony on large screens. During the Olympic Games, attendance at the celebration sites in Vancouver was estimated at 550,000 and attendance at the Whistler celebration site was estimated at 680,000 people.
  
  
• An Angus Reid public opinion survey conducted after the Opening Ceremony for the Olympic Games reported that 71% of respondents were “proud to be Canadian” and 86% of respondents in a survey commissioned by the Association for Canadian Studies agreed with the statement that “when Canadian athletes win medals at the Olympics, I feel a stronger sense of pride in Canada.” According to the Angus Reid public opinion survey, the Vancouver 2010 Olympic Winter Games, which were characterized as “Canada’s Games,” unified Canadians across the country and elicited a stronger sense of pride in Canada and in being Canadian.

Comment(s) on Variance(s):

Overall variance of ($13.9M) is explained as follows:

• $9.0M was transferred from the Sport Hosting Program for Live Sites and was not included in the 2009-2010 planned spending.
• $1.3M for the 2010 Winter Games received through 2009-2010 Supplementary Estimates (B) and was not included in the 2009-2010 planned spending.
• $0.7M was transferred from Vote 1 to meet 2010 Winter Games requirements related to the Torch Relay and was not included in the 2009-2010 planned spending.
• $2.9M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of the Ceremonies and Events / Vancouver 2010 Directorate of the Major Events and Celebration Branch – February 2010

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000-2001

End date: No end date, program continued indefinitely (but subject to evaluation every 5 years.)

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

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009-2010, the Program offered opportunities to approximately 13,000 youth to enhance their knowledge and understanding of Canada; to create linkages with one another; and to enhance their appreciation of the diversity and shared aspects of the Canadian experience. Through participation in forums and group exchanges, youth were enabled to learn about Canada, its history, geography, industry, institutions, communities, cultures, and languages and to connect with other youth. For example, 84% of youth agreed that as a result of their participation in the Program they learned new things about Canada;
  
  
• 87% agreed that they learned about Canadian cultural communities other than their own;
  
  
• 94% indicated that their participation in the Program resulted in new ties with people from other communities².
  
  
• Support was provided to youth exchanges and forums through 23 contribution agreements with non-governmental organizations. Additionally, the Program’s Web site provided approximately 50,000 visitors with information on opportunities for youth exchanges in Canada and abroad.

Comment(s) on Variance(s):

Overall variance of ($0.1M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: Summative Evaluation of the Exchanges Canada Program – March 2010

Name of Transfer Payment Program: Katimavik Program

Start date: 1997-1998

End date: 2010-2011

Description: Through the Katimavik Program, young Canadians are provided with opportunities to create ties with communities and with other Canadians, and to improve their employability. The objectives of the Katimavik program are to contribute substantially to the personal, social and professional development of the participants; to promote community service; and to offer a diverse experience, fostering a better understanding of the Canadian reality and linguistic duality. Through a nine-month program comprised of community service, training and group interaction, participants aged 17 to 21 have the opportunity to acquire personal and professional skills by involving them in community projects in one French-speaking and two English-speaking regions of Canada.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009-2010, the Program provided approximately 1,250 youth from diverse groups and regions of Canada with opportunities to enhance their knowledge of Canada and its diversity; develop their personal, social and professional skills; and enhance their appreciation of community service. The Program also enabled approximately 890 community organizations to better serve their community, through projects involving youth volunteers, which were carried out in 94 communities across Canada.
  
  
• In order to increase the number of participants in the program and diversify volunteer experiences, in September 2009, the Program launched for the first time a new, 24-week thematic program model, based on the same guiding principles as the existing 39-week program. Participants in the new program focus on one of the following themes over a six-month period: Cultural Discovery and Civic Engagement; Eco-Citizenship and Active Living; and Second Language and Cultural Diversity.
  
  
• The Program is delivered by a not-for-profit organization through support from a contribution agreement.

Comment(s) on Variance(s):

Overall variance of ($0.6M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: Summative Evaluation of the Katimavik Program – November 2010

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

Start date: September 1, 2007

End date: March 31, 2012

Description: The program’s objective is to build stronger citizen engagement in communities through the performing and visual arts and in the expression, celebration and preservation of local heritage. The Building Communities Through Arts and Heritage program has two components: 1) Local Arts and Heritage Festivals; and 2) Community Historical Anniversaries Programming. The Program provides support for both local arts and heritage festivals that feature the presentation of local artists or local heritage, and major historical anniversaries of local importance.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009-10, a total of $14,738,567 was awarded to 786 projects (659 grants and 127 contribution agreements), held in 483 communities across the country, thus offering increased opportunities for local artists to perform within their community and providing Canadians with the opportunity to engage in their communities through performing and visual arts as well as through the expression, celebration and preservation of local historical heritage.
  
