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Minister's Message

I am pleased to present the Departmental Performance Report for 2010–11 to Parliament and to Canadians. The Department of Canadian Heritage strives to foster an environment in which all Canadians can take full advantage of our rich cultural and civic life and celebrate our linguistic duality, history, and heritage. The Report lists the Department’s many accomplishments over the past year and the ways in which we made an important contribution to our economy, helped strengthen Canadian identity, and increased our sense of national pride.

We contributed to economic recovery under the Economic Action Plan, helped develop the digital economic strategy, drafted legislation to modernize the Copyright Act, organized the Royal Tour and our participation in Expo 2010 Shanghai, and supported participation and excellence in sports.

We also helped strengthen our communities by supporting the arts, culture, and heritage sectors and, in so doing, stimulated creativity and innovation, contributing to the quality of life and prosperity of all Canadians.

The Department also continued its activities to promote attachment to Canada. We fostered Canadians’ participation in celebrations and commemorations, strengthened Aboriginal communities by enabling Aboriginal peoples to address the social and cultural issues affecting their lives, encouraged young Canadians to get involved in programs that allow them to be active citizens, and continued to implement the Roadmap for Canada’s Linguistic Duality.

Canadian Heritage also launched an initiative to modernize its operations and seek innovative solutions to financial challenges facing the Department and the public service at large. The Department will continue to seek additional efficiencies through the deficit reduction action plan announced in the last federal budget.

In order to better and more efficiently address the needs of Canadians, the Department remains committed to modernizing its programs and policies in response to fast-changing technologies and business models.

As Minister of Canadian Heritage and Official Languages, I am pleased to submit this report on the significant achievements made by the Department of Canadian Heritage in 2010–11.

Section I: Departmental Overview

Responsibilities

The Department of Canadian Heritage is responsible for programs and policies that help all Canadians participate in their shared cultural and civic life. The Department’s legislative mandate is set out in the Department of Canadian Heritage Act and in other statutes for which the Minister of Canadian Heritage and Official Languages is responsible, and presents a wide-ranging list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”

The Department oversees the administration of numerous statutes, notably: the Broadcasting Act, the Copyright Act and the Investment Canada Act (the latter two acts are shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, and the Physical Activity and Sport Act (shared with Health Canada).

The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural policies related to copyright, foreign investment and broadcasting, as well as policies related to arts, culture, heritage, official languages, sport, state ceremonial and protocol, and Canadian symbols. The Department’s main program activities are delivered through funding of community and third-party organizations to promote the benefits of culture, identity, and sport for Canadians.

The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 20 organizations that make up the Canadian Heritage Portfolio.

Strategic Outcomes and Program Activity Architecture

2010-11 Program Activity Architecture

[2010-11 Program Activity Architecture]

Organizational Priorities

Priority Status Legend

Priority 1	Type [1]	Strategic Outcome(s)
Implement new and renewed programs and adjust policies and key legislative frameworks to better manage the transition to emerging digital technologies.	New	Strategic outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad.
Status: Mostly Met
The Department continued its commitment to support innovation in Canada’s cultural industries with the launch of new and renewed programs. The Canada Media Fund was launched, replacing the Canadian Television Fund and the Canada New Media Fund, as a more effective, modern approach to supporting the production and delivery of Canadian content and its delivery to Canadians, and harnessing new technologies to fast-forward Canada’s capacity to innovate. The Canada Interactive Fund was launched. The Program encourages all Canadians to produce creative online interactive content and applications that are representative of Canada’s rich cultural diversity. Through an investment of $55 million over five years, the Program aims to reflect the evolution of Canada’s cultural landscape from a social and technological perspective. The Canada Music Fund was restructured to increase the visibility of Canadian music on digital platforms and international markets, with an investment of $27.6 million spread over five years. The Canada Book Fund was created as a rebranded, streamlined evolution of the Book Publishing Industry Development Program. With an annual budget of $39.5 million, the new program targets funding to help the Canadian-owned publishing industry adapt to technological change to ensure that Canadians can access a broad range of Canadian-authored books in all format. Building on the successes of the former Publications Assistance Program and former Canada Magazine Fund, the Canada Periodical Fund is designed to streamline program administration, maximize value for taxpayers’ money, meet the needs of Canadian readers and capitalize on the opportunities offered by new technologies. The Department continued its review of Canadian feature film policies to better reflect digital opportunities for film production, distribution and consumption. Furthermore, to support the Government’s commitment in 2010 Speech from the Throne to position Canada as a leader in the global digital economy, the Department collaborated with Industry Canada to draft legislation designed to ensure that Canada’s copyright laws are forward-looking and responsive to changes influenced by digital technologies. The Department also organized public consultations to inform the development of the Government’s Digital Economy Strategy, in cooperation with Industry Canada and Human Resources and Skills Development Canada.