  
  • The Program also implemented the new third component, the Legacy Fund, which provides financial support for the creation of tangible, lasting capital projects that commemorate or celebrate a major anniversary of a significant local person or event.
    
    
  • In addition, the Program updated its guidelines and application forms and simplified the latter by introducing interactive application tools.

Comment(s) on Variance(s):

Overall variance of ($0.8M) is explained as follows:

• $3.5M for the Local Arts & Heritage Events & Activities – Infrastructure was included in the 2009-2010 planned spending initiative under the Cultural Spaces Canada Program.  However, this amount should have been included under the Building Communities through Arts and Heritage Program.
• $1.5M is being reprofiled from 2009-2010 to 2010-2011.
• $1.2M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Aboriginal Peoples’ Program

Start date: 1971-1972

End date: 2009-2010

Description: The Aboriginal Peoples’ Program is organized around two broad themes: 1) the Aboriginal Communities Component supports the efforts of Aboriginal communities to develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede community and personal prospects, by funding the network of Aboriginal Friendship centres across Canada, urban Aboriginal youth projects including Young Canada Works for Aboriginal Urban Youth, and projects undertaken by Aboriginal women's organizations; and 2) the Aboriginal Living Cultures Component supports the preservation and promotion of Aboriginal languages and cultures through community-based projects, and funds the production and distribution of Aboriginal radio and television programming by northern Aboriginal communications societies.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• Aboriginal Communities Component
  • Aboriginal Friendship Centres – A contribution agreement with the National Association of Friendship Centres provided for operational support (core funding) to 118 friendship centre organizations across Canada. Core funding of friendship centres enabled them to serve the urban Aboriginal population through a network of Aboriginal Friendship Centres whose key activities focused on social development and community engagement across Canada.
    
    
  • National Aboriginal Day – A contribution agreement with the National Association of Friendship Centres provided funding for National Aboriginal Day events in the National Capital Region from June 17 to 21 which included educational events aimed at students and educators held at the Canadian Museum of Civilization and Victoria Island, and performances and events targeted to the Aboriginal community and the general public held at Victoria Island. Over 25,000 people attended the various events.
    
    
  • Aboriginal Women’s Programming Elements – Grants and contribution agreements with Aboriginal women's organizations gave Aboriginal women access to 31 projects in communities across Canada that focused on cultural development, social development, community engagement, Aboriginal self-government and family violence.
    
    
  • Cultural Connections for Aboriginal Youth – Contribution agreements with 10 national, provincial and regional Aboriginal organizations and 66 local community organizations, provided for projects supported by community youth committees across Canada. The projects provided Aboriginal youth with the opportunity to learn about their heritage, culture and identity, to build self-confidence, and a sense of pride in being an Aboriginal person leading to better leadership and citizenship skills. 18 Aboriginal Youth Advisory Committees assisted in the administration of the Cultural Connections for Aboriginal Youth.
    
    
  • Young Canada Works for Aboriginal Urban Youth – A contribution agreement with the National Association of Friendship Centres provided employment to 229 summer students across Canada. These summer jobs enabled the creation of projects in over 74 communities that focused on cultural development, social development and community engagement.
    
    
  • Scholarships and Youth Initiatives – A contribution agreement with the National Aboriginal Achievement Foundation provided funding to Aboriginal post-secondary students. Career fairs, which included 73 seminars and 60 booths, were held in Thunder Bay and Saskatoon and were attended by students in grades 9-12.
• Aboriginal Living Cultures Component
  • Territorial Language Accords – The Territorial Language Accords (TLA) provided funding to the Governments of the Northwest Territories and Nunavut for activities to ensure the preservation, development and enhancement of Aboriginal languages.
    
    
  • National Aboriginal Achievement Awards – A contribution agreement with the National Aboriginal Achievement Foundation supported the production and television broadcast of the National Aboriginal Achievement Awards, which were presented to 14 recipients in Regina, Saskatchewan. The awards show was attended by over 2,000 people, and was broadcasted on APTN and the Global Television network.
    
    
  • Aboriginal Languages Initiative – Contribution agreements provided funding for 21 national, provincial and regional Aboriginal organizations to administer projects in communities across Canada in the preservation and revitalization of Aboriginal languages. Under the Aboriginal Languages Initiative Innovation Fund, funding was provided to 18 Aboriginal organizations to support innovative community-based language projects utilizing existing technology in the preservation and revitalization of First Nations languages.
    
    
  • Northern Aboriginal Broadcasting – Contribution agreements with 13 Aboriginal communications societies enabled the production and broadcasting of original television and radio programs. Broadcasted television and radio programming was accessible to Aboriginal peoples living in Canada.