Priority 2	Type	Strategic Outcome(s)
Promote the creation, preservation and dissemination of Canadian cultural content to domestic and international audiences.	Ongoing	Strategic outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad.
Status: Exceeded
The Department launched its suite of renewed arts programs which ensure a $504 million financial commitment for the next five years. The Department also launched a series of new and restructured cultural industries support programs in 2010-11, including the Canada Media Fund, the Canada Interactive Fund, the Canada Music Fund, the Canada Book Fund and the Canada Periodical Fund. Over and above what was stated in the 2010-11 Report on Plans and Priorities (RPP), the Department introduced Canada’s Policy on Audiovisual Treaty Coproduction. The policy which seeks to focus Canada’s approach to treaty coproduction and to ensure that Canadians and the audiovisual industry achieve maximum benefits from government actions in support of treaty coproduction. As a cultural benefit, coproduction projects create Canadian content, with greater audience reach than domestic productions, helping to share Canadian content with audiences at home and in markets abroad. In addition to what was stated in the 2010-11 RPP, the Department undertook a review of the Revised Foreign Investment Policy in Book Publishing and Distribution. The revised policy sets conditions for foreign investment in the Canadian book industry and was launched in 2010 to determine whether the Policy continues to encourage healthy competition, and to ensure that Canadians and readers everywhere have access to a broad range of Canadian-authored books. A ministerial decision on policy revision is expected in 2011. The Department contributed to the increase in percentage of Canadian programming broadcast on TV5MONDE and also to the increase in the number of households around the world where TV5MONDE’s signals were broadcast, thereby showcasing a greater amount of Canadian content on the international stage. TV5 Québec Canada included programming from European and African partners that is not available on other Canadian French-language networks, giving Canadians access to content from the international Francophonie.

Priority 3	Type	Strategic Outcome(s)
Ensure that Canada’s heritage is accessible to Canadians now and in the future.	New	Strategic outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad.
Status: Met All
Canadians will enjoy greater access to their heritage as the result of the creation of the Canadian Museum of Immigration at Pier 21, Canada’s sixth national museum. The legislation to amend the Museums Act to establish the new Crown Corporation received Royal Assent on June 29, 2010 and came into force on November 25, 2010. Through the Canada Travelling Exhibitions Indemnification Program, the Government now assumes financial liability for loss or damage to objects in major travelling exhibitions. The consequent reduction in insurance costs for exhibitions makes it possible for museums and galleries to make these exhibitions available to Canadians. In response to increases in exhibition values, the Department developed a strategy to allocate the available liability in 2010-11 among eligible institutions[2]. The Department continued to develop possible legislative changes to ensure that the Cultural Property Export and Import Act continues to be an effective protection for Canadian and international heritage. The Department continued to deliver funding programs that support the creation and circulation of exhibitions, the preservation of Canada’s heritage and the enhancement of the heritage sector’s knowledge, skills and practices. The Canadian Heritage Information Network (CHIN) contributed to the advancement of this priority as well as priority 1 and 2 by mobilizing nearly 1500 museums across the country in a collaborative effort to create innovative digital heritage content and enhance its visibility to the public through virtualmuseum.ca. Research and training presented by CHIN identified practical solutions and standards that can be implemented by museums to enhance their digital presence. The Canadian Conservation Institute increased by 35% the number of collections and objects supported by the Institute’s preservation programs. Its research on the longevity of optical discs and magnetic tapes will assist heritage institutions to manage and preserve their digital collections for long-term access.