Comment(s) on Variance(s):

Overall variance of ($1.8M) is explained as follows:

• $1.5M for Vancouver 2010 Indigenous Youth Gathering received through 2009-2010 Supplementary Estimates (B) was not included in the 2009-2010 planned spending.
• $0.3M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of Aboriginal Peoples’ Program: Aboriginal Culture Living Component – May 2009

Evaluation completed or planned: Horizontal Evaluation of the National Aboriginal Achievement Foundation – November 2009; Summative Evaluation of the Aboriginal Peoples’ Program – October 2010

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

Start date: 2003-2004

End date: 2013-2014 (pending approval)

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

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• The youth population (15-24 and 25-44 years of age) in official-language minority communities (OLMC) are less likely to have a lower level of education (no certificate, diploma or degree) than their majority counterparts. (Census 2006)
  
  
• The youth population in OLMC that have a higher level of education (university certificate, diploma or degree) is greater than their majority counterparts (the minority-majority index is 1.28 for those aged 15-24 years, and 1.19 for those aged 25-44 years). (Census 2006)
  
  
• A little over one person in five (age 15 years and up) living in a minority language situation in Canada has a university diploma (21%). This proportion is slightly higher compared to the Official Language people living in a majority situation. (Census 2006)
  
  
• Almost eight out of ten people living in a minority situation say they are satisfied with the services offered in their language, in their region in the education and post-secondary training sectors. (Survey 2006)
  
  
• Most of the Department’s funding for the development of OLMC granted to provinces and territories - $250M for 2009–2010, are allocated resources to ministries of education for the delivery of programs that guarantee education for OLMC in their language.
  
  
• General satisfaction with services offered to OLMC in their minority language has improved; the general satisfaction rate is 74%.  The rate of satisfaction remains high when it comes to specific services (media and communications—85.7%; health and social services—71.1%; daycare and preschool—70.9%). (Survey 2006)
  
  
• Also, 31% of members of OLMC say they are satisfied that access to services in their language has improved in the last five years. (Less than 15% of Anglophones and less than 8% of Francophone’s say services have deteriorated.) (Survey 2006)
  
  
• Access to services for members of OLMC has improved over the years. 9 out of 10 members of OLMC state that access to services in their language has either improved (31%) or stayed the same (58.8%) over the last 5 years. (Survey 2006)
  
  
• Section 41 Official Languages Act responsibilities and OLMC perspectives in federal institutions are better known and integrated in development of initiatives and programs. For 2009-10, 30 Federal institutions submitted their action plans and reports on results with a level of quality that is close to medium. The number of designated institutions due to report in 2010-2011 has been raised to 32.

Comment(s) on Variance(s):

Overall variance of $9.2M is explained as follows:

• $4.0M was reduced as a result of the Strategic Review decisions.
• $7.0M was transferred to Enhancement of Official Languages Program to adjust for emerging priorities.
• $1.8M was transferred from Vote 1 for the implementation of the Language Rights Support Program.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2003-2004

End date: 2013-2014 (pending approval)

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

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2006, the number of bilingual persons (English-French) reached an all time high in Canada (5.4 million at the last Census). The rate of bilingualism English-French was 17.4% in 2006. (Census 2006)
  
  
• More than six out of ten respondents who live in a minority situation (60.5%) believe that relations between Francophones and Anglophones have improved positively compared to 10 years ago.  (Survey 2006)
  
  
• More than two out of three respondents (68.8%) believe that the fact that French and English are spoken in Canada increases work opportunities for Canadians. (Survey 2006)
  
  
• The number of Federal Institutions, that take measures to fulfill their obligations in regards to section 41 of the Official Languages Act and linguistic duality perspectives, has been maintained.  In 2009-2010, 30 Federal Institutions' have submitted their action plans and reports on results. The number of designated institutions due to report in 2010-2011 has been raised to 32.
  
  
• In 2006, the number of bilingual persons (English-French) reached an all-time high in Canada (5.4 million at the last Census). The rate of bilingualism (English-French) was 17.4% in 2006. (Census 2006)

Comment(s) on Variance(s):

Overall variance of ($7.5M) is explained as follows:

• $7.0M was transferred from Development of Official Languages Communities Program to adjust for emerging priorities.
• $0.5M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Hosting Program

Start date: 1967

End date: 2010-2011

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

Strategic Outcome:

• Canadians participate and excel in sport.

Results Achieved:

• The Department worked to increase sport excellence and development impacts from realized planned events. While the data for 2009-2010 is currently incomplete, based on 22 of 51 reports received to date, the Program has provided opportunities for 2,197 Canadian athletes to participate in international sport events. In 2008-2009, this number was 2,918 based upon 49 of 64 reports.
  
  
  • The 2009 Canada Games provided opportunities for 4,445 athletes, coaches and managers, 498 officials and 5,800 volunteers to participate in a competitive event in Canada.
    
    
  • In terms of legacy sport commitments, legacy sport projects range in scope, depending on the amount of the contribution. Many hosting projects were successful in achieving their legacy sport commitments. For example, with the Canoe 2009 World Championships, a financial legacy has been directed to programming for coaching, athletes, officials and hosting. This event also created an infrastructure legacy with significant field of play upgrades. Other types of legacy sport commitments included the distribution of high level competition equipment to local clubs, facilities hosting the event, and funds reinvested in the National Sport Organization’s national team programs for training camps. Furthermore, during the 2009 Canada Games in Prince Edward Island (PEI), over $19M was invested in sport facilities, $1M in sport equipment, and hundreds of volunteers were trained as minor officials in many sports, some of which did not exist in PEI prior to the Canada Games, such as rowing and canoe-kayak.
• Several economic benefits have emanated from the hosted events funded by the Department. For example, the 2009 Canada Summer Games generated a gross economic activity of $81.5M and wages and salaries of $27M, and created 778 jobs. The Canoe 2009 World Championships generated a gross economic activity of $14.5M and wages and salaries of $4.6M, and created 93 jobs. Finally, the 2009 World Junior Hockey Championships generated a gross economic activity of $80.5M and wages and salaries of $22.6M, and created 445 jobs.
  
  
• In 2009-2010 Canada signed 49 contribution agreements for International Single Sport Events, but no multiparty agreements were signed. For the Canada Games, there was one funded multiparty agreement and one contribution agreement. For International Major Multisport Games, one multiparty agreement and one contribution agreement were signed in 2009-2010.

Comment(s) on Variance(s):

Overall variance of ($14.5M) is explained as follows:

• $36.8M for Canada’s strategic investment in the 2010 Winter Games received through 2009-2010 Supplementary Estimates (B) was not included in the 2009-2010 planned spending.
• $13.3M was transferred to other departmental programs to adjust for emerging priorities.
• $9.0M was transferred to the Celebration and Commemoration Program for Live Sites.

Audit completed or planned: Audit of the Hosting Program (Sport Canada) – November 2009
Audit of the Sport Canada Branch – June 2010

Evaluation completed or planned: Summative Evaluation of Sport Canada – March 2011

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: 2010-2011

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

Strategic Outcome:

• Canadians participate and excel in sport.

Results Achieved:

• The Department has worked to increase the number of National Sport Organizations (NSOs) with a sport specific Long-Term Athlete Development Model (LTAD) in place. There are now 37 NSOs which have completed their model, up from 28 in 2008-2009. This is a further increase from 2005-2006 when only one NSO had completed its LTAD model and 2007-2008 when 12 were completed. Furthermore, by January 2010, 18 NSOs had completed their LTAD competition reviews.
  
  
• The Department worked to advance Canadian interests, values and ethics in sport at home and abroad. In 2009-2010, 3,801 doping tests were conducted by the Canadian Centre for Ethics in Sport (CCES) and 2,945 of those tests were part of the Canadian Anti-Doping Program. Out of these tests from the Canadian Anti-Doping Program, there were a total of 15 doping violations.
  
  
• Domestically, the Department worked to further expand and strengthen program and policy collaboration within the federal government and with provincial /territorial (P/T) governments and the sport community, resulting in increased opportunities for sport participation among all Canadians, including targeted under-represented groups. In 2008-2009, the most recent year for which information is available for P/Ts, preliminary reports on bilateral sport participation agreements indicate that approximately 900,000* participants (from targeted and non targeted groups) benefited from these agreements. Further advancing Canadian interests and values at home and abroad, the Department worked with an emphasis on international engagement, in three priority areas – anti-doping, bilateral and multilateral relations, and sport for development. Canadian leadership in the international anti-doping movement is recognized, and Canada continues to support key organizations and activities in the area, particularly through the World Anti-Doping Agency (WADA), based in Montreal.  In 2009-2010, Canada provided 25% of the Americas region’s governmental contribution to WADA for operations, including: research, out-of-competition testing, education, and contingency initiatives. Additional international collaboration initiatives include: supporting the work of 7 (1 Canadian, 6 international) sport and human development organizations;  a contribution to the Conférence des Ministres de la jeunesse et des sports des États ayant le français en partage (CONFEJES) towards the support of 11 sport initiatives aimed at establishing mechanisms to promote sport for development and peace and the promotion of sports to under-represented groups;  and a contribution to a pilot project : Le Programme d'Appui International au Sport Africain et des Caraibes (PAISAC).
  
  
• In 2009-2010, the Department continued its multi-year bilateral agreements with all 13 P/T governments to increase sport participation levels as expressed in the Canadian Sport Policy. Furthermore, two additional F-P/T bilateral agreements were negotiated, bringing to 12 the number of agreements in place specifically targeted at encouraging and supporting greater participation of Aboriginal peoples in sport.