Priority 4	Type	Strategic Outcome(s)
Promote greater understanding of Canada, and increase Canadians’ pride and engagement in our country and its communities.	Ongoing	Strategic outcome 2: Canadians share, express and appreciate their Canadian identity.
Status: Met All
In 2010-11, the Department also continued to deliver policies and programs that promote civic education and participation among young Canadians, namely Canadian Studies, Katimavik, and Exchanges Canada. In May 2010, the Department of Canadian Heritage created and launched a new program, Youth Take Charge. Through this new program, the Department offers young people opportunities to participate in youth-led projects in the areas of history and heritage, the arts and culture, civic engagement and youth service as well as economic activities. At the same time, through the Building Communities through Arts and Heritage Program, the Department has continued to offer increased exposure to local artists and artisans within their community and to provide Canadians the opportunity to engage in their communities through the performing and visual arts, and the expression, celebration and preservation of local historical heritage. Through its programs and services, the Department also helped strengthen Aboriginal cultures and improve civic participation in Canadian society, and contributed to the preservation and revitalization of Aboriginal languages and cultures. This was achieved through a number of projects and activities across Canada that focused on social development, learning opportunities, employment and events aimed at increasing awareness of Aboriginal cultures and achievements. The Department continued to support activities that foster promotion of and attachment to Canada. By supporting celebrations of National Aboriginal Day, Saint-Jean-Baptiste Day, Canadian Multiculturalism Day, and Canada Day, the Department created opportunities for Canadians to show their pride and to engage with their communities. In 2010, approximately 9 million Canadians participated in over 3,000 community events across Canada, an increase of over 1 million participants from the previous year. The 2010 Royal Tour of Her Majesty The Queen and His Royal Highness The Duke of Edinburgh took place from June 28 to July 6, 2010. The Tour attracted a record crowd of over 100,000 on Parliament Hill on Canada Day. It brought many Canadians into contact with their monarch and increased awareness among Canadians of the Canadian Crown, an important part of Canadian identity and history. Canada also participated in Expo 2010 in Shanghai, the largest international exposition ever held. The Canada Pavilion was the focal point of Canada’s participation and was a source of pride for many Canadians. The Pavilion was designed to reflect Canadian values of inclusiveness, sustainability, and creativity and was open from May to October 2010. The Pavilion welcomed more than 6.4 million visitors surpassing its initial goal of 5.5 million, and garnered positive feedback from approximately 97% of visitors.

Priority 5	Type	Strategic Outcome(s)
Foster linguistic duality in Canadian society and enhance the development of official language minority communities.	Ongoing	Strategic outcome 2: Canadians share, express and appreciate their Canadian identity.
Status: Met All
Through partnerships and agreements, the Department helped foster the vitality of Canada’s official language minority communities and enabled them to participate fully in all aspects of Canadian life. As a result of departmental programs, a greater number of Canadians have a better understanding and appreciation of the benefits of the official languages, respect the rights of official languages minority communities, and foster their participation in Canadian society. The outcomes of the second language learning program supported through agreements with the provinces and territories, as well as by institutions and community groups, were achieved thanks to the 13 education agreements with all the provinces and territories that make it possible to support the teaching of French and English as a second language for 2.4 million young Canadians. In addition, the programs for promoting linguistic duality provide support to nearly 70 community organizations that foster the learning of the second language or linguistic duality. Accordingly, with over 200 programs and projects supported in 2009-10, over 100 Canadian volunteer organizations were able to hold some of their events (conferences, annual general meetings, services) in both languages. It is possible to state that the results of the program activity were achieved. The effective implementation of all the Roadmap for Canada’s Linguistic Duality 2008-2013: Acting for the Future initiatives made it possible to enhance access to government services in their language of choice for official language minority communities, and to further promote the advantages of linguistic duality.

Priority 6	Type	Strategic Outcome(s)
Support high-performance athletes, opportunities for all Canadians to participate and excel in sport, and the hosting of international sport events and the Canada Games.	Ongoing	Strategic outcome 3: Canadians participate and excel in sport.
Status: Met All
In 2010-11, through the Athlete Assistance Program, 1,871 carded high performance athletes received direct grants that contributed towards their ability to train and compete at the Olympics, Paralympics and World Championships and, ultimately, excel in their respective sport. In 2010-11, support provided by the Hosting Program to 54 events and 2 bids created additional opportunities for Canadian high-performance athletes, coaches and officials to participate at international sport events hosted in Canada. In addition, hosting program support to the 2011 Canada Winter Games in Halifax provided multi-sport competition opportunity for aspiring high-performance athletes from every province and territory. The Sport Support Program supported numerous opportunities for Canadians to participate and excel in sport with the result that, in 2010-11, sport organizations provided high-performance athletes with training and competition opportunities through their national team training. Over 1.8 million Canadians participated in funded sport participation initiatives.