Note:
* This is an approximate number of participants as the Department has not received all of the 2008-2009 year end reports from all P/Ts.  Actual numbers will be finalized at a later date. Please also note that the nature of the project might change if a P/T has negotiated a new bilateral agreement.

Comment(s) on Variance(s):

Overall variance of ($12.5M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of the Sport Canada Branch – June 2010

Evaluation completed or planned: Summative Evaluation of Sport Canada – March 2011

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: 2010-2011

Description: The Athlete Assistance Program contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances. To this end, the Program identifies and supports athletes already at or having the potential to be in the top 16 in the world in their sport.

Strategic Outcome:

• Canadians participate and excel in sport.

Results Achieved:

• Canadian athletes continued to achieve international-level performance standards. In 2009-2010, 456 athletes achieved international level performance standards (top 16 in the world), which was slightly down from 2008-2009.
  
  
• In 2009-2010, 324 athletes remained at international-level performance standards (top 16 in the world).
  
  
• In 2009-2010, the average number of years that athletes carded at the first year Senior International (SR1) and the second year Senior International (SR2) levels remained at international level performance standards was 4.1 years. In 2008-2009 that average was 4.55 years, while it was 4.01 years in 2007-2008 and 4.93 years in 2006-2007.
  
  
• Direct support for high-performance athletes continued to assist Canadian athletes. A total of 1,810 high-performance athletes, including athletes with a disability, were allocated $25,961,520.54. This amount was broken down as follows:
  1. $6,899,613.47 was allocated at the Developmental card (D) level.
  2. $1,783,384.13 at the first year Senior National (C1) card level.
  3. $9,135,046.20 at the Senior National (SR) card level.
  4. $6,263,190.10 at the first year Senior International (SR1) card level and $1,980,286.64 at the second year Senior International (SR2) card level.
  5. 57 female and 129 male athletes with a disability were funded at the senior card level.
  6. 28 female and 42 male athletes with a disability were funded at the Development (D) card level.
  7. 468 female and 449 male able bodied athletes were funded at the senior card level.
  8. 300 female and 337 male able bodied athletes were funded at the Development (D) card level.

Comment(s) on Variance(s):

Overall variance of $0.6M is explained as follows:

• $0.3M transfers to other departmental programs to adjust for emerging priorities.
• $0.3M of year-end surplus.

Audit completed or planned: Audit of the Sport Canada Branch – June 2010

Evaluation completed or planned: Summative Evaluation of Sport Canada – March 2011

Name of Recipient: Endowment Fund – Canadian Institute for Research on Linguistic Minorities

Start Date: 2001-2002

End Date: Perpetual

Total Funding: $10 million

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

Strategic Outcome(s): Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Summary of Results Achieved by the Recipient:

The evaluation of the CIRLM conducted in 2008-2009, confirms the following results:

• The research capacity has increased nationally. The Linked CIRLM experts across Canada encouraged collaboration which resulted in an increased pool of researchers that do research on linguistic minorities. It encouraged ties between researchers and communicates information on research opportunities.
• The CIRLM is recognized for the quality of both its academic and applied research.
• The results of the research are recognized as being pertinent and useful, especially in the field of education. Stakeholders such as governments, communities and other researchers use the results of the CIRLM.
• Researchers from the CIRLM are very visible at seminars and conferences, and publish their researched work in academic reviews at the national level.

The evaluation of the CIRLM established some recommendations that are being progressively implemented by the CIRLM.

Comments on Variance(s): N/A

Significant Evaluation findings by the recipient during the reporting year and future plan:

The last evaluation confirmed that the CIRLM reached its main objectives from through its activities and networking (in particular, becoming a key researcher on linguistic minority communities).

Significant Audit findings by the recipient during the reporting year and future plan: N/A

Name of Recipient: Grant to the 2010 Games Operating Trust

Start Date: 2004-2005

End Date: Perpetual

Total Funding: $55 million

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

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

Strategic Outcome(s): Canadians participate and excel in sport

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

Comments on Variance(s):  N/A

Significant Evaluation findings by the recipient during the reporting year and future plan:  N/A

Significant Audit findings by the recipient during the reporting year and future plan:  N/A

URL to the recipient’s site: http://www.r-oval.ca/docs/2010%20games%20operating%20trust%202009%20financial%20stmts.pdf

Name of Recipient: National Aboriginal Achievement Foundation

Start Date: 2003-2004

End Date: 2009-2010

Total Funding: $ 22M

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

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

Strategic Outcome(s): Canadians have a sense of their Canadian Identity

Summary of Results Achieved by the Recipient: Investment revenues from the endowment provided funding for bursaries to Aboriginal post-secondary students.

Comments on Variance(s): N/A

Significant Evaluation findings by the recipient during the reporting year and future plan:

Evaluation of the National Aboriginal Achievement Foundation – November 2009

This Evaluation was lead by the Department, however, the Foundation has undertaken an evaluation of the Endowment in compliance with its funding agreement.

SIGNIFICANT FINDINGS

Rationale and relevance

• The evaluation indicates that NAAF is well aligned with the current needs of Aboriginal Canadians and with government objectives regarding Aboriginal peoples. The evidence supports the continued funding of NAAF, as the rationale and relevance for funding the organization and initiatives of this purpose remain strong and necessary.

Design and delivery

• The issue of NAAF program reach represents the greatest challenge to the achievement of NAAF’s objectives and the objectives of federal government funding.  Although findings indicate that NAAF has made significant progress in accurately representing the population in terms of geographic distribution and Aboriginal ancestry, two definable gaps persist.  First, service within the province of Quebec and to French-speaking Aboriginal Peoples.  Second, service to the North and to the Inuit population.
• A further key finding of this evaluation is the issue of NAAF reporting requirements.  On one hand, NAAF officials identified issues with the reporting requirements associated with the funding arrangements they hold with the federal government, namely the lack of coordination among departments from one assessment to another.  On the other hand, federal government officials expressed concern with NAAF’s ability to report fully on requirements.  

Program success

• The organization has increased the visibility and profile of Aboriginal Peoples and culture within Canadian society – a much needed outcome.
• NAAF has also made significant progress on presenting Aboriginal young people with a broad range of career perspectives and the motivation and self-belief necessary to achieve these outcomes.
• In general, NAAF program participants hold a high degree of satisfaction with the programs they use. External observers and experts (government officials, senior officials at other Aboriginal organizations, non-government sponsors) are highly supportive of and satisfied with the achievements of NAAF work.
• Nevertheless, from the perspective of the federal government, there is a desire that NAAF draw tangible links between the services it provides and the outcomes it claims to pursue.

Value for money and alternatives

• NAAF provides the federal government with a highly cost-effective means of achieving many departmental and government-wide priorities and commitments regarding Aboriginal Peoples.
• Government funding alone could not support NAAF’s current operations; however, the funding provided by the government plays a critical role in attracting private sector donors.  To these donors, a financial support-base from the federal government is an indicator of organizational sustainability and accountability.
• For the federal government to have a mechanism of such capability and proficiency available for use in pursuing its own objectives represents a considerable cost-savings over providing the services on its own or even through an alternative organization.

Significant Audit findings by the recipient during the reporting year and future plan: N/A

Name of Recipient: The Trans Canada Trail Foundation

Start Date: December 2003

End Date: March 2010

Total Funding: $15 million

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

Strategic Outcome(s): Canadians express and share their diverse cultural experiences with each other and the world.

Summary of Results Achieved by the Recipient:

In March 2010, the initial agreement, originally scheduled to end March 31, 2010, was extended to March 31, 2011. This will allow the organization responsible for the Trail to use the entire 15 million dollars, as well as any interest earned, according to the terms of the agreement, and to meet the planned objectives. 

Approximately 72 % of the Trans Canada Trail, or more than 16,798 km, has been completed. More than 4 out of 5 Canadians live within 30 minutes or less of the Trail. Once completed, it will be the longest trail (or network of trails) in the world.     

In 2009‑2010, 33 projects for the development of portions of the Trail were approved by the Fund. Since 2003, 86 pavilions, with bilingual interpretation panels, have been built along the Trail to inform the public of the richness and diversity of Canada’s nature (i.e. indigenous flora and fauna, geographical features).   

Comments on Variance(s): The total grant of $15 million was paid to the Foundation in 2003–2004.

Significant Evaluation findings by the recipient during the reporting year and future plan: Performance evaluations of the $15M Fund are scheduled for May 2010 and May 2011.

Significant Audit findings by the recipient during the reporting year and future plan: N/A

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

Name of Lead Department(s): Department of Canadian Heritage

Lead Department Program Activity: Sport

Start Date of the Horizontal Initiative: 2003-2004

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $580.24M

Description of the Horizontal Initiative (including funding agreement):

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

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

Canadian Heritage is the lead department for federal participation in support of the 2010 Winter Games with the exception of Games Security and Public Safety. In October 2007, the Prime Minister appointed Ward Elcock as the Coordinator for the 2010 Olympic and G8 Security and established an office within the Privy Council Office (PCO).  As a result of this appointment, the Royal Canadian Mounted Police (RCMP) became the lead coordinating department to develop a Horizontal Results-Based Management and Accountability Framework (RMAF) for Games Security and Public Safety collectively with Canada Border Services Agency (CBSA); Citizenship and Immigration Canada (CIC); Canadian Security Intelligence Service (CSIS); Department of National Defence (DND); Industry Canada (IC); Public Health Agency of Canada (PHAC); Public Safety Canada (PS); Transport Canada (TC); Health Canada (HC); Canadian Coast Guard (CCG); Canada Post; and PCO. As the lead agency responsible for the development and delivery of the 2010 Winter Games security, the RCMP leads a multi-organisational, Integrated Security Group known as the Vancouver 2010 Integrated Security Unit (V2010 ISU) which has the overall responsibility for coordinating and providing security for the 2010 Winter Games. Departments and agencies responsible to provide security for the 2010 Winter Games report on their achievements under commitments established in the security RMAF through RCMP (reference and link to RCMP Department Performance Report (DPR) on Security) and are not included in this report.