Priority 7	Type	Strategic Outcome(s)
Public Service Renewal.	Ongoing	Supports all strategic outcomes.
Status: Met All
Over the past four years, the Department ensured that the priorities of the Clerk of the Privy Council were met, even during a time of change. Integrated Planning: The Department pursued its efforts to improve the corporate integrated planning process and build on its strong practice of integrated risk management. Recruitment: As part of the Transformation Initiative, a freeze on external staffing for an indeterminate period was announced. However, where vacant positions could not be filled by affected employees or other departmental employees, external staffing measures were reviewed and approved on a case-by-case basis by the Executive Committee. Nonetheless, to respond to the Public Service Renewal’s objective, the Department encouraged and promoted the use of bridging and post secondary recruitment programs. Employee Development: The Department continued to focus on employee engagement and retention by pursuing various learning, development and talent management initiatives. For instance, the following sessions were developed and delivered: Working @ PCH, Working in Times of Change, Benefits of Networking, and How to Prepare a CV/Interviews. Priority use of funds obtained for official languages development was given for language training to employees affected by the Transformation Initiative. Workplace renewal: Clear and ongoing efforts have been made in the 4 components making up this priority: Support for managers; knowledge management; Innovation; and Public Service Values. Here are some examples: a profile of key leadership competencies has been developed; Canadian Heritage conducted awareness and training sessions on information management for employees; the Department began the process of developing its code of values and ethics.

Priority 8	Type	Strategic Outcome(s)
Grants and Contributions Reform.	Ongoing	Supports all strategic outcomes.
Status: Exceeded
The Department of Canadian Heritage continued its leadership in the reform of grants and contributions management: Policy on Transfer Payments: Full implementation of all key requirements of the revised Policy, including the publication of service standards was achieved in 2010-11. Funding threshold: Starting in 2010-11, the Department increased the funding threshold for requiring a client to submit audited financial statements from $50K to $200K, where risk allowed. As a result, approximately 40% of contribution recipients no longer have to submit audited financial statements to receive payment, thereby reducing client burden and expense. Grants and Contributions Modernization Initiative: The Department launched the long-term Grants and Contributions Modernization Initiative to pursue streamlining, standardization and, where feasible automation, in the delivery of funding programs.

Priority 9	Type	Strategic Outcome(s)
Integration of financial and non-financial information.	Ongoing	Supports all strategic outcomes.
Status: Somewhat Met
In addition to the continuous improvement of its corporate management processes and tools, the Department supported the integration of financial and non-financial information in 2010-11, mainly by standardizing its internal services structure with the creation of service hubs at the sector level. The service hub model will enable the Department to standardize, introduce efficiencies, and integrate the financial, procurement, human resource and administrative services previously carried out at the sector, branch or division levels. The Department also streamlined its collection of survey data through the development of a data acquisition strategy which will save financial resources and improve efficiencies. Additionally, progress has been made in managing the internal controls over financial reporting and pursuant to the Policy on Internal Control and the first published departmental Annex under this policy. As part of the Transformation Initiative, the Department has also implemented monthly budget forecast meetings to adjust plans and priorities where warranted.