Shared Outcome(s) ¹:

There are three levels of shared outcomes as identified below:

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

2010 FS

Representative Working Group (RWG)

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

• A Deputy Ministers and Heads of Agency Coordination Committee facilitating interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments.
• An Assistant Deputy Minister-level RWG reporting on the progress of essential federal service delivery.
• An Essential Federal Services Committee (EFS Committee) was established in 2007 under the authority of the RWG to support, promote, coordinate and monitor seamless planning of essential federal services.  

Working-level Issue Clusters support intergovernmental coordination and information sharing.

Comments on Variances: INAC disbursed a $34M First Nations Grant in 2008-2009. This amount is included in the “Total Non-Security Federal Funding Allocation” of $580.24M but it is not included in the totals in column 13 of the body of the report.

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

Contact information: Charles-Antoine Drouin, 819-956-9792

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

Name of Lead Department(s): Canadian Heritage

Lead Department Program Activity: Promotion of inter-cultural understanding

Start Date of the Horizontal Initiative: April 1, 2008

End Date of the Horizontal Initiative: March 31, 2013

Total Federal Funding Allocation (start to end date): $1,110.10 M

Description of the Horizontal Initiative (including funding agreement):

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

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

Web site: http://www.pch.gc.ca/slo-ols/

Shared Outcome(s):

Three levels of outcomes have been established.

Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.

Three intermediate outcomes:

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

Eight immediate outcomes:

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

Governance Structure(s):

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

A governance structure has been established; the highest level is the Committee of Assistant Deputy Ministers on Official Languages (CADMOL). It acts on behalf of all federal departments, agencies and organizations that are partners in the Roadmap in a variety of ways: it supports the Minister of Canadian Heritage and Official Languages and all ministers who have responsibilities under the Official Languages Act (OLA); it ensures leadership for managing the OLP, and particularly the Roadmap, by making decisions and overseeing the coordination of partners’ actions; it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and oversees the evaluation of the government strategy regarding official languages (the Roadmap). During CADMOL meetings, departments having specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Canada Public Service Agency) report on achievements that are specific to their mandate and describe the challenges and issues related to these responsibilities.

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

Comments on Variances:

ACOA:
EDI: Project approvals amount to $2,110,725.  However, delays in implementing projects have resulted in $348,639.00 being claimed in 2009-2010.
FRANCOPHONE IMMIGRATION: The proponent placed emphasis on holding awareness sessions directed at the communities where welcoming centers are to be opened.  Thus only one center was opened in 2009-2010 and claims for funding were therefore fewer than expected.
CED: TBS and Finance have agreed to transfer in 2010-2011 the amount of $ 1 100 000 in grants and contributions.
CIC:   Please take note that CIC’s actual spending for 2009-2010 is higher than the planned spending for the same period. In fact, an additional 2.5 million dollars (10 million dollars for four years) was taken from the department’s settlement funds for the implementation of official languages initiatives, as specified in CIC’s submission to the Treasury Board in relation to the Roadmap.
CSPS: • The Roadmap TB submission was approved at Treasure Board in December 2008 under condition (see attached). For this reason, as long as the conditions stated in the letter of decision were not fulfilled, the funds to implement the Roadmap initiatives could not be released. 
• Heritage Canada and its partners have worked to develop a more detailed management framework fulfilling the Minister's requirements.  A new presentation to Treasury Board was made in April 2009.  This time, the submission was approved and the funds were released.
• Once the funds were received for the pilot project with universities (and the other projects of the Roadmap), the staffing process started and employees joined the project in June 2009.
• A request for proposal was posted for universities to apply and a selection was made in August 2009.
 The Official announcement and launch of the pilot project was made by the Parliamentary secretary, Andrew Saxton, on October 14, 2009 at Simon Fraser University.  Up till that date, the information about the selected universities was under embargo.  This is only once the official announcement was made the School could start discussions with the universities.
• Some universities faced some difficulties to recruit students due to short deadline to proceed to the selection of the students, to familiarize them with the project and also due to administrative challenges in their organization.  Therefore, some universities became active in the initiative not in January, but in February or March 2010; one will even begin in September 2010.  The students gradually joined the pilot-project (the majority between, end of January and end of March). Due to this situation and a matter of volume the Public Service Commission and the Learning plan service of the School could not administer all the tests before the end of the fiscal year 2009-2010.  A part of the money allocated to these tasks was not spent. The tests will continue in 2010-2011. 
• For the reasons stated above, the School spent $681,401 on a budget of $ 900, 000 for the 2009-2010 fiscal year, a difference of $ 218, 599.
• However, the Canada School of Public Service expect to spend the funds that were not spent in 2009-2010 during the 2010-2011 and 2011-2012 fiscal years.
Health Canada: In 2009-2010, $2,000,000 in additional funding was provided to the 11 member institutions making up the Consortium national de formation en santé to promote its activities/programs and recruit students, to expand the scope of distance learning, to strengthen clinical training through the purchase of medical equipment and to strengthen continuous learning by recruiting teaching personnel.  In addition, some program recipients did not spend the entire contribution to which they were entitled in 2009-2010, which brought the actual spending to $36,300,000.
Industry Canada: Discrepancy is due to the creation of the Agency in August 2009. The new agency was not able to make decisions as quickly as needed. The Agency needed more time to ensure a proper implementation’s process of the programme. Thus, 1 million has been postponed to 2010-2011.
Concerning FedNor, many projects are funded on a multi-annual basis. The funds have also been postponed to 2010-2011.
Justice Canada:
CONTRAVENTIONS: The province of Newfoundland and Labrador did not sign an agreement in 2009-2010 as anticipated.
The province of Prince Edward Island did not sign an agreement in 2009-2010.
The Department has been approached by Alberta and Saskatchewan to begin discussions on the manner in which to implement a Contraventions agreement. No agreement has yet been signed.
OFFICIAL LANGUAGES: There were fewer projects than anticipated related to the training component that were received and approved in fiscal year 2009-2010.
Office of the Chief Human Resources Officer:
Centre of Excellence: In 2009-2010, the operations of the Official Languages Centre of Excellence have been aligned with the new regime for human resources management, established in response to the findings of the horizontal review of human resources management functions and to the recommendations of the Advisory Committee on the Public Service.
PWGSC:
Language Industry Initiative: Of the total authorized expenditure for 2009-2010, $800,000 was deferred to 2010-2011.
University Scholarships Program in Translation: Of the total authorized expenditure for 2009-2010, $700,000 was deferred to 2010-2011 and 2011-2012.
Western Economic Diversification Canada: Grant and Contribution (Gs&Cs) discrepancy relates to unspent amount, based on the disbursement information originating from processed claims, as opposed to EDI allocated amount for this period.
PCH (OLS):The days of dialogue and the development phase of the Official Languages Performance and Information Management System (OLPIMS) will be postponed to 2010-2011, which explain the difference between planned spending and actual spending for 2009-2010.

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

Contact information: Kirk Giroux (819-997-0622)

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

• Contracts Review Committee
• Commodity management
• Template documents
• Training

Results achieved:

• Contract Review Committee:
  • Suggestions to include green procurement practices or purchases in contracts submitted for review, when appropriate
• Commodity management:
  • Consolidation of requirements, when possible, in order to minimize shipping, packaging, emissions, etc.
  • Purchasing is done off Green Standing Offers, when available
• Template documents:
  • Templates have been reviewed to include green procurement requirements.
  • Rating of suppliers includes a green procurement portion
• Training:
  • All of Contracting and Materiel Management Directorate staff have taken a Green Procurement course
  • Green Procurement has been included in the Acquisition Card training and all new card holders now receive such training.

Contributions to facilitate government-wide implementation of green procurement:

• The Department of Canadian Heritage participates in Green Procurement working groups (Green Procurement Forum) and attends various trainings sessions and seminars offered by Public Works and Government Services Canada’s Office of Greening Government Operations.
• The Department will be using the E-Waste DISO as part of its disposal strategy.

Has the department established green procurement targets?

Summary of green procurement targets:

• Reducing waste and supporting re-use, recycling and re-furbishing.
• Identifying performance measures for planning and reporting on green procurement.
• Incorporating environmental performance considerations into the commodity management process.
• Ensuring tender documents include environmental related evaluation criteria.
• Ensuring that procurement staff completes the online course on green procurement.
• Implementing a tracking feature for green purchases and suppliers through the Department’s Integrated Financial and Materiel System.
• Continuing departmental initiatives that contribute to the reduction of Green House Gas (GHG) emissions.

Results achieved:

• Green Procurements are now tracked in the Department’s Integrated Financial and Materiel System and reports can be generated at the line item level, including quantities and values of green procurement items.
• Tender documents include some environmental related evaluation criteria.
• Procurement staffs have completed the green procurement online course.