Priority 10	Type	Strategic Outcome(s)
Management of Security and Business Continuity.	New	Supports all strategic outcomes.
Status: Mostly Met
Information Technology Security: In 2010-11, Information Technology Infrastructure (IT) and Security Services pursued the improvement of departmental security programs through the IT Security Improvement Plan. The renewed IT Security Policy instruments have formalized roles and responsibilities of various levels of governance, and defined Performance indicators, monitoring and reporting processes. Management of Information Technology Security Compliance: The most important IT systems and services within the Department either now comply with the security requirements, or are in the final stages of completing their certification and accreditation activities. As a result of these activities, safeguard implementation plans are being developed to ensure full compliance and to ensure that continuous risk management practices are in place. In order to manage risks, the Department decided to accredit the remaining IT systems and services on a priority basis over the next few years. Departmental Security: A departmental security policy was developed and implemented, and a security awareness program was refined and enhanced to better address specific departmental risks and concerns. Functional linkages and clear roles and responsibilities in the areas of information security and identity management were developed and confirmed with key departmental players. The foundation is now in place for the implementation of a departmental security plan and integrated work plans. A gap analysis was conducted and targets have been set with performance indicators. Risk analysis is being conducted. Consultations on the planning framework are ongoing. To minimize compliance-based risks, ongoing internal 3rd party monitoring has been initiated by the Department. Business Continuity Planning: The business continuity planning cycle is progressing as planned.

Risk Analysis

In 2010-11, as part of its business process, the Department of Canadian Heritage identified key risks and developed corresponding mitigation strategies. The Department targeted in its 2010-11 Report on Plans and Priorities one strategic risk and three operational risks that, if left unmanaged, could hinder the Department's ability to deliver on its mandate and its expected results.

Strategic Risk (External)

In 2010-11, the main external risk faced by Canadian Heritage was the risk that its policies and programs would be unable to keep pace with the rapid evolution of social, economic and technological landscapes.

The following risk mitigation strategies were employed to reduce the likelihood of that risk occurring.

• In 2010-11, the Department launched a suite of new and renewed grants and contributions programs to support the arts and cultural industries. Included among these is the Canada Media Fund (CMF). In 2010-11, the CMF invested $337 million in Canadian content creation, generating over 2,400 hours of new Canadian programming^[3]. This fund is an innovative response to profound change in how Canadians expect to consume media content.
  
  
• To address a range of risks facing Canada's heritage of linguistic duality, the Department carried on with the coordination and the implementation of the Roadmap for Canada's Linguistic Duality 2008–2013.
  
  
• Industry Canada, Canadian Heritage and Human Resources and Skills Development Canada (HRSDC) organized public consultations that ran from May 10 to July 13, 2010 to inform the development of the Government’s Digital Economy Strategy (DES). Overall, more than 20,000 Canadians visited the DES consultation Web site. The Government received 272 formal submissions, 148 posted ideas, and over 470 comments.
  
  
• In support of the Government’s commitment in 2010 Speech from the Throne to position Canada as a leader in the global digital economy, Canadian Heritage, in collaboration with Industry Canada, drafted a legislation designed to ensure that Canada’s copyright laws are forward-looking and responsive to change influenced by digital technologies. On June 2, 2010, Bill C-32: the Copyright Modernization Act was introduced in the House of Commons. However, Bill C-32 died on the Order Paper as a result of the March 26, 2011 dissolution of Parliament.

Operational Risks (Internal)

The operational risks for Canadian Heritage are derived from a range of risks that were identified as part of the integrated planning process.

Specifically, the following three areas were identified as departmental key risks to the achievement of organizational objectives, which required mitigation actions to be integrated in our business planning and day to day activities:

• Sound management and stewardship – There was the risk that stakeholders’ needs and expectations would not be satisfied due to the increased complexity and length of administrative processes associated with the good management of programs.
  
  In 2010-11, the Department developed a new method to process the vast numbers of files received from regular clients seeking renewed annual funding for ongoing activities they had successfully completed. Three programs (Canada Arts Presentation Fund, the Official Languages Community Life Component and Celebrate Canada) have been selected as pilot projects for the 2011-12 fiscal year.
  
  A new risk-based approach to processing grants and contributions applications has been identified. It is both simplified and standardized and will require minimal changes for our applicants. The file treatment framework being developed will align end to end file processing with the level of risk each file presents. This effort will allow the Department to focus on risks through targeted mitigation measures. Beyond efficiency savings, process simplification for low-risk applications will also lead to improved service, while ensuring that Canadian Heritage careful stewardship of public resources, due diligence and accountability are respected.

• Demonstrating program results – There was the risk that the Department cannot provide accurate and timely policy and performance metrics that tell a strong performance story of value creation, tangible outputs and benefits to Canadians.
  
  To underscore the value and benefits of government public policy to Canadians, the Department’s collection of survey data was streamlined through the development of a data acquisition strategy, which helped address methodological issues in measuring program results. The Department invested also in the development of the Cultural Satellite Account that will allow governments, at all levels, to quickly and accurately demonstrate to Canadians the economic value of our policies and programs. To date, Canadian Heritage and its initial partners have contributed over $200,000 to the feasibility study. The provinces and territories will collectively contribute $100,000 per year for the next two fiscal years. Canadian Heritage will also contribute $100,000 per year for the next two fiscal years.

• Values-based human resource management – There was the risk that staff well-being, engagement, performance and organizational stability will suffer during this time of review and restraint.
  
  To support all results achievement, steps were undertaken to mitigate the impact of the current workforce adjustment by ensuring human resources needs are well coordinated, well managed and responsive to departmental employees^[4].

Furthermore, in an environment of fiscal restraint, the Department of Canadian Heritage undertook a Transformation Initiative to address some of its operational risks^[5]. This initiative was an opportunity to align resources, processes and organizational design to deliver priorities and expected results in a more effective and empowering manner. This initiative also enabled the Department to move forward on modernizing its operations and seeking innovative solutions to better serve Canadians while addressing financial challenges. Savings identified in this exercise are being used to provide the Department with financial flexibility to help address in-year and on-going, structural funding challenges, while maintaining the capacity of the Department to deliver its programs.

Summary of Performance

2010-11 Financial Resources^[6] ($ millions)

Planned Spending	Total Authorities	Actual Spending
1,291.3	1,340.8	1,313.6

2010-11 Human Resources (Full-time Equivalents - FTEs)

Planned	Actual	Difference
2,309.6	2,108.0	201.6

Strategic Outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Performance Indicators	Targets	2010-11 Performance
Range and volume of Canadian cultural content and artistic works created and produced, by category. Range of Canadian cultural and heritage content and artistic works accessible domestically and internationally, by category.	The performance story presented under Section II of this report describes key achievements in more detail. Determining a specific target for such indicators is particularly challenging as it covers a broad range of sources and will require further work.	Please refer to Section II of this report for an extensive performance summary at the strategic outcome level.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 1: Arts	150.8	125.8	125.8	116.3	114.6	Vibrant Canadian culture and heritage
Program Activity 2: Cultural Industries	313.8	208.4	328.8	311.0	303.5	Vibrant Canadian culture and heritage
Program Activity 3: Heritage	43.3	40.9	40.9	43.2	41.4	Vibrant Canadian culture and heritage
Total	507.9	375.1	495.5	470.5	459.5

Note: The total authorities by program activity represent the distribution of budgets approved by Parliament, not the internal reallocation of these budgets by the Department between the various program activities. The Department has the authority to reallocate the budgets during the year to direct funding to new priorities. A full explanation of variance by year is provided in Expenditure Profile section.

Strategic Outcome 2: Canadians share, express and appreciate their Canadian identity.

Performance Indicators	Targets	2010-11 Performance
Level of appreciation by Canadians of Canadian shared values. Level of active participation by Canadians in their society.	The performance story presented under Section II of this report describes key achievements in more detail. Determining a specific target for such indicators is particularly challenging given the nature of the strategic outcome.	Please refer to Section II of this report for an extensive performance summary at the strategic outcome level.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 4: Promotion of and Attachment to Canada	150.7	79.2	79.2	89.9	84.5	Diverse society that promotes linguistic duality and social inclusion
Program Activity 5: Engagement and Community Participation	90.1	64.5	89.4	90.0	88.2	Diverse society that promotes linguistic duality and social inclusion
Program Activity 6: Official Languages	365.6	359.8	359.8	356.0	354.5	Diverse society that promotes linguistic duality and social inclusion
Total	606.4	503.5	528.4	535.9	527.2

Note: The total authorities by program activity represent the distribution of budgets approved by Parliament, not the internal reallocation of these budgets by the Department between the various program activities. The Department has the authority to reallocate the budgets during the year to direct funding to new priorities. A full explanation of variance by year is provided in Expenditure Profile section.

Strategic Outcome 3: Canadians participate and excel in sport.

Performance Indicators	Targets	2010-11 Performance
Canadians’ participation rate in sport activities. International ranking at Olympic/Paralympic Games and World Championships.	28% of Canadians 15 years of age and older participate in sport by 2010. Rank 1st in the medal count at the 2010 Olympic Winter Games in Vancouver. / Rank in the top 3 at the 2010 Paralympic Winter Games in Vancouver. Achieve a top 14 ranking at the 2012 Summer Olympic Games in London. / Rank in the top 5 at the 2012 Paralympic Summer Games in London.	The most recent data available is from the 2009 Physical Activity Monitor which found that 27% of Canadians age 15 years and older participate in sport[7]. Canada ranked 1st in gold medals and 3rd in overall medals at the 2010 Olympic Winter Games and ranked 3rd both gold medals and overall medals in the 2010 Paralympic Winter Games in Vancouver. The rank for the 2012 Olympic and Paralympic Summer Games will be determined in the summer of 2012. In 2010, Canada ranked 7th on the Olympic Ranking Index, as it had in 2008 and 2009. This compares with the ranking of 11th in the 2002 Olympic Ranking Index. There is no result available for the Paralympic Ranking as there were no Paralympic Games in 2010-11. Please also refer to Section II of this report for an extensive performance summary at the strategic outcome level.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 7: Sport	232.7	179.8	179.8	213.5	211.1	Vibrant Canadian culture and heritage
Total	232.7	179.8	179.8	213.5	211.1

Note: The total authorities by program activity represent the distribution of budgets approved by Parliament, not the internal reallocation of these budgets by the Department between the various program activities. The Department has the authority to reallocate the budgets during the year to direct funding to new priorities. A full explanation of variance by year is provided in Expenditure Profile section.

Internal Services

Program Activity	2009-10 Actual Spending ($ millions)	2010-11[8] ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	127.6	87.6	87.6	121.0	115.9

Expenditure Profile

Canada’s Economic Action Plan

For more information on Canada’s Economic Action Plan, please refer to Section II of this report.

Departmental Spending Trend

The graph presented below shows the budget and expenditure profile of the Department of Canadian Heritage for the three previous years.

[Departmental Spending Trend Graph]

Planned Spending versus Total Authorities

The planned spending for 2008-09 and 2009-10 are both below their respective total authorities. In 2008-09, the variance is mostly explained by items not included in planned spending, such as: Operating carry forward, salary compensation and collective agreement adjustments.

In 2009-10, the variance is mostly explained by items not included in planned spending, such as: Operating carry forward, salary compensation, Canada’s Economic Action Plan investments (Canada Cultural Spaces Fund, Canada Arts Training Fund, Canada Periodical Fund (Magazines / Community Newspapers), Canada Media Fund and Special Olympics Canada) and Canada’s investment in the 2010 Winter Olympics.

The planned spending for 2010-11 was below total authorities as well. The variance is mostly explained by items not included in planned spending, such as: Operating carry forward, funding to support high performance sport and to increase sport participation, funding to support Aboriginal youth in urban areas and funding to support the Michaëlle Jean Foundation.

Actual Spending versus Total Authorities

In 2008-09, the variance between actual expenditures and total authorities is mainly explained by the surpluses of the Multiculturalism and Historical Recognition Programs (transferred to Citizenship and Immigration Canada in 2010-11) and the approved re-profiling of funds to future years that were not published in the Supplementary Estimates. The following programs had funds reprofiled to future years: 2010 Olympic and Paralympic Winter Games, International Expositions and Historical Recognition Program.

In 2009-10, the variance between actual expenditures and total authorities is mainly explained by the year-end surplus and the approval of a reprofile of funds to future years that was not published in the Supplementary Estimates. Building Communities through Arts and Heritage had funds reprofiled to future years.

In 2010-11, the variance between actual expenditures and total authorities is mainly explained by the Department’s surplus and the approval of a reprofile of funds to future years that was not published in the Supplementary Estimates. Both the Canadian Interactive Fund and the Youth Take Charge Program had funds reprofiled to future years.

Estimates by Vote

For information on Canadian Heritage votes and statutory expenditures, please see the 2010-11 Public Accounts of Canada (Volume II). An electronic version of the Public Accounts is available at Public Works and Government Services Canada’s web page, Public Account of Canada 2010.

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